Critiques the referendum model for impasse resolution in collective bargaining disputes from a union perspective. Outlines problems including the length of time a dispute could be extended by the process, and the loss of confidentiality in the mediation process. (MD)

Examines "Chicago Teachers Union v. Hudson," a United States Supreme Court decision guaranteeing non-union government workers specific protections of procedural due process that certain educational and teacher unions had failed to recognize. Decries the "Hudson" decision for separating labor law from laws governing the rest of…

Describes Pasco (Washington) School District's resolution of a recent negotiation impasse in their normal "win/win" collective bargaining process. The key was to reestablish the trust, patience, and willingness to listen that had eroded over the years as new participants replaced old hands in the nonadversarial bargaining process. (MLH)

Although school districts can expect an increase in grievances filed by their local unions, new methods of resolution are available including grievance mediation where school and union officials undertake informal discussion to reach a compromise position, and involving principals in the input evaluation of contractual clauses. (MLF)

Offers a solution based on bargaining, mediation, and binding arbitration that allows teachers' input in developing work environments without producing disagreements which stop work. Stresses penalties for strikes. Suggests method of paying for bargaining process designed to insure that both parties will be realistic in their demands. (NEC)

Presents a model of school enrollment determinants that incorporates public decisions about the supply of schools and tests the model with 1970 Brazilian census data. Results show that enrollment rates are affected more strongly by demand-variables (information access and demand for children's labor) than by public supply decisions. Includes 4…

This step-by-step guide provides practical advice for local board members, administrators, and school board negotiators on determining current and anticipated costs, so that union demands can be analyzed. It concisely describes the "how to" of scattergrams (graphic distribution of staff salary structure), salary guides, percentage versus flat…

The use of neutrals in higher education collective bargaining is considered, with specific reference to a pilot project in which a neutral worked for over a year with the administration and faculty union at a two-year public community college. Eighteen propositions that may promote the creative use of third parties are offered, including the…

This comprehensive guide to the procedures and techniques of collective bargaining contains information on all phases of negotiations: the process, the players, preparation, face-to-face bargaining, impasse resolution procedures, and contract administration. It is predicated on the view that school board members and administrators should master…

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 book was designed to help school administrators, board members, and teachers improve effectiveness and cooperation at the bargaining table. It charts the history of collective bargaining and discusses changes now taking place in education that will likely affect negotiations. Following the overview of collective-bargaining history in chapter…

The attitudes of South Australian university personnel managers concerning the relationship between personnel offices' roles and certain factors such as funding, government legislation, the needs of senior academics and administrators, general staff's perceived needs, and trade unions are outlined and discussed. (MSE)

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…