Collective Bargaining in Community Colleges: Selected Factors Associated with Successful and Harmonious Labor Relations.

Abstract

Purpose. The purpose of this study was to examine the influence which selected variables have on the success and harmony (maturity) of collective bargaining relationships between faculty and administrators at public community and junior colleges. Selected variables were of two types: structural and psychological. Structural variables included: (1) autonomy, (2) internal cohesion of faculty and administration, (3) the tenor of faculty-administrative relations prior to collective bargaining, and (4) time. The psychological variable was the administrative and board attitude toward the legitimacy of faculty unions. Methods and Procedures. The sample consisted of board and faculty negotiators at 203 two-year colleges in 21 states. Similar questionnaires were sent to board and faculty negotiators at each institution. The questionnaire was designed to ascertain perceptions of bargaining characteristics and relationships. Cronbach's coefficient alpha was used to determine inter-item correlations. Pearson's r and multiple regression analysis sought to assess correlations between successful labor relations and the selected variables. Results. Attitudes of board and administration toward the legitimacy of faculty unions, the tenor of relations between faculty and administrators prior to bargaining, and administrative consistency toward bargaining related issues were all positively correlated with successful and harmonious labor relations. Percentage of faculty members who belong to the union was not correlated with successful labor relations. Recommendations. Most importantly, community college boards and administrators who seek to improve their bargaining relations with faculty should appreciate the importance of recognizing faculty unions as legitimate partners in institutional governance. Such recognition lends credence to both the process and the results of bargaining. Boards and administrators should also recognize that institutions with administrative consistency in bargaining related matters tend to have more successful and harmonious labor relations. Finally, while the tenor of prior relations between faculty and administrators does not establish immutable patterns of behavior, there is, nonetheless, a tendency for bargaining relations to continue according to prior traditions.