Rewards and Satisfactions 143 



of the scientists are in some sense tied to those of the 

 teachers in other deparments. In practice, however, the 

 scientists tend to be promoted earher than people in the 

 other departments, and they are more often found at the 

 top of the various brackets. In other words, they tend to 

 become assistant, associate, and full professors earUer than 

 the majority of their colleagues; and if the scale for full 

 professors varies between $15,000 and $25,000 per year, 

 it is Hkely that the science professors constitute the ma- 

 jority in the $20,000 to $25,000 range. This situation is 

 clearly the result of supply and demand and does not 

 reflect an opinion of academic administrators that scientists 

 are better in any absolute sense. In fact, many academic 

 people look down their noses a bit at scientists as not being 

 interested in the finer aspects of life. 



At the higher levels, competition among universities for 

 outstanding scientists puts increasing emphasis on matters 

 other than salary. The really good scientist is not primarily 

 interested in money or in an unusually luxurious standard 

 of living. His hopes for a large salary are often based on 

 his interest in providing his children with the best possible 

 education. After he has reached the $25,000 bracket, these 

 hopes are largely taken care of; and in any event, increases 

 beyond this level encounter heavy taxation. 



In view of these facts, competition for the best men 

 increasingly takes the form of offers of better laboratory 

 facilities, more numerous and higher quality colleagues, 

 and so on. It is not unusual to offer to construct a whole 

 new laboratory and provide three or four new faculty 

 positions in order to attract an outstanding candidate. 

 Industrial and government laboratories frequently use in- 

 ducements of this sort also. Indeed, with the low salary 

 ceilings imposed by legislation, government departments 



