Higher education in the United States has continued to evolve since its creation in 1636. As programs, resources, and opportunities grow for faculty and undergraduate students due to the administration’s funding choices, graduate students are often left out. Graduate students often face many roadblocks that are not experienced by the rest of the university population, leading to a division between graduate students and the rest. These roadblocks can include being overworked for low pay, limited healthcare, and discrimination. This often drives graduate students to form coalitions as a way to combine their support and action. As each graduate student brings something different to the table in terms of their academic affiliation, and personal goals. These coalitions can evolve into unions if the environment and timing are right; as unionization is such as a debated topic in higher education. Unions provide graduate students some of the protection they seek out; this can include better benefits like healthcare, better job security, and the implantation or increase of the Cost of Living Adjustment (COLA). However, this push to unionization can fracture or continue to rupture relationships. In the past, this has led to conflicts such as the UC Santa Cruz wildcat strike, and the petition to the National Labor Relations Board from Graduate Workers of Columbia University. While public and private universities face different obstacles, their shared motivators are essential for creating policies that lead to a larger reform. The growing corporatism in public and private universities has been a primary motivator for the push to unionize graduate students, allowing them to collectively bargain fair rights. This corporatism creates most of the other motivators these graduate students encounter, such as limited healthcare coverage, short paternity/maternity leave, and safe working environments.
The motivators for unionization can vary depending on the status of the university. Graduate students at private universities face different challenges and obstacles compared to public universities. However, neither type of university triumphs the other when it comes to the treatment of graduate students. Private university graduate students faced many legal barriers when it came to trying to unionize. It wasn’t until August 23rd, 2016 when the National Labor Relations Board made a 3-1 decision that graduate students at private universities are employees, thus granting them some collective bargaining rights as long as the graduate students vote and approve it also (NLRB, Case 02–RC–143012). This allowed graduate students at universities like Columbia University to push even harder to unionize and bargain with administrators and mediators. Public universities faced fewer legal barriers around their status as employees because they are governed under state labor laws and not the Nation Labor Relations Board. However other varying challenges arose.
What is so unique about graduate student unionization is how its motivators are structured; most link with each other through shared characteristics, movements, and generational beliefs. As Leonard Cassuto says, “The problems facing graduate study today are braided so tightly together with each other, and with larger institutional problems in higher education, that they cannot easily be separated” (Cassuto, pg. 2). While seemingly so broken up, the reason why graduate students push to unionization fall under the changes we see as generations shift into and out of power. In both public and private universities, we can see administrations often comprised of older generations shift to corporatism as a way to fund the spending habits and functions of the university. This significantly clashes with the surrounding modern liberalism and democratic-socialism seen in America; it promotes free and transparent education that many graduate students long for. This is because the generation of most graduate students today is millennials, twenty-four to thirty-nine years of age. The capitalistic tendencies of universities in America breed competition between peers, resulting in separation between academic departments. There is no communal benefit from the research due to needing to outperform others for funding; this disciplinary isolation also benefits university administration by not allowing large groups of graduate students to collaborate and form the previously mentioned coalitions. This survival structure to research puts extreme stress on graduate students, often forcing them to overwork themselves to meet deadlines. What’s even worse is thhe little recognition that graduate students receive for their research, especially those in the humanities (Cassuto, pg. 210).
If we gave students, graduates and undergraduates, more power to make decisions about university operations, the hope is that they would feel obligated to do well as their decisions would have a direct impact on their life. However, there is not enough background to know whether undergraduate and graduate students are educated enough about university operations to make large decisions that tend to impact the most, such as tuition. This may be due to the complex and non-transparent system most universities use, possibly for fear of competition copying to even the playing field for recruiting students and hiring faculty. We can especially see the fear of competition in private universities, where incoming students matter the most.
Private universities are becoming archaic, often upholding very old models of education, sacrificing graduate student health for the sake of functionality. As Mary Grace Hébert argues, “The system as it operates now means poverty and hardship for many graduate employees. Graduate students are increasingly in debt, depressed, and overworked” (Hébert, 2016). Universities, boards, and committees often view these student-teacher relationships to automatically be beneficial for both participants; however, this leads to exploitative behavior from faculty towards graduate students. Contracts may be broken, but students are afraid to speak up for fear of being “blacklisted”. The consequences of expecting appropriate, fair treatment are detrimental, career-ending for some. Even with unionization, protection is never guaranteed, it’s just the first step towards taking the value deserved from the beginning.
