22
believing that recognition should be
^iven changes in living costs only after
consideration of other factors which
would also affect salary level determina
tions.
In developing the structure of the
pay plan it was believed that the first
step should be to get all classes of
employment into c o m p a r a b l e pay
groupings, based on an evaluation of
their relative responsibility. As a result
all classes were assigned to one of 26
pay levels, each of which carried a
spread of approximately 3 0 per cent
from minimum to maximum, ranging
from a basic minimum rate of $130
per month to a maximum of $600 per
month in the classified service. It was
recognized that this salary range con
cept was not completely consistent with
prevailing methods of salary or wage
payment for certain types of workers.
It was believed, nevertheless, that while
special adjustment could be made if
necessary, it was a m atter of first im
portance that all employees in the
classified service be compensated ac
cording to similar conditions as a m at
ter of uniform state policy. Both the
classification and pay plans underwent
public hearings. As a result of final
hearings many changes were made. The
final plan resulted in a substantial in
crease in governmental cost for the state
but was given complete approval by
the legislative at its last session.
Provision was made in rules and reg
ulations that deviations from regular
salary adjustment practices should re
ceive the joint approval of the civil
service department and the budget di
rector before becoming effective. While
the- law provided that salary advance
ments within ranges should be based
on merit rather than being automatic,
it did not specify the means by which
Tires - Batteries
«PAGE”
the normal tendency to automatic in
creases (which are believed undesir
able) would be avoided. The commis
sion decided that the best insurance for
salary advancements based on merit lay
not in integration o f the salary plan
with a service rating system (which
method has been found universally
w anting), but to limit salary advance
ments to a biennial percentage of total
payroll, such percentage to be fixed
by the budget director.
This method does not ordinarily al
low sufficient funds for advancement
of ,all employees every time they be-
E, J. Scellars
Res. Phone 7655
J. D. Foley
Res. Phone 3674
SCELLARS & FOLEY,
INC.
A Progressive Insurance Office
D ial 2-4143
Agents
Oregon Mutual Fire Insurance Co.
McMinnville, Oregon
143 South Liberty Street
Salem, Oregon
Lane Gravel Company
Mabel W. HUlstrem
Sand, Gravel and Crushed Rock
Office Phone 1276
P. O. Box 375
Eugene, Oregon
I. O. N. C afe
and
H otel
At the turn of the Highway
Center of City
JORDAN VALLEY, ORE.
Texaco Service - Brake Lining
«AL*
STEVENSON & MEFFORD
Phone 2-1931
619 Court St., Salem, Oregon