Ever wonder why union members' salary and benefits, workload agreements, and other aspects of their collective bargaining agreements, or "contracts," often remain unchanged and enforced during the all-too-common periods when public employees labor without a contract? In New York, the answer boils down to an understanding of the Public…

Contracts reflected worker concern over inflation and unemployment, and collective bargaining during the year was heavy, as labor-management negotiations occurred in such key industries as trucking, automobiles, electrical equipment, rubber, and meatpacking. (Editor/TA)

The rejection by the rank and file, of contracts negotiated by union officials with managements, appears to be a serious and growing problem, and stems from a malfunction on disruption of the communications process. (Author/MU)

The collective bargaining process and its consequences are explained and analyzed, in hope that faculties and administrators will examine the issue before an organization drive begins and legal restrictions present difficulties. (Author/RW)

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)

The use of seniority in current school layoff and transfer practices and the impact of seniority provisions on school operations are examined in this paper. The data for the study came from two sources: interviews with teachers, principals, union leaders, and district administrators in four school districts (drawn from a national sample) facing…

This publication offers guidance to school-board members, superintendents, and district staff in the planning, implementation, and rebuilding phases of a faculty or staff strike. It is intended to be used before a strike is imminent so that a strike plan can be implemented and the effects during and after a strike can be mitigated. The handbook…

This handbook is designed to serve as a guide to help school boards understand collective bargaining and the labor-management relationships in their districts. Chapter 1 describes what school-board members need to know. Chapter 2 discusses some of the political and legal realities that school boards face in the collective-bargaining process.…

This study tests the fit of competing models of strike causes on a sample of public school districts in New York. The models are based on differing assumptions. One is that strikes are the result of mistakes or imperfect information; the other is that strikes are rational choices made in expectation of gain. The differences in these views are…

This pamphlet provides information necessary to analyze existing grievance procedures and sets forth principles to guide the formulation of a more effective grievance process. The introduction defines the grievance procedure in a contractual contest, describes its benefits to management, union members, and private citizens; and briefly reviews key…

The Negotiation Research Digest (NRD) was compiled by the Research Division of the National Education Association (NEA). It began publication in April 1967 and, after 81 issues, ceased publication in June 1975. A normal publication year involved 10 issues published from September through June, skipping July and August. Each issue contained…