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National Survey of
Professional, Administrative,
Technical, and Clerical Pay




February-March 1963

Bulletin No. 1387
UNITED STATES DEPARTMENT OF LABOR
W. Willard Wirtz, Secretary
BUREAU O F LABO R STA TISTIC S
Ewan C la gu e , Commissioner

National Survey of
Professional, Administrative,
Technical, and Clerical Pay
February-March 1963

Accountants and Auditors
Attorneys
Personnel Management
Engineers and Chemists
Engineering Technicians
Draftsmen
Office Clerical

Bulletin No. 1387
October 1963

UNITED STATES DEPARTMENT OF LABOR
W. Willard Wirtz, Secretary
BUREAU OF LABOR STATISTICS
Ewan Clague, Commissioner

For sale by the Superintendent of Documents, U.S. Government Printing Office, Washington, D.C., 20402 - Price 40 cents







Preface

The Bureau of Labor Statistics provides in this bulletin the results of
the fourth in a series of annual nationwide surveys of compensation for selected
professional, administrative, technical, and clerical occupations in private indus­
try. The data, which relate to representative establishments in a broad spectrum
of American industry in urban areas, were obtained by personal visits of Bureau
field economists.
The salary data are representative of the period February—
March 1963.
(See appendix A, timing of survey.)
The design for this annual series of surveys was developed by the Bureau
of Labor Statistics in conjunction with the Bureau of the Budget and the Civil
Service Commission.
The surveys provide a fund of broadly based information
on salary levels and distributions in private employment— that is, on the rates of
compensation in the dominant sector of the labor market. As such, the results
are useful for wide, general economic analysis. In addition, they provide infor­
mation on pay in private industry in a form suitable for use in appraising the
compensation of salaried employees in the Federal civil service. (See appendix C.)
It should be emphasized that these surveys, like any other salary surveys, are
in no sense calculated to supply mechanical answers to questions of pay policy.
The list of occupations studied represents a wide range of pay levels.
Individually, the occupations selected were judged to be (a) surveyable in indus­
try within the framework of a broad survey design, and (b) representative of
occupational groups which are numerically important in industry as well as in
the Federal service.
Occupational definitions prepared for use in the collection of the salary
data reflect duties and responsibilities in industry; however, they are designed to
be translatable to specific pay grades in the general schedule applying to Federal
Classification Act employees.
This necessitated limiting some occupations and
work levels to employees with specific job functions that could be classified uni­
formly among establishments. For office clerical and drafting occupations, se ­
lected from among those included in the Bureau’ s program of locality occupa­
tional wage surveys, Bureau of Labor Statistics job definitions were used.
Definitions for all other occupations studied were prepared by the Civil Service
Commission staff in collaboration with the Bureau of Labor Statistics. (See ap­
pendix B. )
The information collected for this survey was limited to salary data for
the same occupations as were studied a year earlier. No changes were made in
the occupational definitions or in the survey design.
In addition to the collection of salary data for all occupations studied,
limited information was presented in the 1962 survey report (BLS Bulletin 1346)
on the extent to which formal salary structures with a series of established pay
grades applied to white-collar occupations.
Data on supplementary cash bonus




iii

payments to employees in professional and administrative occupations were pre­
sented in the I960 report (BLS Bulletin 1286) and the extent to which such pay­
ments were similar in the following year was shown in the 1961 report (BLS
Bulletin 1310). Information on supplementary benefits such as paid vacations and
holidays and health, insurance, and pension plans relating to office workers has
been incorporated in separate reports.
(See order form at the back of this
bulletin. ) Data are provided in summary reports for all metropolitan areas
combined and by region, and in separate area reports for each area in which
occupational wage surveys are conducted.
The survey could not have been accomplished without the wholehearted
cooperation of the many firms whose salary scales provide the basis for the
statistical data presented in this bulletin.
The Bureau, on its own behalf and
on behalf of the other Federal agencies that collaborated in planning the survey,
wishes to express sincere appreciation for the splendid cooperation it has received
in this difficult undertaking.
This study was conducted in the Bureau's Division of Occupational Pay
by Toivo P. Kanninen under the general direction of L. R. Linsenmayer, A ssist­
ant Commissioner for Wages and Industrial Relations. Samuel E. Cohen devised
the sampling procedures and supervised the selection of the sample, assisted by
Theodore J. Golonka, who was responsible for the preparation of the estimates.
The analysis was prepared by Harry F. Zeman under the supervision of Louis
E. Badenhoop. Field work for the survey was directed by the Bureau's Assistant
Regional Directors for Wages and Industrial Relations.




iv

Contents
Page
Summary__________________________________________________________________________
Characteristics of the survey-----------------------------------------------------------------------------Changes in salary levels since the 1961 and 1962 surveys------------------------------Average salaries, February—
March 1963_______________________________________
Salary distributions_________________________________________
Pay differences by industry_____________________________________________________
Average weekly hours____________________________________________________________

1
1
2
3
7
8
9

T ables:
1.

2.
3.
4.
5.
6.
7.

Employment and average salaries for selected professional,
administrative, technical, and clerical occupations in private
industry, February—
March 1963,, and percent increase in average
salaries during the year________________________________________________
Percent distribution of employees in selected professional and
administrative occupations by average monthly salaries,
February—
March 196 3__________________________________________________
Percent distribution of engineering technicians by average
monthly salaries, February—
March 196 3--------------------------------------------Percent distribution of employees in selected drafting and
clerical occupations by average weekly salaries,
February—
Mar ch 1963__________________________________________________
Percent distribution of employees in selected professional,
administrative, technical, and clerical occupations by
industry division, February—
Mar ch 196 3--------------------------------------------Relative salary levels for selected professional, administrative,
technical, and clerical occupations by industry division,
February—
March 196 3__________________________________________________
Distribution of 75 selected job categories studied by employees
average weekly hours, February—
March 1963------------------------------------

12
14
19
20
22
23
24

Charts:
1.
2.

Salaries in professional and technical occupations,
February—
March 196 3---------------------------------------------------------------------------Salaries in administrative and clerical occupations,
February—
March 1963__________________________________________________

10
11

Appendixes:
A.
B.
C.

Scope and method of survey______________________________________________
Occupational definitions__________________________________________________
Comparison of average annual salaries in private industry,
February—
March 1963, with Federal Classification Act
salary rates in basic compensation schedules________________________




v

25
29
53




National Survey of Professional, Administrative, Technical,
and Clerical Pay, February—March 1963
Summary
Increases in salary levels ranged from 2 to 5 percent during the period
from February—
March 1962 to February—
March 1963 for 4 out of 5 of the
professional, administrative, technical, and clerical occupation work levels sur­
veyed by the Bureau of Labor Statistics.1 Among the numerically more important
occupations studied, increases during the year averaged 4 .4 percent for engineers,
3. 3 percent for accountants, 2. 9 percent for engineering technicians, and 2. 6 per­
cent for clerical employees, at all levels surveyed.
Among the 75 professional, administrative, technical, and clerical oc­
cupation work levels surveyed, average (mean) monthly salaries ranged from
$253 for clerks engaged in routine filing to $ 1,977 for attorneys in charge of
legal staffs, handling complex legal problems but usually subordinate to a general
counsel or his immediate deputy in large firms. For engineers, the largest pro­
fessional group studied, average salaries ranged from $588 a month for recent
college graduates in trainee positions to $ 1,666 for those in the highest among
eight levels studied. Monthly salaries averaged $346 for general stenographers,
the largest clerical group represented in the survey. Average monthly salaries
of engineering technicians ranged from $397 to $688 among five work levels.
Salary levels in finance and retail trade industries generally were lower than in
other major industry divisions represented in the survey.
Characteristics of the Survey
This annual salary survey, the fourth in a series, relates to establish­
ments employing 250 or more workers located in metropolitan area s.2 Nation­
wide estimates of salary levels and distributions are provided for 75 occupation
work level categories surveyed in the following industries: Manufacturing; trans­
portation, communication, electric, gas, and sanitary services; wholesale trade;
retail trade; finance, insurance, and real estate; engineering and architectural
services; and research, development, and testing laboratories operated on a com­
mercial b a sis.3 Although the survey was conducted over a longer time period,
on the average, the data are representative of the period February-March 1963.
Definitions for the occupations selected for study provide for classifica­
tion of employees according to appropriate work levels (or classes). Within each
occupation, the work levels surveyed, usually designated by Roman numerals with
class I assigned to the lowest level, are defined in terms of duties and responsi­
bilities.
Specific job factors determining classification, however, varied from
occupation to occupation.
The number of work levels defined for survey in each occupation ranges
from one for office boys or girls to eight each for chemists and engineers. More
than one level of work was defined for survey in most of the occupations; however,
some occupations were purposely defined to cover a specific band of work levels,
which were not intended to represent all levels or all workers that may be found
in those occupations.

1 See the explanation of survey timing in appendix A.
^ Results of the earlier survey reports were presented under the title: Professional, Administrative, Technical,
and Clerical Pay, Winter 1959-60 (BLS Bulletin 1286, 1960); Winter 1960-61 (BLS Bulletin 1310, 1961); and Winter
1961-62 (BLS Bulletin 1346, 1962).
^ For a detailed description of the scope and method of survey, see appendix A.




2

The occupational definitions and industrial coverage used in this survey
were identical with the previous survey. The geographic coverage was extended
to include the 212 Standard Metropolitan Statistical Areas as revised in 1961 by
the Bureau of the Budget, instead of the 188 areas represented in the previ­
ous surveys.
The selected occupations as defined for the study accounted for nearly
990,000 employees or about 8 percent of the estimated total employment in e s­
tablishments within scope of the survey.
Since well over half of the total em­
ployment in private industry was made up of production workers, a much higher
proportion, relatively, of all of the professional, administrative, technical, and
clerical employees was represented by the occupations studied. Employment in
the selected occupations varied widely, reflecting actual differences in employ­
ment in the various occupations, as well as differences in the range of duties
and responsibilities covered by each occupational definition. Among the profes­
sional and administrative occupations, the eight levels of engineers accounted for
a total of nearly 270, 000 employees, whereas, fewer than 5, 000 were employed
in each of four of the occupational categories as defined for the study (chief ac­
countants, managers of office services, job analysts, and directors of personnel).
(See table 1.) In the clerical field, three occupations at all work levels studied
(accounting clerks, stenographers, and typists) accounted for almost three-fifths
of the 503, 000 employees in those occupations studied.
The selected draftingroom occupations had aggregate employment of 59, 000 and the five engineering
technician levels together accounted for about the same number.
Although women accounted for nearly half the total employment in the
occupations studied, they were largely employed in clerical positions. The cleri­
cal occupations, in which the proportion of women amounted to more than 90 per­
cent of the employment in all levels studied, were bookkeeping-machine operators,
file clerks, keypunch operators, stenographers, switchboard operators, and typists.
Among tabulating-machine operators, however, women accounted for only a third
of the work force, and office girls were outnumbered by office boys in a ratio of
3 to 2. Women accounted for a third of the tracers but less than 5 percent of
the draftsmen and engineering technicians.
The few women employees in the
professional and administrative occupations were usually reported in the first
few levels; those in which women accounted for as many as 10 but less than
20 percent of the employment were: Accountants I, chemists I, directors of
personnel I, managers of office services I, and job analysts I and II.
The time unit in which salary rates were expressed varied among and
within establishments. Although monthly rates were widely reported in the pro­
fessional and administrative occupations, annual rates were not uncommon, par­
ticularly among the high-salaried positions. Clerical pay rates were commonly ex­
pressed in weekly terms, but other time units were in use in many establishments.
The general level of salaries for each occupation or work level is pre­
sented in this study as the arithmetic mean of all the individual salary rates.
Median salaries, the amount below and above which the salaries for 50 percent
of the employees are found, are also presented in table 1.
Changes in Salary Levels Since the 1961 and 1962 Surveys
Increases in average salary levels ranged from 2. 2 to 4. 6 percent over
the year period ending February—
March 1963 among the 12 occupations or occu­
pational groups, as shown in the following tabulation. During the 2-year period
from February—
March 1961, the increases ranged from 4 to 8 percent. In these
comparisons, the effect of changes in the proportions of employees in various work
levels within each occupational category was eliminated by using the February—
March 1963 employment as a constant employment weight for both periods.




3
Percent increase in average salaries

Occupational group

February-March 1962
to
February-March 1963

February-March 1961
to
February-March 1963

3 .3
3. 6
2. 8
4. 6
2. 2
2. 6
3 .0
3. 8
4. 4
3 .6
2 .6
2. 9

6 .3

Accountants------------------------------------------------Auditors-------------------------------------------------------Chief accountants--------------------------------------Attorneys------------------------------------------------------Managers, office services---------------------------Job analysts--------------------------------------------------Directors of personnel--------------------------------Chemists------------------------------------------------------Engineers-----------------------------------------------------Drafting employees------------------------------------Clerical employees------------------------------------Engineering technicians------------------------------

6.6
5 .4

8.0
5 .6
4 .0
6. 7
7. 8
7 .0
7. 5
5. 7
<*>

1 The engineering technician group was not included in the February-March
1961 survey.

Although the percent change in average salaries during the recent year
differed among the various work levels studied, there was no clear pattern sug­
gesting that the relative rise in salaries tended to be greater at some levels
than at others within the occupations in which more than one level was studied.
The increases for approximately 4 out of 5 of the 48 professional and administra­
tive occupation work levels were between 2 and 4. 8 percent. For nearly all of
the 27 clerical, drafting, and engineering technician jobs surveyed, the increases
in average salary levels over the year period were within a 2- to 4-percent range.
Changes in average salaries not only reflect general salary increases
and merit or other increases given to individuals while in the same work level
category, but they also may reflect other factors such as employee turnover,
expansions or reductions in the work force, and changes in staffing patterns
within establishments with different salary levels. For example, an expansion in
force may increase the proportion of employees at the minimum of the salary
range established for a work level, which would tend to lower the average,
whereas, a reduction or a low turnover in the work force may have the opposite
effect. Similarly, year-to-year promotions of employees to higher work levels
of professional and administrative occupations may affect average salaries,
lowering or raising the average. For example, the established salary ranges for
such occupations are relatively wide, and promoted employees, who may have
been paid the maximum of the salary scale for the lower level, are likely to be
replaced by less experienced employees who may be paid the minimum; or vacan­
cies may exist at the time of the resurvey. Occupations most likely to reflect
such changes in the salary averages are the higher levels of professional and
administrative occupations and single-incumbent positions such as chief account­
ant, director of personnel, and manager of office services.4
Average Salaries,

February—
March 1963

Average (mean) monthly salaries among the 75 professional, administra­
tive, technical, and clerical occupation work levels defined for the current survey
ranged for $253 for file clerks I to $ 1,977 for attorneys VII. These levels range
These types of occupations also may be subject to greater sampling error, as explained in the last paragraph
of appendix A.

708-877 0

-

63-2




4
from clerks, who file material that has been classified or is easily classified in
a simple serial classification system, to heads of legal staffs with responsibility
for planning and conducting legal studies and approving recommendations of sub­
ordinates on important technical legal questions, but who are usually subordinate
to a general counsel or his immediate deputy in large fir m s .5

Among the five levels of accountants surveyed, average monthly salaries
ranged from $513 for accountants I to $936 for accountants V. Auditors in the
four levels defined for survey had average salaries ranging from $462 a month
for auditors I to $841 for auditors IV. Level I in both the accounting and auditing
series included trainees with bachelor's degrees in accounting or the equivalent
in education and experience combined. Only at level I were salaries of auditors
below those for accountants; at level III, which accounted for the largest group
of employees in each series, monthly salaries averaged $687 for auditors and
$639 for accountants. Half the relatively few auditors I and approximately a
fourth of those in the higher levels were employed in finance industries, whereas,
more than four-fifths of the accountants at all levels were employed in manufac­
turing or public utilities industries together.6 The proportion of employees in
each major industry division within scope of the survey is shown for each occu­
pation in table 5.
Chief accountants were surveyed separately from accountants, and only
those were included who met specific requirements as to the scope and complexity
of the accounting program and as to the subordinate staff they directed. Level
classification was determined by the extent of delegated authority and responsi­
bility; the technical complexity of the system; and, to a lesser degree, the size
of the professional staff and the work levels represented. Those with professional
duties and responsibilities as described for level I were paid monthly salaries
averaging $853 and those meeting the much higher requirements as specified for
level IV7 averaged $ 1, 293.
Nearly three-fourths of the chief accountants who
met the requirements of the definitions for these four levels were employed in
manufacturing industries.
Attorneys classified at level I averaged $621 a month.
These were
trainees with L L .B . degrees and bar membership, who held positions in legal
advisory departments of firms in which their full professional training could be
utilized.8 Attorneys VII, the highest level surveyed in this series, were paid
monthly salaries averaging $ 1, 977.
Level VII was defined to include attor­
neys in charge of legal staffs, handling assignments in one or more broad legal
areas, with responsibility for approving recommendations of subordinates which
may have an important bearing on the company's business. Although this was the
highest ievel surveyed, such attorneys were usually subordinate to a general
counsel or his immediate deputy in large firm s.
The finance, insurance, and
real estate industries employed the highest proportion of attorneys (39 percent),
compared with 29 percent in manufacturing, and 22 percent in public utilities.

Classification of employees in the occupations and work levels surveyed was based on factors detailed in the
definitions in appendix B.
Establishments primarily engaged in providing accounting and auditing services were excluded from the survey.
7 Although level V of chief accountant was surveyed, as defined in appendix B, too few employees met re­
quirements for this level to warrant presentation of salary figures.
8 Establishments primarily engaged in offering legal advice or legal services were excluded from the survey.




5

Managers of office services , as defined for the study, included four levels
based on the variety of clerical and other office services supervised and the
size of the organization serviced.
Those at level I were responsible for pro­
viding four or five of the nine office service functions enumerated in the survey
definition for a staff of 300 to 600 employees, compared with seven or eight
functions for about 1,500 to 3,000 employees at level IV. Among these levels,
average monthly salaries ranged from $617 to $ 1,080. Manufacturing industries
accounted for about three-fifths of the employees in the four levels combined,
and an additional fifth were employed in finance industries.

In the personnel management field, four work levels each of job analysts
and directors of personnel were studied.9 Job analysts I, defined to include trainees
under immediate supervision, averaged $534 compared with $821 for job ana­
lysts IV, who analyze and evaluate a variety of the more difficult jobs under
general supervision and who may participate in the development and instal­
lation of evaluation or compensation systems. Directors of personnel were
limited by definition to those who had programs that included, at a minimum,
responsibility for administering a formal job evaluation system, employment and
placement functions, and employee relations and services functions. Those with
responsibility for actual contract negotiation with labor unions as the principal
company representative were excluded. Provisions were made in the definition
for weighing various combinations of duties and responsibilities to determine the
level classification.
Among personnel directors with job functions as specified
for the four levels of responsibility, average monthly salaries ranged from
$746 for level I to $1,312 for level IV. Manufacturing industries accounted for
80 percent of the job analysts and 71 percent of the directors of personnel in­
cluded in the study; the finance, insurance, and real estate industries ranked
next, with 13 percent of the job analysts and 10 percent of the directors
of personnel.
Chemists and engineers each were surveyed in eight levels. Each series
started with a professional trainee level, typically requiring a B .S. degree. The
highest level surveyed involved either full responsibility over a very broad and
highly complex and diversified engineering or chemical program, with several
subordinates each directing large and important segments of the program; or in­
dividual research and consultation in difficult problem areas where the engineer
or chemist was a recognized authority and where solutions would represent a
major scientific or technological advance. 1
0 Average monthly salaries ranged
from $588 for engineers I to $ 1,666 for engineers VIII, and from $532 for
chemists I to $ 1, 652 for chemists VIII. Although salaries of chemists at level I
were almost 10 percent below those of engineers at the same level, the dif­
ference narrowed to less than 5 percent at level IV and was below that percentage
of difference in the higher levels. Level IV, the largest group in each series,
included professional employees who were fully competent in all technical aspects
of their assignments, worked with considerable independence, and, in some cases,
supervised a few professional and technical workers.
Manufacturing industries
accounted for 83 percent of all engineers and 92 percent of all chemists; public
utilities, 10 and 2 percent, respectively; and the surveyed engineering and scien­
tific services employed virtually all of the others.

9 Although level V of director of personnel was surveyed, as defined in appendix B, too few employees met re­
quirements for this level to warrant presentation of salary figures.
10 It was recognized in the definition that top positions of some companies with unusually extensive and complex
engineering or chemical programs were above that level.




