This article examines Connecticut's successful experience in 1991 in negotiating wage and benefit concessions with a statewide coalition of unions during a period of nationwide public sector fiscal crisis. It illustrates the strategic use of political and economicpower by labor and management and shows how labor can participate in establishing public policy through the bargaining process.
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References
1.
Chamberlain, N.W. and J.W. Kuhn (1986). Collective Bargaining, 3rd ed. New York: McGraw Hill.
2.
Commission to Study the Management of State Government (1991). Final Report. January.
3.
IPMA News (1992). July :14-15.
4.
Lemov, P. (1992). "The Years of Budgeting Dangerously." Governing (August):22-26.
5.
Lewin, D. and M. McCormick (1988). Coalition Bargaining in Municipal Government: The New York City Experience, pp. 172-183 in D. Lewin, P. Feuille, T. A. Kochan and J. T. Delaney (eds.) Public Sector Labor Relations: Analysis and Readings. Lexington, Mass., D.C. Heath and Co.
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National Association of State Personnel Executives, Secretariat, The Council of State Governments (1991). Fiscal Crisis Affects State Employees' Paychecks (Press Release). February 22.
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U.S. Department of Labor (1992). Bureau of Labor Statistics News (August 26).Washington, D.C.
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Walters, J. (1993). "The Chastening of Public Employees." Governing6,4 (January): 26-30.