The Graduate Workers of Columbia University (GWC-UAW) has been a stepping stone group in private university unionization. Their progression through the higher education system and the continued fight for fair workers’ rights displays a lot of the frequent motivators for unionization at the graduate level. GWC-UAW originally filed the petition that led to the August 23rd, 2016 NLRB decision (Case 02–RC–143012, 2016). Many were naïve about the changes that would come from this decision, however, they still struggled to be recognized and given collective bargaining rights. It wasn’t until 2018 when they were officially recognized, and on February 25th, 2019 they began their first day of bargaining. While this may not seem as bad compared to the two decades they fought to be recognized, to this day, they are still bargaining for a fair contract. While more-cost effective benefits can be bargained and approved such as training, and travel reimbursements, benefits requiring any form of investment or reform are quickly shot down (GWC-UAW Bargaining Committee, 2020). This showcases how landmark decisions aren’t even able to guarantee recognition or timely bargaining. Universities will continue to push back at much as possible, they do not fear time passing in the same way graduate students do; while universities risk a strike, they also wait out the graduate students. Universities hope that the more progressive graduate students finish before they can achieve a union or that their anxieties surrounding the consequences of speaking out deter them; that way the newer generations of graduates will not want to pick up the unsuccessful mess left behind.
Since the beginnings of American graduate programs, students have faced a lack of representation in university governance. As these programs were created in the 1860s due to scholars traveling to Europe to earn Ph.D.’s that were not yet offered in the United States, universities were still so determined to recruit and educate the undergraduate population. However, many university presidents saw opportunities for developing a graduate program that would later help return the cost of the program through labor and research. This meant that a lot of time and resources were taken away from developing the graduate program, leaving the structure inconsistent with the only purpose of breeding labor the university could use. With no way to test the system outside of admitting students, universities began to do so. With no official admissions office, graduate students had to maneuver their way through the admission process again. As no criteria were set in place, graduate students could only hope to make the best impression and show quality undergraduate work. This introduces possible places of discrimination, before the concepts of homophobia, racism, ageism, sexism, and ableism were widely discussed. As time went on, by the 1890s some formal admission process was in place, and by the 1930s an improved system was implemented with more rigorous requirements (Cassuto, 17-56). However, even with the improvement, many candidates faced unconscious bias. Graduate students before the growth in the 1940s were predominately white men, lacking diversity for the sake of marketability towards other wealthy white young adults who were viewed as very scholarly, unlike African-American men. John Hopkin’s University has been the leader in research universities since it’s beginnings in 1876. They were one of the first private, research-oriented universities in America. They were able to outcompete other universities such as Michigan and Harvard in research due to the lack of populism, and hefty financing. Instead of graduate programs being the second thought at most other universities, it was the primary goal. John Hopkin’s University was able to offer more fellowships and promoted research innovation instead of teaching which captivated all of the ambitious graduate scholars.
The struggle to apply and become admitted into a graduate school may have been a key motivator for graduate students to unionize. These students faced forms of unfair treatment and disorganization that led to the hard comings of their peers. Once admitted into graduate school, this treatment didn’t stop. Training to be a teacher lacked greatly at many universities, especially those most interested in the research aspect of graduate work. This left graduate students completely uneducated in proper ways to educate undergraduates, causing a chain effect of poor teaching quality. Graduate students took on heavy workloads, often educating a lot of students while still doing clerical work and research; this is even more stressed for students on fellowships. As a result of this heavy workload and lack of training, many graduate students felt motivated to unionize. Many expected that the conditions would not change even after the rigid admissions process; which is why they felt so compelled to mobilize. We can see the display of policies in union contracts regarding topics like workload amounts, training requirements, discrimination, and diversity. These are in place to help protect graduate students from the university abusing its graduate students. University governance didn’t view this struggle as unfair, they felt it was a core part of the “graduate experience”. Almost as if the university were applying these harsh standards to motivated individuals as a form of hazing to show loyalty to the university. Universities were not interested in the candidate’s experience through the application process, nor were they interested in the candidates outside of the value brought directly to the university. To them, a graduate student was interesting until they became something other than research and academic machine. The main influence on why universities chose not to change the system was corporatization. Many universities, even those like Harvard and Michigan, struggled to supply enough money to run the graduate programs effectively. Instead, efficiency and cost were more beneficial for the university; allowing them to theoretically get their money’s worth through cheap teaching and research grants. As resources were limited, admissions became limited and so did graduate student funding. Many of these universities were private, for-profit where there was a strong dependence on tuition-revenue. Universities could not afford to treat graduate students like employees due to pre-existing financial obligations (Cassuto, 17-56).
