Faculty collective bargaining in Canada: Background,development and impact

Conclusion The Kemerer-Baldridge study acknowledges that in the U.S. faculty unions have negotiated procedural protection in tenure and promotions, less arbitrariness in administrative decisions, more job security, and greater economic security in general. The authors also point out that these negotiated advantages accrue to non-unit faculty as well. In my view those conclusions apply with equal force in Canada.As noted in the introduction to this section, we still lack sufficient data to do more than generalize from impressionistic accounts. Nevertheless I feel safe in saying that, in a very short period of time, collective bargaining has enhanced true professionalism and real collegiality on Canadian campuses by moving Canadian academics from their knees (suitable no doubt for supplication) to their feet; by giving them legally enforceable job security without which the notion of academic freedom had too hollow a ring; by giving them a real and not a mythical voice in university governance; and by doing all of this and more without creating excessive bureaucracies, industrial models, unconscionable power blocks, or strangulation by legalistic formality. In the course of doing so, Canadian faculty engaged in collective bargaining have developed innovative approaches in a number of key areas, approaches which may yet have significant impact in both public and private sector bargaining. Certainly, faculty collective bargaining has gone a long way in developing a model for professional unionism in Canada.     

市场权力协调下的美国大学教师聘任制度改革及启示

20世纪90年代以来,美国大学由于受到市场权力因素影响,实施百年的终身教职制度受到了更多的质疑,并面临改革。美国大学以市场权力因素影响下的院校协调力量来解决问题:继续实施终身教职,实施终身聘后评审制度,增加兼职与非终身轨教师的比例,或从原来的合同制改为终身教职制度。美国大学在进行教师聘任制度改革时每个大学总是把自身的发展与需要放在最为重要的地位,将聘任制度改革与教师职业发展、大学知识的创新宗旨结合起来,充分发挥了市场权力中院校协调的力量,避免了同质化。     

Socialization of Doctoral Students to Academic Norms

Using the framework for graduate and professional student socialization developed by Weidman, Twale, and Stein (2001), this study addresses socialization of doctoral students to the academic norms of research and scholarship. Data are presented about the perceptions doctoral students in a social science discipline (sociology) and in educational foundations at a major research university have of the scholarly and collegial climates of their departments. Data on students' social relationships with faculty and peers as well as their reported participation in scholarly activities are also reported. A multivariate analysis provides support for the framework, affirming the importance of social interaction among both students and faculty as well as collegiality among faculty for creating a supportive climate for doctoral study that also has the potential to provide a strong foundation for subsequent academic and/or research careers by stimulating students' research and scholarly productivity.     

Continuity and Change in the Collegial Tradition

This article has four main purposes: to explore the meaning of the idea of collegiality, to consider its importance in the governance of British institutions of higher education, to examine the pressures for change that have been exerted upon both the collegiate model of the university as well as upon the idea of collegiality, and to ascertain what relevance – if any – the idea of collegiality has in the context of a system of mass higher education. The article is a report upon ongoing research, of which interviews with some fifty Oxford academics and officials form the core of its empirical base. Naturally we welcome feedback. An important subtheme is our attempt to understand the process of change in British higher education. Our analysis suggests that the change process is best understood through an analysis of the interaction between state pressure for change and developments within the character of the academic profession.     

Organizational response to decline in the academic marketplace

In the last twenty-five years institutions of higher education and the academic market-place have undergone considerable change. A period of rapid growth and expansion was followed by a period of shrinking resources and decreasing growth. The effects of organizational decline on personnel management and on the formal structure of the academic hierarchy are examined in Israeli universities. The data show that in the non-growth period standards for faculty selection and advancement have not been formally altered, although actual practices have resulted in prolonged time periods between promotions and until tenure is obtained. The most salient change that has taken place is a continuous process of proliferation of the academic hierarchy by addition of new tracks and ranks to the main regular faculty track, and the increasing use of these positions particularly for new hires. This is consistent with other studies which found that organizational complexity may increase under conditions of decline. The effectiveness and functions of this process as an adaptive response to environmental scarcity are discussed.     

Faculty Evaluations: Contentious Bothers or Important Tools for Faculty Growth?

ABSTRACT

Over the years, there has been an increased call for accountability by legislators, policy makers, and the public for educators at all levels (Arreola, 2007; Fincher, 1983). College and university professors have not traditionally been subjected to much oversight or evaluation, especially after they receive tenure. Nevertheless, there are many models for tenure and posttenure evaluation (Arreola; Buller, 2012; Licata, 1986; Licata & Morreale, 1999). Each model emphasizes a variety of purposes such as encouraging faculty’s development as educators, as scholars, and as members of college communities. Other reasons include making recommendations for retention and/or tenure, evaluating teaching effectiveness, and evaluating overall performance. Provided here is an analysis of administrators’ and faculty members’ differing perceptions of faculty evaluations as well as suggestions for improving faculty performance reviews and implications for further study of faculty evaluation.     

