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1.
Following the election of a faculty collective bargaining agent at the 14 Pennsylvania state colleges, the authors administered a survey questionnaire to a 50% sample of the bargaining unit. The objectives of the research were to identify relationships between faculty choice of a bargaining agent and several collective bargaining issues: attitudes about the contending associations, the extent to which internal versus external governance matters influenced voting behavior, attitudes about the scope of negotiations, attitudes about the defined bargaining unit, attitudes about faculty strikes, and demographic faculty characteristics. The authors provide primarily a narrative of the research findings and end with a succinct general summary of their findings. A brief discussion is also presented on the potential impact on elections of voters who fail to vote their conscience. 相似文献
2.
Roland Penner 《Interchange》1994,25(1):49-53
Legal status collective bargaining between faculty associations and university administrations has affected university governance and, on the whole, has done so positively by democratizing most of the procedures used to determine the terms and conditions of faculty employment. To the extent that matters hitherto within the mandates of academic senates have been removed to the collective bargaining regime, senates have been somewhat weakened. The greatest danger to democracy on the campus probably lies in the bureaucratization of faculty associations, thus leaving them open to the partial paralysis of creeping legalism. 相似文献
3.
《Journal of Higher Education Policy & Management》2012,34(2):101-107
This essay relates collective bargaining in American higher education to the evolution of collegial governance and its erosion on some campuses. The diversity of American higher education and the industrial model of collective bargaining being transplanted to campuses explain the modest contribution made by collective bargaining to university governance. Based on the author's experience as sometime General Secretary of the American Association of University Professors, he concludes that faculty should have the right to decide to bargain collectively but that the cost of collective bargaining usually outweighs its benefits. He recommends that strengthening collegial governance is a preferable strategy for the future. 相似文献
4.
The purpose of this research was to analyze faculty collective bargaining contracts at 124 institutions of higher education that had a 10-year history of collective bargaining from 1975 to 1985 to determine if contracts negotiated in 1975 significantly differed from those negotiated in 1985 with regard to 18 selected academic items. Each academic item in both the 1975 and 1985 contracts was coded according to a scaling code with rankings showing the direction of faculty control. The findings revealed that the 1985 contracts contained both an increased number of academic items and an increased level of faculty control over most of those academic items compared with the 1975 contracts. 相似文献
5.
Donald C. Savage 《Interchange》1994,25(1):55-63
Despite a persistent belief to the contrary, most Canadian universities prior to the 1960s did not operate collegially. They were run autocratically. Collective bargaining arose as a means of ensuring true collegiality through negotiations between equals, legally entrenching due process and academic freedom, and providing a clearer and stronger mechanism for dealing with salaries and benefits. This was a revolution from below in the governance of universities. Although the sixties are widely regarded as the age of student revolt, in Canada it was the faculty, not the students, who secured a dramatic change in the power structure of the university through collective bargaining. 相似文献
6.
R. Penner 《Interchange》1978,9(3):71-86
Conclusion The Kemerer-Baldridge study acknowledges that in the U.S. faculty unions have negotiated procedural protection in tenure and promotions, less arbitrariness in administrative decisions, more job security, and greater economic security in general. The authors also point out that these negotiated advantages accrue to non-unit faculty as well. In my view those conclusions apply with equal force in Canada.As noted in the introduction to this section, we still lack sufficient data to do more than generalize from impressionistic accounts. Nevertheless I feel safe in saying that, in a very short period of time, collective bargaining has enhanced true professionalism and real collegiality on Canadian campuses by moving Canadian academics from their knees (suitable no doubt for supplication) to their feet; by giving them legally enforceable job security without which the notion of academic freedom had too hollow a ring; by giving them a real and not a mythical voice in university governance; and by doing all of this and more without creating excessive bureaucracies, industrial models, unconscionable power blocks, or strangulation by legalistic formality. In the course of doing so, Canadian faculty engaged in collective bargaining have developed innovative approaches in a number of key areas, approaches which may yet have significant impact in both public and private sector bargaining. Certainly, faculty collective bargaining has gone a long way in developing a model for professional unionism in Canada. 相似文献
7.
