Unionization and tenure and rank outcomes in Ohio Universities

Abstract

We explore whether unionization affects tenure and promotion outcomes. Using data on 4,276faculty from seven Ohio public universities, we find that unionization increases the probability that an individual will be tenured. Unionization also increases (decreases) the probability that an individual will be a full (assistant)professor. Moreover, unionization may standardize the promotion process across disciplines. The largest effect on the promotion process is related to length of service. Faculty who are with an institution longer are more likely to be tenured or in higher ranks. This result occurs for two reasons: (1) The tenure and promotion processes are directly related to the number of years an individual works at an institution. Tenure decisions usually have time limitations, and although promotion decisions are not as directly tied to time, one generally becomes a full professor after the attainment of tenure and the rank of an associate professor;(2) Controlling for other factors, senior union faculty are more likely to be tenured or full professors, and they appear to be able to obtain higher ranks more easily.

The organizational impact of university labor unions

“…In terms of tenure, it appears that collective bargaining has brought about more formalized and specified written tenure policies (Benedict and Wilder 1999;Gilmore 1981;Williams and Zirkel 1988). Although Ponak and Thompson (1984) reported mixed feelings among faculty about the benefits of unionization for tenure procedures, other studies have indicated that faculty believe that unionization has improved tenure evaluation.…”

“…Guthrie-Morse et al (1981) compared union and non-union American universities and, after having noted some restrictive assumptions in their analysis, they reported that the tenure rate was 3% higher at union institutions. Likewise, in a study of faculty at public universities in Ohio, Benedict and Wilder (1999) concluded that collective bargaining increases the probability that a faculty member is tenured. Moreover, reviews of existing research on the influence of unionization on tenure have generally identified positive effects (Cameron 1982;DeCew 2003).…”

Collective Bargaining And Faculty Unionization: An Administrative Perspective

“…Faculty members attribute the financial rewards, job security, and level of job satisfaction related to shared governance they experience to the concentrated efforts of unionization and collective bargaining (Ashraf, 1997;Benedict, 1999;Benedict & Wilder, 1990;Castro, 2000). In today's economically challenging environment, these benefits cannot be taken lightly nor can the protection of such.…”

“…Collective bargaining has brought about competitive workforce salaries and heightened unpaid fringe benefits including job security, health insurance coverage, paid time off, opportunities for professional development, promotion and tenure (Ashraf, 1997;Babcock & Engberg, 1999;Benedict, 1999;Benedict & Wilder, 1990;Hannay, 2002).…”

“…While the literature supports that unionization has assisted faculty members in bringing about higher salaries, a decrease in salary disparities between sexes and among academic units, job security, enhanced employee benefits, and increased levels of employee satisfaction, there has been little written about the benefits of faculty unionization and collective bargaining for the higher education administrator (Ashraf, 1997;Benedict, 1999;Benedict & Wilder, 1990;Castro, 2000).…”