Contained in this document is the agreement between the State of New York and the United University Professions, Incorporated. The duration of the agreement is from July 1, 1974 through June 30, 1976. Articles of the agreement cover: academic freedom; grievance procedures; employee organization leave; discipline; travel allowance; sabbatical…

Significant needs and additional pressures have been imposed on those persons involved in faculty selection activities on college campuses today. The combination of greater numbers of highly qualified candidates and restricted interview budgets suggests the need for more efficient and less costly methods of employment screening. In addition,…

Grievance arbitration is utilized on a nearly universal basis, but the process is malfunctioning in several ways. The study was based on a review of the literature, in field interviews, and in-depth correspondence with knowledgeable management and union practitioners; findings are limited to the arbitration step in contract administration. Twenty…

On October 23-24, 1972, members of the faculty of Michigan State University overwhelmingly rejected collective bargaining as a means for dealing with faculty-administration relationships at the university. This election did not mean that those faculty members who spearheaded the drive against unionization are satisfied with the status quo at…

This publication seeks to provide reasonable and practical answers to basic questions of professional ethics and is intended to help the reader to understand the sometimes overlapping organizational relationships and to plan an orderly course of action. The four chapters cover the following topics: 1) ethical problems in teaching, defining…

This research examined one aspect of leader behavior and a personality characteristic of the subordinate, i.e., authoritarianism and how it relates to the attitudes and performance of the subordinate. It was generally hypothesized that participation, job satisfaction, and effectiveness would be higher and role conflict and role ambiguity would be…

This document represents a substantial attempt to survey the literature of labor negotiations as it relates to the faculty in higher education. Works are included that provide a history of collective bargaining in the U.S. and the evaluation of the laws governing labor relations. The pros and cons on the applicability of various bargaining…

Twenty-eight articles and ten appendices contractually agreed to by Oakland Community College (Michigan) and the Oakland Community College Faculty Association constitute this collective bargaining agreement. Areas covered by the contract include: recognition, conditions of work, conditions of employment, staff reduction, evaluation, discharge and…

The advantages of participative management under MBO are examined in this article. MBO's value lies in its ability to improve communication and relations among employers and employees. (DS)

Ten general questions are presented for practitioners to consider before attempting to enrich a job. (LH)

Describes the leadership role of community colleges in the trend toward collective bargaining in higher education. Reviews the factors that impel community colleges toward negotiations and analyzes possible areas for incorporation into bargaining agreements. (Available from Baywood Publishing Company, Inc., 43 Central Drive, Farmingdale, NY 11735;…

Outlined are the basic elements of a strong utility employee safety program. The components discussed include: management leadership; assignment of responsibility; maintenance; establishment of safety training; accident record system; medical systems; and personal responsibility of employees. (CS)

Outlines current practice in resolving grievability/arbitrability disputes that arise in the federal sector. (Author)

Describes the problems and benefits of public and press access to faculty collective bargaining sessions at Central Michigan University. (PKP)

Too often basic employee needs go unmet due to poor human relations practices and ineffective work management techniques. Managers can avoid the common mistakes listed, and meet the needs identified in this report by restudying basic management concepts. (JMD)