Steady state effects of a later mandatory retirement law for tenured faculty

Recently a new law was enacted that would raise the mandatory retirement age from 65 to 70 for all occupational groups except tenured faculty in higher educational institutions. The exception for faculty, which extends to 1 July 1982, was granted because tenure holding professors enjoy a measure of job security that is unknown outside the academic sphere; this uniqueness led many to feel that an extension of faculty lifetime careers could possibly have very serious effects on the fiscal and academic health of colleges and universities, and that a delay was necessary in order that the situation could be carefully researched. This paper analytically investigates these conjectures and rigorously shows that they have been greatly exaggerated. By using a four stage model of the tenure system, it is easy to show the effect of progressively later retirements on the tenure ratio, flow of new faculty, and faculty salary budget. As many researchers would intuitively feel, neither early nor late retirement has an unusually disruptive effect on any of these critical variables.     

Faculty Service Loads and Gender: Are Women Taking Care of the Academic Family?

This paper investigates the amount of academic service performed by female versus male faculty. We use 2014 data from a large national survey of faculty at more than 140 institutions as well as 2012 data from an online annual performance reporting system for tenured and tenure–track faculty at two campuses of a large public, Midwestern University. We find evidence in both data sources that, on average, women faculty perform significantly more service than men, controlling for rank, race/ethnicity, and field or department. Our analyses suggest that the male–female differential is driven more by internal service—i.e., service to the university, campus, or department—than external service—i.e., service to the local, national, and international communities—although significant heterogeneity exists across field and discipline in the way gender differentials play out.     

An Evaluation of Factors Regarding Students’ Assessment of Faculty in a Business School*

Student faculty ratings are used at most institutions of higher learning for three important reasons. First, the ratings provide direct feedback to the faculty, and this enables faculty to adjust their teaching styles. Second, the ratings provide the administration with information intended to assist in guiding and mentoring faculty toward more effective pedagogical performance in the classroom. Third, the ratings also provide the administration with information to be used in the reappointment, tenure, and promotion processes, as well as for assignment of salary range adjustments and teaching awards. To be of real value, however, all of this is predicated on the use of a valid and reliable faculty‐rating instrument along with a system designed to provide both the faculty and the administration with norming reports that allow for appropriate comparisons of ratings. This article reports such a study conducted within a large department of a business school and recommends that the process used be adapted by other business school departments and other academic units across the university and at other universities to ensure a more universally appropriate usage of students’ ratings.     

The Dynamic between Knowledge Production and Faculty Evaluation: Perceptions of the Promotion and Tenure Process across Disciplines

This study sought to understand predictors of faculty satisfaction with promotion and tenure processes and reasonableness of expectations in the context of a striving institution. The factors we investigated included discipline (high-consensus [science and math] vs. low-consensus [humanities and social sciences]); demographic variables; and institutional support including mentoring, collegiality, work-life integration, and college commitment to faculty members’ fields. High-consensus faculty members were less satisfied with promotion and tenure processes than were low-consensus faculty members (p?<?.01). Faculty members who were more satisfied with collegiality (p?<?.001) and with college commitment to their fields (p?<?.05) were more satisfied with promotion and tenure processes. Faculty members who were more satisfied with work-life integration and mentoring were more satisfied with reasonableness of expectations (p?<?.05).     

“I expect to be engaged as an equal”: collegiality expectations of full-time,non-tenure-track faculty members

Nationally, non-tenure-track faculty (NTTF) represent the new majority. Efforts to move the full-time NTTF role from expendable labor to sustainable professional position have led to improvements in policy and working conditions at many institutions. Still, the profession broadly has just begun to grapple with the implications of this shifting labor market on aspects of the profession traditionally reserved for tenure system faculty, such as collegiality. In this qualitative study we use Bess’s (High Educ Handb Theory Res 8:1–36, 1992) framework of structure, culture, and behavior to analyze the collegial expectations of 38 full-time, NTTF members. Participant accounts point to a desire for parity despite differentiation, and highlight the fundamental contradictions of a professional virtue that requires the independence of faculty for it to be fully expressed.     

Strategic assets or second-class citizens? Teaching-focused faculty in business schools

Business schools have significantly increased the percentage of teaching-focused faculty (defined here as full-time faculty with doctorates not on the tenure track) over the last decades. However, many schools have not adequately updated their policies to support these faculty, leading some teaching-focused faculty to feel like second-class citizens. In this article, we provide a literature review of teaching-focused faculty hiring trends, challenges faced by teaching-focused faculty and the institutions that hire them, and proposed improvements to these challenges. Next, we draw from these best practices provided in the literature, as well as from first-person interviews, to share how business schools address these challenges. Specifically, we use interviews from decision makers (current and former deans) to examine how schools approach hiring and supporting teaching-focused faculty. Our study shows improved institutional support and acceptance of teaching-focused faculty over the past two decades, but with room for continued improvement. We conclude by arguing that TF faculty should be treated as strategic assets within schools in order to support collegiality, acceptance, and professional respect, while also enhancing students’ learning opportunities. In doing so, we hope to start a discussion of best practices that can better equip schools to provide institutional support to teaching-focused faculty.     