6

The five-level series for engineering technicians was limited, by defini­
tion, to employees providing semiprofessional technical support to engineers en­
gaged in such areas as research, design, development, testing or manufacturing
process improvement, and whose work pertained to electrical, electronic, or
mechanical components or equipment. Technicians engaged primarily in produc­
tion or maintenance work were excluded.
Engineering technicians I, who per­
formed simple routine tasks under close supervision, or from detailed procedures,
were paid monthly salaries averaging $ 397. Engineering technicians V, the highest
level surveyed, averaged $688 a month.
That level included fully experienced
technicians performing more complex assignments involving responsibility for
planning and conducting a complete project of relatively limited scope, or a
portion of a larger and more diverse project, in accordance with objectives, re­
quirements, and design approaches as outlined by the supervisor or a professional
engineer.
Averages for intermediate levels III and IV, at which a majority of
the technicians surveyed were classified, were $536 and $606, respectively. As
might be expected, nearly all of the technicians as defined were employed in
manufacturing (85 percent) or in the scientific services industries studied (11 per­
cent).
Although the ratio of such technicians to engineers studied was about
1 to 5, respectively, in all industries, higher ratios of approximately Z to 7 were
found in establishments manufacturing mechanical and electrical equipment, and
1 to Z in research, development, and testing laboratories.
In the drafting field monthly salaries among three levels of work aver­
aged $571 for senior (fully experienced) draftsmen, $436 for junior draftsmen,
and $ 354 for the relatively small group of tracers. These employees were dis­
tributed by industry in about the same proportion as engineers, with 83 percent
in manufacturing, 9 percent in public utilities, and virtually all of the others in
the selected engineering and scientific service industries studied.
Among the 19 clerical jobs represented in the study, monthly salaries
ranged from $Z53 for file clerks I to $48Z for tabulating-machine operators III,
who were required to perform, without close supervision, complete reporting
assignments by machine, including difficult wiring as required. Averages within
the range $Z74 through $400 a month were recorded for 16 of the other 17 work
levels; general stenographers, the largest group of clerical employees studied,
averaged $ 346.
Office boys or girls, two-fifths of whom were employed in
manufacturing industries, averaged $Z1 a month more than file clerks I, who
were more heavily represented in the finance industries. Women accounted for
more than nine-tenths of the employees in 13 of the clerical work levels and the
men accounted for half or more in 3 (tabulating-machine operators II and III, and
office boys or girls).
Although employment in manufacturing exceeded that in
each of the five nonmanufacturing industry divisions within scope of the survey
in 16 of the 19 clerical work levels, in only seven instances did manufacturing
account for more than half the employees.
Among all occupations in which two or more work levels were studied,
the relative spread between average salaries for successive work levels ranged
from 9 percent (between salaries of accountants I and II) to 35.6 percent (between
salaries of attorneys VI and VII). In all but 7 of 54 such comparisons, however,
the average for the higher level was within a range of 1Z to Z6 percent above
the average for the next preceding lower level studied.
Median monthly salaries (the amount below and above which 50 percent
of the employees were found) for most of the work levels were slightly lower
than the weighted averages (means) cited above. The relative difference between
the median and the mean was less than Z percent for 50 of the 75 work levels
and as much as Z but less than 3 percent in 14 additional levels. The weighted




7

average salaries exceeded the medians by more than 4 percent for directors of
personnel II, III, and IV (4 .8 , 4 .2 , and 5.9 percent, respectively); and for at­
torneys IV and chemists VII (4.4 and 4 .7 percent, respectively).
Salary Distributions
Percent distributions of employees by monthly salaries are presented
for the professional and administrative occupations in table 2, and for engineer­
ing technicians in table 3; distributions by weekly salaries are shown for em­
ployees in the drafting and clerical occupations in table 4. 1
1 Within nearly all
of the 75 occupation work levels, salary rates for some of the highest paid
employees were twice those of the lowest paid employees.
All occupations in
which two or more levels of work were surveyed showed a substantial degree
of overlapping of individual salaries between work levels in the same occupation.
Ranges in salary rates of employees in established pay grades or work levels
within salary structures of individual firms also exhibited substantial overlapping.
The middle 50 and 80 percent of the range, and the median salary for
each occupation work level have been charted (charts 1 and 2) to point up occu­
pational pay relationships as well as the typically greater degree of salary dis­
persion associated with the higher work levels in each occupational series.
The absolute spread between highest and lowest paid workers within
given work levels tended to widen with each successive higher work level for
most occupations in which two or more levels were surveyed. The relative spread
in salary ranges showed considerable variation among occupations, and in many
cases, the relative spread was not greater for professional and administrative
work levels than for clerical levels studied. Expressing the salary range of the
middle 50 percent of employees as a percent of the median salary, permitted
comparisons of salary ranges for the various work levels on the same basis,
and also eliminated extreme low and high salaries from each comparison.
Distribution of work levels (salary range of middle
50 percent of employees expressed as a percent
__________________of median salary)_________________

Occupational group

Number
of
work
levels

Under
15

15
and
under
20

20
and
under
25

All le v e ls -----------------------------------------------

4

17

31

Accountants------------------------------------------Auditors--------------------------------------------------Chief accountants---------------------------------Attorneys------------------------------------------------Managers, office services---------------------Job analysts--------------------------------------------Directors of personnel---------------------------Chemists------------------------------------------------Engineers------------------------------------------------Engineering technicians-----------------------Drafting--------------------------------------------------Clerical---------------------------------------------------

11

75
5
4
4
7
4
4
4
8
8
5
3
19

1

3
1

25
and
under
30
19

1
3
3
3
3
2

Technical considerations dictated the summarization

of the drafting and clerical jobs.




1
2

2
1

3
2
4
1

4
4
1
7

30
and
over
4

1
1

4
1

1
10

1
1

of employee distributions by weekly salaries in the case

8
Thus, in this comparison, the middle range for attorney levels amounted
to 25 percent or more of the corresponding median in four of seven levels,
whereas the range was less than 25 percent of the corresponding median for
7 of the 8 levels of chemists and all eight levels of engineers.
The relative
spread tended to widen at the higher levels of most of the professional and
administrative occupations.
For e x a m p l e , accountants were distributed by
level in the preceding tabulation as follows: Level I, under 15 percent; levels II,
III, and IV, 15 and under 20 percent; and level V, 20 and under 25 percent.
With
two exceptions, the range was between 20 and 30 percent of the corresponding
medians for the clerical levels studied.
Differences in the range of salaries paid individuals within work levels
surveyed reflect a variety of factors other than differences in the range of duties
and responsibilities encompassed by the various work level definitions. Salaries
of individuals in the same occupation and grade level may vary considerably within
establishments.
Salaries of white-collar employees are generally determined on
an individual basis or under formalized pay plans which provide for a range in
salary rates for each grade level within each occupation.
The ingrade salary
spread (i. e. , the percent difference between the minimum and maximum rates
for a grade) tends to be greater in the professional and administrative jobs than
in the clerical jobs.
For the professional and administrative occupations, the
labor market tends to be national in scope.
Office clerical employees, on the
other hand are usually recruited locally. 2 As pointed out earlier (and indicated
in table 5), employment in the various industries within the scope of the survey
varies considerably from occupation to occupation. These variations in employ­
ment also are reflected in salary levels and distributions to the extent that sala­
ries differ by industry, as explained in the following section.
Pay Differences by Industry
The survey was planned to permit publication of national salary estimates
by level of work for the professional and administrative occupations in all indus­
tries within scope of the survey. By combining the data for all levels of work stud­
ied in each occupation, it was possible to present comparisons between relative
salary levels in major industry divisions and all industries combined (table 6).
To obtain relative salary levels, aggregates for the work levels in each occupa­
tion combined were computed for all industries and for each major industry
division. The all-industry employment in each work level was used as a constant
employment weight in computing aggregates for the various occupations by indus­
try, to eliminate the influence of differences among industry divisions in the
proportion of employment in various work levels. The aggregates for each occu­
pation and industry division were then expressed as percentages of the corre­
sponding groups in all industries combined.
For all of the clerical occupations studied, and for most of the profes­
sional and administrative occupations, in which comparisons could be made,
relative salary levels were lower in retail trade and in finance, insurance, and
real estate than in other industry divisions (table 6). It is apparent, therefore,
that in those occupations in which retail trade and the finance industries account
for a substantial proportion of the total employment, as shown in table 5, the
average salaries for all industries combined are lowered and the relative levels
in industries such as manufacturing and public utilities tend to be well above
100 percent of the all-industry level (table 6). For example, relative pay levels

^
Areas,

For an analysis of interarea pay differentials in clerical salaries, see Wages and Related Benefits' Metropolitan
United States and Regional Summaries, 1961-62 (BLS Bulletin 1303-83, Pt. II).




9

for bookkeeping-machine operators of 112 percent in manufacturing and 123 per­
cent in public utilities reflect the influence of lower salaries for the high pro­
portion (58 percent) of all-industry employment accounted for by the finance
industries.
The relative salary levels for professional, administrative, and
technical occupations tended to be nearest to 100 percent of the all-industry
levels in manufacturing industries, which accounted for a high proportion of the
total employment in most of these occupations.
Relative salary levels for a majority of both the clerical and the pro­
fessional and administrative occupations were slightly higher in public utilities
than in manufacturing industries. For engineers, however, relative salary levels
in utilities were 97 percent of the all-industry level, compared with 100 for man­
ufacturing, and 101 for the selected services.
The relative salary position of
chemists was above that for engineers in the selected services; this reflected the
relatively few chemists compared with engineers within this grouping who were
employed in engineering and architectural services firms where salary levels were
lower than in the research, development, and testing laboratories.
Average Weekly Hours
The length of the workweek, upon which the regular straight-time salary
was based, was obtained for individual employees in the occupations studied. The
distribution of the average weekly hours (rounded to the nearest half hour) is
shown in table 7 for the 75 job categories.
Workweeks averaged 40 hours in
15 of these job categories, 3 9 V hours in 28 additional categories, and from
2
38 to 39 hours in all others. Differences in average weekly hours among occu­
pations, and among work levels within occupations, largely reflect variation in
the distribution of employment in the various job categories among industries.
Workweeks of 40 hours were predominant in all except the finance industries, in
which a majority of the employees were on schedules of less than 40 hours. 1
3
Average workweeks of 39 hours or less for all levels of auditors and attorneys
and several of the clerical categories, reflect the extent to which they are em­
ployed in finance industries.
Similarly, the average weekly hours of 3 9 V or
2
40 hours recorded for all levels of chemists and engineers reflect the high in­
cidence of the 40-hour workweek in manufacturing, public utilities, scientific
research, and engineering services industries.

3 For additional information on scheduled weekly hours of office workers employed in metropolitan areas,
BLS Bulletin 1303-83, Pt. II, op. cit.




see

10

Chart 1
.




SALARIES IN PROFESSIONAL AND TECHNICAL OCCUPATIONS
FEB R U A R Y -M A R CH 1963
Median Monthly Salaries and Ranges Within Which Fell 50 Percent and 80 Percent of Employees

11

Chart 2.
SALARIES IN ADMINISTRATIVE AND CLERICAL OCCUPATIONS
FEBR U A R Y-M A R CH 1963

Median Monthly Salaries and Ranges Within Which Fell 50 Percent and 80 Percent of Employees
0

O C C U P A T IO N A N D
CLA SS

Directors of Personnel

IV
III

I
I
Job Analysts

^

I
I

M anagers, Office
Services

IV
III

I
I
Tabulating-M achine
O perators

III

I
I
Clerks, A ccounting

Ste n o grap h e rs, Senior
Stenographers, G e n e ra l
Switchboard O p e rato rs,
Sp ecia l
Sw itchboard O perators
Bookkeeping-M achine
Operators

I

Keypunch O pe rators

I

Clerks, File

II

Typists

O ffice Boys or G irls

708-877 0

-

63-3




$ 250

$500

$750

$1,000

$1,250

$1,500

$1,750

$2,000

12
Table 1. Employment and Average Salaries for Selected P rofessional, Adm inistrative, Technical,
and C lerica l Occupations in Private In d u stry,1 February— arch 1963, and Percent Increase
M
in Average Salaries During the Year 2
Monthly salaries 3
Occupation and class
(See definitions in appendix B)

Number
of
em ployees

Annual salaries 3

Middle range 4
Mean

Median

372
000
928
324
031

$513
559
639
769
936

448
1, 874
3, 632
2, 234

Middle range 4
Mean

Median

F irst
quartile

Third
quartile

$513
554
632
761
917

$474
505
583
692
827

$550
606
689
840
1, 033

$6,
6,
7,
9,
lli

156
708
668
228
232

462
575
687
841

454
568
676
821

418
508
607
743

505
640
758
921

5,
6,
8,
10,

544
900
244
092

5, 448
6, 816
8, 112
9 ,8 5 2

5,
6,
7,
8,

301
1, 084
620
258

853
984
1, 126
1, 293

832
957
1, 121
1, 275

718
854
1, 002
1, 141

972
1, 087
1, 262
1, 443

10,
11,
13,
15,

236
808
512
516

9, 984
1 1 ,4 8 4
13, 452
15, 300

265
707
960
1, 237
1, 067
592
427

621
707
858
1, 025
1, 281
1, 458
1 ,9 7 7

632
689
840
982
1, 255
1, 439
1, 908

565
611
754
876
1, 111
1, 199
1, 677

703
792
952
159
411
663
227

7,
8,
10,
12,
15,
17,
23,

452
484
296
300
372
496
724

429
609
290
67

617
753
871
1, 080

598
742
861
1, 047

557
68 0
778
965

68 3
817
962
1, 200

7,
9,
10,
12,

131
371
781
574

534
601
685
821

539
583
675
8 24

477
526
615
740

58 5
670
743
893

760
1, 483
911
320

746
890
1, 120
1 ,3 1 2

732
849
1, 075
1, 239

639
755
969
1, 120

1,
1,
1,
1,

532
599
691
854
035
176
405
652

537
590
680
844
1 ,0 2 2
1,1 5 9
1, 342
1, 626

1,
1,
1,
1,

588
644
744
894
045
200
438
666

F irst
Third
quartile quartile

Percent
increase
in
average
salaries

Accountants and Auditors
Accountants
Accountants
Accountants
Accountants
Accountants
Auditors
Auditors
Auditors
Auditors
Chief
Chief
Chief
Chief

I------------------------------------------II-----------------------------------------III---------------------------------------IV ---------------------------------------V ------------------------------------------

I ------------------------------------------------I I ----------------------------------------------I I I ---------------------------------------------IV-----------------------------------------------

accountants
accountants
accountants
accountants

I -------------------------------I I ------------------------------I I I ----------------------------IV-------------------------------

4,
8,
17,
12,
5,

$6,
6,
7,
9,
11,

156
648
584
132
004

$5, 688
6, 060
6 ,9 9 6
8, 304
9 ,9 2 4

$ 6 ,6 0 0
7, 272
8, 268
10, 080
12, 396

4.
3.
3.
2.
3.

016
096
284
916

6, 060
7, 680
9, 096
1 1 ,0 5 2

3 .8
4. 5
3. 9
2. 6

8.
10,
12,
13,

616
248
024
692

11,
13,
15,
17,

2.
3.
2.
2.

7, 584
8, 268
10, 080
11, 784
15, 060
1 7 ,2 6 8
22, 896

6,
7,
9,
10,
13,
14,
20,

780
332
048
512
332
388
124

8, 436
9, 504
1 1 ,4 2 4
13, 908
16, 932
19, 956
26, 724

404
036
452
960

7,
8,
10,
12,

176
904
332
564

6,
8,
9,
11,

684
160
336
580

8,
9,
11,
14,

196
804
544
400

.
2.
3.
5.

3
0
4
7

6,
7,
8,
9,

408
212
220
852

6,
6,
8,
9,

468
996
100
888

5,
6,
7,
8,

724
312
380
880

7,
8,
8,
10,

020
040
916
716

5.
2.
2.
2.

1
2
7
2

837
987
1, 243
1, 478

8,
10,
13,
15,

952
680
440
744

8,
10,
12,
14,

784
188
900
868

7, 668
9, 060
1 1 ,6 2 8
13, 440

10, 044
1 1 ,8 4 4
14, 916
17, 736

1.
2.
4.
4.

2
4
2
3

492
546
621
752
909
1, 034
1, 216
1, 448

58 2
646
754
949
1, 149
1, 303
1, 558
1 ,8 1 3

6,
7,
8,
10,
12,
14,
16,
19,

384
188
292
248
420
112
860
824

6,
7,
8,
10,
12,
13,
16,
19,

444
080
160
128
264
908
104
512

5,
6,
7,
9,
10,
12,
14,
17,

6, 984
7, 752
9, 048
11, 388
13, 788
15, 636
1 8 ,6 9 6
2 1 ,7 5 6

4.
4.
4.
3.
3.
4.
2.
4.

3
0
2
1
7
8
0
4

583
641
743
885
033
198
426
640

558
602
682
806
924
1, 045
1, 278
1, 461

618
686
805
974
1, 152
1, 339
1, 572
1 ,841

7,
7,
8,
10,
12,
14,
17,
19,

056
6, 996
728 . 7 ,6 9 2
928
8, 916
728
10, 620
540
12, 396
400
14, 376
256
17, 112
992
19, 680

7, 416
8, 232 '
9, 660
1 1 ,6 8 8
13, 824
16, 068
18, 864
22, 092

5. 2
3. 2
3. 2
4. 7
5. 6
4. 8
3 .9
2. 1

396
464
538
603
679

361
426
492
563
635

433
506
581
647
737

4,
5,
6,
7,
8,

664
044
144
316

7
9
4
7
3

6
0
7
1

Attorneys
Attorneys
Attorneys
Attorneys
Attorneys
Attorneys
Attorneys
Attorneys

I----------------------------------------------II---------------------------------------------III-------------------------------------------IV -------------------------------------------V ---------------------------------------------V I-------------------------------------------VII-------------------------------------------

1,
1,
1,
2,

13. 7
5 .8
2. 5
3 .9
3. 1
6. 4
5 .9

Office Services
M anagers,
M anagers,
M anagers,
M anagers,

office
office
office
office

service s
services
services
service s

I ---------------I I -------------I I I —---------IV--------------

Personnel Management
Job
Job
Job
Job

analysts
analysts
analysts
analysts

D irectors
D irectors
D irectors
D irectors

of
of
of
of

I -----------------------------------------I I ---------------------------------------I I I --------------------------------------I V --------------------------------------personnel
personnel
personnel
personnel

I ----------------------II---------------------I I I -------------------IV---------------------

Chem ists and Engineers
Chem ists
Chem ists
Chem ists
Chem ists
Chem ists
Chem ists
C hem ists
C hem ists

I-----------------------------------------------I I ---------------------------------------------I I I --------------------------------------------IV--------------------------------------------V----------------------------------------------V I -------------------------------------------V I I ------------------------------------------V III------------------------------------------

Engineers
Engineers
Engineers
Engineers
Engineers
Engineers
Engineers
Engineers

I ---------------------------------------------I I -------------------------------------------I I I ------------------------------------------IV-------------------------------------------V---------------------------------------------V I ------------------------------------------V I I -----------------------------------------V III----------------------------------------

1,
3,
6,
7,
4,
2,

348
722
512
290
725
544
850
289

9, 046
2 9 ,7 6 7
70, 130
8 0 ,8 6 7
47, 034
23, 640
7, 368
1, 758

1,
1,
1,
1,

904
S52
452
024
908
408
592
376

6, 696
7, 224
8, 184
9, 672
11, 088
12, 540
15, 336
1 7 ,5 3 2

Engineering Technicians
Engineering
Engineering
Engineering
Engineering
Engineering

technicians
technicians
technicians
technicians
technicians

I--------------------II-------------------III------------------IV ------------------V --------------------

See footnotes at end of table,




3, 059
9, 272
1 7,809
20, 287
8, 763

397
465
536
606
688

764
580
432
272
256

4,
5,
6,
7,
8,

752
568
456
236
148

4,
5,
5,
6,
7,

332
112
904
756
620

5,
6,
6,
7,
8,

196
072
972
764
844

1. 3
2. 2
2 .9
2 .9
4. 1

13
Table 1. Em ploym ent and Average Salaries for Selected P rofessio n al, A dm inistrative, Technical,
and C lerica l Occupations in Private In d u stry,1 F eb ru a ry-M a rch 1963, and Percent Increase
in Average Salaries During the Year 2— Continued
Monthly salaries
Occupation and class
(See definitions in appendix B)

Number
of
em ployees Mean

3

Annual salaries

Middle range 1
4
3
2
Median

F irst
Third
quart ile quartile

3

Middle range 4
Mean

Median

F irs t
Third
quartile quartile

Percent
increase
in
average
sala ries

D raftsm en
D raftsm en, ju n io r ---------------------------------D raftsm en, sen ior---------------------------------T r a c e r s -----------------------------------------------------

1 8 ,5 6 4
3 7 ,3 7 5
2, 649

$436
571
354

$428
559
354

$375
499
304

$489
637
411

$ 5 , 243
6 ,8 7 0
4, 257

$ 5 , 154
6, 729
4, 257

1 9 ,3 9 8
4, 927
52, 863
37, 731
1 6 ,5 8 8
22, 878
7, 799
30, 908
21, 315
22, 788
6 9 ,3 6 4
3 9 ,7 8 8
16, 338
937
1 0 ,8 5 5
1 8 ,2 1 7
9, 189
62, 436
3 8 ,4 9 2

291
361
338
447
253
28 3
356
318
364
274
346
394
347
386
328
400
482
290
343

283
362
331
441
247
274
350
311
361
264
343
395
352
394
323
398
479
283
338

252
313
282
380
220
244
300
271
321
238
299
353
300
350
278
354
430
253
300

323
409
384
510
276
316
403
362
412
300
392
435
400
426
373
448
532
322
384

3, 500
4, 349
4, 063
5, 374
3, 039
3, 406
4, 286
3, 827
4, 375
3, 292
4, 165
4, 739
4, 181
4, 649
3 .9 4 8
4, 809
5, 799
3, 48 5
4, 125

3, 400
4, 356
3, 977
5, 302
2 ,9 6 9
3, 301
4, 213
3, 739
4, 343
3, 182
4, 132
4, 749
4, 234
4, 735
3 ,8 8 8
4, 790
5, 764
3, 409
4, 066

$ 4 , 517
6, 009
3, 658

$ 5 , 887
7, 665
4, 950

2. 6
3 .8
6 .6

3, 882
4, 917
4, 624
6, 134
3, 320
3, 801
4, 851
4, 351
4, 957
3, 610
4, 716
5, 239
4 ,8 1 6
5, 121
4, 484
5, 390
6, 403
3 ,8 6 9
4, 623

3. 1
2. 1
2. 4
2. 5
2 .9
2. 7
2. 1
2. 6
2. 4
2 .8
2. 5
2. 6
2 .9
3. 8
3. 1
1. 7
2. 8
2. 4
2 .9

C lerica l
Bookkeeping-machine operators I -----Bookkeeping-machine operators II —
C lerk s, accounting I -----------------------------C lerk s, accounting I I ---------------------------C lerk s, file I------------------------------------------C lerk s, file II-----------------------------------------C lerk s, file III----------------------------------------Keypunch operators I ---------------------------Keypunch operators I I --------------------------Office boys or g i r l s ------------------------------Stenographers, general------------------------Stenographers, sen ior--------------------------Switchboard op erators--------------------------Switchboard op erators, sp ecia l---------Tabulating-m achine operators I --------Tabulating-m achine operators I I -------Tabulating-m achine operators I I I -----Typists I --------------------------------------------------Typists II--------------------------------------- -----------

3,
3,
3,
4,
2,
2,
3,
3,
3,
2,
3,
4,
3,
4,
3,
4,
5,
3,
3,

031
767
396
568
650
934
613
260
867
862
603
243
608
214
346
262
177
047
610

1 For scope of study, see table in appendix A .
2 For lim itations of percent increase in average salaries as a m easure of change in salary sc a le s , see p. 3 of text.
3 Salaries reported relate to the standard salaries that w ere paid for standard work schedules; i. e. , to the straigh t-tim e
salary corresponding to the em ployee's norm al work schedule excluding overtim e hours.
4 The middle range (interquartile) used here is the central part of the array excluding the upper and low er fourths of
the employee distribution.




