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Full-Text Articles in Labor Relations
Working Remotely And Corporate Culture Wars In The Post-Pandemic Era, David M. Savino, Danielle C. Foster
Working Remotely And Corporate Culture Wars In The Post-Pandemic Era, David M. Savino, Danielle C. Foster
Journal of the North American Management Society
Organizational culture is a sacred element of any organization. It is the lifeblood and the guiding force that makes each organization unique in its ability to navigate day-to-day and longer-term perspectives of corporate operations. Strong cultures help identify direction and philosophy and provide confidence in how to proceed to pursue innovative ideas and solve problems. Since 2020, the core value and the strength of many organizational cultures have been tested as a result of the increased reliance on working remotely and the adoption of a hybrid model of business operations not previously utilized to a great degree. While many survived …
Wage Distribution Impacts Of Higher Education Faculty Unionization, Charles S. Wassell Jr, David W. Hedrick, Steven E. Henson, John M. Krieg
Wage Distribution Impacts Of Higher Education Faculty Unionization, Charles S. Wassell Jr, David W. Hedrick, Steven E. Henson, John M. Krieg
Journal of Collective Bargaining in the Academy
The literature on the effects of unions on the distribution of wages at the macroeconomic and inter-industry levels has given little attention to the effects at the firm level. At the same time, research on collective bargaining impacts in higher education has focused on the overall wage level rather than on the distribution of salaries. Using panel data on individual faculty members, we find faculty unionization to be associated with a significant flattening of the wage distribution across academic disciplines. This has implications for why faculty might choose to unionize, even in the absence of an overall wage premium.
Negotiating For Curriculum & Class Size, 2011-13: One Faculty Union’S Perspective, Steve Hicks, Amy L. Rosenberger
Negotiating For Curriculum & Class Size, 2011-13: One Faculty Union’S Perspective, Steve Hicks, Amy L. Rosenberger
Journal of Collective Bargaining in the Academy
The article walks the reader through the process of proposing, revising, and finally accepting by both sides of a new clause in the APSCUF-PASSHE collective bargaining agreement covering curriculum and class size. The clause took multiple forms over the course of over two years of negotiations and reveals the evolving priorities of the two sides over time.
Bargaining Market Equity Adjustments By Rank And Discipline, Jonathan P. Blitz, Jeffrey F. Cross
Bargaining Market Equity Adjustments By Rank And Discipline, Jonathan P. Blitz, Jeffrey F. Cross
Journal of Collective Bargaining in the Academy
Faculty contract negotiations generally include wages, hours, and other conditions of employment as well as mutually agreed non-mandatory subjects of bargaining. Negotiators typically address wages in terms of across-the-board increases, promotion in rank, merit increases, and one-time signing bonuses. Less typically, faculty salary negotiations include various forms of equity adjustments and salary increases linked to the underlying market and social forces and to salary compression that may, or may not, be related to these forces. The authors describe how they negotiated differential discipline-specific target salaries based in part on College and University Personnel Association faculty salary data.