美国大学集体谈判制度的形成与发展

集体谈判是大学管理当局与教师代表通过协商谈判,雇佣双方达成关于各自应该履行的责任和权利、义务关系等方面的协议.美国大学集体谈判制度产生的主要原因是保障高校教师的经济、职业安全,争取学术自由与终身聘任制等方面的合法权益.美国教师联合会和全国教育协会的积极推动促成了集体谈判制度的建立,美国大学教授协会的认可则是集体谈判制度得以推行的重要影响因素.集体谈判制度在保护高校教师的学术自由与终身聘任制权利方面发挥了十分重要的作用,成为美国高校教师管理中较有特色的一种制度.     

How and why the CAUT became involved in collective bargaining

Despite a persistent belief to the contrary, most Canadian universities prior to the 1960s did not operate collegially. They were run autocratically. Collective bargaining arose as a means of ensuring true collegiality through negotiations between equals, legally entrenching due process and academic freedom, and providing a clearer and stronger mechanism for dealing with salaries and benefits. This was a revolution from below in the governance of universities. Although the sixties are widely regarded as the age of student revolt, in Canada it was the faculty, not the students, who secured a dramatic change in the power structure of the university through collective bargaining.     

A study of the partnership between schools and universities to improve science and mathematics education in Indonesia

This paper examines what kinds of impacts a school–university partnership has on schoolteachers and university faculty members, and what types of challenges and tasks exist. The results show the following: (1) joint lesson planning, observation, and reflection, called piloting activities (PA) have succeeded in improving teaching methodologies; (2) faculty members and teachers generally regarded the students under PA as being more participative; (3) it is necessary to ensure linkages between materials and students, as well as between students; and (4) PA resulted in the development of collegiality within schools and between faculty members and teachers.     

Generational perceptions of promotion and tenure expectations by faculty in a striving university: A quest for legitimacy?

Striving universities seek to gain prestige in the academic market. One characteristic of striving universities is a change in the faculty reward system. In this study, we examined historical promotion and tenure criteria in five disciplinary units at one striving university and then conducted interviews with senior faculty and recently tenured faculty in each unit to better understand the striving dynamics at play. Findings demonstrated that pressures to seek legitimacy were a result of the faculty themselves, the institution’s desire to gain legitimacy through an increased research profile and the disciplinary ties outside the university.     

大学文化传统的失落：学术资本主义与大学行政化的叠加作用

论文首先阐述了大学历经千年所形成的文化传统:追求真理、学术自治、学术自由和学者社团,然后指出了当前影响大学发展的两个重要因素:学术资本主义和大学行政化,最后分析了学术资本主义和大学行政化叠加作用于大学所造成的大学文化传统的失落。     

Faculty Agency: Departmental Contexts that Matter in Faculty Careers

In a modern context of constrained resources and high demands, faculty exert agency to strategically navigate their careers (Baez 2000a; Neumann et al. 2006). Guided by the O’Meara et al. (2011) framework on agency in faculty professional lives, this study used Structural Equation Modeling to investigate which departmental factors (perceptions of tenure and promotion process, work-life climate, transparency, person-department fit, professional development resources, and collegiality) influenced faculty agentic perspective and agentic action. Results showed that faculty perceptions of certain departmental contexts do matter in faculty career agency, such as work-life climate, person-department fit, and professional development resources. These contexts have a particular influence on faculty agentic perspective. Results also showed a large effect of agentic perspective on agentic action. The study has important implications for administrators regarding departmental role in faculty agency and contributes to the growing body of literature on faculty sense of agency in academe.     

社会资本、学术寻租与教职终身制——高校科研工作者教职聘任制模式研究

高校教职的聘任是实行终身聘任制模式还是实行聘任合同制模式,一直是学界争论的一个焦点。分层线性模型对107位拥有高级教职的科研工作者成果的追踪研究表明,社会资本的获取使科研人员在职业生涯中始终可以保持高产出状态。这一过程事实上是一种"学术寻租"行为,研究型高校实行终身教职聘任制更有利于减少这种"学术寻租"的出现,因而优于聘任合同制。     

The organizational impact of university labor unions

The current review presents both postulated and empirically tested consequences of university unionization and labor strikes on the North American institution’s administration, faculty, and students. The review explores the impact of collective bargaining on employee working conditions including job security, academic freedom, university governance, and due process. More importantly, this review examines the much neglected issue of organizational work relationships in a unionized academic environment. The relationships discussed include those between faculty members, between the faculty and administration, between the faculty and the university as an institution, and between the faculty and their union. The threat of unionization and labor strikes to the professor–student or mentor–mentee relationship has been a central concern of those opposed to graduate student unions, and this issue is also addressed here. The text concludes with the identification of potential areas for future research.