14
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February—
March 196 3
Auditors

Accountants

Chief accountants

Average monthly salaries
II

I

III

IV

V

I

III

II

IV

I

III

II

4. 7
7 .4
6 .9

(1 .3 )

-

-

-

-

-

-

-

-

-

-

"

-

8. 3
2 1 .7
8 .9
16. 1

1. 2
7 .5
8. 8
3 .7

.

.

.

.

(1 .5 )
1. 5

-

-

.
-

-

“

-

8. 2
11. 2
11. 1
9 .7

3. 3
4. 4
4. 8
7 .5

(1 -3 )

-

-

-

7. 1
6 .9
4. 7
3 .6

(1 .1 )
1. 2
1. 3

1. 8
(2 .0 )
"

7 .5
8. 1
6. 1
3. 8

7 .7
8. 0
10. 7
8. 9

1 .8
2. 7
3. 2
4. 7

4. 0
4. 7
6. 3
-

9
5
3
4

-

3. 6
2 .9
1. 5
1. 2

7.
7.
5.
6.

8
3
1
1

6 .5
6 .9
6. 2
11. 1

14. 0
1 .7
11. 6
-

6. 7
6 .0
4 .9
4. 3

6 .7
8. 1
7 .0
4. 8

-

1. 2
(1 .3 )
-

-

-

4.
3.
2.
1.

0
4
3
7

6.
7.
6.
6.

3.
2.
3.
1.

4
2
0
1

8 .6
4 .8
5 .8
4. 8

“

-

-

-

-

$ 325 and under $ 350------------------------$ 350 and under $ 375------------------------$ 375 and under $ 4 0 0 -------------------------

(0 .8 )
1 .8

(0 .6 )

-

-

-

-

-

$400
$425
$45 0
$475

and
and
and
and

under
under
under
under

$ 4 2 5 ------------------------$ 4 5 0 ------------------------$ 4 7 5 ------------------------$ 5 0 0 -------------------------

4 .0
8 .4
10. 4
14. 8

3. 0
3. 5
6 .7
9. 2

(0 .2 )
1 .0
1. 5
2. 0

.

.

-

-

-

-

$50 0
$52 5
$550
$57 5

and
and
and
and

under
under
under
under

$5 25------------------------$ 5 5 0 ------------------------$ 5 7 5 ------------------------$ 6 0 0 -------------------------

1 8 .6
1 6.5
10. 1
5. 4

11. 1
1 3.5
14. 4
11. 2

3. 2
5 .0
8 .9
10. 5

(1 .0 )
2. 0
1. 8

-

$600
$62 5
$65 0
$675

and
and
and
and

under
under
under
under

$ 6 2 5 ------------------------$ 6 5 0 ------------------------$ 6 7 5 ------------------------$ 7 0 0 -------------------------

3 .5
2 .9
1 .2
(1 .6 )

7 .7
5. 2
4. 3
2. 8

14. 6
1 1 .6
13. 0
6. 2

$70 0
$7 25
$750
$775

and
and
and
and

under
under
under
under

$7 25------------------------$ 7 5 0 ------------------------$ 7 7 5 ------------------------$ 8 0 0 -------------------------

-

3. 1
1. 3
1 .0
(1 .5 )

5 .8
4. 6
3. 8
2. 5

9. 2
9 .4
9 .6
9. 2

2.
3.
3.
4.

$800
$ 825
$85 0
$875

and
and
and
and

under
under
under
under

$ 8 2 5 ------------------------$ 8 5 0 ------------------------$ 8 7 5 ------------------------$ 9 0 0 -------------------------

-

-

-

-

1 .9
1. 3
(2 .4 )
-

$90 0
$925
$95 0
$975

and
and
and
and

under
under
under
under

$ 9 2 5 ________________
$ 9 5 0 ------------------------$ 9 7 5 ------------------------$ 1 ,0 0 0 ---------------------

-

-

-

4.
4.
6.
7.

3
5
3
3

-

-

"

(0 .6 )
1. 1

.
1.
3.
5.

-

-

-

-

3
1
0
1

_
1. 1

-

6 .0
7. 3
6 .0
4. 0

3. 8
8 .8
7. 5
2. 1

.6
9 .4
1. 1
1 .5

(0 .4 )
1. 6

-

4. 7
3. 2
3 .8
3. 3

3. 0
2. 3
5. 3
. 3

6. 7
8. 1
6. 2
6 .7

5. 5
1. 3
1 .0
2 .7

2. 3
3. 9
1. 9

-

-

5. 3
3. 5
1 .5
1. 3
(2 .3 )

12. 0
1. 3
6. 0
2. 7
-

6
1
7
7
6

1 7 .6
6 .8
3. 7
9 .5
12. 3

1 .9
1. 9
13. 6
9. 3
8. 5

5. 6
1. 9
.2
-

4. 7
5. 5
5 .8
5. 0
1. 3

9.
8.
2.
10.
10.

7
1
7
9
9

.
3.
1.
.
.

4
5
6
4
4

3.
.
1.
1.

1
4
2
6

1. 1
(3 .0 )
-

000
050
100
150
200

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

050 ___________
100___________
150___________
200___________
250-----------------

-

-

-

2. 2
(1 .5 )
-

-

-

10. 3
7. 2
3. 8
2. 7
3 .7

$
$
$
$
$

1,
1,
1,
1,
1,

250
300
350
400
450

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1, 300----------------1, 350___________
1, 400___________
1 ,4 5 0 ----------------1, 500-----------------

-

-

-

1.5
(2 .5 )
-

-

-

-

-

-

-

-

1. 7
-

$
$
$
$
$

1,
1,
1,
1,
1,

500
550
600
650
700

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

-

-

-

-

-

-

-

-

-

-

1. 4
-

1 .8
1. 3
( .6 )

-

-

-

-

-

-

"

-

-

"

-

$
$
$
$

1,
1,
1,
1,

750
800
850
900

and
and
and
and

under $ 1, 800___________
under $ 1, 850----------------under $ 1, 900----------------over______________________

.
-

.

.
-

.

_

.

.

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

_

-

-

-

Total-------------------------------------------

100. 0

100. 0

100. 0

100. 0

100. 0

Number of em ployees------------------------

4, 372

8 ,0 0 0

17,928

12,324

Average monthly s a la r i e s __________

$513

$559

$639

$769

See. footnotes at end of table.




-

-

8
8
3
0

1,
1,
1,
1,
1,

-

.

-

$
$
$
$
$

550----------------600___________
650 ___________
700___________
750___________

IV

-

-

-

5.
11.
3.
3.
5.

_

100. 0

10 0 .0

10 0 .0

10 0 .0

5, 031

448

1, 874

3, 632

2, 234

301 1, 084

620

258

$936

$462

$575

$687

$841

$85 3 $ 9 8 4

$1,126

$1,293

100. 0 1 0 0 .0

100. 0

100. 0

15
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February—
March 196 3----Continued
Attorneys

Average monthly salaries

$45 0 and under $ 4 7 5 -------$47 5 and under $ 5 0 0 --------

4. 5
3. 4

0.

4

$50 0
$525
$550
$575

and
and
and
and

under
under
under
under

$ 5 2 5 -------$ 5 5 0 -------$ 5 7 5 -------$ 6 0 0 --------

4. 2
7. 9
8. 7
15 .8

2.
2.
6.
7.

$ 600
$625
$650
$ 675

and
and
and
and

under
under
under
under

$ 6 2 5 -------$ 6 5 0 -------$ 6 7 5 -------$ 7 0 0 --------

3. 8
6.8
4. 5
13. 2

12. 4
6 .9
7. 1
7. 6

3. 4
2 .9
4 .9
1. 2

$70 0
$7 25
$75 0
$775

and
and
and
and

under
under
under
under

$ 7 2 5 -------$ 7 5 0 -------$ 7 7 5 -------$ 8 0 0 --------

23. 4

6. 5
4. 5
6. 1

66
.

3. 6
5. 1
5. 6
6. 2

1.
2.
3.
1.

7
7
6
9

$800
$825
$850
$87 5

and
and
and
and

under
under
under
under

$ 8 2 5 -------$ 8 5 0 -------$ 8 7 5 -------$ 9 0 0 --------

5. 1
5 .4
3. 1
1. 3

7 .9
10. 2
7. 1
4. 6

2.
7.
4.
3.

3
4
7
7

$900
$ 925
$ 950
$ 975

and
and
and
and

under
under
under
under

$ 9 2 5 -------$ 9 5 0 -------$ 9 7 5 -------$ 1, 000—

2. 0
1. 4

8. 3
.7
2 .9
1. 8

11.
1.
7.
5.

1
9
0
0

7. 2
5. 8
2. 7
1 .9
( 2. 8)

11.
4.
4.
3.
4.

4
6
7
6
5

11
.

(2. 6 )

7
5
4
4

.8
. 3

11
.

0. 3

2. 6

(0 .7 )

2. 2

.9
3. 2

.2
.8
.8
3. 4

4. 3
7. 9

1.5
. 3
.5
.5

1 .4
5 .9
6. 2
8.8
5. 4

$
$
$
$
$

1,
1,
1,
1,
1,

000
050
100
150
200

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

050.
100.
150.
200,
250,

$
$
$
$
$

1,
1,
1,
1,
1,

250
300
350
400
450

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

300.
350.
400.
450.
500.

$
$
$
$
$

1,
1,
1,
1,
1,

500
550
600
650
700

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

550.
600.
650
700
750,

$
$
$
$
$

1,
1,
1,
1,
1,

750
800
850
900
950

and
and
and
and
and

under
under
under
under
under

$ 1,
$ 1,
$ 1,
$ 1,
$ 2,

800,
850,
900,
950,
000,

$ 2,
$ 2,
$2,
$2,
$ 2,

000
050
100
150
200

and
and
and
and
and

under
under
under
under
under

$ 2,
$ 2,
$2,
$2,
$ 2,

050,
100,
150
200
250,

$ 2,
$2,
$ 2,
$ 2,
$ 2,

250
300
350
400
450

and
and
and
and
and

under
under
under
under
under

$ 2,
$2,
$ 2,
$ 2,
$ 2,

300
350
400,
450
500

3. 3
.9
.5
2. 8
2. 3

$ 2 ,5 0 0 and under $ 2 ,5 5 0 ,
$ 2, 550 and under $ 2 ,6 0 0
$ 2, 600 and over----------------

1. 9
3. 0
8. 4

T o ta lNumber of em ployees--------A verage monthly salaries _

See footnotes at end of table.




1. 3
( 1. 0 )

6. 1
8. 6
10. 9
0
7
1
1
8

2. 7
3 .9
2. 5
13. 2
8.8

(1 .4 )
5. 6
.9
.9
3. 0

1. 8

4. 7
3. 4

( 1. 2 )

2. 2

3. 4
3 .9
4 .6

4. 0
2. 8
3. 0

6. 2

6. 1

5 .6

4. 7

6 .4
2. 7
3. 2
.

1
11
.
11
.

7.
10.
7.
4.
2.

2. 0

1.0

2. 3
.4
1.7
(1 .3 )

10
.
.7
4 .6
2. 2

1 .7
1 .9

1.0

(1 .7 )

.
11.
4.
4.
1.

7
2
9
7
6

4.
3.
5.
4.
3.

9
0
4
2
5

100
0.

100. 0

1 0 0 .0

1 0 0 .0

100.0

100.0

10 0 .0

265

707

960

1, 237

1, 067

592

427

$6 2 1

$707

$858

$1, 025

$1, 281

$1, 458

$1, 977

16
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February—
March 1963— Continued
M a n a gers,
office services

Average monthly salaries

Under $ 350___________________________
$ 350 and under $ 375 -----------------------$375 and under $ 4 0 0 ------------------------

I

II

III

-

-

-

-

-

-

~

.

_
-

.
-

.
-

I

D ire cto rs of personnel

Job analysts
IV

II

III

IV

0 .8
2. 3
2. 3

0 .5
1. 1
1. 3

-

2. 3
1. 5
15. 3
9 .2

.8
3. 2
5. 1
8. 6

_
(1 .5 )

-

_
“

_
-

.
"

6. 1
2. 6
7. 4
4. 6
7. 6
1 2 .9
3 .4

_
2. 8
2. 8
3. 0

_
"

_
"

6. 4
6 .6
6 .6
8. 4

3. 7
6 .4
2. 5
5 .7

7 .8
7. 3
7. 2
2. 1

(2 .0 )
1. 4

.
■

4
4
8
2

7 .8
12. 4
8. 2
5. 7

9 .9
4 .9
3. 3
2. 6

.6
.6
. 1
.8

5. 2
1. 7
4 .9
2. 3

3. 2
.5
4 .6

6. 3
.9
5. 2
2. 4

1. 0
-

6. 3
1. 2
1. 0
.5
~

4. 3
2. 5
1. 1
(-3 )

7 .4
1 .9
5. 5
2. 2
2. 2

11.
13.
5.
3.
10.

0
6
3
6
8

2.
2.
10.
6.
15.

5
2
9
6
3

"

"

_
“

. 1
2. 4
(2 .0 )
-

4.
5.
2.
2.
1.

5
7
7
3
9

2.
5.
4.
2.
11.

8
6
4
5
6

_
-

_
~

and
and
and
and

under
under
under
under

$ 525
$ 550
$ 575
$600

----------------------------------------------________________
------------- --------

1 0 .0
4. 2
8. 9
20. 3

1. 1
.2
3 .9

(0 .3 )
1 .4
-

-

8. 4
16. 0
13. 7
9 .9

$ 600
$62 5
$65 0
$675

and
and
and
and

under
under
under
under

$ 625 -----------------------$650 -----------------------$ 6 7 5 _______________
$70 0 ________________

4 .9
11. 2
5. 6
5. 6

6 .6
7. 1
3 .9
10. 8

.
11. 0
2. 1

.
■

5. 3
6. 1
4 .6
-

1 0 .0
5. 4
7. 3
3. 8

8. 7
9 .5
12. 3
10. 9

(1 .7 )
4 .9
5. 4
2. 6

$ 700
$ 725
$ 750
$ 775

and
and
and
and

under
under
under
under

$ 7 25 -----------------------$ 750 -----------------------$ 775 -----------------------$ 8 0 0 ------------------------

6. 3
.7
6 .8
3 .0

7. 2
1 3 .6
1 1.5
3. 0

1. 7
4 .5
3. 4
5. 5

4. 5
1 .5
3. 0

.8
1.5
-

4. 3
3. 2
4 .6
1. 3

1 0 .8
4 .5
6 .4
3. 2

$80 0
$82 5
$850
$875

and
and
and
and

under
under
under
under

$825 -----------------------$ 8 5 0 -----------------------$875 _______________
$ 9 0 0 ------------------------

1 .6
(2 .6 )

9 .0
6 .6
1 .6
.8

6 .9
10. 7
6 .6
7. 2

1. 5
4. 5

2. 4
1. 9
■

4.
2.
2.
1.

$ 900
$92 5
$ 950
$ 975

and
and
and
and

under
under
under
under

$ 925 -----------------------$ 9 5 0 -----------------------$ 975 -----------------------$ 1, 0 0 0 --------------------

3 .9
.2
2 .5
2. 5

7 .6
3. 4
5 .9
3. 1

1. 5
4. 5
7 .5
-

1. 5
2 .5
-

6 .6
2. 1
5 .5
3 .8
(-7 )

23. 9
4. 5
1 0 .4
9 .0
6 .0

.
-

.
-

4 .5
7. 5
3. 0

.

_

_

~

■

0 5 0 ---------------1 0 0 ---------------1 5 0 ---------------2 0 0 __________
2 5 0 ----------------

$
$
$
$
$

1,
1,
1,
1,
1,

000
050
100
150
200

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

$
$
$
$
$

1,
1,
1,
1,
1,

250
300
350
400
450

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1, 300 __________
1, 3 5 0 __________
1, 4 0 0 __________
1, 4 5 0 ---------------1 , 5 0 0 __________

$
$
$
$
$

1,
1,
1,
1,
1,

500
550
600
650
700

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1, 550 ---------------1, 6 0 0 ---------------1, 650 __________
1,7 0 0 ---------------1 ,7 5 0 ----------------

$
$
$
$
$

1, 750
1, 800
1, 850
1, 900
1 ,9 5 0

and
and
and
and
and

under $ 1, 8 0 0 ---------------under $ 1, 850 __________
under $ 1, 9 0 0 __________
under $ 1, 9 5 0 __________
o v e r --------------------------------

-

-

-

.

-

-

.
-

.
■

$ 500
$525
$ 550
$57 5

“

_
-

-

.
-

1. 2
6. 5
.7

.
-

-

-

$ 4 2 5 -----------------------$ 4 5 0 _______________
$ 4 7 5 -----------------------$ 500 ------------------------

-

"

-

under
under
under
under

.

0
3
1
7

1.
2.
5.
9.

1. 9
-

5
6
1
1

“

11.
5.
7.
4.

5
8
1
1

-

-

-

-

-

“
.

.

.

.

-

-

-

3. 0

-

-

-

-

-

-

-

-

"

-

“

~

■

-

.

_

_

_

_

_

_

_

_

-

-

-

-

-

-

-

-

-

_
-

-

IV

III

_
“

and
and
and
and

4.
11.
12.
5.

II

~

$ 400
$ 425
$ 450
$ 475

“

I

'

100. 0

10 0 .0

10 0 .0

_
“

.

-

"

3
0
5
5

.
(1 .3 )
1. 6
1. 3

6 .7
4. 4
2 .9
6. 7

5. 6
6. 3

.
2.
2.
3.

2. 0
1. 2
.7
1 .0
(1 .4 )

2. 5
.9
1. 9
2. 5
,1. 6

_
-

1. 6
3. 1
.6
1. 6
3. 4

T o ta l------------------------------------------

1 00.0

100. 0

100. 0

100. 0

1 0 0 .0

100. 0

100. 0

1 0 0 .0

Number of e m p lo y e e s ----------------------

429

609

290

67

131

371

781

574

760

1, 483

911

320

A verage monthly s a la rie s ----------------

$617

$ 753

$871

$1, 080

$534

$601

$685

$821

$746

$890

$1, 120

$1, 312

See footnotes at end of table.




