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This chapter traces the development of unionisation and collective bargaining beginning in the mid-1970s amongst university and college academics with a focus on Canada. It examines the early reluctance of faculty to pursue unionisation and explores how this hesitancy was overcome. It is argued that unionisation was driven not just by concerns about pay and benefits but also by a growing awareness of the weak legal protections in Canadian law for academic freedom and tenure. Today, largely in the absence of any statutory recognition, these rights are embedded in and enforced legally through collective agreements. The chapter concludes by considering emerging issues facing faculty unions in Canada and internationally and suggests how they can adapt to meet these challenges.
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The Canadian university system closely parallels the northern European and British systems which were inherited through the process of colonization in the 18th century. Universities are grappling with the legacy of colonialism and continue to make efforts toward reconciliation with Canada’s Indigenous peoples. Fiscal restraint dominates the discourse across publicly funded universities, which rely increasingly on contingent staff. Meanwhile, the increasing number of PhD graduates are finding it difficult to find permanent work in the academy. Labour unrest is on the rise across a fractured labour market. Canada faces a period of uncertainty and potential structural change in its higher education sector as it deals with these challenges.
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We studied 14 universities across Canada and Australia to examine how the COVID-19 crisis, mediated through management strategies and conflict over financial control in higher education, influenced workers’ job security and affective outcomes like stress and happiness. The countries differed in their institutional frameworks, their union density, their embeddedness in neoliberalism and their negotiation patterns. Management strategies also differed between universities. Employee outcomes were influenced by differences in union involvement. Labour cost reductions negotiated with unions could improve financial outcomes, but, even in a crisis, management might not be willing to forego absolute control over finance, and it was not the depth of the crisis that shaped management decisions.
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