By establishing committees that equally represent graduate students, faculty, and administration, there is the possibility of adjusting the admissions process to fit the needs of all parties. There would be more ability to force compromise among higher-ups in the university system, also giving graduate students the recognition of their opinion being valued. Without these committees, unions are one of the few ways to help improve the admissions process for new cohorts. While not being able to change the process, they can publicly state their opinions and gain the attention of others. In the day of social media, university errors can easily be discussed and circulated within hours. As millennials as it is, graduate students twitter’s, Facebook’s, and Instagram’s can impact a university’s reputation.
This treatment became even worse after World War II had ended in 1945. A rush of incoming undergraduates filled universities that previously had small student class sizes. A large cause of this is because there were so many veterans after World War II that needed education to get jobs. The Serviceman’s Readjustment Act of 1944, also known as the G.I. Bill, provided an opportunity for veterans to get an education from a university or other form of vocational school. This came at the expense of graduate students though, who were tasked with the challenge of needing to teach many of these non-traditional students. The Cold War period also presented many challenges as universities felt pressured to push out exemplary research and products that would help the United States in its conflicts. It was a defining period for academia, in all aspects. As universities relied more on graduate students (and adjunct faculty), there was pressure within the graduate student communities to push the university to change. There was also tension between faculty who were often unwilling to help and university governance who placed fiduciary obligations above students. There was a large increase of corporatization in universities due to the G.I. Bill; private, for-profit universities took advantage of the program, specifically recruiting veterans to collect revenue. Universities knew the bill was great long-term action for the economy and felt they could also be a part of the long-term economic benefits (Labaree).
A prime example of a university that utilizes the G.I. Bill for graduate education is the University of Phoenix. Receiving over $1 billion from G.I. Bill recipients, the University has turned their education venture into a bachelor’s degree machine. The university has built its whole foundation based on preying on veterans and corporatization. Behind the tacky commercials, lies layers of lawsuits over false advertising and alibis of students who felt taken advantage of by the school (Douglas-Gabriel). While they do not directly employ graduate students, you can earn a Ph.D. through the university. With less than a 17% graduation rate, the university fails to educate and its only purpose of existing is to gain wealth (2020-2021 Consumer Information Guide). Acting similar to large book distributors like Pearson Education, the University of Phoenix uses the concept of easy online education as a way to scam military veterans, low-income, and under-educated individuals who have faced experiences that obstruct their reasoning processes. By only using 21 cents from every dollar of tuition they earn to educate students with instructors, they showcase the clearest way corporatization has encroached in the higher education sector. They are using 1/5th of the money they receive, to only help 1/5th of the student population who graduate in 5 years (Hall, et al.). They receive 30,000 veterans as students under the G.I. bill yet create no special resources for such a large student demographic they serve. Along with this, they specifically recruit on military bases as a way to secure student’s tuition revenue as fast as possible and, once committed, the quality of education is almost non-existent, being criticized nationally by most collegiate boards and organizations. If there were enough graduate students to form a union, this would be a situation where many motives like a lack of resources along with deception come into play. Graduate students seek out protection for themselves and future students through unionization. This situation shows the direct use of corporatization through the U.S. military to mislead graduate students; since March 2020 the Department of Veteran Affairs finally suspended any new G.I. Bill funds going to the University of Phoenix due to their predator actions (U.S. Department of Veteran Affairs).