100. 0

17
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February—
March 1963— Continued
Chem ists

Average monthly salaries
I

II

III

V

IV

VI

VII

Under $375 ___________________________
$37 5 and under $ 4 0 0 --------------------------

2 .6
.6

-

-

-

-

-

-

$400
$425
$450
$47 5

and
and
and
and

under
under
under
under

$ 4 2 5 ________________
$ 4 5 0 ------------------------$ 4 7 5 ------------------------$ 5 0 0 ________________

4 .9
4. 7
6. 8
8 .0

(0 .7 )
1. 2
2. 0
5. 1

_

_

_

_

_

(0 .1 )
1 .0
.4

-

-

-

-

-

“

$500
$52 5
$550
$575

and
and
and
and

under
under
under
under

$ 5 2 5 ________________
$ 5 5 0 ------------------------$ 5 7 5 ------------------- —
$ 6 0 0 -------------------------

15 .7
1 4 .8
13. 2
13. 1

7. 3
1 0.5
13. 3
16 .6

1. 5
4. 1
4 .0
6 .6

-

-

.
-

$600
$625
$650
$675

and
and
and
and

under
under
under
under

$ 6 2 5 ------------------------$ 6 5 0 ------------------------$ 6 7 5 ________________
$ 7 0 0 -------------------------

6. 3
4. 1
2 .0
1. 1

$700
$725
$75 0
$77 5

and
and
and
and

under
under
under
under

$ 7 2 5 ------------------------$ 7 5 0 ------------------------$ 7 7 5 ------------------------$ 8 0 0 -------------------------

$800
$82 5
$85 0
$875

and
and
and
and

under
under
under
under

$900
$92 5
$950
$97 5

and
and
and
and

under
under
under
under

VIII

-

_

_

-

-

-

-

6 .6
6 .6
6 .9
7 .6

(0 .3 )
1. 1
.9
1 .8

.

4 .0
2. 3
2. 2
1. 2

6. 4
6. 1
7. 7
5 .7

3. 8
5. 3
5. 3
4 .9

( 0 .9 )
1. 5
1. 1
1. 3

_

1. 3
1. 3
(2 .0 )
-

6 .0
4 .4
4. 5
4. 2

4 .8
5 .8
5 .0
5. 1

2. 3
3. 3
4 .8
2. 9

_

(0 .1 )
1 .5

"

_

6. 7
4. 3
2. 3
1. 5
(1 .2 )

1 3 .6
8 .7
8 .9
7. 1
6 .5

10. 2
9. 2
10. 9
8 .9
9 .2

2. 4
2. 1
6 .4
10. 2
7. 3

0 .7
1 .4
1 .7
1 .4
5 .5

4. 3
2 .5
2. 1
1. 3
(1 .0 )

8.
5.
5.
4.
3.

2
5
7
4
2

1 1 .8
9 .9
3 .6
5 .6
6. 0

.7
6 .6
3 .5
3. 8
5 .9

2 .4
1. 5
(2 .6 )
-

7 .4
4 .7
3 .8
3. 3
3. 4

1 0 .0
1 .7
1 3 .8
1 1 .8
2. 1

8 .8
8. 3
13. 2
10. 4

1. 0
(1 .0 )
-

4 .5
3 .0
1 .4
1. 7

8. 2
7. 3
7. 1
4 .8

$ 8 2 5 ________________
$ 8 5 0 ------------------------$ 8 7 5 ------------------------$ 9 0 0 -------------------------

_

1. 1
1. 6
( .3 )
-

$ 9 2 5 ------------------------$ 9 5 0 ------------------------$ 9 7 5 ------------------------$ 1, 000---------------------

_

.

-

-

-

-

$
$
$
$
$

1,
1,
1,
1,
1,

000
050
100
150
200

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

050----------------100----------------150----------------200----------------250-----------------

$
$
$
$
$

1,
1,
1,
1,
1,

250
300
350
400
450

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

300___________
350----------------400----------------450___________
500-----------------

$
$
$
$
$

1, 500
1, 550
1, 600
1 ,6 5 0
1, 700

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1, 550----------------1, 600___________
1, 650----------------1 ,7 0 0 ----------------1, 750-----------------

$
$
$
$
$

1,
1,
1,
1,
1,

750
800
850
900
950

and
and
and
and
and

under
under
under
under
under

$ 1, 800----------------$ 1 ,8 5 0 ----------------$ 1, 900----------------$ 1, 950----------------$ 2, 000-----------------

$ 2 ,0 0 0
$ 2, 050
$ 2 , 100
$ 2 , 150
$ 2 ,2 0 0
$ 2 ,2 5 0

and
and
and
and
and
and

under $ 2 ,0 5 0 ----------------under $ 2, 100----------------under $ 2 , 150----------------under $ 2 , 200----------------under $ 2 ,2 5 0 ----------------over----------------------------------

-

(1 .2 )

_
-

1
7
5
5

-

11.
8.
5.
4.

-

1.
1.
3.
3.

1
7
5
8

_

_

-

-

-

-

-

-

_

_

_

_

-

-

-

-

-

-

-

"

-

-

.

.

.

.

-

-

-

"

-

-

-

_
-

-

-

_

_

_

_

_

_

-

-

-

-

"

-

1 .6
.9
2. 2
2. 5
1. 2

3 .8
3 .5
3 .5
2. 1
3. 1

_

_

_

_

_

-

-

-

-

-

-

.4
1. 2
(.5 )
-

. 3
1 .7
.7
2 .8
1 .4
6. 6

-

Total-------------------------------------------

100. 0

1 00.0

100. 0

1 00.0

Number of em ployees------------------------

1, 348

3, 722

6, 512

7, 290

4, 725

2, 544

850

289

Average monthly s a la r ie s ----------------

$ 532

$599

$691

$85 4

$1, 035

$1, 176

$1, 405

$1, 652

See footnotes at end of table,




10 0 .0

100. 0

10 0 .0

100. 0

18
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February—
March 196 3----Continued
Engineers

Average monthly salaries
I

Under $ 375 ___________________________
$ 375 and under $ 4 0 0 -------------------------

III

II

VI

V

IV

VIII

VII

-

-

-

"

-

-

-

$400
$42 5
$450
$475

and
and
and
and

under
under
under
under

$ 4 2 5 ------------------------$ 4 5 0 ------------------------$ 4 7 5 ------------------------$ 5 0 0 ________________

_
(1 .0 )
1 .4

_
(0 .7 )

_
-

_
-

_
-

_
-

_
-

$500
$52 5
$55 0
$57 5

and
and
and
and

under
under
under
under

$ 5 2 5 ------------------------$ 5 5 0 ------------------------$ 5 7 5 ----------------------$ 6 0 0 -------------------------

5. 4
8. 7
2 6 .8
20. 1

1.5
3. 4
7. 3
10. 7

_
(0 .6 )
1. 1
2. 3

_
-

_
-

_
-

_
-

$60 0
$62 5
$65 0
$67 5

and
and
and
and

under
under
under
under

$ 6 2 5 ------------------------$ 6 5 0 ------------------------$ 6 7 5 ------------------------$ 7 0 0 -------------------------

16.
9.
5.
2.

1 6 .4
15. 4
15. 6
9 .7

4. 1
5. 8
8 .5
9. 3

_
( i .o )
1. 3
2. 0

_
"

-

_
-

$70 0
$725
$ 750
$775

and
and
and
and

under
under
under
under

$ 7 2 5 ------------------------$ 7 5 0 ------------------------$ 7 7 5 ------------------------$ 8 0 0 -------------------------

2. 0
( 1 .4 )
-

8
9
1
7

1 0.8
10. 7
11. 2
9 .4

3. 1
3 .8
5. 4
6. 5

_
(1 .0 )
1. 1
1 .6

_
-

_
-

$ 800
$ 825
$ 850
$875

and
and
and
and

under
under
under
under

$ 8 2 5 ------------ ---------$ 8 5 0 ________________
$ 8 7 5 ------------------------$ 9 0 0 -------------------------

_

1. 2
( .7 )

7 .6
6. 2
4 .9
3. 5

8. 2
8. 0
7 .6
7. 5

5. 3
4. 0
3. 5
3 .5

(0 -9 )
1 .5
1. 9
2. 3

_
-

$90 0
$ 925
$95 0
$ 975

and
and
and
and

under
under
under
under

$ 9 2 5 ------------------------$ 9 5 0 ------------------------$ 9 7 5 ------------------------$ 1 ,0 0 0 ---------------------

_

_

"

8. 5
6. 2
6. 1
5 .4

5. 2
4 .6
5. 9
5. 4

2 .9
2 .6
2 .9
2. 9

_

-

1. 8
1. 1
(1 .5 )
-

(1 .2 )

-

_
-

_
-

5
8
2
1
2

13. 3
10 .6
9 .6
7 .7
5 .6

8 .0
7 .7
8. 3
8 .6
9 .8

1 .6
1 .9
4. 1
5 .0
6 .9

_
(1 .0 )
2. 2
4. 5

( .5 )
-

9 .0
7. 5
5 .9
5. 1
3. 2

7 .8
8 .7
8 .6
8. 4
9 .0

3 .0
2. 2
4. 3
6. 1
7. 2
9 .0
4 .5
7. 3
8 .6
7. 3

2
1
1
8

-

7.
4.
3.
1.

'

-

_

7.
4.
3.
2.
1.

-

$
$
$
$
$

1,0 0 0
1, 050
1, 100
1, 150
1, 200

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1 ,0 5 0 ----------------1, 100----------------1, 150----------------1, 200----------------1, 250-----------------

-

-

-

$
$
$
$
$

1,
1,
1,
1,
1,

250
300
350
400
450

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

300----------------350----------------400----------------450----------------500-----------------

_
-

_

_

-

-

-

-

-

-

4. 0
3. 1
2. 0
1. 5
(1 .4 )

$
$
$
$
$

1, 500
1, 550
1, 600
1, 650
1,7 0 0

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1, 550----------------1, 600----------------1, 650----------------1, 700___________
1 ,7 5 0 -----------------

_

-

_
-

-

-

_
-

_
-

_
-

3. 2
2. 0
1 .7
1. 1
(1 .3 )

9 .2
6. 1
4. 9
3. 7
3 .4

$
$
$
$
$

1, 750
1, 800
1, 850
1 ,9 0 0
1, 950

and
and
and
and
and

under
under
under
under
under

$ 1, 800----------------$ 1, 850 -----------$ 1, 900----------------$ 1 ,9 5 0 ----------------$ 2, 000-----------------

_

-

_
-

_
-

_
-

_
-

_
-

-

-

-

-

-

-

-

-

-

-

-

-

1 .7
2. 6
1 .0
1. 2
( 3 .1 )

and
and
and
and
and
and

under $ 2, 050 ----------------under $ 2, 100----------------under $ 2, 150----------------under $ 2, 200----------------under $ 2 , 250----------------ove r______________________

_

_

_

_

_

_

_

-

-

-

-

-

-

-

-

-

-

-

$ 2,
$ 2,
$ 2,
$ 2,
$2,
$ 2,

000
050
100
150
200
250

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

3.
5.
4.
3.
2.

4
2
2
2
7

3. 4
2 .8
1 .0
.9
1. 1
4 .7

Total-------------------------------------------

1 00.0

10 0 .0

1 00.0

100. 0

1 00.0

1 0 0 .0

1 0 0 .0

10 0 .0

Number of em ployees----- ----------------

9 ,0 4 6

29, 767

7 0 ,1 3 0

8 0 ,8 6 7

47, 034

23, 640

7, 368

1, 758

Average monthly s a la r i e s ----------------

$588

$644

$744

$894

$ 1 ,0 4 5

$ 1 ,2 0 0

$1, 438

$ 1 ,6 6 6

1 To avoid showing sm all proportions of em ployees scattered at or near the extrem es of the distribution for som e
occupation?, the percentages of em ployees in these intervals have been accumulated and are shown, in m ost c a se s, in the
interval above or below the extrem e interval containing at least 1 percent.
The percentages representing these em ployees
are shown in parentheses.
2 For scope of study, see table in appendix A.
N O TE:




Because of rounding,

sums of individual item s may not equal 100.

19
Table 3.

Percent Distribution of Engineering Technicians1 by Average Monthly Salaries, February—
March 1963
Engineering technicians

Average monthly salaries
II

I

$275 and under $ 3 0 0 _____________

V

IV

III

_

1. 0

_

$ 300
$ 325
$350
$37 5

and
and
and
and

under
under
under
under

$ 3 2 5 _____________
$ 3 5 0 _____________
$ 3 7 5 _____________
$ 4 0 0 _____________

3 .4
11. 2
20. 9
1 5 .9

( 0 .8 )
2 .3
' 2. 7
6 .9

( i .o )
1. 3

$40 0
$42 5
$450
$47 5

and
and
and
and

under
under
under
under

$ 4 2 5 _____________
$ 4 5 0 _____________
$ 4 7 5 _____________
$ 5 0 0 _____________

1 7 .4
15. 8
8. 5
3. 8

11.
16.
16.
15.

5
6
0
4

3. 1
5. 7
6 .5
11. 1

( 0 .9 )
2 .4
3 .4

-

$500
$525
$ 550
$575

and
and
and
and

under
under
under
under

$ 5 2 5 _____________
$ 5 5 0 _____________
$ 5 7 5 _____________
$ 6 0 0 _____________

1. 0
( l .D

11.
8.
5.
1.

0
6
0
8

13.
15.
14.
12.

6
2
6
3

5. 5
6 .9
1 1 .4
1 7 .9

( i .o )
2. 1
2. 5
5. 2

$600
$625
$ 650
$675

and
and
and
and

under
under
under
under

$ 6 2 5 _____________
$ 6 5 0 _____________
$ 6 7 5 _____________
$ 7 0 0 _____________

_

6 .4
4. 5
2. 3
. 8

15. 3
12. 6
7 .9
6 .0

8. 8
1 3 .4
15. 3
10. 7

$ 700
$725
$75 0
$775

and
and
and
and

under
under
under
under

$ 7 2 5 _____________
$ 7 5 0 _____________
$ 7 7 5 _____________
$ 8 0 0 _____________

.

4. 7
2. 1
1 .9
(1 .1 )

11. 1
9 .5
7. 5
3. 6

$80 0
$825
$850
$875

and
and
and
and

under $ 8 2 5 _____________
under $ 8 5 0 _____________
under $ 8 7 5 _____________
over ______________________________

Total ____________________________________

-

-

(1 .4 )
-

-

_

1

-

_

1

( .7 )

_

-

-

_

-

-

-

-

-

-

0

_

-

-

0

_

_

1

_
-

-

-

-

.

0

1

0

0

.

0

1

0

0

.

0

1

0

0

.

0

3.
1.
2.
2.
1

0

0

.

3
7
0
1
0

Number of em ployees ___________________

3, 059

9, 272

17, 809

20, 287

8, 763

Average monthly s a la r ie s ____________

$397

$465

$536

$ 606

$688

1 For scope of study, see table in appendix A . To avoid showing sm all proportions of em ployees scattered at or near
the extrem es of the distributions for som e occupations, the percentages of em ployees in these intervals have been accum u­
lated and are shown, in m ost c a se s, in the interval above or below the extrem e interval containing at least 1 percent. The
percentages representing these em ployees are shown in parentheses.
NOTE:

708-877 0

Because of rounding,

-

63-4




sums of individual item s m ay not equal 100.

20
Table 4.

Percent Distribution of Employees 1 in Selected Drafting and Clerical Occupations 2
by Average Weekly Salaries, February—
March 1963

Average weekly salaries

Draftmen, Draftmen,
Tracers
senior
junior

Bookkeeping machine
operators

C lerks,
accounting

I

Under $ 4 0 ______________________
$40 and under $ 4 5 ____________
$45 and under $ 5 0 ______ _

I

C lerk s, file

II

0 .4

(0 .3 )
2. 0

-

-

-

-

0 .4
4. 1

_

_
-

(1 .0 )
5. 3
7. 8
1 0 .6
8. 1

10. 8
15. 2
18. 6
16. 1
10 .8

1.
4.
7.
7.
9.

2
3
1
6
5

II

I

II

III

-

0. 2
2. 8
18. 5

(l"4 )
5. 8

0 .4

4. 6
7. 4
10. 3
11. 6
1 0 .9

_
(0 .5 )
1. 2
2. 4
3. 5

2 0 .4
20. 4
17. 1
8. 4
3 .9

13. 2
17. 5
18. 0
1 3.7
9. 1

1 .4
4. 8
9 .9
9 .8
10. 2

$ 50
$55
$60
$65
$70

and
and
and
and
and

under
under
under
under
under

$ 55_ _______
$ 6 0 ____________
$ 6 5 ____________
$ 7 0 ____________
$ 7 5 ____________

( 0 .6 )
1. 1
2. 2
4. 5

$75
$80
$85
$90
$95

and
and
and
and
and

under
under
under
under
under

$80 __________
$ 8 5 ____________
$ 9 0 ____________
$95 __ ___
$ 1 0 0 ___________

5. 0
8. 3
10. 0
11. 2
9 .2

_
(1 .5 )
1.8
2. 6

11.
18.
6.
6.
9.

0
2
2
8
0

7 .9
5. 8
3. 5
2 .7
1. 3

11. 3
11 .9
11. 5
1 1.7
7 .9

11. 1
11. 3
7. 4
5 .4
4 .4

5 .7
7. 2
8 .4
9 .3
8. 3

2. 5
2. 3
1 .4
1. 3
( .9 )

6. 8
5 .7
3 .7
2. 1
1. 3

1 1 .4
12. 0
9. 3
9. 3
6. 0

11.
8.
6.
5.
4.

0
1
6
3
0

5. 0
5 .9
7. 8
8. 1
10. 1

11. 0
2. 3
1 .7
( .9 )

1 .4
(1 .3 )
-

4. 1
3 .7
1 .9
1. 2
1. 1

9 .8
7. 6
7. 3
6 .9
5 .8

_

( 1 .8 )

-

-

4 .4
4. 8
2 .2
1. 0
(3 .1 )

4 .7
3. 3
2 .4
1 .6
1. 2

-

$ 100
$ 105
$110
$115
$ 120

and
and
and
and
and

under
under
under
under
under

$ 105 _ _____
$ 110_________
$ 115
______
$ 1 2 0 _________
$ 125--------------

$125
$ 1 30
$135
$ 140
$145

and
and
and
and
and

under
under
under
under
under

$ 1 3 0 -------------$ 135_________
$ 1 4 0 _________
$ 145_________
$ 1 5 0 _________

3 .9
2. 5
2. 0
1. 1
1 .8

8. 8
8 .7
6 .6
6. 0
5. 2

$150
$ 160
$ 170
$ 180
$190
$200

and
and
and
and
and
and

under $ 160_ _______
under $ 170_________
under $ 180_________
under $ 190_________
under $20 0 _______
over ______ __ ___

1. 3
(.5 )

8 .9
5 .9
3. 3
2. 3
1. 0
.6

-

*

6. 2
2 .9
2. 6
2. 1
( 1 .8 )

_

_

_

-

-

--

(1 .4 )
-

-

-

_

_

-

-

_

_

-

-

-

-

_

_

-

_
-

-

-

-

_
_

-

1 .9
(1 .1 )

.

.

_

-

-

-

-

-

-

-

-

_

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

.

-

-

-

-

-

-

-

-

-

Total_________________ __

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

Number of em ployees________

1 8 ,5 6 4

3 7 ,3 7 5

2, 649

19,398

4, 927

5 2 ,8 6 3

37,731

1 6,588

22, 878

7 ,7 9 9

Average weekly s a la rie s _____ $100. 50

$132. 00

$81. 50

$ 6 7 .0 0

$83. 50

$78. 00

$103. 00

$58. 50

$65. 50

$82. 50

See footnotes at end of table,




21
Table 4.

Percent Distribution of Employees 1 in Selected Drafting and Clerical Occupations
by Average Weekly Salaries, February—
March 1963— Continued

Average weekly salaries

Keypunch
operators

Office
boys

II

g irls

I

Under $ 4 0 ______________________
$ 40 and under $ 4 5 ____________
$45 and under $ 5 0 ____________

0. 2
2. 1

0. 1

0 .9
9. 3

Stenog­
raphers,
general

Stenog­
raphers,
senior

(0 .5 )

-

_

Switch­
board
op era­
tors

Switch­
board
op era­
to rs,
special

(l"l)
2. 1

-

_

Tabulating -m achine
operators
I

II

III

I

( i.o )

-

(0.7)

and
and
and
and
and

under
under
under
under
under

$ 5 5 ____________
$ 60 _______
$ 6 5 ____________
$ 70____________
$ 75____________

5. 1
9 .9
15. 1
13. 6
1 1 .7

1. 0
2 .4
4. 3
8. 4
1 0 .4

15. 0
20. 6
1 9 .5
11. 3
6. 3

2.
4.
8.
10.
12.

1
7
6
8
3

(1 .0 )
1.7
3 .9
5. 6

3. 2
4. 2
6 .9
8. 7
9 .6

(1 .3 )
2. 6
3. 8
7. 0

3 .6
10. 0
12. 3
1 1 .4
12. 6

(0.4)
1. 1
2 .6
3. 8
5 .8

$75
$8 0
$85
$90
$95

and
and
and
and
and

under
under
under
under
under

$80 ________
$85_
_____ _
$ 9 0 ____________
$ 9 5 ____________
$ 100__ _______

1 1 .3
8. 8
6 .6
4. 7
6. 2

14. 0
14. 0
10. 7
9 .4
12. 0

4. 5
3. 7
4. 7
1 .9
( 2 .2 )

12.
12.
10.
7.
7.

