Describes the apparent downturn in the formation of faculty bargaining units in 1973 and examines the possible causes, suggesting enabling legislation as a significant factor. (Editor)

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)

The compressed work week, flexitime, and job sharing are discussed from the labor perspective. The author suggests that it is unlikely that unions will endorse flexible work arrangements that jeopardize the eight-hour-day concept. (LBH)

The collective bargaining process is now reaching out to embrace virtually all of higher education. (HS)

Collective bargaining is not an appropriate arena for academic policy deliberation, but it can promote and coexist with separate governance mechanisms impacting institutional decision-making. The bargaining process is shown to have three stages: unionization, contract negotiation, and contract administration. (Editor/LBH)

The status of collective bargaining among those government jurisdictions and organizations where bargaining remains uncommon is examined. Some potentially dangerous assumptions are reviewed and the role to be played by public institutions is cited. (LBH)

Methods used by one college and faculty union in approaching the department chairman issue in collective bargaining--inclusion or exclusion in the bargaining unit--is examined. The final agreement is not a model contract, but does contain certain innovative compromises that made the resolution acceptable to both administration and faculty. (LBH)

The author envisions a form of collective bargaining that will be beneficial to the total structure of higher education and which could enhance the goal of universal higher education. (Editor)

The author expounds further on an article in which he envisioned collective bargaining in higher education as beneficial and an agent for universal education. (Editor/HS)

A three-year effort to establish an exclusive collective bargaining agent for student employees at Michigan State culminated with an election in April 1976, in which the Student Workers' Union failed to win student employee support. Four phases of the organizational drive for collective bargaining are described. (LBH)

The corrective disciplinary process in a unionized institution must take into account the possibility that an employee has the right to challenge corrective discipline. For this reason, corrective discipline must be administered to withstand challenge. Four steps involved in corrective discipline are identified: verbal warning, written warning,…