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Union–Management Partnerships, Teacher Collaboration, and Student Performance

Author

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  • Saul A. Rubinstein
  • John E. McCarthy

Abstract

Using data from surveys, interviews, and student performance, the authors examine collaborative union–management partnerships between local union representatives, teachers, and school administrators working together in innovative ways to improve teaching quality and student performance. Based on data from 27 schools in a southern California school district, the authors find that the strength of formal union–management partnerships is a significant predictor of greater growth in student performance over time, and that this relationship is mediated by stronger educator collaboration at the school level, after controlling for poverty. The findings suggest that student performance can be significantly improved by institutional union–management partnerships and the increased school-level collaboration that results from them.

Suggested Citation

  • Saul A. Rubinstein & John E. McCarthy, 2016. "Union–Management Partnerships, Teacher Collaboration, and Student Performance," ILR Review, Cornell University, ILR School, vol. 69(5), pages 1114-1132, October.
    • Handle: RePEc:sae:ilrrev:v:69:y:2016:i:5:p:1114-1132
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    Cited by:

    1. John E. McCarthy, 2019. "Catching Fire: Institutional Interdependencies in Union‐Facilitated Knowledge Diffusion," British Journal of Industrial Relations, London School of Economics, vol. 57(1), pages 182-201, March.

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