Collective Bargaining in Higher Education
Best Practices for Promoting Collaboration, Equity, and Measurable Outcomes
This is one of the first compilations on collective bargaining in higher education reflecting the work of scholars, practitioners, and employer and union advocates. It offers a practical and comprehensive resource to higher education leaders responsible for developing, managing, and maintaining collective bargaining relationships with academic personnel.
Offering views from an experienced and diverse group, this book explores how to manage relationships in collaborative, transparent, and equitable ways, best practices for meaningful outcome measures, and approaches for framing collective bargaining as a long-term process that benefits the institution. This volume provides an overview of the contemporary landscape, benchmark measures of success, and practical advice focusing on advancing collaborative, equitable, and sustainable labor relations approaches in higher education.
Designed for administrators, union leaders, elected officials, and policy makers, at all stages of their careers as well as for faculty and students in graduate programs, this volume serves as an invaluable resource for those who endeavor to conceptualize, conduct, manage, and implement collective bargaining in more mutually effective and beneficial ways for all parties.
Table of Contents
PART 1: AN OVERVIEW OF THE CONTEMPORARY LANDSCAPE 1. The History and Study of Faculty Unions and Collective Bargaining in the United States 2. Symbiosis and Tensions: Shared Governance and Unions 3. Graduate Student Unionization 4. Legal Developments in Higher Education Collective Bargaining 5. Mediation in the Resolution of Collective Bargaining Disputes 6. A Tale of Two Universities; Complex in Different Ways 7. A New Morning in Higher Education Collective Bargaining, 2013-2019 8. Collective Bargaining and Social Justice in the post Covid Digital Era PART 2: CASE STUDIES; SELECT INSTITUTIONS AND SYSTEMS 9. Case Study: City University of New York 10. Case Study: State University of New York 11. Case Study: University of California 12. Case Study: Northern Michigan University 13. Case Study: University of Delaware 14. Case Study: University of Florida 15. Case Study: Portland State University/Oregon Employment Relations Board PART 3: REFLECTIONS; SCHOLARS, PRACTITIONERS, ADVOCATES 16. Reflections from Faculty/Scholars 17. Reflections from Institutional/Administrative Leaders 18. Reflections from Employee/Union Advocates
Daniel J. Julius is the former Provost and Senior Vice President, now Professor of Management at New Jersey City University, Adjunct Professor at University at Albany, SUNY, and affiliated as a Visiting Fellow at the School of Management at Yale University