Interaction of efficacy, commitment, and expectations in the formation of faculty attitudes toward collective bargaining

A model of the formation of faculty attitudes toward collective bargaining is developed which reflects recent developments in theory and research in organizational behavior. The model is an alternative to those grounded in need-satisfaction theories and takes into account interaction effects among variables. Hypotheses are formulated which explore how faculty members develop: (1) beliefs about, and effective responses toward, their work environment; and (2) propensities to wish to change that environment by implementating collective bargaining. Empirical data are analyzed to assess the main effects of, and interactions among, organizational commitment, perceived personal efficacy, and expectations with respect to the impact of bargaining.