Christine M. Wickens 《Higher Education》2008,56(5):545-564
The current review presents both postulated and empirically tested consequences of university unionization and labor strikes
on the North American institution’s administration, faculty, and students. The review explores the impact of collective bargaining
on employee working conditions including job security, academic freedom, university governance, and due process. More importantly,
this review examines the much neglected issue of organizational work relationships in a unionized academic environment. The
relationships discussed include those between faculty members, between the faculty and administration, between the faculty
and the university as an institution, and between the faculty and their union. The threat of unionization and labor strikes
to the professor–student or mentor–mentee relationship has been a central concern of those opposed to graduate student unions,
and this issue is also addressed here. The text concludes with the identification of potential areas for future research. 相似文献
8.
Dr. Yoram Neumann 《Research in higher education》1979,10(2):123-138
This study examines the relationship between some facets of organizational climate in university departments and faculty attitudes toward various aspects of faculty unionization. The dimensions of organizational climate explored are: the perceived power structure, assessment of rewards, and perceived organizational goals. The major findings of this study are: (a) The perceived power structure is an important determinant of attitudes toward an egalitarian system, especially in the social sciences. Perceived individual power is negatively related to egalitarian attitude in the physical sciences whereas perceived faculty group power is negatively related to favorable attitudes toward collective bargaining in the social sciences. (b) Perceived emphasis on consulting activities is positively related to attitudes toward seniority-based aspects of collective bargaining in the physical sciences while perceived emphasis on personal factors is positively related to all aspects of attitude toward collective bargaining in the social sciences. (c) Inequity is positively related to attitudes toward unionization both in the physical and social sciences. The policy implications of these findings to faculty and university administration are discussed. 相似文献
9.
James R. Gress 《Research in higher education》1976,4(3):247-256
This exploratory study isolated factors useful for predicting faculty attitude toward collective bargaining (CB) in higher education. Research sought, first, to measure the strength of bivariate relationships between a CB attitude measure and other attitudinal and demographic variables and to investigate the nature of multivariate relationships between the former criterion and the latter predictors. Second, the underlying structure of the most useful predictor was examined. Results showed that measures of faculty perceptions of potential bargaining issues — including monetary issues, working conditions, participation in institutional decision-making and promotion and tenure policies — as well as individual faculty compensation were the most useful predictors of CB attitudes. Conclusions related these findings to alternatives for higher education faculty and administrators as well as for potential faculty organizers and bargaining agents. 相似文献
10.
Yoram Neumann 《Research in higher education》1980,13(4):353-369
The present study attempts to broaden Neumann's (1979) original study, which included only universities with favorable labor relations, and to assess the role of organizational climate in predicting and explaining faculty attitudes toward collective bargaining at a college facing severe labor problems. The major findings of this study are the following. First, the perceived power structure is the dominant predictor of attitudes toward unionization at the university in a labor dispute. The magnitude of relationships between perceived power and collective bargaining attitudes is noticeably stronger at the university with unfavorable labor relations than at universities with favorable labor relations. Second, inequity is related to some aspects of collective bargaining and is not related to others. Third, perceived goals do not effect faculty attitudes toward unionization. The implications of these findings are discussed and elaborated. 相似文献
11.
Regis G. Bernhardt 《Research in higher education》1977,7(1):79-95
Fordham University faculty members rejected collective bargaining in a National Labor Relations Board (NLRB) supervised election in the spring of 1975. The present study was conducted prior to the election. Relationships between faculty members' attitudes toward collective action and their perceptions of the quality of the organizational characteristics of the University were examined.The study was based on modern organization theory which contends that the needs of organizational participants must be satisfied and integrated with organizational goals to maximize output and to minimize the potential for dysfunctional behavior of the participants.The findings supported theory. Faculty members were less supportive of collective action when they perceived administrator-faculty and intrafaculty relationships, motivation processes, and communication processes to be at levels conducive to meeting their needs. 相似文献
12.
Naomi Hersom 《Interchange》1994,25(1):19-23
Is a collegial concept of decision making in a university sufficiently robust to ensure that the governance of the institution may be termed democratic? In the case of one Canadian university, the decision by faculty to enter into collective bargaining as a trade union demonstrated that a notion of democratic governance does not hold up under the pressures of confrontation among the groups comprising the total university community. 相似文献
13.
The study examines the effect of alienation resulting from discrepancies between departmental goals and reward policies on faculty attitudes toward collective bargaining. Analysis of structural data derived from official records of a large, public university and of attitudinal data consisting of faculty responses to a survey, shows that alienation from reward systems has a significant independent influence on faculty attitudes towards collective action. The observed trends in militancy are interpreted in terms of institutional context and framework of unionization movement. 相似文献
14.
