Demobilization : $b our industrial and military demobilization after the armistice, 1918-1920Crowell, Benedict
History
Demobilization : $b our industrial and military demobilization after the armistice, 1918-1920
Crowell, Benedict
United States. Army. American Expeditionary Forces -- Demobilization; World War, 1914-1918 -- United States
The records were often voluminous. The private soldier’s base pay
was $30 a month. His records showed when he was last paid, and the
Government owed him for the interval between his last pay day and
the date of his discharge, at the rate of $30 a month. But perhaps
he had been deducting a certain amount of his pay each month as an
allotment to his dependents. He could deduct up to $15 a month, and the
Government would match him dollar for dollar when it paid the allotment
to his dependents. At any rate, any allotment was deducted from his
final pay, too. Was he insured with the War Risk Insurance Bureau? If
so, the pay officer deducted a premium from each month’s pay due him,
and the premium varied with each man’s age. Perhaps he had purchased
a Liberty Bond through the War Department. In that event the monthly
partial payment was deducted. Deductions had to be made for sickness
incurred not in line of duty, or to fulfill penalties imposed by
courts-martial. After March 1, 1919, every soldier was entitled to draw
a bonus of $60, and this was included in his final pay. Finally the law
granted him a mileage allowance at the rate of five cents a mile for
the distance between his place of discharge and his home. And this did
not mean the distance to the railroad station nearest his home, but the
distance clear home, to his front door, even though he lived off in
the back country forty miles from the railroad. The pay officer had to
have at his elbow, not only the tables of railroad distances, but also
complete road maps of the district served by the demobilization center.
It should be remembered that pay officers were personally responsible
for errors in their work, and if the Government chanced to lose money
as the result of error, the unfortunate disbursing officer or his
bondsmen had to make it good. In spite of the many elements entering
into the pay computations, the finance crews at the centers grew
astonishingly expert in making out the pay rolls. It became so that a
team of two pay officers could enroll names on the pay sheet at the
rate of two names a minute.
Public-domain text, read in full here on John Shaqi.
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