Contained in this document are three labor contracts made by and between Syracuse University and Local 200 General Services Employees' Union, Service Employees' International Union, AFL-CIO. The purpose of the agreements is to promote and maintain good relations between the university, the union, and the employees represented by the union and to…

This a staff paper in response to requests from administrators and trustees in about 11 states where legislatures are considering bills that will enable the faculties to unionize for purposes of collective bargaining. Perhaps the most important question posed by such legislation is "Who is the employer for the state, university, college, or…

This booklet discusses the legal limitations and restrictions governing contracts between school administrators and their employers and offers a ten-item bill of rights designed to ensure a fair measure of job security for administrators. After noting that an administrator has no legal recourse when his employment contract is not renewed, the…

Every state will soon have some negotiation law covering school employees. If negotiation is an adversary process between two powers, then there has to be a balance of power between the school board and union. Today unions have more actual and potential power than school management. Unions spend great sums of money preparing for negotiations and…

During the fall 1973 semester, a sample of University of Southern California (USC) faculty received a confidential questionnaire covering a broad range of topics regarding their relationship with the University. A sample of faculty from the graduate professional schools were asked to respond to the subsection of the questionnaire exploring their…

A detailed review is presented of some of the major research on job satisfaction conducted in the past 40 years. The information is discussed in five major sections, each introduced by a series of related questions, under the following headings: national trends in job satisfaction, 1958-73; distribution of job satisfaction in the work force (by…

The fable of the "Donkey and the Stick" is used as an analogy to present day industrial relations problems. The managerial approach of autocratic leadership has long since outlived its usefulness; rewards based along Maslow's hierarchy of needs should be used for employee motivation. The point is made from the fable that employees can't be…

This research concerns the level of agreement among subordinates reporting to the same leader in their descriptions of his behavior. (Available from the Comparative Administration Research Institute, Graduate School of Business Administration, Kent State University, Kent, OH 44242; $12.00 annually) (Author/MLF)

Discusses the appraisal interview as a technique for assessing employee performance. It first covers the organizational benefits of appraising employee job performance; then, using an appraisal behavior model as the basis, describes four ways to conduct an appraisal interview, with emphasis on the most effective. (EM)

A model was proposed which considered individual differences and work environment in the design of management-by-objectives (MBO) programs. The field-testing of the model indicated that consideration must be given not only to the feasibility of the task goals and their applicability to the larger organizational objectives, but also to employee…

Details a study designed to identify supervisor/superior behavior characteristics, including leadership styles which elicit the most accurate information from subordinates. (MH)

New conceptions of job enrichment fly in the face of rational job evaluation. We need to look at the connection between them, because the merits of job enrichment justify its consideration. (Author)

Examines the influence of social, economic, government, and organized labor forces on employee relations and reviews the implications of those four forces for employee relations and management. (Author/IRT)

This analysis of the effects of the National Labor Relations Board jurisdiction over private colleges since 1970 concludes that the employment relationship is not greatly formalized. Organizing is most successful in 2-year institutions with smaller faculties, and the rate of union growth has declined sharply in the last three years. (JT)

Rather than respond to collective bargaining in a passive and reactive manner, planners should initiate immediately such proactive measures as education of campus personnel on bargaining and educational negotiation, enhancement of communication among campus personnel, review of personnel policies to remove sources of conflict, and preparation for…