Organizational justice as determinants of member satisfaction: a teachers' association experience

Article Abstract:

Authors' abstract: In contrast to business firms, labor organizations have been reluctant to use general attitude surveys as a means of assessing member satisfaction. Drawing upon popular research in the organizational justice field, this study surveyed members of a teachers' association regarding there perceptions of procedural, distributive and interactional justice. Also surveyed were member attitudes toward dispute resolution handling. Results were noteworthy for justice and fairness in the evaluation of member satisfaction and union/association performance. Second, on a practical note, the study illustrates the ease by which survey questionnaires can be used and analyzed by public sector labor organizations,. The article begins with a review of the organizational justice literature.

Membership, Teachers, Teachers' unions, Distributive justice

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A historical look at the effect of collective bargaining on faculty salaries in California community colleges

Article Abstract:

Collective bargaining in higher education has occurred mainly in community colleges. Since the unionization of community college faculty was particularly rapid in California, that state provides a good arena for assessing the effect of unionization on professors' salaries. A study of California's 70 community college districts showed that unionization exerts a slight upward push on salary during the early part of bargaining but that this effect wanes over time. Market factors such a local competition for teachers affect salaries more than unionization.

Compensation and benefits, College teachers, College faculty, Labor unions

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Perception of performance appraisal by employees and supervisors: self-serving bias and procedural justice

Article Abstract:

The authors examine research on employee satisfaction with performance appraisals. Results indicate employees who received adequate information prior to the appraisal, felt they were given a voice, and good conversational techniques used by supervisors enhanced satisfaction. Results also indicate supervisors had self-serving biases and felt they were more effective than their subordinates felt they were.

Research, Beliefs, opinions and attitudes, Employee performance appraisals, Job satisfaction, Workers, Performance appraisals, Supervisors, Employee attitudes

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