6
4
1
7
5

9 .5
11 .6
1 3 .4
14. 2
12. 8

11. 3
11. 0
1 0.7
12. 5
7. 9

8. 4
11. 0
1 2 .9
17. 6
15. 9

12.
9.
8.
5.
4.

6
6
5
8
4

7. 5
10. 7
13. 6
1 1 .9
10. 3

1.
3.
4.
7.
8.

-

5. 6
2. 9
1. 2
( i .o )
-

10. 9
6. 0
4. 1
2. 7
1 .6

5. 5
2. 7
1 .4
(1 .1 )

10. 3
4. 5
2. 5
1. 2
(1 .2 )

3. 1
3. 4
1 .0
(.6)

_

and
and
and
and
and

under
under
under
under
under

$ 105_________
$ 110_________
$ 115_________
$ 1 2 0 _________
$ 125_________

2. 9
1. 1
( 1 .0 )
-

7. 1
2. 8
2. 1
(1.4)
-

$125
$13 0
$135
$140
$145

and
and
and
and
and

under
under
under
under
under

$ 130 __ ____
$ 135_ _ ____
$ 1 4 0 _________
$ 1 4 5 _________
$15 0
__

_

_

_

_

-

-

-

-

-

-

-

$150
$160
$170
$ 180
$19 0
$20 0

and
and
and
and
and
and

under $ 160_________
under $ 1 7 0 _________
under $ 1 8 0 ____ ___
under $ 190_________
under $ 2 0 0 _________
over_________________

_

_

-

-

-

100. 0

1 .2
3 .5
8. 5
1 3 .6
1 4 .8

6
3
3
6
7

8. 3
5. 1
3. 5
3 .9
1. 4

1 3 .6
1 2 .8
9. 3
7 .7
6. 9

10. 7
7. 4
5 .4
3. 6
2 .8

10. 1
12. 4
11. 3
9. 1
1 0 .5

(1-2)

4. 1
2. 5
(1.4)

1 .5
(1.1)

-

-

_

-

-

-

-

-

-

-

-

-

-

6 .4
4 .9
3. 2
2 .4
1 .2

_

_

_

_

_

-

-

-

_
-

-

-

_
-

1. 8
(.7)

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

100. 0

100. 0

Number of em ployees. ______ 30, 908 21, 315 2 2 ,7 8 8

6 9 ,3 6 4

39, 788

16,3 3 8

937

Average weekly sa la rie s _____ $ 7 3 .5 0 $84. 00 $63. 00

$80. 00

$ 9 1 . 00

$80. 50

$ 89. 00

_______

7
0
3
9
2

_

100. 0

___

10.
14.
19.
16.
11.

0 .2

_

100. 0

(-9 )

100. 0

Total__

II

(0.4)
4. 1

_

$ 50
$55
$60
$65
$ 70

$100
$ 105
$ 110
$115
$ 120

Typists

100. 0

100. 0

-

100. 0

1 0,855 1 8,217

_

_

-

_

-

_

-

-

-

100. 0

_

_

100. 0

100. 0

9, 189 6 2 ,4 3 6 3 8 ,4 9 2

$ 7 6 .0 0 $ 9 2 . 50 $111. 50 $67. 00 $79. 00

1 To avoid showing sm all proportions of em ployees scattered at or near the extrem es of the distributions for som e
occupations, the percentages of em ployees in these intervals have been accumulated and are shown, in m ost ca se s, in the
interval above or below the extrem e interval containing at least 1 percent.
The percentages representing these em ployees
are shown in parentheses.
2 For scope of study, see table in appendix A.
N OTE:

Because of rounding,




sum s of individual item s m ay not equal 100.

22
Table 5. Percent Distribution of Employees in Selected Professional, Administrative,
Technical, and Clerical Occupations 1 by Industry Division, 2 February—
March 1963

Occupation

Manu­
facturing

Public
utilities 1
3
2

W holesale
trade

Retail
trade

Finance,
insurance,
and
real estate

Selected
service s 4

P rofessio n al and Adm inistrative
Accountants_________________________________
Audito r s__ ___ _____________ _________________
Chief accountants---------------------------------------A tto r n e y s ______________________ _____________
M anagers, office s e r v ic e s -----------------------Job a n a ly sts-------------------------------------------------D irectors of p erson n el------------------------------Ch emi s t s ___________ __ ___ __ _______ _______
E n g in eers------------- --------------------------------------

72
44
74
29
57
80
71
92
83

14
22
9
22
8
5
6
(5 )
10

85
83

27
44
30
46
40
57
40
43
49

4
5
4
8
9
(5 )
4

( !)
( )
(5 )
7

6
25
8
39
22
13
10

0
(5 )

(5 )

(5 )

0
( !)
0
o
0
)
(5 )
6
7

4
9

(5 )

( !)
(5 )

( !)
(5 )

11
6

(5 )
22
9
17
15
15
19
22
8

4
7
4
6
6
4
5
5
4

9
13
11
6
7
(5 )
17
5
6

58
14
44
23
31
18
18
24
33

( !)
( )
( )
( !)
( !)
( !)
( !)
( )
(5 )

0
(5 )
4

T echnical
Engineering tech n icia n s---------------------------D r a fts m e n ----------------------------------- -------------C lerica l
Bookkeeping-m achine operators - --------C lerks, accounting-------------------------------------C lerks, f i l e ___ _____ ________________________
Keypunch o p e ra to rs-----------------------------------O ffice boys or g i r l s — ------------------------------Stenog raphe r s -------- --------------------- ---------Switchboard o p e r a t o r s ------------------------------Tabulating-m achine o p e ra to rs-------------------------------- — - ---------Typists —

1 Each occupation includes the work lev els, as defined for survey, for which employment estim ates in all industries
within scope of the study are shown in table 1.
2 For scope of study, see table in appendix A.
3 Transportation (lim ited to railroad, local and suburban passenger, deep sea water, and air transportation industries),
communication, electric, gas, and sanitary serv ice s.
4 Engineering and architectural se rv ic e s; and com m ercia lly operated resea rch , development, and testing laboratories only.
5 L ess than 4 percent.




23

Table 6.

Relative Salary Levels for Selected Professional, A dm in istrative, Technical,
and C lerica l Occupations 1 by Industry Division, 2 February— arch 1963
M
(Average salary for each occupation in all industries = 100)

Occupation

M anu­
facturing

Public
utilities 1
3
2

W holesale
trade

Retail
trade

Finance,
insurance,
and
real estate

Selected
service s 4

P rofessional and Adm inistrative
Accountants--------------------------------------------------A u d ito rs--------------------------------------------------------Chief accountants-----------------------------------------A ttorn eys-------------------------------------------------------M anagers, office serv ice s------------------------Job a n a ly sts-------------------------------------------------D irectors of personnel-------------------------------C h e m is ts ------------------------------------------------------E n g in eers------------------------------------------------------

100
104
99
105
99
101
99
99
100

104
104
(5)
101

99
100

108
97

112
106
109
104
103
103
107
106
106

123
102
117
106
110
107
111
99
105

no
(5)
108
(5)
97

101
95
(5)
106

(?)
(!)
(5)
0
(5)

96
95

(5)

91
91
101
95
97
88
103
(5)
(5)

(5)
99

0
(5)

(?)
( )
?
(5)
96
{*)

101
( !)

(!)
( )
0
()
(5)
104
101

T echnical
Engineering technicians-----------------------------D raftsm en------------------------------------------------------

0
(5)

102
101

C lerica l
Bookkeeping-m achine o p e r a t o r s ------------C lerk s, accounting--------------------------------------C lerk s, f ile --------------------------------------------------Keypunch o p e r a to r s -----------------------------------Office boys or girls-------------------------------------Stenographers----------------------------------------------Switchboard o p erators-------------------------------Tabulating-m achine o p e r a to r s ----------------T y p ists-----------------------------------------------------------

114
105
99
103
99
102
107
107
101

97
87
87
89
93
90
78
93
93

93
86
93
90
92
88
94
92
91

(5)
101
105
101
96
98
96
(5)
103

1 Each occupation includes the work lev els, as defined for survey, for which data are presented in table 1.
In co m ­
puting relative salary levels for each occupation by industry division, the total employment in each work level in all indus­
tries surveyed was used as a constant employment weight, to eliminate the effect of differences in the proportion of e m ­
ployment in various work levels within each occupation.
2 For scope of study, see table in appendix A.
3 Transportation (lim ited to railroad, local and suburban passenger, deep sea w ater, and air transportation industries),
communication, electric, gas, and sanitary se rv ice s.
4 Engineering and architectural s e rv ic e s ; and com m ercia lly operated resea rch , development, and testing laboratories only.
5 Insufficient employment in 1 or m ore work levels to warrant separate presentation of data.




24




Table 7.

Distribution of 75 Selected Job Categories Studied by Em ployees
A verage Weekly H o u r s ,1 February^-March 1963

Number of job categories
Average
weekly hours

P rofessio n al,
administrative
and technical

56
38. 0

7

19

1

38. 5

Job category
C lerica l

Attorneys VII.
7

12

39. 0

A ll categories.

Auditors I .
Attorneys II, III, IV, V , and VI.
M anagers, office services III.
Bookkeeping-m achine operators I.
C lerks, file I, H, and III.
Office boys or g ir ls .
Tabulating-m achine operators I and II*
Auditors II, III, and IV.
Attorneys I.
M anagers, office services I.
Bookkeeping-m achine operators II.
C lerk s, accounting I and II.
Keypunch operators I and II.
Stenographers, general.
Stenographers, senior.
Switchboard operators.
Switchboard op erators, special.
Tabulating-m achine operators III.
Typists I and II.

3 9 .5

28

Accountants I, II, III, IV, and V.
Chem ists I, II, III, IV, V , VI, and VII.
Chief accountants I, II, III, and IV.
D irectors of personnel I, II, III, and IV.
Engineers VI.
Job analysts I, II, III, and IV.
M anagers, office services II and IV.
T racers

40. 0

15

Chem ists VIII.
D raftsm en, junior.
D raftsm en, sen ior.
Engineers I, II, III, IV, V, VII, and VIII.
Engineering technicians I, II, III, IV, and V ,

1 Based on the scheduled workweek for which em ployees receive their regular straigh ttime salary.
The average for each job category was rounded to the nearest half hour.

Appendix A: Scope and Method of Survey
Scope of Survey
This survey relates to all 212 Standard Metropolitan Statistical Areas in the United
States as revised in 1961 by the Bureau of the Budget. 1 Coverage within these areas was
4
limited to establishments in the following industries: Manufacturing; transportation, com­
munication, electric, gas, and sanitary services; wholesale trade; retail trade; finance, in­
surance, and real estate; engineering and architectural services; and commercially operated
research, development, and testing laboratories. Establishments with fewer than 250 work­
ers at the time of reference of the universe data (in general, first quarter of 1961) were
excluded. The estimated number of establishments and the total employment within the scope
of the survey, and within the sample actually studied, are listed separately for each major
industry division in the accompanying table. As indicated in the table, and explained later
in detail, the scope of the study was the same for all occupations; however, the survey
consisted of two separate parts with one sample of establishments studied for the profes­
sional and administrative occupations, 1 and another larger sample for drafting and cler­
5
ical occupations.
Establishments and Workers Within Scope of Survey* and Number Studied by Industry Division, February— March 1963
Within scope
of study
Industry division

All divisions surveyed------------------------------------Manufacturing---------------------------------------------------Nonmanufacturing:
Transportation, 3 communication,
electric, gas, and sanitary services---------Wholesale trade-----------------------------------------Retail trade------------------------------------------------Finance, insurance, and real estate---------Services:
Engineering and architectural services;
and commercially operated research,
development, and testing laboratories only--------------------------------------------

Number of
establish­
ments

Workers in
establish­
ments

Studied for professional
and administrative
occupations
Number of
Workers in
establish­
establish­
ments
ments

Studied for drafting
and clerical
occupations 2
Number of
Workers in
establish­
establish­
ments
ments

11,798

11, 860,400

1,771

4 ,6 7 6 , 110

5,057

7, 257, 239

7 ,5 3 2

7 ,6 1 6 ,9 0 0

1, 198

3, 266, 974

2 ,753

4, 177,017

1, 169
610
1, 449
936

1, 610,
294,
1, 433,
815,

500
200
500
800

209
52
135
131

687, 089
34, 532
321,008
298, 414

646
251
842
503

89, 500

46

68,093

62

102

1, 261,
133,
1,055,
553,

596
939
250
967

75, 470

* The study relates to establishments in industries listed employing 250 or more workers in the 212 Standard Metropolitan Sta­
tistical Areas in the United States as revised in 1961 by the Bureau of the Budget.
^ The national estimates for the drafting and clerical occupations were developed from data collected in the Bureau's occupa­
tional wage surveys in major labor markets, excluding data for establishments not within the scope of the survey as determined for
the study of professional and administrative occupations.
3 Limited to railroad, local and suburban passenger, deep sea water (foreign and domestic), and air transportation industries
as defined in the 1957 edition of the Standard Industrial Classification Manual.

Timing of Survey
The data reflect salaries in effect during the period February—
March 1963, 1 although
6
the survey was conducted over a longer period, on the average. The data for the profes­
sional, administrative, and engineering technician occupations were collected by personal visits*
14 Earlier studies related to 188 Standard Metropolitan Statistical Areas in the United States, excluding Hawaii, as revised through
1959 by the Bureau of the Budget.
*3 Engineering technicians also were included in this part of the survey.
*6 The reference period for the current survey report was designated as "February—March 1963" instead of "Winter 19 6 2 -63 ", as
in earlier bulletins in this series, to indicate more specifically the period represented by the data.
The information for each of the
four surveys in this annual series was collected during approximately the same time period.




25

26
to sample establishments, largely between February 1 and May 15, but with well over half
the visits completed by the end of March. The most recent information available at the time
of the visit was obtained. For the drafting and clerical occupations, the survey was de­
signed to develop nationwide estimates from the data collected in the Bureau's occupational
wage surveys by labor market, conducted between August 1962 and June 1963. Although
some of the areas were surveyed in 1962, those surveyed in the first half of 1963 (with the
areas they represented in the nationwide estimates) accounted for more than two-thirds of
the office employment within the scope of the survey in all metropolitan areas combined.
The average payroll reference month studied for these employees was February 1963.
Method of Collection
Data were obtained by personal visits of Bureau field economists to representative
establishments within the scope of the survey. 1 Employees were classified according to
7
occupation and level, with the assistance of company officials, on the basis of uniform job
definitions. In comparing actual duties and responsibilities of employees with those in the
survey definitions, extensive use was made of company occupational descriptions, organi­
zation charts, and other personnel records.
The occupational definitions used in classify­
ing employees appear in appendix B.
Nature of Data Collected and Presented
The average salaries reported relate to the standard salaries that were paid for
standard work schedules; i. e. , to the straight-time salary corresponding to the employee's
normal work schedule excluding overtime hours.
The average salaries presented relate to
employees for whom salary data were available.
Under established policies of some companies, officials were not authorized to pro­
vide information relating to salaries for all occupations studied. In nearly all instances,
however, information was provided on the number of such employees and the appropriate
occupational classification. It was thus possible to estimate the proportion of employees
for whom salary data were not available. As indicated below, these policies more often
related to the higher level positions, mainly because of policies not to disclose pay data
for employees considered a part of the management group or classified in occupational levels
involving a single employee.
Number of
job
categories

Percent of employees classified in professional
and administrative occupations surveyed for
whom salary data were not available

3---------------------------------------------------------------------------------

10 or more percent
Directors of personnel IV (31 percent)
Directors of personnel III (18 percent)
Engineers VIII (17 percent)

9 ---------------------------------------------------------------------------------

5 to 9. 9 percent
Chief accountants I, II, III, and IV
Attorneys V and VII
Engineers VII
Chemists VIII
Directors of personnel II

36-------------------------------------------------------------------------------

Less than 5 percent

Comparisons between establishments that provided salary data for each specific oc­
cupational level and those not doing so indicated that the two classes of establishments did
not differ materially in industries represented, employment, or pay structure for other jobs
in this series for which data were availabfe.*

*7 The surveys in major labor markets, from which nationwide estimates were developed for the drafting and clerical occupations,
provide for collection of data for some areas by a combination of mail and personal visits in alternate years. For establishments re­
porting by mail, the occupational classifications are based on those made upon personal visits in the preceding year.




27
Occupational employment estimates relate to the total in all establishments within
the scope of the study and not the number actually surveyed. Employees for whom salary
data were not available were not taken into account in the estimates. 1 In addition, the
8
professional and administrative occupations were limited to employees meeting the specific
criteria in each survey definition and were not intended to include all employees in each
field of work. 1 For these reasons, and because of differences in occupational structure
9
among establishments, the estimates of occupational employment obtained from the sample
of establishments studied serve only to indicate the relative importance of the occupations
and levels as defined for the survey.
These qualifications of the employment estimates do
not materially affect the accuracy of the earnings data.
In the occupations surveyed, both men and women were classified and included in the
occupational employment and earnings estimates. In the professional, administrative, and
technical occupations, men were sufficiently predominant to preclude presentation of separate
data by sex. For those clerical occupations in which both men and women are commonly
employed, separate data by sex are available from the occupational wage survey reports
compiled by labor market area. The occupations and work levels included in this study,
and in which women accounted for 5 percent or more of the employment, were distributed
according to the proportion of women employees, as follows:

Women (percent)
90 or more------------------------------------8 0 -8 4 --------------------------------------------5 0 -5 4 --------------------------------------------4 0 -4 4 --------------------------------------------3 0 -3 4 --------------------------------------------1 5-19--------------------------------------------1 0 -1 4 --------------------------------------------5 -9 -------------------------------------------------

Occupation and level
All levels of bookkeeping-machine operators; file clerks; keypunch
operators; stenographers; switchboard operators; typists
Clerks, accounting I
Clerks, accounting II; tabulating-machine operators I
Office boys or girls
Tabulating-machine operators II;tracers
Chemists I; tabulating-machine operators III
Accountants I; managers, office services I; job analysts I and II; di­
rectors of personnel I; engineering technicians I
Chemists II; engineering technicians II

Sampling and Estimating Procedures
Although the published estimates relate to 212 Standard Metropolitan Statistical
Areas, as revised by the Bureau of the Budget in 1961, the survey was conducted largely
within a sample of 80 areas.
These areas were so chosen as to be representative of all
United States metropolitan areas. Within these areas, a sample of establishments was se­
lected for the survey of clerical and drafting occupations. Thus, the sampling plan can be
described as a two-stage design.
The establishment sample for the study of professional
and administrative occupations also was selected largely within the 80 areas. A few large
establishments within other metropolitan areas were added in certain industries when it was
not possible to represent the industry appropriately by establishments within the 80 areas.
The sample of 80 areas was based upon the selection of 1 area from a stratum of
similar areas.
The criteria of stratification were region and type of industrial activity.
Each area had a chance of selection roughly proportionate to its total nonagricultural em­
ployment. Each of 37 large areas formed a stratum by itself, and was certain of inclusion
in the sample. Each of these areas represented only itself, but each of the 43 other areas
represented itself and similar units.
*8 Also not taken into account were a few instances in which salary data were available for employees in an occupation, but
there was no satisfactory basis for classifying the employees by the appropriate work levels.
The occupations involved in these cases
were accountants, chemists, engineers, and engineering technicians.
19 Engineers, for example, are defined to permit classification of employees engaged in engineering work within a band of eight
levels, starting with inexperienced engineering graduates and excluding only those within certain fields of specialization or in positions
above those covered by level VIII.
By way of contrast, such occupations as chief accountants and directors of personnel are defined
to include only those with responsibility for a specified program and with duties and responsibilities as indicated for each of the more
limited number of work levels selected for study.




28
The design used in the selection of the establishments studied for the professional
and administrative occupations differed from that used in the drafting and clerical occupa­
tions. As explained earlier, the data for the latter occupations were collected in the Bu­
reau's program of occupational wage surveys conducted in the 80 areas.
The establish­
ments in those surveys were chosen to provide separate area estimates, with industry
division detail, while the design for the survey of professional and administrative occupations
was intended to yield only nationwide data with no industrial breakdown, and hence required
fewer establishments.
In the case of drafting and clerical occupations, each establishment sample within
the area was selected independently to permit the presentation of separate data for that area.
These samples were selected from a list of establishments stratified by size (employment)
and industry. A greater proportion of the large establishments was selected, but in com­
bining the data each establishment was given its appropriate weight— i. e. , where an estab­
lishment was chosen as 1 of 4, it was given a weight of 4. The samples for all 80 areas
combined comprise 5, 057 establishments.
The nationwide estimates for the drafting and clerical occupations were formed by
applying to each set of sample area data the weights needed to expand these into estimates
for the stratum represented by the sample area, and then combining these stratum esti­
mates. In the case of the 37 large self-representing areas, these weights were 1. In each
of the 43 smaller areas, the weight was the ratio of the total nonagricultural employment in
the stratum to that in the sample area.
In the study of professional and administrative occupations, the sampling procedure
called for the detailed stratification of the universe of the establishments in the 212 areas
by location, industry, and size of establishment. From this universe, a sample of 1,771
establishments was selected systematically from the 80 areas (with exceptions as noted
earlier in this section) so that each geographic unit or group of areas was represented
proportionately within the size of establishment and industry classes. 2 Although no con­
0
scious effort was made to control the representation for each area through all the industries,
a count shows that each area contributes nearly its proportionate share to the whole sample.
Each industry was sampled separately, the sampling rates depending on the impor­
tance of the industry as an employer of the jobs surveyed, particularly in the scientific and
engineering series. Within each industry, a greater proportion of large establishments was
selected, but as in the clerical survey, each establishment was weighted to represent all
other units of the same class.