学术权力与行政权力的对抗游戏——论美国高校教师与高等院校之间的集体谈判 总被引：2，自引：0，他引：2
20世纪80年代以来,美国高校教师面临行政权力越来越强的控制.为了维护和捍卫自身权益,高校教师不惜参与或组织工会,与校方进行集体谈判.但由于教师群体内部对组织工会持有不同意见,更是由于法院否决了私立院校教师组织工会、开展集体谈判的权力,高校教师企图通过集体谈判对抗行政权力的战略性努力遭遇了失利. 相似文献
15.
Michiel Horn 《Interchange》1994,25(1):39-48
In 1949–50 Canadian professors, reacting to historically low salaries and inadequate pensions, founded the Canadian Association of University Teachers. Although its early concerns were economic, by the late 1950s the interest of the organization was spreading to issues of academic freedom and tenure and, related to it, university government. Having opened a national office in Ottawa, the CAUT soon championed an increased role for professors in governing their institutions. The bookA Place of Liberty (Whalley, 1964) eloquently made the claim for faculty empowerment. This movement also gained strength from the shortage of qualified staff in the 1960s and the resulting need of universities to improve terms and conditions of employment. Although faculty involvement in governance grew, by the mid-1970s many faculty members were embracing faculty unionization. This initiative had for years repelled most professors because it seemed unprofessional. However, deteriorating finances created a condition in which especially junior staff turned to faculty unions for protection. Not all Canadian universities became unionized. In spite of dire warnings about the effects of unionization, it does not seem that unionized universities today offer less scope for faculty participation in governance than the non-unionized. 相似文献
16.
Deane G. Bornheimer 《Research in higher education》1985,22(3):291-305
This research examines the factors that influenced voting behavior in two faculty union defeats at New York University. Faculty members' and librarians' demographic and professional characteristics referred to in previous research on collective bargaining were not good predictors of how they voted in these elections. However, their satisfaction with conditions at NYU, especially satisfaction with participation in governance, was a strong predictor of how they voted. Furthermore, faculty characteristics were found to influence their satisfaction with conditions. This paper also discusses the importance of the swing votes cast in a run-off election by the members of a previously defeated third party and the influence on the election outcomes of an independent group of faculty members opposed to unionization. 相似文献
17.
A model of the formation of faculty attitudes toward collective bargaining is developed which reflects recent developments in theory and research in organizational behavior. The model is an alternative to those grounded in need-satisfaction theories and takes into account interaction effects among variables. Hypotheses are formulated which explore how faculty members develop: (1) beliefs about, and effective responses toward, their work environment; and (2) propensities to wish to change that environment by implementating collective bargaining. Empirical data are analyzed to assess the main effects of, and interactions among, organizational commitment, perceived personal efficacy, and expectations with respect to the impact of bargaining.An earlier draft of this article was presented before the Association for the Study of Higher Education, Chicago, March 1978. 相似文献
18.
H. Kent Baker 《Community College Journal of Research & Practice》2013,37(1-4):193-204
This study examines the impact of collective bargaining on faculty compensation at two‐year colleges over the period 1970‐81. The results show that faculty at unionized community colleges have not experienced significantly greater increases in compensation than their nonunionized brethren. In fact, the nonunion institutions actually experienced higher relative gains in compensation for the first three years after the unionized colleges first engaged in collective bargaining. 相似文献
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20.
大学内部治理模式中,“教授治校”和“教授治学”在历史渊源、内涵界定、权力侧重以及价值诉求等方面都存在差异,既呈现理论上的分野,也有着制度上的耦合。实现“教授治校”与“教授治学”的制度耦合,是当代中国大学内部治理改革的基本逻辑和必然发展,也是立足国情、化繁为简、平复争议的有效路径和可行方案。在“治校”和“治学”制度耦合的整体设计上,不但要保持两种模式灵活转化的张力,也要在维护教授权力的基础上避免行政化管理惯性,促进学术的民主与自由。在“治校”和“治学”制度耦合的路径策略上,可以从完善行政管理体制和改革学术管理组织出发,整合学校教授群体的资源,构筑教授权力的实现平台,建立教授主体参与的保障机制,以增强教授治校和教授治学制度耦合的可行性与有效性。 相似文献