The G.I. Bill has been wonderful for allowing veterans to earn a degree that helps them get a stable career. However, the usage of G.I. funds towards for-profit universities (up to $25,000) opens up an area of abuse from the university on this disadvantaged group. There need to be policies in place that limit the number of funds or students a university can take on, that way there is no preying on veterans. Along with this, there should be a system that pairs veterans with universities, based on the needs of the veteran. Things that need to be taken into account are mental and physical health issues, level of education, and personal demographics like race, age, and socio-economic status. This would allow veterans to go to university with good veteran resources in place, and provide the best chance of success for that veteran. A key would be one day, making sure that veterans were placed at universities with graduate unions for the reason that certain benefits may be provided in terms of healthcare and anti-discrimination policies. In return, this would help spread out the flow to multiple schools, allowing the spread of employable doctorates to many regions in America.
Workload has been a strong motivator for wanting to unionize. Graduate students are in such a unique position playing a role as a learner and an educator. They are expected to inspire undergraduates and form meaningful connections while remaining professional enough to critically judge a student’s work and keep them on an (often) rigid class schedule. This immense pressure to perform for fear of being asked to leave the program caused this long-ingrained power complex between those in charge of the graduate studies and the graduate students. This power-complex is consistently abused to overwork graduate students instead of hiring more faculty. Most universities rely on graduate students and adjunct faculty to teach a majority of the undergraduate courses, giving valuable time to tenure/tenure-track professors the ability to spend more time doing research. But what expense? Graduate students are expected to research several ways, thesis work, teaching, and learning. Graduate students are subject to changing conditions, unrelated without a union.
The workload is a key area where initiatives have been applied by graduate schools outside of the US. While many assume the first step to solving workload issues is by lessening the workload, this did hold as useful in other countries. For example, an Australian study focused on workload intensity and the effects of solutions to solve it. While the only studied the accounting major to have a baseline reference in a longitudinal study, their results were widely applicable to any coursework. They found that one of the most significant factors in helping correct workload issues is better communication and understanding of what’s expected. It seemed that students’ perceptions of the workload did not align with the actuality of it, leading to overwhelming outcomes. This perception could be mended by the strength of the faculty-graduate student relationship. It was also found specifically for graduate students that personal life played the largest role in workload issues. The balance between work, family, and studying with the workload amount was found the be excessive. Also, allocating assignments during the last 2 weeks of the semester was found to impact how well students could study for exams or finish their work in time. Overall, by adjusting how a faculty-member delivers information to be effective for graduate students, we would see a reduction in the time needed to learn and study the material allowing this time to be used for personal endeavors. In this case, by adjusting course content to fit the schedule of graduate students, and providing different ways to learn (audio, visual, hands-on, etc.), there could be a direct improvement of how the workload is handled (Scully).
Once more formal admissions processes became common in the 1890s and forward, competitiveness started to play a factor in acceptance and everyday work. Universities soon learned it would be necessary to try and recruit as many students as possible to receive money that would then go back into expanding the university graduate programs. This embedded a strong work ethic and impressive research skills into the incoming classes of graduate students. Once done competing for fellowships, research grants, and other valuable possess, they begin to compete against other departments for research funds, resources, new equipment, and new faculty members. Universities run on a limited budget where expenses are not evenly dispersed. As undergraduate learning has dominated the higher education system since its creation, departments are often funded based on the number of undergraduates it serves, and the number of tenures it employs. There is a lack of concern about the scarcity of resources for graduate students who take on multiple roles in the universities, unlike other groups. Lastly, graduate students compete amongst their peers daily for the best G.P.A, research grants, and individual time with distinguished professors. There is a strong push to be competitive as a way to motivate graduate students to produce the best work. While possibly intended to have positive impacts of graduate students’ drive, instead it caused generations forced to be overworked to conform with unhealthy work standards. Graduate students have become stress out, worn done by the constant pressure to produce something better than the last person in your spot or even worse… the next person in your spot. There is this pressure to create a reputation similar to a revered scholar as if being the perfect “standard” graduate student didn’t go against the whole idea of individuality in research creating unique perceptions in academia and teaching. (Cassuto).
