Academic employees are organizing and negotiating for respect for workers, their work, and the public value of higher education. Scholar and labor activist Gary Rhoades analyzes how academic employees are shifting the imbalance of power between labor and management, reducing the internal professional stratification between segments of the academic workforce, and intersecting workplace issues with broader issues of equality, public value, and social justice, and in the process organizing and negotiating for a new, more progressive academy.
Academic employees are organizing and negotiating for respect for workers, their work, and the public value of higher education. Scholar and labor activist Gary Rhoades analyzes how academic employees are shifting the imbalance of power between labor and management, reducing the internal professional stratification between segments of the academic workforce, and intersecting workplace issues with broader issues of equality, public value, and social justice, and in the process organizing and negotiating for a new, more progressive academy. Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
GARY RHOADES is a professor of higher education at the University of Arizona, Tucson. He served as the president of the Association for the Study of Higher Education in 2004 and was the general secretary of the American Association of University Professors from 2009 to 2011. He is the author of Managed Professionals: Unionized Faculty and Restructuring Academic Labor (1998) and coauthor with Sheila Slaughter of American Capitalism and the New Economy: Markets, State, and Higher Education (2009).
Inhaltsangabe
Chapter 1: Now is the Time Chapter 2: A Critical Juncture and Distinctive Dynamism
Section 1: From the Margins to the Center: Contingent Academic Employees Organizing and Negotiating a New Academy Chapter 3: Bread and Roses, and a Labor-Based Conception of Quality: A New Faculty Majority Organizing a New Academy Chapter 4: Embedding Bread and Roses and Labor-Based Quality in Part-time Only Bargaining Units Chapter 5: Graduate Student and Postdoc Employees: More Than Would-Be Apprentice Organizing and Negotiating New Contingency in an Old Academy
Section 2: Faculty Negotiating Retrenchment and Technology Amidst Management's Austerity Agenda Chapter 6: Challenging Management’s Austerity Practices: Organizing Amidst and Negotiating Furloughs Chapter 7: Negotiating Management’s Austerity Practices: Retrenchment for Financial Exigency and Other Reasons in the Contracts Chapter 8: Protections and Possibilities in Negotiating a Progressive Academy Amidst New Circuits of Production Chapter 9: Organizing and Negotiating for Respect and Public Purpose: Toward a New Progressive Normal Acknowledgments Bibliography Index 1 Now Is the Time 1 2 A Critical Juncture and a Distinctive Dynamism 12 Part I From the Margins to the Center: Contingent Academic Employees Organizing and Negotiating a New Academy 35 3 Bread and Roses, and a Labor-Based Conception of Quality: A New Faculty Majority Organizing a New Academy 39 4 Negotiating Bread and Roses and Labor-Based Quality into Part-Time- Only and Combined Bargaining Unit Contracts 62 5 More than Would-Be Apprentices: Graduate Student and Postdoc Employees Organizing and Negotiating amid New Forms of Contingency in an Aging, Changing Academy 87 Part II Faculty Negotiating Retrenchment and Technology amid Management’s Austerity Agenda 119 6 Challenging Management’s Austerity Practices: Organizing amid and Negotiating Furloughs 123 7 Negotiating Management’s Austerity Practices: Retrenchment for Financial Exigency and Other Reasons in the Contracts 144 8 Protections and Possibilities in Negotiating a Progressive Academy amid New Circuits of Production 168 9 Organizing and Negotiating for Respect and Public Purpose: Toward a New Progressive Normal 191 Acknowledgments 215 Notes 219 References 243 Index 000
Chapter 1: Now is the Time Chapter 2: A Critical Juncture and Distinctive Dynamism
Section 1: From the Margins to the Center: Contingent Academic Employees Organizing and Negotiating a New Academy Chapter 3: Bread and Roses, and a Labor-Based Conception of Quality: A New Faculty Majority Organizing a New Academy Chapter 4: Embedding Bread and Roses and Labor-Based Quality in Part-time Only Bargaining Units Chapter 5: Graduate Student and Postdoc Employees: More Than Would-Be Apprentice Organizing and Negotiating New Contingency in an Old Academy
Section 2: Faculty Negotiating Retrenchment and Technology Amidst Management's Austerity Agenda Chapter 6: Challenging Management’s Austerity Practices: Organizing Amidst and Negotiating Furloughs Chapter 7: Negotiating Management’s Austerity Practices: Retrenchment for Financial Exigency and Other Reasons in the Contracts Chapter 8: Protections and Possibilities in Negotiating a Progressive Academy Amidst New Circuits of Production Chapter 9: Organizing and Negotiating for Respect and Public Purpose: Toward a New Progressive Normal Acknowledgments Bibliography Index 1 Now Is the Time 1 2 A Critical Juncture and a Distinctive Dynamism 12 Part I From the Margins to the Center: Contingent Academic Employees Organizing and Negotiating a New Academy 35 3 Bread and Roses, and a Labor-Based Conception of Quality: A New Faculty Majority Organizing a New Academy 39 4 Negotiating Bread and Roses and Labor-Based Quality into Part-Time- Only and Combined Bargaining Unit Contracts 62 5 More than Would-Be Apprentices: Graduate Student and Postdoc Employees Organizing and Negotiating amid New Forms of Contingency in an Aging, Changing Academy 87 Part II Faculty Negotiating Retrenchment and Technology amid Management’s Austerity Agenda 119 6 Challenging Management’s Austerity Practices: Organizing amid and Negotiating Furloughs 123 7 Negotiating Management’s Austerity Practices: Retrenchment for Financial Exigency and Other Reasons in the Contracts 144 8 Protections and Possibilities in Negotiating a Progressive Academy amid New Circuits of Production 168 9 Organizing and Negotiating for Respect and Public Purpose: Toward a New Progressive Normal 191 Acknowledgments 215 Notes 219 References 243 Index 000
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