Estimates of Sampling Error
The survey procedure yields estimates with widely varying sampling errors, de­
pending on the frequency with which the job occurs, and the dispersion of salaries.
Thus,
for the professional and administrative occupation work levels, the relative standard errors
of the average salaries were distributed as follows: 26 were under 2 percent; 8 were 2 and
under 3 percent; 5 were 3 and under 4 percent; 3 were 4 and under 5 percent; and 6 were
5 percent and over. 2 The nationwide estimates for the clerical and drafting-room occupa­
1
tions, based on the much larger sample, are subject to smaller sampling error— less than
0.75 percent in all cases (except tracers) and in many cases less than 0.25 percent.

A few of the largest employers, together employing nearly a million, gave data on a companywide basis.
These companies
were eliminated from the universe to which the preceding sampling procedure applied.
The sample count includes the establishments
of these companies within the 212 metropolitan areas.
The 5 percent and over group included managers of office services' IV, chief accountants III, chemists VIII, and level I of
attorneys, auditors, and job analysts.




Appendix B: Occupational Definitions

The primary purpose of preparing job definitions for the
Bureau's wage surveys is to assist its field staff in classifying into
appropriate occupations, or levels within occupations, workers who
are employed under a variety of payroll titles and different work
arrangements from establishment to establishment and from area
to area. This permits the grouping of occupational wage rates rep­
resenting comparable job content. To secure comparability of job
content, some occupations and work levels are defined to include
only those workers meeting specific criteria as to training, job
functions, and responsibilities. Because of this emphasis on interestablishment and interarea comparability of occupational con­
tent, the Bureau's occupational definitions may differ significantly
from those in use in individual establishments or those prepared
for other purposes. Also see note referring to the definitions for
the drafting and clerical occupations on page 52.

ACCOUNTANTS AND AUDITORS

ACCOUNTANT
Performs accounting work requiring professional knowledge of the theory and prac­
tice of recording, classifying, examining, and analyzing the data and records of financial
transactions. Personally or by supervising others provides accounting service to management
by maintaining the books of account, accumulating cost or other similar data, preparing
reports and statements, and maintaining the accounting system by interpreting, supplementing,
and revising the system as necessary. The work requires a professional knowledge of ac­
counting and a bachelor's degree in accounting or equivalent experience and education com­
bined. (See also chief accountant. )
Accountant I
General characteristics. — At this beginning professional level, position is distin­
guished from nonprofessional positions by the variety of assignments; rate and scope of
development expected of the incumbent; and the existence, implicit or explicit, of a planned
training program designed to give the beginning accountant practical experience in the opera­
tions of an established accounting system. Learns to apply the principles, theories, and
concepts of accounting to a particular accounting system.
Direction received.— Works under close supervision of an experienced accountant.
The guidance and supervision received are directed primarily to the development of the
accountant's professional ability and to the evaluation of his potential for advancement.
Limits of assignments are clearly defined, methods of procedure are specified, kinds of
items to be noted and referred to supervisor are detailed.
Typical duties and responsibilities. — Many of the assignments will include duties
some of which may be nonprofessional in nature such as proving arithmetical accuracy;
examining standard accounting documents for completeness, internal accuracy, and con­
formance with specific accounting requirements; tracing and reconciling records of financial
transactions; and preparing detailed statements and schedules for reports. The presence
of such nonprofessional tasks, provided they are part of the training and development pro­
cess, do not prevent the matching of a job if it otherwise meets this definition.
Responsibility for direction of others.— Usually none.




29

30

A C C O U N T A N T — Continued

Accountant II
General characteristics.— At this continuing developmental level the professional
accountant makes practical applications of technical accounting practices and concepts be­
yond the mere application of detailed rules and instructions.
Assignments are designed
to expand his practical experience and to develop his professional judgment in the application
of basic accounting techniques to simple professional problems. He is expected to be com­
petent in the application of standard procedures and requirements to routine transactions,
and to raise questions about unusual or questionable items and suggest solutions.
Direction received. — Work is reviewed closely to verify its general accuracy and
coverage of unusual problems, to insure conformance with required procedures and special
instructions, and to insure his professional growth. His progress is evaluated in terms
of his ability to apply his professional knowledge to basic accounting problems in the
day-to-day operations of an established accounting system.
Typical duties and responsibilities.— Prepares routine working papers, schedules,
exhibits, and summaries indicating the extent of his examination and developing and sup­
porting his findings and recommendations. This includes the examination of a variety of
accounting documents to verify accuracy of computations and to ascertain that all trans­
actions are properly supported, are in accordance with pertinent regulations, and are
classified and recorded according to acceptable accounting standards.
Responsibility for direction of others. — Usually none,
few clerks.

although may supervise a

A c c o u n ta n t III

General characteristics. — Performs professional operating or cost accounting work
requiring the standardized application of well established accounting principles, theories,
concepts, and practices. Receives detailed instructions concerning the overall accounting
system and its objectives, the policies and procedures under which it is operated, and the
nature of changes in the system or its operation.
Direction received. — A professional accountant at higher level normally is available
to furnish advice and assistance as needed. Work is examined for technical accuracy,
adequacy of professional judgment, and compliance with instructions through spot checks,
appraisal of results, subsequent processing, analysis of reports and statements, and other
appropriate means.
Typical duties and responsibilities.— The primary responsibility of most positions
at this level is to insure that the day-to-day operations of the segment or system are
carried out in accordance with accounting principles and the policies and objectives of
the accounting system.
Within limits of delegated responsibility, the accountant makes
the day-to-day decisions concerning the accounting treatment of financial transactions.
He is expected to recommend solutions to complex problems and propose changes in the
accounting system, but he has no authority to effectuate these solutions or changes. His
solutions are derived from his own knowledge of the application of well-established prin­
ciples and practices or by referring the problem to his superior for solution.
Responsibility for the direction of others. — In most instances directs the work of
a subordinate nonprofessional staff.




31

A C C O U N T A N T — Continued

Accountant IV

General characterises. — Performs professional operating or cost accounting work
which requires the application of well established accounting principles, theories, concepts
and practices to a wide variety of difficult problems.
Receives instructions concerning
the objectives and operations of the overall accounting system. At this level, compared
with level III, the technical accounting problems are more difficult and a greater degree
of coordination among more numerous types of accounting records and operations may be
essential.
Direction received. — An accountant at higher level normally is available to furnish
advice and assistance as needed. Work is reviewed for adequacy of professional judgment,
compliance with instructions, and overall accuracy and quality by spot checks and appraisal
of results.
Typical duties and responsibilities.— As at level III, a primary characteristic of
most positions at this level is the responsibility of operating an accounting system or seg­
ment in the intended manner. Makes day-to-day decisions concerning the accounting treat­
ment of financial transactions. He is expected to recommend solutions to complex problems
beyond the scope of his responsibility and to propose changes in the accounting system,
but he has no authority to act independently on these problems.

Responsibility for direction of others. — Accounting staff supervised,
include professional accountants.

if any, may

Accountant V

General characteristics.--- Performs professional operating or cost accounting work
requiring the application of accounting principles and practices to the solution of very dif­
ficult problems for which no clear precedents exist, or to the development or extension
of theories and practices to problems to which they have not been applied previously. Also
at this level are positions having more than average responsibility because of the nature,
magnitude, or impact of the assigned work.
Is more directly concerned with what the system or segment should be, what
operating accounting policies and procedures should be established or revised, and the
meaning of the data in the reports and statements for which he is responsible.

Direction received. — An accountant at higher level normally is available to furnish
advice and assistance as needed. Work is reviewed for adequacy of professional judgment,
compliance with instructions, and overall quality.
Typical duties and responsibilities. — In addition to insuring that the system or
segment is operated as intended, is deeply involved in the fundamental and complex tech­
nical and managerial problems.
Responsibility for direction of others. — Accounting staff supervised, if any, includes
professional accountants.




32

AUDITOR

Audits the financial records of a company or divisions or components of the com­
pany, to appraise systematically and verify the accounting accuracy of the records and
reports.
To the extent determined necessary, examines the transactions entering into
the balance sheet and the transactions entering into income, expense, and cost accounts.
Determines (l) the existence of recorded assets (including the observation of the taking
of physical inventories) and the all inclusiveness of recorded liabilities; (2) the accuracy
of financial statements or reports and the fairness of presentation of facts therein; (3) the
propriety or legality of transactions; and (4) the degree of compliance with established
policies and procedures concerning financial transactions. Evaluates the adequacy of the
accounting system and internal financial control.
Makes appropriate recommendations
for improvement as necessary. (Work typically requires a bachelor's degree in accounting
or equivalent experience and education combined.)
Excluded from the definition are positions which call for auditing duties which may
require detailed knowledge of the operations of a particular company, but do not require
full professional accounting training. For example, when the primary responsibility of the
position is to check transactions to determine whether or not they conform to prescribed
routines or procedures, it is excluded.

Auditor I
As a trainee auditor at the entering professional level, performs a variety of rou­
tine assignments under the close supervision of an experienced auditor.

Auditor II
This is the continuing developmental level for the professional auditor. As a junior
member of an audit team, independently performs assigned portions of the audit examination
which are limited in scope and complexity, such as physically counting to verify inventory
items, checking assigned subsidiary ledger accounts against supporting bills or vouchers,
checking and balancing various subsidiary ledgers against control accounts, or other similar
duties designed to help the team leader check, verify, or prove the accounting entries.
Responsibility extends only to the verification of accuracy of computations and the deter­
mination that all transactions are properly supported. Any technical problems not covered
by instructions are brought to the attention of a superior.

Auditor III

(1)
As auditor in charge of an audit team or in charge of individual audits, ind
pendently conducts regular recurring audits in accordance with a prescribed audit policy
of the accounts of smaller or less complex companies having gross income up to approxi­
mately $3 million per year, or similar size branch or subsidiary organizations of larger
companies. Under minimum supervision, either working alone, or with the assistance of
one or two subordinate auditors, examines transactions and verifies accounts; observes
and evaluates local accounting procedures and internal controls; prepares audit working
papers and submits an audit report in the required pattern containing recommendations
for needed changes or improvements, or (2) as a member of an audit team auditing a
larger and more complex organization (approximately $4 to $25 million gross income per
year), independently performs the audit examination of a major segment of the audit such
as the checking, verification, and balancing of all accounts receivable and accounts payable,
the analysis and verification of assets and reserves, or the inspection and the evaluation
of controls and procedures.



33

AUDITOR— Continued
Auditor IV
(1)
As auditor in charge of an audit team or of individual audits under minimum
supervision with the assistance of approximately five subordinate auditors, independently
conducts regular recurring audits of a company having gross income of approximately $ 4 to
$25 million per year or in companies with much larger gross incomes, audits of ac­
counts of branch or subsidiary organizations of those companies each of which have gross
income of $4 to $25 million per year.
Plans and conducts the audit and prepares an
audit report containing recommendations for changes or improvements in accounting prac­
tices, procedures, or policies; or (2) as a member of an audit team auditing the accounts
of a larger and more complex organization (over $30 million gross income per year), is
assigned relatively independent responsibility for a major segment of the audit such as the
checking, verification, and balancing of all accounts receivable and accounts payable, the
analysis and verification of assets and reserves, or the inspection and evaluation of con­
trols and procedures.
CHIEF ACCOUNTANT
Responsible for directing the accounting program for a company or for an es­
tablishment of a company. The minimum accounting program includes: (1) General ac­
counting (assets, liabilities, income, expense, and capital accounts, including responsibility
for profit and loss and balance sheet statements); and (2) with at least one other major
accounting activity, typically tax accounting, cost accounting, property accounting, or sales
accounting. It may also include such other activities as payroll and timekeeping, tabulating
machine operation, etc.
(Responsibility for an internal audit program is typically not
included.)
The responsibilities of the chief accountant include all of the following:
(1)

Developing, adapting,
the organization.

or revising an accounting system to meet the needs of

(2)

Supervising, either directly or through subordinate supervisors, the operation
of the system with full management responsibility for the quality and quantity
of work performed, training and development of subordinates, work scheduling
and review, coordination with other parts of the organization served, etc.

(3)

Providing advisory services to the top management officials of the organization
served as to:
(a)

The status of financial resources and the financial trends or results of
operations in a manner that is meaningful to management.

(b)

Methods for improving operations as suggested by his expert knowledge
of the financial situation, e.g. , proposals for improving cost control,
property management, credit and collection, tax reduction, or similar
programs.

Definition does not cover positions with responsibility for the accounting program
if they also include (as a major part of the job) responsibility for budgeting; work meas­
urement; organization, methods, or procedures studies, or similar functions. Such work
is typical of positions sometimes titled as comptroller, budget and accounting manager,
financial manager, etc.
Chief accountant jobs which meet the above definition are classified by level2 of
2
work in accordance with the following;
2 Insufficient data were obtained for level V to warrant presentation of average salaries.
2



34

C H IE F A C C O U N T A N T — Continued

Authority
and
responsibility

Class

____

o ______

Technical
complexity

(*)

Subordinate staff of professional accountants in
the system for which he is responsible. 1
2

I

AR-1

TC-1

Only one or two professional accountants, who
do not exceed the accountant III job definition.

II

AR-1

TC-2

About 5 to 10 professional accountants, with at
least one or two matching the accountant IV
job definition.

AR-2

TC-1

About 5 to 10 professional accountants. Most
of these match the accountant III job definition,
but one or two may match the accountant IV
job definition.

AR-3

TC-1

Only one or two professional accountants, who
do not exceed the accountant IV job definition.

AR-1

TC-3

About 15 to 20 professional accountants. At
least one or two match the accountant V job
definition.

AR-2

TC-2

About 15 to 20 professional accountants. Many
of these match the accountant IV job definition,
but some may match the accountant V job
definition.

AR-3

TC-1

About 5 to 10 professional accountants. Most
of these match the accountant III job definition,
but one or two may match as high as ac­
countant V.

AR-2

TC-3

About 25 to 40 professional accountants. Many
of these match the accountant V job definition,
but several may exceed that level.

AR-3

TC-2

About 15 to 20 professional accountants. Most
of these match the accountant IV job definition,
but several may match accountant V and one
or two may exceed that level.

AR-3

TC-3

About 25 to 40 professional accountants. Many
of these match the accountant V job definition,
but several may exceed that level.

or

III
or

or

IV
or

V

1 AR-1-2 and -3 and TC-1-2 and -3 are explained on the following page.
2 The number of professional accountants supervised, as shown above, is recognized
to be arelatively crude criterion for distinguishing between the various classes. It is to be
considered as less important in the matching process than the other criteria. In addition to
the staff of professional accountants in the system for which the chief accountant is re­
sponsible, there are clerical, machine operation, bookkeeping, and related personnel.



35

C H IE F A C C O U N T A N T — Continued

AR-1. Directs the accounting program for an establishment of a company. The
accounting system has been established in considerable detail at higher organizational levels
in the company, i .e ., accounts, procedures, and reports to be used have been prescribed.
The chief accountant has authority, within this prescribed system, to adapt and expand it to
fit the particular needs of the organization served, e.g. , to provide greater detail; to establish
additional accounting controls; to provide special or interim reports and statements needed
by the establishment manager for day-to-day operations, etc.

AR-2. Directs the accounting program for an establishment of a company when the
delegated authority to modify the basic accounting system established at higher organizational
levels within the company clearly exceeds that described in AR-1. The basic accounting
system is prescribed only in broad outlines rather than in specific detail, e.g. , while certain
major financial reports, overall accounts, general policies, etc., are required by the basic
system, the chief accountant has broad latitude to decide what specific methods, procedures,
accounts, reports, etc., are to be used within the organizational segment he serves. He
has authority to evaluate and take final action on recommendations for changes in that portion
of the system for which he is responsible, but he must secure prior approval from higher
organizational levels for any changes which would affect the basic system prescribed by such
higher levels. Accounting reports and statements prepared reflect the events and progress
of the entire organizational segment of the company for which he is responsible, and usually
these reports represent consolidations of accounting data submitted by subordinate segments
of the organization which have accounting responsibilities. (This degree of authority is most
characteristically found at an organizational level in the company which is intermediate
between the company headquarters level (see AR-3) and the plant level (see AR-1). How­
ever, if a similar degree of authority has been delegated to the plant level, the chief ac­
countant at such a place should be matched with this definition.)

AR-3. Directs the accounting program for an entire company with or without sub­
ordinate establishments. Has complete responsibility for establishing and maintaining the
framework for the basic accounting system used in the company, subject only to general
policy guidance and control usually from a company official responsible for general financial
management, frequently an officer of the company. The chief accountant evaluates and takes
final action on recommendations for basic changes in the accounting system, originating from
subordinate units within the system. Accounting reports and statements prepared reflect the
events and progress of the’ entire company, and to the extent that subordinate accounting
segments exist, they represent consolidations of accounting data submitted by these segments.
TC-1. The organization which the accounting program serves has relatively few
functions, products, work processes, etc., and these tend to be stable and unchanging. The
accounting system operates in accordance with well-established principles and practices or
those of equivalent difficulty which are typical of that industry.

TC-2. The organization which the accounting program serves has a relatively large
number of functions, products, work processes, etc. , requiring substantial adaptations of
the basic system to meet management needs.

TC-3. The organization which the accounting program serves has functions, prod­
ucts, work processes, etc., which are very numerous, varied, unique, specialized or
which, for similar reasons, puts a heavy demand on the accounting organization for spe­
cialized and extensive adaptations of the basic system to meet management needs. The ac­
counting system, to a considerable degree is developed well beyond the established principles
and practices in order to provide methods for the solution of problems for which no clear
precedents exist or to provide for the development or extension of theories and practices
to problems to which they have not been previously applied.



36

ATTORNEYS

ATTORNEY
Performs work involved in providing consultation and advice to operating officials
of the company with respect to its legal rights, privileges, and obligations. Performs such
duties as anticipating any legal problems or risks involving the company and advising company
officials; preparing and reviewing various legal instruments and documents, such as contracts
for leases, licenses, sales, purchases, real estate, etc.; keeping informed of proposed
legislation which might affect the company and advising the appropriate company officials;
examining and checking for legal implications, public statements or advertising material;
advising company whether to prosecute or defend law suits; acting as agent of the company
in its transactions; and applying for patents, copyrights, or registration of the company's
products, processes, devices, and trademarks.
(Patent work which requires training in
a technical field, e.g., engineering in addition to legal training, is excluded. Claims ex­
amining, claims investigating, or similar work are excluded even though the work is per­
formed by persons with a LL.B. degree, unless there is clear evidence that the job actually
requires use of full professional legal training such as that of an attorney who performs
investigative duties as a preliminary phase of his total responsibility for preparing a case
for trial or actually trying a case in court.)
Attorney I
As a trainee (L»L».B. with membership in bar), performs routine legal work, such
as preparing briefs or drawing up contracts for review and evaluation by attorneys of higher
grade. Receives immediate supervision in assignments designed to provide training in the
application of established methods and techniques of legal research, drafting of legal in­
struments, etc.
Attorney II
Performs a variety of legal assignments, e.g., (1) drawing up contracts which
require some ingenuity and an ability to evaluate the legal sufficiency of contract terms;
(2) preparing draft opinions on legal questions involved in such areas as claims, grievances,
labor laws, etc., when the legal question can be resolved relatively easily in the light of
well-established facts and clearly applicable precedents. Receives general supervision during
assignments, with most work reviewed by an attorney of higher grade. Responsibility for
final action is usually limited to matters which are covered by instructions and prior approval
of a s u p e r i o r .

Attorney III
Performs a variety of legal assignments, primarily in the study and analysis of
legal questions, problems, or cases. Prepares draft opinions or other kinds of legal work
on legal questions involved in such areas as claims, grievances, labor laws, etc., when
the questions are complicated by the absence of legal precedents clearly and directly appli­
cable to the case, or by the different possible constructions which might be placed on either
the facts or the laws and precedents involved. Typically specializes in one legal field, e.g.,
labor law, real estate, contracts, etc. Receives general supervision during initial and final
stages of assignments, but is expected to conduct work with relative independence. Respon­
sibility for final action is usually limited to matters covered by legal precedents and in
which little deviation from standard forms and practices is involved. Any decisions or
actions having a bearing on the company's business are reviewed by a superior. May super­
vise or review the work of a few assistants, normally not attorneys.
Attorney IV
Similar to attorney III but the work is performed under considerably less close
supervision and direction. The attorney is expected to independently investigate the facts,
search out precedents, define the legal and factual issues, draft all necessary documents,
opinions, etc., and present conclusions and recommendations for review. Guidance from
superiors during this process occurs only if the problem is clearly more difficult than normal
for this level. The final product is reviewed carefully, but primarily for overall soundness
of legal reasoning and consistency with company policy, rather than for accuracy of tech­
nical detail.