Graduate students pushed to form unions as a way to break down the barriers between departments, even colleges. As traditional values of competition are replaced for progressive collaboration, we see this millennial characteristic emerge. As competition is inherently apart of the American culture, the concept of community alliance is so foreign to many. Previous generations did not have as much access to social services that help many of the college students today succeed. Unionization was looked down upon for so long because graduate students were students, not employees in the eyes of the university governance. Once labor rights movements begun to make a change in other industries, unions became more of an option for public university graduate students. Private university students would have to wait until this decade before unionization became a reality in partnership with the NLRB.
Healthcare has been another crucial motivator to unionize. Graduate students have argued that healthcare coverage is necessary because similar to faculty, they encounter large groups of students almost every day. Teaching and being in class with large groups of people is a very easy way to spread a virus, along with the stress from large workloads that can impact physical and mental health. Graduate students often face health issues like anxiety, chronic fatigue, and migraines, all conditions that can limit academic performance. Most graduate students do not make enough money without working a second job to afford healthcare for any form of chronic or serious health issue. Even basic medical treatment can cost hundreds when factoring in bloodwork, visit costs, fees, prescriptions, and follow-up appointments. All-encompassing coverage, including dental, vision, psychiatric, and healthcare is a key motivator that pushes students both in public and private universities. The growing corporatization of healthcare insurance, especially employer-covered healthcare has negatively impacted graduate students through rising costs, worse access, and less coverage for certain treatments and medication. This demographic is unlikely to be covered by Medicaid or Medicare, disability insurance, or private insurance. This means they rely on their employer, the university, to provide access to this critical need. Universities engage in healthcare corporatization also, by trying to reduce or minimize coverage to the bare bones.
Graduate students need to be receiving the same health benefits as faculty, staff, and officers of administration. Several studies, reports, and interviews found a common set of issues with university healthcare coverage for graduate students. Many found the actual care to be very restrictive in terms of getting timely and efficient treatment; many felt they had to convince the doctors to prescribe them necessary (expensive) medication because the university did not want to cover it. Unions with contracts for on-campus healthcare through university-run centers experienced issues with scheduling and comfortability with the physician. Because universities have to serve so thousands of students through the healthcare center, there is no real assessment of compatibility with the person you are having the appointment with. Among other issues were billing, training, quality, timeliness, and cost. It was found that the expectations of the students did not match the new expectations of the healthcare providers. Universities need to give unions some choice in regards to what type of healthcare plan they receive, whether that be directly through the university or in a fund for the union to handle. By giving unions some more freedom to collaborate on their healthcare needs, they can find services that work for them without putting the stress on the university to serve them directly (Gaulee).
Childcare is another important motivator for unionization as it is a costly amenity in the United States. For example, in Oregon childcare costs an average of $13,292 a year, more than the average state-tuition of $10,357 (Frazier). Many individuals seeking their Ph.D.’s are already in their mid-twenties and later, with 20% being over the age of 40. This means that many graduate students already have families, or plan to have one during graduate school. The lack of childcare for graduate students on university campuses has been decreasing over the years, forcing this demographic to delay having children or figure out alternatives to the ideal family image so longed for. Most campuses still have some form of a childcare center for two main reasons. First, graduate students share the need for childcare with faculty and administration who are also over the age of thirty usually and may have children. As it becomes more common for both partners to work a job, childcare at work facilities become critical to satisfying employee needs. Graduate students operate very similarly to employees, and share several common needs with faculty members however their needs are not viewed as equal by university finances.
A harsh reality is that many universities have been cutting back on university-operated childcare due to rising costs. As people continue to have children, more staff, products, and training is necessary. For some universities, it has become easier to outsource childcare, where they negotiate into contracts with outside childcare providers. Many graduate students, especially as new parents, worry about leaving their children somewhere off-campus in the care of someone else. This was a large concern at UCSC where they had decided to switch to Bright Horizons, a private childcare provider with previous poor experiences at other universities. This choice was partially due to preexisting contracts at other UC Universities. The biggest issues that arose from this were basic discomfort, costs, child safety, and the environment. UCSC’s union does not fully cover childcare, so many students are covered until Title 5 funding for childcare services. This funding would not apply to Bright Horizons as they are not covered under the program. This leaves many parents stranded with no childcare through the university. Along with this, many felt uncomfortable about expanding the center to serve faculty and staff; possibly creating an overwhelming environment. Other concerns about the number of staff, training, and safety measures were mentioned (Mahavni).
