Business Commons^™

The Persistence Of Separate And Unequal: Debunking Myths Of The Market In Bargaining For Faculty Gender Salary Equity, Johanna E. Foster, Jen Mcgovern

Journal of Collective Bargaining in the Academy

The Persistence of Separate and Unequal:

Debunking Myths of the Market in Bargaining for Faculty Gender Salary Equity

ABSTRACT

For over a century, feminists have challenged occupational gender segregation as a mechanism to rationalize the devaluing of work assigned to women. The social movement momentum in the second half of the twentieth century helped narrow gender pay gaps both within and across occupations. Recently, apologists for gender discrimination have gained ground in obfuscating the role of gender segregation in reproducing salary inequity, pointing to a black box of “market forces” that presumably account for the devaluing of feminized fields, inside …

Centering Anti-Racism And Social Justice, Toward A More Perfect Union: A Conversation With The Authors, Cecil E. Canton And Charles Toombs, Gary Rhoades

Journal of Collective Bargaining in the Academy

No abstract provided.

Labor Unions And Equal Pay For Faculty: A Longitudinal Study Of Gender Pay Gaps In A Unionized Institutional Context, Rodrigo Dominguez-Villegas, Laurel Smith-Doerr, Henry Renski, Laras Sekarasih

Journal of Collective Bargaining in the Academy

Previous single university studies of gender equity in faculty salaries conducted at both private and public universities in the U.S. have consistently found significant within-job gender gaps in pay. This study presents data from a less common labor context for faculty: a strongly unionized campus. Using data on all faculty at a large public university 2003-2015, three kinds of multivariate analyses are conducted: OLS multivariate regressions that include controls for race, field, and rank; Blinder-Oaxaca decomposition models to identify the explained and unexplained portions of the gender gap; and innovative longitudinal models for wage growth trajectories to examine the change …

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.

The Impact Of Unionization On University Performance, Mark Cassell, Odeh Halaseh

Journal of Collective Bargaining in the Academy

This study examines faculty unions’ impact on the organizational efficiency and effectiveness of public four-year institutions of higher learning. The article theorizes the causal connections between faculty unions to higher education performance. The study also presents results of a cross-sectional time series analysis and a cross-sectional analysis of higher education performance using data from the Department of Education’s Integrated Post Secondary Data System (IPEDS) spanning more than two decades and over 430 public universities and colleges. We find support for the view that unionization improves organizational efficiency and effectiveness. At the same time the research raises important methodological and substantive …

From Ivory To Babel To A New Foundation, Richard Boris

Journal of Collective Bargaining in the Academy

During my 12 years at the NationalCenter for Collective Bargaining in Higher Education and the Professions, I observed with increasing frustration the inability of administration and faculty leaders—union and governance—to fully grasp, analyze, and find pathways out of public higher education’s current existential crisis.

My many years of observing leaders of public higher education lead me to the inescapable conclusion that together the leaders share a culture that shorts strategic planning, thinking, and boldness and instead favors ad-hoc, incremental acceptance of the ever-changing, slimmed-down state of affairs. The rarified bubbles of presidential cabinets and union boards symbiotically promote policies that, …

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

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.

Collective Begging At Its Best: Labor-Management Relations In South Dakota, Gary Aguiar

Journal of Collective Bargaining in the Academy

Public employee labor unions in South Dakota possess a feeble set of bargaining rights, so weak it should be considered “collective begging.” However, our recent contract contains significant victories despite decades of playing defense. What lessons can be learned from this experience that might help other similarly situated faculty unions? What does this case study teach us about the disparity of power, especially where labor has fewer legal and political tools than management? I apply DiGiovanni’s (2011) typology of “intangible influences” on collective bargaining to explain our success. As DiGiovanni predicts, history and timing played a large role in influencing …

Organizational Culture, Knowledge Structures, And Relational Messages In Organizational Negotiation: A Systems Approach, Vincent P. Cavataio, Robert S. Hinck

Journal of Collective Bargaining in the Academy

This study examines a recent bargaining process between the Faculty Association and Central Michigan University. Taking a systems approach, we began with the assumption that a healthy organizational culture produces negative feedback which can help keep participants at the bargaining table despite disagreement. However, if organizational members’ relationships are threatened, organizational culture unravels as destructive messages provide positive feedback to disrupt the system and make impasse more likely. To understand how an university’s culture is impacted during contract negotiations we examined messages published in a university student newspaper, transcripts from the local NPR station, CMU’s press releases, a Facebook page, …