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Full-Text Articles in Education
Asymmetries In The Bargaining Process, Margaret E. Winters
Asymmetries In The Bargaining Process, Margaret E. Winters
Journal of Collective Bargaining in the Academy
Although both sides in academic collective bargaining state that they are interested in the best interests of the institution, there are, of course, differences as to what these interests are and how they are to be achieved. Some of the divergences are differences of degree (the union may look for much larger raises for the economic good of their members and the administration team may look to maintain economic viability for the institution), while others are differences of kind, asymmetries in the process. The present paper considers the latter kind of difference, considering the teams, their planning processes, and their …
Retrenchment Clauses And The Problem Of Force Majeure: Evidence From Aaup Chapter Collective Bargaining Agreements In Ohio, Dominic Wells, Trey Peters
Retrenchment Clauses And The Problem Of Force Majeure: Evidence From Aaup Chapter Collective Bargaining Agreements In Ohio, Dominic Wells, Trey Peters
Journal of Collective Bargaining in the Academy
In May of 2020, the University of Akron administration invoked the force majeure clause in their collective bargaining agreement with faculty, which they used to justify bypassing the negotiated retrenchment procedures. The AAUP-Akron challenged the decision by administration, but ultimately lost in arbitration. Faculty at the university were laid off without consideration of rank or tenure status. The arbitrators decision in favor of the administration underscores the need for clear retrenchment language in contracts. This article analyzes the retrenchment language in AAUP chapter contracts in Ohio. Contracts are coded for language on financial exigency, conditions, consultation, order, alternatives, notice, and …
Pandemic Responses: What They Reveal About Crisis Management, Decision-Making, And Shared Governance, Daniel J. Julius
Pandemic Responses: What They Reveal About Crisis Management, Decision-Making, And Shared Governance, Daniel J. Julius
Journal of Collective Bargaining in the Academy
Colleges and universities have, by and large, responded well, one might say, very effectively as organizations, to the pandemic. This observation may come as a surprise because some would vehemently disagree. Surprising also because in many academic environments, decision-making around managing crises, let alone implementation of solutions, is slow, politicized, and often driven by personal or constituent agendas. Responding to internal or external challenges, implementing strategic plans or effectuating decisions proactively, particularly at the system or institutional level, is difficult. I believe this less than sanguine view is commonly held, and research on decision making in academic organizations over the …