Unions and universities need to compromise more on the end of childcare because, in this state, neither side is exactly satisfied with the results. Graduate students are left in an uncomfortable situation that could negatively impact their work performance. This would lead to possible issues with time-management and assignment completion when teaching undergraduates and personal studies; both of which would impact the university negatively financially. Along with this, the constant complaints and backlash from graduate students towards university administration only take away more time from both side’s jobs. Universities need to open an area of communication when it comes to making decisions that affect graduate students. Universities need to invest in providing approved childcare on campus or compromise with university union members to find acceptable childcare close to the university campus. Along with this, these childcare services need to be able to be covered under government programs like Title 5 or the university needs to fully subsidize childcare for individuals who cannot use those funds. Without this type of compromise, the privatization of childcare and the corporatization of university funds for private childcare will continue. This will continue to limit the access necessary for graduate students to complete their work to the best of their abilities.
A motivator that has become prominent over the last few decades is the cost-of-living. In many urban areas, development and gentrification have caused housing originally available to graduate students to be too far out of budget for most. Areas like New York, Los Angeles, Chicago, and Seattle all have great graduate universities, but the rising cost of living limits many talented scholars who are poor. Even worse, many graduate students commit around seven years of their lives to get their degree, facing rising living expenses and food insecurity. Graduate students face poor living conditions over the course of several years due to wages, stipends or salaries not being proportionally adjusted to the rise in the cost of living. This increased cost, often unplanned for, can put graduate students in homelessness even. Graduate student unions have fought and many have won in securing the Cost of Living Adjustment (COLA) benefit.
The graduate student union at UC Santa Cruz has been prominent in the fight for a COLA. As graduate students pay around 50-60% of their income on just rent. The graduate students face eviction, forced to sleep on floors to complete their degree without going into even more debt (Rent Burden Calculator). UC Sana Cruz fought for over a decade for a graduate student union and ran on the initiative that everyone would receive a COLA. However, union leadership and the university approved a contract without a COLA; this was not agreed upon with the rest of the union members (History of Students’ Attempts). This led to a series of events surrounding the lack of a COLA when living in Silicon Valley. In December 2019, graduate students started a grading strike, refusing to submit around twelve-thousand final grades. This quickly developed at solidarity formed between other UC campuses such as UC San Diego who imposed a grading strike on March 24th this year, and UC Riverside who’s been the closest ally towards UC Santa Cruz (Salanga). February 10th, 2020, graduate students imposed a wildcat strike, involving hundreds of undergraduate allies where they blocked traffic in and out of campus for hours. This brought massive attention to the lack of COLA for graduate students along with the abuse of power from the university. Universities continued to abuse their wealth and power by firing 88 graduate students for their involvement in the strike, leaving them without healthcare during COVID-19 until later reinstated after backlash (Campaign Timeline).
The UC Santa Cruz graduate student union continues its fight for a COLA, even throughout the economically unstable time of COVID-19. As many struggles to keep up with bills, those graduate students are forced to work secondary jobs or expose themselves to poor living conditions due to the university’s accelerated corporatization that prevents them from awarding a raise of $1,412 to each graduate student for COLA. UC Santa Cruz is a highly competitive school, especially for graduate education, creating a power complex where university administration feels it is okay to limit the freedom to protest through termination. They have tried repeatedly to silence graduate students through threats, but have failed. Graduate students understand their value, teaching a majority of the discussions, labs, and smaller undergraduate courses; they fill labs, advise graduate students, and publish research. The university can capitalize on all of this money by distinguishing itself from other universities. By forcing graduate students to turn out quality work, which later gets the university partnerships, grants, and donations, they are capitalizing on the actual graduate students. To pay a COLA would require a long-term investment that the university does not want to pay to anyone by OA’s and tenured faculty. Admin does not view graduate students as a long enough investment to remove funds from other areas that satisfy donors, professors, and undergraduates more.
