This article describes a study on labour disputes of gifted people. Fifty-five gifted people, who have had one or more labour disputes, which resulted in their staying at home and filling out an online survey. Face-to-face interviews were held with seven respondents with more than two labour disputes. In this article, we describe the results of…

Discusses the central issues in arbitration arising from employee grievances. Stresses the differences between arbitration and courtroom trials, including selection of the judge by the parties involved and narrow scope of review. Concentrates on tactics for management. Available from American Law Institute-American Bar Association Committee on…

Arbitrators agreed that the dress issue is not constitutional and that the employer's desire to maintain product cleanliness and employee safety takes precedence over an employee's desire concerning his or her hair. However, an employer's desire to maintain a certain image does not take precedence. (IRT)

This paper develops the rationale for the utilization of a special board of inquiry in complex labor-management disputes when collective bargaining breaks down. (Author)

Explains the history and functions of labor arbitration. Focuses on the limitations placed on the arbitrator and emphasizes the difference between deciding and compromising on a suit. Includes anecdotes from the experience of the author, a prominent arbitrator. (KH)

Examination of arbitration decisions in Wisconsin teacher wage disputes, 1977-86, found that wage increases agreed to earlier by comparable school districts had a substantial impact on the arbitrators' decisions. (SK)

A 1979 law enacted by the state of Connecticut in response to a lengthy and bitter teacher strike may have served as a catalyst to improve the negotiation process. The law mandated a mediation process and compulsory binding-interest arbitration. (Author/WD)

The accessibility of declaratory judgment would greatly diminish the propensity toward self-help to "solve" labor conflicts and would decrease the concomitant potential for violence and damages. Available from Seton Hall University School of Law, 1095 Raymond Boulevard, Newark, NJ 07102. (Author/IRT)

Guidelines for supervisors and managers in handling grievances are presented, with suggestions for avoiding the long and costly arbitration process whenever possible. The author stresses that management must understand the perspective of the arbitrator who is bound by the labor contract and precedent. (MF)

Presents developments in grievance arbitration in government employment by examining all public sector arbitration cases from 1971 through 1979. Predicts that issues of employee discipline and discharge will comprise the largest number of cases proceeding to arbitration. (Author/MLF)

Offers guidelines for productive negotiation between management and workers, including a role-play exercise designed to improve negotiation skills. (Author/WD)

A primary rule for implementing the collective bargaining grievance process in higher education is to settle early and at the lowest possible level. To achieve this or to prevent grievances, clear contract language, a contract administrator, and a "two-one-one" grievance structure should be adopted. (Author/JMD)

Argues that collective bargaining in the public sector poses insuperable obstacles to educational reform because of the combined effects of the time required for bargaining and mediation and the vested interests of teachers' unions in maintaining the status quo. Reform proposals have thus far failed to take account of the dynamics of collective…

Mediation can be an efficient and appropriate process for resolving civil rights complaints. A survey of 36 human relations and civil rights offices in 10 states confirms that mediation is too seldom used, although there is interest in mediation practices. Problem areas in mediation are discussed. (SLD)

A discussion focuses on the emergence of collective bargaining in the public sector, the prevalence of bureaucratic climates in school districts, and the realization that conflict is a variable dependent on organizational climate and structure. (FG)