364 Human Resources Management for Public and Nonprofi t Organizations
better working conditions and benefi ts, nonprofi ts need the clout of union
representation.
Hush (1969) and Tambor (1973) observed that the unionization of
nonprofi ts challenges the traditions that voluntary agencies have defi ned
for themselves: altruistic roles and the denial of self - interest as wage earn-
ers. The impact of a union contract operating as the authority in place of
the board of directors, personnel committee, or administrative staff members
seems to contradict the values of openness, dignity, and communication often
associated with nonprofi ts. For the boards and administrators of volunteer
agencies, union interest among staff represents a threat to existing rela-
tionships. Nevertheless, more and more nonprofi t employees are seeking
union support. Nonprofi t administrators, boards of directors, and personnel
committee members must work with their staff to develop progressive and
relevant HRM policies.
While unionization in the for - profi t sector has decreased in part due
to the downward shift in the number of manufacturing, construction,
and transportation employees, there has been an increase in the number
of professional employees and service industry employees who are joining
unions. Professional employees such as medical doctors, legal aid attorneys,
archivists and assistant curators at museums, social workers, nurses, and
orchestra musicians are examples of some occupational groups that have
unionized in nonprofi t organizations. Many employees have viewed union-
ization as a way to defend their professional autonomy, improve working
conditions, and maintain or improve their economic security.
Another rapidly growing group of union members are graduate stu-
dent assistants and adjunct faculty members at many universities. Graduate
student assistants, in exchange for tuition, teach classes or conduct research
and are paid a stipend. Some universities provide minimum health ben-
efi ts to them. But they often have little or no control over the number of
hours they work. Adjunct faculty members are paid according to each
course they teach. Many adjuncts have a full - time teaching load; however,
their salary is signifi cantly lower than full - time faculty members or instruc-
tors, and they do not receive health or retirement benefi ts.
Professional and service sector workers are turning to the old - line
blue - collar trades to protect their interests. These unions have experience in
contract negotiations as well as substantial fi nancial and technical resources,
and they realized that if they want to remain viable, they must follow job
growth. Job growth is in the service sector for both higher - paid technical
and professional positions as well as low - paid service workers such as custo-
dians, nursing assistants, and child care workers. Twenty - three unions are