Analyzes the Supreme Court's decision prohibiting faculty members at New York's Yeshiva University from unionizing because they were decision-making, managerial employees. Explores the implications of the court decision on the actual nature and degree of power among university faculty and others who consider themselves both professionals and…

The Yeshiva decision shows that several actions must be taken to clarify or resolve issues: several legal terms must be redefined, more comprehensive fact-finding is needed, and higher education collective bargaining must be better understood to distinguish faculty governance roles more clearly. (MSE)

Fourteen university claims filed in the wake of the Yeshiva decision, to avoid collective bargaining with faculty, are analyzed. It is concluded that neither the National Labor Relations Board nor any regional board has created, in these dispositions, a governance model typefying the "mature" university needed to evaluate faculty…

The application of the comparable worth doctrine to faculty positions in higher education is examined and the political, legal, legislative, and collective bargaining approaches taken towards its adoption are reviewed and analyzed. Recommendations for enhancing salary equity in academe are postulated. (Author/MLW)

The Yeshiva decision emerged at an unfortunate time for many professionals. Public policy, as embodied in our labor relations laws, should encourage consultative decision making in matters of professional concern without penalizing those professional by extinguishing their rights as employees to unionize. (Author/MSE)

An examination of the structure of academic governance at six unionized four-year institutions--two public universities, two state colleges, and two private liberal arts colleges--shows that faculty unionization is one contextual factor, of many such factors, that affects change in the formal and informal decision-making structure. (Author/JMD)

Factors affecting the future of faculty collective bargaining are reviewed, including economic and political developments, the rest of the union movement, shifts in public policy concerning the private sector of higher education, and the subjects and effects of bargaining: comparable worth, reshaping the workforce, concession bargaining, and…

The Yeshiva University court decision is examined, in which the faculty was included with administrators as managers of the university, negating any right of the faculty to unionize. The decision is discussed in light of research on the decision-making process at colleges and universities and the roles of professionals in these institutions. The…

The implications of faculty bargaining for decisionmaking in four-year colleges and universities are examined in this analysis of research and other literature. Institutional variables are described using research from political science and sociology to explain more fully the dynamics, apart from faculty bargaining, that characterize colleges and…

This volume updates and supplements two earlier volumes, "The Law of Higher Education: A Comprehensive Guide to Legal Implications of Administrative Decision Making, Third Edition" (LHE 3d) and "A Legal Guide for Student Affairs Professionals" (SA). It covers developments from the press deadline for the LHE 3d through the end of 1999 and contains…