37

A T T O R N E Y — C ontinue d

Attorney V
Responsible for a broad legal area in which assignments cover a wide range of
difficult and complex legal questions and problems. Primarily serves in an advisory capacity,
making studies and developing opinions which may have an important bearing on the conduct
of the company's business (e.g., recommending action to protect the company's trademarks
and copyrights in foreign countries). Receives a minimum of technical legal supervision.
May supervise a small staff of attorneys.
Attorney VI
Similar to attorney V but the legal questions and problems are of outstanding diffi­
culty and complexity or of crucial importance to the welfare of the company. For example,
(1) complex factual and policy issues which require extensive research, analysis, and ob­
taining and evaluating expert testimony in controversial areas of science, finance, corporate
structure, engineering, etc.; or (2) cases involve very large sums of money (e.g., about
$ 1 million) or, for other reasons, are very vigorously contested.
Attorney VII
Plans, conducts, and supervises legal assignments within one or more broad legal
areas. Supervises a staff of attorneys, and has responsibility for evaluating their perform­
ance and approving recommendations which may have an important bearing on the conduct
of the company's business. Receives guidance as to company policy but no technical super­
vision or assistance except when he might request advice on the most difficult, novel, or
important technical legal questions. Usually reports to the general counsel or chief attorney
of the company or his immediate deputy.
OFFICE SERVICES

MANAGER, OFFICE SERVICES
Responsible for planning, directing, and controlling of office services, subject only
to the most general policy supervision. Plays an active role in anticipating and planning to
meet office services needs of the operating organization served. Supervises a group of em­
ployees engaged in providing office services of a supporting or "housekeeping" nature to the
primary operation of a company, an establishment, or an organizational unit of a company
or establishment. (May personally perform some of the functions.) Office services include:
(a) Receipt, distribution, and dispatch of mail.
(b) Maintenance of central files.
(c) Printing or duplication and distribution of forms, publications, etc. (May be
limited to ordering the printing or duplication of items. Does not necessarily
have charge of a printshop or duplication facilities, especially in large opera­
tions, but coordinates the flow to and from the reproduction units.)
(d) Purchasing office supplies and equipment. (Makes direct purchases of run-ofthe-mill office supplies. May be responsible for direct purchase of other items
from outside suppliers or may requisition through establishment purchasing
departments.)
(e) Records control and disposal.
(f) Communications (telephone switchboard and/or teletype service).
(g) Typing or stenographic pool.
(h) Office equipment maintenance and repair. (May have direct supervision of main­
tenance and repair personnel or may coordinate the ordering of such services
from outside, service suppliers or from a central service unit within the
establishment.)
(i) Space control over office facilities— layout and arrangement of offices. (Typically
serves as a staff assistant to management officials in performing this function.)




38
MANAGER,

O F F IC E S E R V IC E S — Continued

Manager, Office Services I
Supervises a staff of employees engaged in performing a few (e. g. , four or five)
of the above functions as a service to a small organization (e. g. , 300 to 600 employees,
excluding nonsupervisory plant workers).
Manager, Office Services II
A. Supervises a staff of employees engaged in performing a few (e. g. , four or
five) of theabove functions as a service to a moderately large organization (e. g. , 600 to
1, 500 employees, excluding nonsupervisory plant workers).
OR
B. Supervises a staff of employees engaged in performing most (e. g. , seven or
eight) of the above functions as a service to a small organization (e. g. , 300 to 600 em­
ployees, excluding nonsupervisory plant workers).
Manager, Office Services III
A.
Supervises a staff of employees engaged in performing a few (e. g. , four or
five) of the functions as aservice to a large organization (e. g. , 1, 500 to 3, 000 employees,
excluding nonsupervisory plant workers).
OR
B. Supervises a staff of employees engaged in performing most (e. g. , seven or
eight) of the above functions as a service to a moderately large organization (e. g. , 600 to
1, 500 employees, excluding nonsupervisory plant workers).
Manager, Office Services IV
Supervises a staff of employees engaged in performing most (e. g. , seven or eight)
of the above functions as a service to a large organization (e. g. , 1, 500 to 3, 000 employees,
excluding nonsupervisory plant workers).
PERSONNEL MANAGEMENT

JOB ANALYST
Performs work involved in collecting, analyzing, and developing occupational data
relative to jobs, job qualifications, and worker characteristics as a basis for compensating
employees in a fair, equitable, and uniform manner. Performs such duties as studying and
analyzing jobs and preparing descriptions of duties and responsibilities and of the physical
and mental requirements needed by workers; evaluating jobs and determining appropriate
wage or salary levels in accordance with their difficulty and responsibility; independently
conducting or participating with representatives of other companies in conducting compen­
sation surveys within a locality or labor market area; assisting in administering merit rating
program; reviewing changes in wages and salaries indicated by surveys and recommending
changes in pay scales; and auditing individual jobs to check the propriety of evaluations and
to apply current job classifications.
Job Analyst I
As a trainee, performs work in designated areas and of limited occupational scope.
Receives immediate supervision in assignments designed to provide training in the application
of established methods and techniques of job analysis. Studies the least difficult jobs and
prepares reports for review by a job analyst of higher level.
Job Analyst II
Studies, describes, and evaluates jobs in accordance with established procedures.
Is usually assigned to the simpler kinds of both wage and salaried jobs in the establishment.
Works independently on such assignments but is limited by instructions of his superior and
by defined area of assignment.



39

JOB ANALYST— Continued
Job Analyst III
Analyzes and evaluates a variety of wage and salaried jobs in accordance with
established evaluation systems and procedures. May conduct wage surveys within the locality
or participate in conducting surveys of broad compensation areas. May assist in developing
survey methods and plans. Receives general supervision but responsibility for final action
is limited.
Job Analyst IV
Analyzes and evaluates a variety of jobs in accordance with established evaluation
systems and procedures, and is given assignment which regularly includes responsibility for
the more difficult kinds of jobs. ("More difficult" means jobs which consist of hard-tounderstand work processes; e.g., professional, scientific, administrative, or technical; o
ir
jobs in new or emerging occupational fields; or_ jobs which are being established as part of
the creation of new organizations; or where other special considerations of these types apply.)
Receives general supervision, but responsibility for final action is limited. May participate
in the development and installation of evaluation or compensation systems, which may include
those for merit rating programs. May plan survey methods and conduct or direct wage
surveys within a broad compensation area.
DIRECTOR OF PERSONNEL*
3
2
1
Directs a personnel management program for a company or for a plant or estab­
lishment of a company. For a job to be covered by this definition, the personnel manage­
ment program must include responsibility for all three of the following functions:
(1) Administering a formal job evaluation system; i.e., a system in which there
are established procedures by which jobs are analyzed and evaluated on the
basis of their duties, responsibilities, and qualification requirements in order
to provide a foundation for equitable compensation. Typically, such a system
includes the use of one or more sets of job evaluation factors and the prepa­
ration of formal job descriptions. It may also include such related functions
as wage and salary surveys or merit rating system administration. The job
evaluation system(s) does not necessarily cover all jobs in the organization,
but does cover a substantial portion of the organization.
(2) Employment and placement functions; i.e., recruiting actively for at least some
kinds of workers through a variety of sources (e.g., schools or colleges, em­
ployment agencies, professional societies, etc.); evaluating applicants against
demands of particular jobs by use of such techniques as job analysis to deter­
mine requirements, interviews, written tests of aptitude, knowledge, or skill,
reference checks, experience evaluations, etc.; recommending selections and
job placements to management, etc.
(3) Employee relations and services functions; i.e., functions designed to maintain
employees morale and productivity at a high level (for example, administering
a formal or informal grievance procedure; identifying and recommending solu­
tions for personnel problems such as absenteeism, high turnover, low produc­
tivity, etc.; administration of beneficial suggestions system, retirement, pension,
or insurance plans, merit rating system, etc.; overseeing cafeteria operations,
recreational programs, industrial health or safety programs, etc.).
Employee training and development functions may or may not be part of the per­
sonnel management program for purposes of matching this definition.
Labor relation activities, if any, are confined mainly to the administration, inter­
pretation, and application of labor union contracts and are essentially similar to those de­
scribed under (3) above. If responsibility for actual contract negotiation with labor unions
as the principal company representative is considered a significant one in the job, i.e., the
one which serves as the primary basis for qualification requirements and compensation, the
job is excluded from being matched with this definition. Participation in bargaining of a less
significant nature, e.g., to negotiate detailed settlement of such matters as specific rates,
job classifications, work rules, hiring or layoff procedures, etc., within the broad terms
of a general agreement reached at higher levels, or to supply advice and information on
technical points to the company's principal representative, will not have the effect of ex­
cluding the job from coverage.



40

D IR E C T O R O F P E R S O N N E L — Continued

The director of personnel not only directs a personnel management program of the
intensity and scope outlined previously, but (to be a proper match) he is recognized by the top
management officials of the organization he serves as the source of advice and assistance
on personnel management matters and problems generally. For example, he is typically
consulted on the7 personnel implications of planned changes in management policy or pro­
gram, the effects on the organization of economic or market trends, product or production
method changes, etc. ; he represents management in external contacts with other companies,
trade associations, government agencies, etc. , when the primary subject matter of the con­
tact is on personnel management matters.
Typically, the director of personnel reports to a company officer or a high manage­
ment official who has responsibility for the operation of a plant or establishment of a com­
pany; or, at company headquarters level, he may report to a company officer in charge of
industrial relations and personnel management activities or a similar official.
Directors of personnel jobs which meet the above definition are classified by level2
3
of work in accordance with the following tabulation:

Personnel program
operations le v e l*

Number of employees in
work force serviced
250-750 -------------- ---------------------------------------- ------1 ,0 0 0 -5 ,0 0 0 ---------------- -----------------------------6 ,0 0 0 -1 2 ,0 0 0 ................. .................................... ------1 5 .0 0 0 -2 5 ,0 0 0 ------------------ -------------------—

Organization
serviced—
type A 3
I
Ill

Organization
serviced—
type B 4
II
III
IV
V

Personnel program
development level 2
Organization
serviced—
type A 3
II
III
IV
V

Organization
serviced—
type B 4
III
IV
V
_

1 Personnel program operations level— director of personnel servicing an organizational segment (e. g . , a plant)
of a company, where the basic personnel program policies, plans, objectives, e tc ., are established at company head­
quarters or at some other higher level between the plant and the company headquarters level.
The personnel di­
rector's responsibility is to put these into operation at the local level, in such a manner as to most effectively serve
the local management needs.
2 Personnel program development level— director of personnel servicing an entire company (with or without sub­
ordinate establishments) where the personnel director plays an important role in establishment of basic personnel policies,
plans, objectives, etc. , for the company, subject to policy direction and control from company officers.
There may
be instances in which there is such relatively complete delegation of personnel program planning and development re­
sponsibility below the company level to an intermediate organization, e. g . , a subsidiary or a division, that a job of
personnel director for such an organization should be matched as though it were a company level job.
^ Organization serviced— type A — jobs serviced are (almost exclusively) types which are common in the labor
market generally, and consist of relatively easy-to-understand work processes, or for similar reasons do not present
particularly difficult recruitment,
job evaluation, or training problems.
Work force, organizational structure, and
other organizational characteristics are relatively stable.
4 Organization serviced— type B— jobs serviced include a substantial number of types which are largely peculiar
to the organization serviced, consist of hard-to-understand work processes (e. g . , professional, scientific, administra­
tive, or technical), are jobs in new or emerging occupational fields, are in extremely short supply, have hard-tomatch skill requirements, or for similar reasons present difficult recruitment, job evaluation, or training problems.
Work force, organizational structure, or other organizational characteristics are complicated, unstable, subject to wide
seasonal fluctuations, etc.
NOTE: There are gaps between different degrees of all three elements used
These gaps have been provided purposely to allow room for judgment in getting the
each job.
Thus, a job which services a work force of 850 employees should be
personnel program operations level job where the nature of the organization serviced
definition for the type B degree.However, the same job should be matched with level
zation serviced clearly falls well
within the definition for the type A degree.

23

to determine job level matches.
best overall job level match for
matched with level II if it is a
seems to fall slightly below the
I if the nature of the organi­

Insufficient data were obtained for level V to warrant presentation of average salaries.




41

CHEMISTS AND ENGINEERS

CHEMIST
Performs research, development, interpretive, and analytical work to determine the
composition, molecular structure, and properties of substances, to develop or investigate
new materials and processes, and to investigate the transformation which substances undergo.
Work typically requires a B.S. degree in chemistry or equivalent in education and ex­
perience combined.
Chemist I
General characteristics.— As the beginning level of professional work in chemistry,
a bachelor's degree with major study in chemistry, or equivalent is required. Typically
receives formal classroom or on-the-job training.
Direction received.— Performs work under close supervision with specific and de­
tailed instructions as to required tasks and results expected.
Typical duties and responsibilities.— Assignments are planned to provide experience
in the application of common laboratory techniques and familiarization with methods and
practices in the laboratory. Performs a variety of routine analyses, tests, and operations,
and assists experienced chemists by carrying out detailed steps of experiments.
Responsibility for the direction of others.— None.
Chemist II
General characteristics.— At this continuing developmental level for professional
chemists, work is characterized by selection and application of general and specialized
methods, techniques, and instruments commonly used in the laboratory. May receive advanced
on-the-job training or formal classroom instruction.
Direction received.— Supervisors establish the nature and extent of analysis re­
quired, specify methods and criteria on new types of assignments, and review work for thor­
oughness of application of methods and accuracy of results.
Typical duties and responsibilities.— Analyzes a wide variety of samples for which
there are standard or established methods of analysis or for which the adaptation of standard
methods is obvious or determined by others. Conducts specified phases of research projects
as an assistant to an experienced chemist.
Responsibility for the direction of others.— May supervise a few technicians or aids.
Chemist III
General characteristics.— Performs work requiring application of knowledge of a
specialized field of chemistry and ingenuity in the independent evaluation, selection, and
adaptation of standard methods and techniques.
Direction received.— On routine work, supervision is very general; unusual problems
are resolved with close collaboration of supervisor. Completed work is reviewed for appli­
cation of sound judgment in choice of methods and adequacy of results.
Typical duties and responsibilities.— Develops details of research and development
assignments in accordance with a line of approach suggested by the supervisor and adapts
methods to the specific requirements of assignments. Analyzes samples that require special­
ized training because standard methods are unapplicable, because of required interpretive
judgment of quality of substances, or because of required specialized skill in adapting tech­
niques such as microanalysis.
Responsibility for the direction of others.— May supervise a few technicians or aids.



42

C H E M IST— Continued

Chemist IV
General characteristics.— Plans and conducts work in chemistry requiring mastery
of specialized techniques or considerable ingenuity in selecting and evaluating approaches to
unforeseen or novel problems.
Direction received.— Generally works independently of technical supervision but re­
fers proposed plans and unusually important or complex problems to supervisor for guidance.
Typical duties and responsibilities.— Conducts research assignments requiring the
evaluation of alternate methods of approach. Undertakes the more complex, and exacting,
or esoteric analytical assignments requiring a specialist in technique or product. Prepares
interpretive reports of results and may provide technical advice on significance of results.
Responsibility for the direction of others.— May supervise a small staff of chemists
and technicians.
Chemist V
General characteristics.— Participates in planning research programs on the basis
of specialized knowledge of problems and methods and probable value of results. May serve
as an expert in a narrow specialty making recommendations and conclusions which serve as
the basis for undertaking or rejecting important projects.
Direction received.— Usually discusses important developments with supervisor.
Supervision received relates largely to work objectives and administrative aspects.
Typical duties and responsibilities.— From broad program objectives, plans, organ­
izes, and supervises or conducts research investigations with responsibility for defining
projects and scope and independently selecting lines of approach.
As individual worker, carries out research project requiring origination of new
scientific techniques and mature background of knowledge of related fields of science.
Responsibility for the direction of others.— May supervise a small group of chemists
engaged in varied research projects or a larger group on routine analytical work.
Chemist VI
General characteristics.— Performs work requiring leadership and expert knowledge
in a specialized field of chemistry. Conceives, plans, and directs projects of a pioneering
nature to create new methods and techniques or to resolve problems which have proved
unusually refractory..
Direction received.— Supervision received is essentially administrative with assign­
ments broadly indicated in terms of objectives.
Typical duties and responsibilities.— Determines the kinds of projects and data
needed to meet objectives of programs. Maintains liaison with related organizations and
represents the laboratory in important conferences with authority to commit the organiza­
tion. May serve as a consultant to other chemists in the specialty field.
Responsibility for the direction of others.— May plan, organize, direct, and evaluate
the work of a group of chemists.
Chemist VII
General characteristics.— Supervisor— provides leadership and scientific guidance
for a broad and diversified program in chemistry and related supporting activities such as
to require several subordinate supervisors responsible for programs typically identified with
level VI. Recommends the facilities, personnel, and funds required to carry out programs
and evaluates accomplishments.



43

C H E M IST — Continued

Individual researcher and consultant— is a nonsupervisory chemist of recognized
leadership status and authoritativeness in his company, in a broad area of specializa­
tion. Is consulted extensively by associates and others with a high degree of reliance
placed on his scientific interpretations and advice.
Direction received.— Under general administrative direction.
Typical duties and responsibilities.— Supervisor—is responsible for an important
segment of a chemical program of a company with extensive and diversified scientific re­
quirements or the entire chemical program of a company where the program is limited in
scope. Makes authoritative technical recommendations concerning the scientific objectives
and levels of work which will be most profitable in the light of company requirements and
scientific and industrial trends and developments.
Individual researcher and consultant— selects problems for research and conceives
and plans investigations in which the phenomena and principles are not adequately under­
stood, so that outstanding creativity and mature judgment are required to devise hypoth­
eses and techniques of experimentation and to interpret results. Advises the head of a
large laboratory on complex aspects of extremely broad and important programs with
responsibility for exploring, justifying, and evaluating proposed and current programs
and projects and furnishing advice on unusually complex and novel problems in the spe­
cialty field.
Responsibility for the direction of others.— Supervisor— see “general character­
istics" above.
Chemist VIII
General characteristics.— Supervisor— provides leadership and scientific guidance
for a very broad and highly diversified program in chemistry and related supporting activ­
ities requiring several subordinate supervisors responsible for programs typically identified
with level VII, or a large number of supervisors of lower levels. Recommends the facil­
ities, personnel, and funds required for programs and evaluates accomplishments.
Individual researcher and consultant— serves as a consultant to top-level management
on scientific questions of far-reaching significance. Is sought as a consultant by chem­
ists who are themselves specialists in the field. Is a nationally recognized research
leader and consultant for his company.
Direction received.— Receives general administrative direction.
Typical duties and responsibilities.— Supervisor—is responsible for an important
segment of a chemical program of a company with very extensive and highly diversified scien­
tific requirements or the entire chemical program of a company where the program is of
moderate scope. Is responsible for deciding the kind and extent of chemical and related
program needed to accomplish the objectives of the company, for choosing the scientific ap­
proaches, for planning and organizing facilities and programs, and for interpreting results.
Individual researcher and consultant—formulates and guides the attack on exception­
ally difficult and important problems whose solution would represent a major scien­
tific or technological advance.
Responsibility for the direction of others.— Supervisor— see "general character­
istics" above.

This level does not include the chief chemist of a company with a
very extensive and highly diversified program; or the assistant chief
chemist of a company with an unusually extensive and novel chemical
program.




