A Salary Program

A SOUND salary program has two equally important objectives. The first is to provide adequate compensation for the services of employees; the second is to provide a method of effective salary control. A socially conscious and morally responsible administration will keep these two objectives constantly in view, and will make every effort to avail itself of the best methods of salary classification at its command. The material contained herein should facilitate intelligent discussion leading to the development of more adequate salary schedules than now exist in many of the land-grant colleges. The following principles are basic to any sound salary classification program: First, various classes or grades of instruction representing, in a rough way, the general value of that instruction to the university should be established and differentiated one from the other in terms of salary, length of service, security of tenure, and administrative recognition of relative professional competence. Second, for each grade or rank of instructional service there should be established a minimum salary below which no one holding that rank should be paid, representing the minimum economic value of this service to society, and a maximum salary above which no one holding that rank should be paid, representing the maximum economic value of this service to society. Third, within and between the minimum and maximum limits of each instructional class, compensation to the individual should vary according to ability either demonstrated or rated, or both. The application of these principles will aid materially in establishing a salary system which will provide not only adequate incentive for faculty members, but will greatly facilitate administrative salary control. In order to put these principles to work, however, it is necessary to perform two separate and distinct, yet interrelated, operations. The first of these is the pricing of the separate ranks of instruction: setting minimum, maximum, and intermediate values; and determining the relationships of the prices for each rank to each other. The second operation is the development of some type of appraisal system whereby the ability of each individual may be evaluated. The first operation, it is obvious, has to do with the general economic value

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