There needs to be consistent implantation of a COLA for every graduate student union. It is economically clear that the cost of living will not depreciate anytime soon, meaning that preparation to pay accurately based COLA’s should already be happening on the university finance end. While it is a fiduciary responsibility for university boards to spend only what is necessary to recruit and satisfy undergraduates, they also need to recognize that most labor is performed by graduate students. There need to be policies implemented by employment relations, recruitment, human resources, and office of finances (CFO’s department) to guarantee a union’s right to a COLA. University also needs to do more outreach work with the local communities to see what the actual cost of living is vs. wages being paid. Many COLA’s do not accurately represent the increases being felt by graduate students. Lastly, if universities do not want to pay out a COLA in a union contract, they should be required to provide discounted housing on or near campus for graduate students. While this could introduce another form of the corporatization of campus living, there would need to be appropriate bargaining between union members and the university to set the rent prices. Along with that, any additional increases to rent costs should be on par with the increase in yearly COLA.
The need for professional development has not always been a prime motivator for graduate students. In the beginnings of graduate education in the 1800s, a degree was enough to secure a high-quality position. However, as time has gone on, graduate education has become more important in order to have a well-paying job. This in return caused employers to hire those with a graduate degree over a bachelor’s; this created a competitive environment for getting into graduate school. As time has gone on, more people receive graduate education, leading to a more selective hiring environment. Many graduate students find they can graduate with the education they need to qualify for a job but miss the mark on professional experience. Many companies are looking for highly-developed skills like interviewing, work-place etiquette, presenting, communications, and computer programming skills. There are often more specific professional development areas depending on the field of work. For example, the work skills needed for a chemist may vary widely from a journalist. More skills are necessary to compete in qualifications against other highly achieved peers. The current system we have leaves students only trained in the technical end of their career, the mechanics, and not the applicability of achieving thus career. Thus, leaving graduates stranded taking jobs that only require bachelor’s, often being under-paid, under-valued, and trivialized (Ducheny).
Many universities have already dove into the area of career services because of research, internships, campus jobs, and post-graduation needs. This service though is often centered towards undergraduates mainly being juniors and seniors. The advisors are trained to address undergraduates’ questions and often lack the complex knowledge of post-Ph.D. life for each individual. This could easily be expanded to fit graduate students’ needs as long as their university was able to invest the funds to expand or able to receive grants or donations to cover portions. This service could also greatly contribute to the economy of the surrounding area by supplying regions in need of certain specialties with graduate students (Rizzolo).
The need for collaborative governance has continued to grow as corporatism has infiltrated the graduate education landscape. As corporate sponsors, land expansions, and wealthy influencers continue to affect the university system, we see the governance follow that model. Most governing members of universities are wealthy, influential individuals with their gain to being involved with university practices. Their mindset leans towards fiduciary responsibilities more than helping students graduate, because for them, money talks. For example, many members of university boards are high-level donators to their university; so their donation acts as an investment for them towards their self-image (and the university’s). These board members often neglect graduate students as they do not demand as much attention as faculty members nor do they handle crucial operations as the administration does. Their voices are often censored in conversations that handle topics direct to them. Why do board members hear about graduate bargaining through a university labor relations representative instead of communicating with the graduate students themselves? There seems to be a clear lack of communication, more so, no attempt from the administration to create a line of communication between the two parties. Part of this may be a bit millennial but, both communicate very differently and hold different economic views. Graduate students were able to experience the beginnings of the technology, and grew to communicate in a much more efficient way. They learned how to quickly convey and solve issues through compromise; something undeveloped in the older generation. Older generations have experienced many events including, World War II; the Cold War; September 9th, 2011; and the 2008 recession. Some of these will not have impacted the graduate students, at least significantly financially. The older generation faced a lot of difficulties and formed a much more individualized mindset. Competition for an income created a cold attitude between peers, hoping to only get ahead to help stay afloat during challenging times. This also partially created a capitalistic mindset because poverty had grown so rampantly during the several recessions that have taken place. The fear of homelessness, hunger, and death created a money-driven attitude that has grown to take for granted humanity (Love).
