Is Concession Bargaining a Threat to Stability in Higher Education Collective Bargaining?

Sonst. Personen	Douglas, Joel M. (Hrsg.)
Institution	City Univ. of New York, NY. Bernard Baruch Coll. National Center for the Study of Collective Bargaining in Higher Education and the Professions.
Titel	Is Concession Bargaining a Threat to Stability in Higher Education Collective Bargaining?
Quelle	In: Newsletter of the National Center for the Study of Collective Bargaining and the Professions, 12 (1984) 5, S.1-6 (8 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Zeitschriftenaufsatz
Schlagwörter	Case Studies; Collective Bargaining; College Faculty; Contracts; Faculty College Relationship; Higher Education; Negotiation Agreements; Reduction in Force; Retrenchment; Teacher Dismissal; Tenure; Tenured Faculty; Unions + Suchen Sie Ihr Suchwort? Case study; Fallstudie; Case Study; Tarifverhandlung; Fakultät; Vertrag; Hochschulbildung; Hochschulsystem; Hochschulwesen; Abkommen; Lehrerbeurlaubung; Amtszeit; Beschäftigungsdauer
Abstract	The complexities and realities of concession bargaining are discussed, and a case study for Monmouth College is presented. Concession bargaining is contract modification bargaining: certain benefits that resulted from the collective bargaining agreement are relinquished. Generally, management obtains concessions from the union. The employer seeking concessions has the obligation of having to show cause why changes are warranted. The most widely used concession models are: givebacks, buybacks, rollbacks, and takebacks. Because of financial difficulties and declining enrollment, Monmouth College proposed the elimination of 10 tenured faculty from low enrollment departments. The faculty voted to reject the proposed agreement and agreed to defer 1 percent of the additional 2 percent to be contributed by the administration to faculty pension plans. This sum amounted to about $50,000. The college agreed not to send notices of release to faculty during the academic year providing that a sufficient number of faculty took advantage of buyout provisions. Four alternatives to terminating tenured faculty were created: buyout of tenure, phased retirement, retraining, and administrative appointments. The case study includes remarks by Professor Philip A. Donahue, Provost Eugene J. Rosi, and Dean Richard Benjamin. (SW)
Anmerkungen	National Center for the Study of Collective Bargaining in Higher Education and the Professions, 17 Lexington Avenue, New York, NY 10010 ($4.00).
Erfasst von	ERIC (Education Resources Information Center), Washington, DC