A comparison of selected contractual agreements between unionized professional staffs and state level affiliates of the A.F.T. and N.E.A
This study examined contracts which have been negotiated between selected state-level affiliates of the American Federation of Teachers and the National Education Association and their unionized professional staffs. Qualitative methods, including document analysis and personal interviewing, were utilized to gather the information upon which conclusions were drawn. Specific contractual provisions were described and contrasted. Data was presented narratively and in grid format to facilitate comparison. In many instances, variation in contract language was noted between contracts covering employees of AFT and NEA affiliates in each state as well as between states. Contracts covering larger staffs were found to be longer, more detailed, and comprehensive. Salary comparisons showed considerable variation; but in nearly every instance it appeared that professional staff union salary increases as of December, 1992, exceeded cost of living increases, as well as percentage increases in the average classroom teachers' salaries over the previous year. In interviews, the parties listed a number of factors which are taken into consideration when bargaining. For example, management representatives were likely to note concerns about their organizations' ability to pay; union representatives reported that their demands were often shaped by compensation and benefits which their counterparts in other states were able to negotiate. Few indicated that they examined contracts covering the staff of the rival union within the state. For the most part, respondents indicated that the labor management relationship was positive. This was more often the case with federation affiliates than with education association affiliates, however. When the labor relations climate was described as negative, the number of grievances and arbitration cases filed was typically higher. In cases where relations were more rancorous, union staffs were larger. The labor management relationship was often driven by clashes of individual personalities. When the parties have held their positions for longer periods of time, the relationship seemed to have stabilized. Finally, the study revealed that labor and management representatives in this unusual and ironic employment context have grappled with both real and potential role conflicts with varying degrees of success.
|Year of publication:||
|Authors:||Barnett, Sally Daniels|
Wayne State University
|Type of publication:||Other|
ETD Collection for Wayne State University
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