This older generation continues to embody so many of the governing officials for universities. Even the people who create majors, teach courses, build graduate buildings, fund research, and bargain contracts come from this generation of trauma-based capitalism. Unionization has become a key action towards helping take away the power of these wealthy members. However, it is not enough to dismantle the boards that still hold power. Universities need to institute large governing boards and larger committees under the board that both institute a form of proportional representation in terms of position at the university (undergraduate, masters, Ph.D., faculty, career faculty, advisors, non-faculty staff, student employees, and administration) and diversity (race, gender, socioeconomic status, and age) taken into account. This would hopefully provide a more well-rounded and varied set of solutions to large university issues such as tuition, capital building, and services.
Identity plays such an important role in human growth and personality. Someone’s identity can always be fluidly adapting; changing as their growth and personal experiences occur. These experiences and their identity play a role in creating an image for graduate school admissions. As previously described, only those most qualified or valuable in the eyes of the university are accepted into graduate schools. The Cold War period elevated the importance of higher education, allowing the U.S. government to encroach on university research as a way to later funding projects for the U.S. Department of Defense. During this golden period, academic innovation was rapid with a lack of concern for the health and safety of workers. This was a time of growth for most faculty, with an emphasis on those engaged in research. With identity has come discrimination, especially for transgender or graduate students of color. Many of these applicants have either been unjustly denied or treated poorly if accepted. Many universities, except for historically Black colleges and universities’, severely lack in diversity and equity efforts. They fail to cater to appropriate services to these minorities along with, struggle to retain them due to poor social life and little academic support (Byrd).
Universities need to create committees to research and address pressing diversity, discrimination, and identity issues presented on campus. They need to present their findings at least once a year to the governing boards and university senate, to educate them on these issues that directly relate to new policies and fiduciary responsibilities. Universities also need to come together whether that be regionally or through outlets like the AAU to create better standards for calculating, applying, and reaching diversity and equity standards for hiring diverse graduate students while managing the services needed for them. This may require some investment of funds for expansion of services, however, if universities plan to continue to increase the university population then they will need to start to invest the funds now for the workers who educate the undergraduates (Hoffman).
An overall reform has to take place to allow graduate students the space to grow and become better scholars. Graduate student programs and services are being damaged in several ways. The main cause of this damage is the corporatization of university services in combination with the privatization of business that the university affiliates with. Areas like healthcare and childcare continue to be privatized by healthcare providers and insurance companies. Graduate students have few ways to receive covered healthcare outside of university covered healthcare; this is the same for childcare. Along with this COLA and diversity policies have become necessary to create a safe and comfortable environment for graduate students to live and work in. To help implement all of the previous policies and critiques discussed in this piece of work, there is a key reform necessary. The governing boards for all universities need to be state-mandated to meet diversity and equity goals, represent more of the university communities, and handle more student-related issues. Along with this, these boards need to be required to approve all contracts with private companies, no matter the dollar amount, as long as it is not regular departmental purchases for needs like research. All other contracts should need to be approved by this board to allow an open discussion with faculty, graduate students, staff, undergraduates, and more. This also helps create the much-needed transparency that universities have been striving to hide. Transparency is necessary for the university to be held accountable by graduate students for their non-cooperation. Without a large-scale governance reform, these large-scale contracts will consistently be passed by the wealthy individuals who hold seats on the board. Governing members should need to live in the area of the university or be alumni; far too many board members come from far states who have different relationships with the Department of Education and state government. By creating a system of proportional representation, we do open the conversation to conflict and critique, however, with reform comes change. Criticism is necessary to beneficially adjust the university without wasting large operating costs to implement “beta” tests of any kind. By opening the conversation to different generations, with different goals and mindsets, we possibly lead the university infrastructure to the most beneficial state it has ever been in. Too many voices continue to be shunned every day by university leaders. It is time that graduate students take back the power they have earned through their ability to challenge elitists and the strong work ethic they preserve through research and teaching.
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