The emergence of faculty collective bargaining in colleges and universities has brought the industrial process of arbitration into the academic arena. This article examines one institution's experience with this process. (Editor)

After examining grievance procedures of community colleges, the author compares the range of differences on specific aspects of the contractual arrangement for 94 community colleges as to the type of arbitration, type of grievance, time limit, agent, expiration, grievance definition, and limitation of arbitration. (Editor/PG)

Provides a basic outline for preparing for the collective bargaining process in higher education. (Editor)

Points out various legislation prohibiting or permitting public employees to strike and discusses the use and effectiveness of higher education employees who choose to strike. (Editor)

More than a third of the nation's college professors were found to believe that collective bargaining is the most effective way for faculty members to influence decisions on their campuses. (Editor)

Reports on changes in substance and procedure in grievance under State University of New York (SUNY) collective bargaining agreements in 1971 and 1974, concluding that the discipline and job security procedures in the second agreement have the potential for providing a new model for collective bargaining in higher education. (JT)

A primary reason for the poor quality of university management is that administrators have not been held strictly accountable for their performance. A triadic format between mediating personnel, superiors, and subordinates is proposed, which can be used to hold administrators accountable for their performance. (MLW)

Managing employee grievances at unionized institutions requires standardizing policies and procedures; processing grievances is costly, and mistakes can result in unfavorable court decisions. Steps are outlined for administrators handling grievances at various stages in the process, and a sample grievance form is given. (MSE)

The laws and decisions applicable to affirmative action and collective bargaining are reviewed and conflict areas identified: seniority rights, negotiated grievance procedures, and fair representation. The author concludes that unionization can merely institutionalize present-day discrimination unless bargaining parties give more than lip service…

Guidelines are presented for developing and maintaining effective grievance procedures. The discussion is basic to development of procedures for all institutional groups, e.g. students, faculty, service workers. (Editor/JT)

The National Labor Relations Act says little about the mechanics of the bargaining process, especially regarding the peculiarities of campus negotiations. Implications of this problem are addressed in such issues as the scope of the unit, department chairmen, principal investigators, part-time or adjunct faculty, and scope of bargaining. (LBH)