44
ENGINEER
Performs work in research, development, design, testing, analysis, production, con­
struction, maintenance, operation, planning, survey, estimating, application, or standardiza­
tion of engineering facilities, systems, structures, processes, equipment devices, or ma­
terials requiring knowledge of the science and art by which materials, natural resources, and
power are made useful. Work typically requires a B.S. degree in engineering or the
equivalent in experience and education combined. (Safety engineers, industrial engineers,
quality control engineers, and sales engineers are to be excluded.)
Engineer I
General characteristics.— As the beginning level of engineering work, a bachelor's
degree in engineering or equivalent is required. Typically receives formal classroom or
on-the-job training.
Direction received.— Performs work under close supervision with specific and de­
tailed instructions as to required tasks and results expected. Work is checked during prog­
ress, and upon completion is reviewed for accuracy.
Typical duties and responsibilities.— Performs simple tasks that are planned to pro­
vide experience and familiarization with methods and practices of the company in the specialty
field and to ascertain the interests and aptitudes of the beginning engineer.
Responsibility for the direction of others.— None.
Engineer II
General characteristics.— At this continuing developmental level, performs routine
engineering work requiring application of standard techniques, procedures, and criteria in
carrying out a sequence of related engineering tasks. Limited exercise of judgment is re­
quired on details of work. May receive advanced on-the-job or classroom instructions.
Direction received.— Supervisor screens assignments to eliminate difficult problems
and selects techniques and procedures to be applied. Receives close supervision on new
aspects of assignments.
Typical duties and responsibilities.— Using prescribed methods, performs specific
and limited portions of a broader assignment of an experienced engineer. Applies standard
practices and techniques in specific situations, adjusts and correlates data, recognizes dis­
crepancies in results, and follows operations through a series of related detailed steps or
processes.
Responsibility for the direction of others.— May supervise a few aids or technicians.
Engineer III
General characteristics.— Work requires independent evaluation, selection, and ap­
plication of standard engineering techniques, procedures, and criteria, using judgment and
ingenuity in making minor adaptations and modifications.
Direction received.— Receives instruction on specific assignment objectives, points
of emphasis, reference and information sources, and possible solutions. Unusual problems
are solved jointly with supervisor, and work is reviewed for application of sound engineering
judgment.
Typical duties and responsibilities.— Assignments include equipment design and de­
velopment, test of materials, preparation of specifications, process study, research inves­
tigations, report preparation, and other activities of limited scope requiring knowledge of
principles, practices, and techniques commonly employed in the specific narrow area of
assignments. Performs work which involves conventional types of plans, investigations,
surveys, structures, or equipment with relatively few complex features for which there
are precedents.
Responsibility for the direction of others.— May supervise the work of draftsmen,
inspectors, and other technicians assigned to assist in the work.



45
ENGINEER— Continued
Engineer IV
General characteristics.— Work requires originality and judgment in the independent
evaluation, selection, and substantial adaptation and modification of standard techniques,
procedures, and criteria. Is recognized as fully competent in all conventional aspects of
the subject-matter or functional area of assignments.
Direction received.— Receives direct supervision and guidance primarily on novel
or controversial problems or questions. Makes independent technical decisions on details
of work covered by precedents.
Typical duties and responsibilities.— Plans, schedules, and coordinates detailed
phases of the engineering work in a part of a major project or in a total project of moderate
scope. Devises new approaches to problems encountered. Performs work which involves
conventional engineering practice but includes a variety of complex features such as conflict­
ing design requirements, unsuitability of standard materials, and difficult coordination re­
quirements. Work requires a broad knowledge of precedents in the specialty area and a
good knowledge of principles and practices of related specialties.
Responsibility for the direction of others.— May supervise a few engineers or tech­
nicians on routine work.
Engineer V
General characteristics.— Work requires application of intensive and diversified
knowledge of engineering principles and practices in broad areas of assignments and re­
lated fields. Makes decisions independently on engineering problems and methods, and rep­
resents the organization in conferences to resolve important questions and to plan and co­
ordinate work. Positions may be supervisory or nonsupervisory.
Direction received.— Receives supervision and guidance only in terms of specific
work objectives and critical issues.
Typical duties and responsibilities.— Supervisor— plans, develops, coordinates, and
directs a large and important engineering project or a number of small projects with many
complex features.
Nonsupervisory researcher— carries out complex or novel research assignments
requiring the development of new or improved techniques and procedures.
Nonsupervisory staff specialist— develops and evaluates plans and criteria for a
variety of projects and activities to be carried out by others.
Responsibility for the direction of others.— Supervisor— supervises, coordinates, and
reviews the work of a small staff of engineers and technicians. Estimates manpower needs
and schedules and assigns work to meet completion date.
Engineer VI
General characteristics.— Work is characterized by full technical responsibility for
interpreting, organizing, executing, and coordinating assignments. Maintains liaison with
other organizations or companies. Positions may be supervisory or nonsupervisory.
Direction received.— Assignments are received in terms of broad general objectives
and limits. Supervision concerns administrative features of the work.
Typical duties and responsibilities.— Conceives and plans engineering projects in­
volving exploration of subject area, definition of scope and selection of problems for inves­
tigation, and development of novel concepts and approaches.
Supervisor— plans, develops, coordinates, and directs a number of large and im­
portant projects or a project of major scope and importance.
Nonsupervisory researcher— plans and conducts research or other work requiring
pioneering in areas in which large blocks of data are controversial or unknown.



46

E N G IN E E R — Continued

Nonsupervisory staff specialist— as an expert in a specific field, performs advisory,
consulting, and review work.
Responsibility for direction of others.— Supervisor— directs a staff of project engi­
neers and assistants. Evaluates progress of the staff and results obtained, and recommends
major changes to achieve overall objectives.
Engineer VII
General characteristics.— Work is characterized by decisions and recommendations
which are recognized as authoritative and have an important impact on extensive engineering
activities. Initiates and maintains extensive contacts with key engineers and officials of
other organizations and companies; this requires skill in persuasion and negotiations of
critical issues. Positions may be supervisory or nonsupervisory.
Direction received.— Receives general administrative direction.
Typical duties and responsibilities.— -Demonstrates creativity, foresight, and mature
engineering judgment in anticipating and solving unprecedented engineering problems, de­
termining program objectives and requirements, organizing programs and projects, and de­
veloping standards and guides for diverse engineering activities.
Supervisor— plans, develops, coordinates, and directs an engineering program con­
sisting of many large and important projects.
Nonsupervisory— performs advisory, consulting, and review work as authoritative
specialist or expert in broad program areas.
Responsibility for the direction of others.— Supervisor— directs a large staff of pro­
ject engineers, and engineers and scientists in supporting functions. Several subordinate
supervisors are responsible for projects or activities typically identified with level VI.
Engineer VIII
General characteristics.— Work is characterized by authoritative decisions and rec­
ommendations which have a far-reaching impact on extensive engineering and related ac­
tivities of the company. Negotiates critical and controversial issues with top level en­
gineers and officers of other organizations and companies. Positions may be supervisory
or nonsupervisory.
Direction received.— Receives general administrative direction.
Typical duties and responsibilities.— Demonstrates a high degree of creativity, fore­
sight, and mature engineering judgment in planning, organizing, and guiding extensive engi­
neering programs and activities of outstanding novelty and importance.
Supervisor— plans, develops, coordinates, and directs a highly complex and diver­
sified engineering program consisting of many large and important projects and support­
ing activities.
Nonsupervisory— performs advisory and consulting work for his company as a na­
tionally recognized authority for broad program areas of considerable novelty and
importance.
Responsibility for the direction o others.— Directs a very large staff of project
f*
engineers, and engineers and scientists in supporting functions. Several subordinate super­
visors are responsible for programs, projects, or activities typically identified with level VII.




This level does not include positions of chief engineers of companies
with large engineering organization; e.g., those engaged in research
and development on a variety of complex weapons systems with nu­
merous novel components, or of chiefs of primary organizational seg­
ments of companies with very large engineering organizations engaged
in unusually extensive and diversified research and development.

47

ENGINEERING TECHNICIANS

ENGINEERING TECHNICIAN
To be covered by these definitions, employees must meet all of the following criteria:
(1) Provides semiprofessional technical support for engineers working in such
areas as research, design, development, testing or manufacturing process
improvement.
(2) Work pertains to electrical, electronic, or mechanical components or equipment.
(3) Required to have some knowledge of science or engineering.
(Excludes production or maintenance workers, quality control testers, craftsmen,
draftsmen, designers, and engineers.)
Engineering Technician I
Performs simple routine tasks under close supervision or from detailed procedures.
Work is checked in process or on completion. Performs at this level, one or a combi­
nation of such typical duties as:
Assembles or installs equipment or parts requiring simple wiring, soldering, or
connecting.
Performs simple or routine tasks or tests such as tensile or hardness tests; op­
erates, and adjusts simple test equipment; records test data.
Gathers and maintains specified records of engineering data such as tests, and draw­
ings; performs computations by substituting numbers in specified formulas; plots
data and draws simple curves and graphs.
Engineering Technician II
Performs standardized or prescribed assignments, involving a sequence of related
operations. Follows standard work methods or explicit instructions; technical adequacy of
routine work is reviewed on completion; nonroutine work may also be reviewed in process.
Performs at this level, one or a combination of such typical duties as:
Assembles or constructs simple or standard equipment or parts.
repair simple instruments or equipment.

May service or

Conducts a variety of standardized tests; may prepare test specimens; sets up and
operates standard test equipment; records test data.
Extracts engineering data from various prescribed sources; processes the data
following well defined methods; presents the data in prescribed form.
Engineering Technician III
Performs assignments that are not completely standardized or prescribed. Selects
or adapts standard procedures or equipment. Receives initial instructions, equipment re­
quirements and advice from supervisor or engineer; technical adequacy of completed work
is checked. Performs at this level, one or a combination of such typical duties as:
Constructs components, subunits or simple models or adapts standard equipment.
May troubleshoot and correct malfunctions.
Conducts various tests or experiments which may require minor modifications in
test setups or procedures; selects, sets up and operates standard test equipment
and records test data.
Extracts and compiles a variety of engineering data; processes or computes data
using specified formulas and procedures. Performs routine analysis to check ap­
plicability, accuracy, and reasonableness of data.



48

E N G IN E E R IN G T E C H N IC IA N — Continued

Engineering Technician IV
Performs nonroutine assignments of substantial variety and complexity. Receives
objectives and technical advice from supervisor or engineer; work is reviewed for technical
adequacy. May be assisted by lower level technicians. Performs at this level, one or a
combination of such typical duties as:
Works on limited segment of development project; constructs experimental or pro­
totype models to meet engineering requirements; conducts tests or experiments;
records and evaluates data and reports findings.
Conducts tests or experiments requiring selection and adaptation or modification of
test equipment and test procedures; sets up and operates equipment; records data;
analyzes data and prepares test reports.
Compiles and computes a variety of engineering data; may analyze test and design
data; develops or prepares schematics, designs, specifications, parts lists or makes
recommendations regarding these items. May review designs or specifications for
adequacy.
Engineering Technician V
Performs nonroutine and complex assignments involving responsibility for planning
and conducting a complete project of relatively limited scope or a portion of a larger and
more diverse project.
Selects and adapts plans, techniques, designs or layouts. May
coordinate portions of overall assignment; reviews, analyzes and integrates the technical
work of others. Supervisor or professional engineer outlines objectives, requirements and
design approaches; completed work is reviewed for technical adequacy and satisfaction of
requirements. May be assisted by lower level technicians. Performs at this level, one
or a combination of such typical duties as:
Designs, develops and constructs major units, devices or equipment; conducts tests
or experiments; analyzes results and redesigns or modifies equipment to improve
performance; reports results.
Plans or assists in planning tests to evaluate equipment performance. Determines
test requirements, equipment modification and test procedures; conducts tests,
analyzes and evaluates data and prepares reports on findings and recommendations.
Reviews and analyzes a variety of engineering data to determine requirements to
meet engineering objectives; may calculate design data; prepares layouts, detailed
specifications, parts lists, estimates, procedures, etc. May check and analyze
drawings or equipment to determine adequacy of drawings and design.
DRAFTSMEN

DRAFTSMAN, JUNIOR (Assistant Draftsman)
Draws to scale units or parts of drawings prepared by draftsman or others for
engineering, construction, or manufacturing purposes. Uses various types of drafting tools
as required. May prepare drawings from simple plans or sketches, or perform other duties
under direction of a draftsman.
DRAFTSMAN, SENIOR
Prepares working plans and detail drawings from notes, rough or detailed sketches
for engineering, construction, or manufacturing purposes. Duties involve a combination of
the following: Preparing working plans, detail drawings, maps, cross-sections, etc. , to
scale by use of drafting instruments; making engineering computations such as those involved
in strength of materials, beams and trusses; verifying completed work, checking dimensions,
materials to be used, and quantities; writing specifications; and making adjustments or
changes in drawings or specifications. May ink in lines and letters on pencil drawings,
prepare detail units of complete drawings, or trace drawings.
Work is frequently in a
specialized field such as architectural, electrical, mechanical, or structural drafting.



49

TRACER
Copies plans and drawings prepared by others, by placing tracing cloth or paper
over drawing and tracing with pen or pencil. Uses T-square, compass, and other drafting
tools. May prepare simple drawings and do simple lettering.

CLERICAL

BOOKKEEPING-MACHINE OPERATOR
Operates a bookkeeping machine (Remington Rand, Elliott Fisher, Sundstrand, Bur­
roughs, National Cash Register, with or without a typewriter keyboard) to keep a record of
business transactions.
Bookkeeping-Machine Operator I
Keeps a record of one or more phases or sections of a set of records usually re­
quiring little knowledge of basic bookkeeping. Phases or sections include accounts payable,
payroll, customers' accounts (not including a simple type of billing described under biller,
machine), cost distribution, expense distribution, inventory control, etc. May check or assist
in preparation of trial balances and prepare control sheets for the accounting department.
Bookkeeping-Machine Operator II
Keeps a set of records requiring a knowledge of and experience in basic bookkeeping
principles and familarity with the structure of the particular accounting system used. Deter­
mines proper records and distribution of debit and credit items to be used in each phase of
the work. May prepare consolidated reports, balance sheets, and other records by hand.
CLERK, ACCOUNTING
Clerk, Accounting I
Under supervision, performs one or more routine accounting operations such as
posting simple journal vouchers or accounts payable vouchers, entering vouchers in voucher
registers; reconciling bank accounts; and posting subsidiary ledgers controlled by general
ledgers, or posting simple cost accounting data. This job does not require a knowledge of
accounting and bookkeeping principles, but is found in offices in which the more routine ac­
counting work is subdivided on a functional basis among several workers.
Clerk, Accounting II
Under general direction of a bookkeeper or accountant, has responsibility for keeping
one or more sections of a complete set of books or records relating to one phase of an
establishment's business transactions. Work involves posting and balancing subsidiary ledger
or ledgers such as accounts receivable or accounts payable; examining and coding invoices
or vouchers with proper accounting distribution; requires judgment and experience in making
proper assignations and allocations. May assist in preparing, adjusting, and closing journal
entries; may direct accounting clerks I.
CLERK, FILE
Clerk, File I
Performs routine filing of material that has already been classified or which is
easily classified in a simple serial classification system (e. g. , alphabetical, chronological,
or numerical). As requested, locates readily available material in files and forwards ma­
terial; may fill out withdrawal charge. Performs simple clerical and manual tasks required
to maintain and service files.




50
CLERK, FILE— Continued
Clerk, File II
Sorts, codes, and files unclassified material by simple (subject matter) headings
or partly classified material by finer subheadings. Prepares simple related index and
cross-reference aids. As requested, locates clearly identified material in files and forwards
material.
May perform related clerical tasks required to maintain and service files.
Clerk, File III
In an established filing system containing a number of varied subject matter files,
classifies and indexes file material such as correspondence, reports, technical documents,
etc. May also file this material. May keep records of various types in conjunction with
the files. May lead a small group of lower level file clerks.
KEYPUNCH OPERATOR
Keypunch Operator I
Under close supervision or following specific procedures or instructions, transcribes
data from source documents to punched cards. Operates a numerical and/or alphabetical or
combination keypunch machine to keypunch tabulating cards. May verify cards. Working
from various standardized source documents, follows specified sequences which have been
coded or prescribed in detail and require little or no selecting, coding, or interpreting of
data to be punched. Problems arising from erroneous items or codes, missing informa­
tion, etc. , are referred to supervisor.
Keypunch Operator II
Operates a numerical and/or alphabetical or combination keypunch machine to tran­
scribe data from various source documents to keypunch tabulating cards. Performs same
tasks as lower level keypunch operator but in addition, work requires application of coding
skills and the making of some determinations, for example, locates on the source document
the items to be punched; extracts information from several documents; searches for and
interprets information on the document to determine information to be punched. May train
inexperienced operators.
OFFICE BOY OR GIRL
Performs various routine duties such as running errands; operating minor office
machines, such as sealers or mailers; opening and distributing mail; and other minor
clerical work.
STENOGRAPHER, GENERAL
Primary duty is to take and transcribe dictation from one or more persons either
in shorthand or by Stenotype or similar machine, involving a normal routine vocabulary.
May also type from written copy. May maintain files, keep simple records or perform other
relatively routine clerical tasks. May operate from a stenographic pool. Does not include
transcribing-machine work.
STENOGRAPHER, SENIOR
Primary duty is to take and transcribe dictation from one or more persons, either
in shorthand or by Stenotype or similar machine, involving a varied technical or specialized
vocabulary such as in legal briefs or reports on scientific research. May also type from
written copy. May also set up and maintain files, keep records, etc.
OR
Performs stenographic duties requiring significantly greater independence and re­
sponsibility than stenographer, general as evidenced by the following: Work requires high
degree of stenographic speed and accuracy; a thorough working knowledge of general



51
ST E N O G R A P H E R , SENIOR— Continued

business and office procedure and of the specific business operations, organization, policies,
procedures, files, workflow, etc. Uses this knowledge in performing stenographic duties
and responsible clerical tasks such as maintaining followup files; assembling material for
reports, memorandums, and letters; composing simple letters from general instructions;
reading and routing incoming mail; answering routine questions, etc.
Does not include
transcribing-machine work.
NOTE: This job is distinguished from that of a secretary in that the secretary
normally works in a confidential relationship to only one manager or executive and performs
more responsible and discretionary tasks as described in that job definition.
SWITCHBOARD OPERATOR
Operates a single- or multiple-position telephone switchboard. Duties involve han­
dling incoming, outgoing, intraplant, or office calls. May handle routine long-distance calls
and record toll calls. May perform limited information work, for example, giving telephone
extension numbers when a specific name is furnished. May occasionally take telephone orders.
SWITCHBOARD OPERATOR, SPECIAL
In addition to the work described above for switchboard operator or as a full-time
assignment, serves as a "special" operator who handles the more complex long-distance
calls (e.g. , conference, collect, overseas, or similar calls) or performs full telephone in­
formation service (e. g. , where a knowledge of the work done in different parts of the organ­
ization is required).
TABULATING-MACHINE OPERATOR
Tabulating-Machine Operator I
Operates simple tabulating or electrical accounting machines, such as the sorter,
reproducing punch, collator, etc. , with specific instructions. May include the performance
of some simple wiring from diagrams and some filing work. The work typically involves
portions of a work unit, for example, individual sorting or collating runs, or repetitive
operations.
Tabulating-Machine Operator II
Operates more difficult tabulating or electrical accounting machines, such as the
tabulator and calculator, in addition to the sorter, reproducer, and collator. This work is
performed under specific instructions and may include the performance of some wiring from
diagrams. The work typically involves, for example, tabulations involving a repetitive ac­
counting exercise, a complete but small tabulating study, or parts of a longer and more
complex report. Such reports and studies are usually of a recurring nature where the pro­
cedures are well established. May also include the training of new employees in the basic
operation of the machine.
Tabulating-Machine Operator III
Operates a variety of tabulating or electrical accounting machines, typically in­
cluding such machines as the tabulator, calculator, interpreter, collator, and others. Per­
forms complete reporting assignments without close supervision, and performs difficult
wiring as required. The complete reporting and tabulating assignments typically involve a
variety of long and complex reports which often are of irregular or nonrecurring type re­
quiring some planning and sequencing of steps to be taken. As a more experienced operator,
is typically involved in training new operators in machine operations, or partially trained
operators in wiring from diagrams and operating sequences of long and complex reports.
Does not include working supervisors performing tabulating-machine operations and day-to­
day supervision of the work and production of a group of tabulating-machine operators.




52
T Y P IS T

U ses
a t y p e w r i t e r to m a k e c o p i e s o f v a r i o u s m a t e r i a l s o r to m a k e o u t b i l l s a f t e r
ca lcu la tion s have b een m a d e by an oth er p e r so n .
M a y in c lu d e ty p in g o f s t e n c i l s , m a t s , o r
sim ila r m a te ria ls
f o r u s e in d u p l i c a t i n g p r o c e s s e s .
M a y d o c l e r i c a l w o r k in v o lv in g little
s p e c ia l tra in in g ,
su ch as k e e p in g
s im p le r e c o r d s , filin g r e c o r d s and r e p o r t s ,
o r sortin g
and d istrib u tin g in c o m in g m a il.

T y p ist

I

P e rfo rm s
o n e o r m o r e o f th e f o l l o w i n g :
C o p y ty p in g f r o m r o u g h o r c l e a r d r a ft s ;
rou tin e
ty p in g o f f o r m s ,
in su ra n c e p o lic ie s ,
e t c . ; s e ttin g up s i m p l e s ta n d a r d t a b u la tio n s ,
o r c o p y in g m o r e c o m p l e x ta b le s a lr e a d y s e t up and s p a c e d p r o p e r l y .

T y p ist

II

P e r f o r m s o n e o r m o r e o f th e f o l l o w i n g :
T y p in g m a t e r i a l in f in a l f o r m w h e n it i n ­
v o lv e s com b in in g m a t e r ia l fr o m s e v e r a l s o u r c e s o r r e s p o n s ib ility fo r c o r r e c t sp e llin g , s y l ­
la b ic a tio n , p u n ctu a tion , e tc. , o f te c h n ic a l o r u n u su a l w o r d s o r fo r e ig n la n g u a g e m a t e r ia l;
p la n n in g la y o u t a n d ty p in g o f c o m p l i c a t e d s t a t i s t i c a l t a b l e s to m a i n t a i n u n i f o r m i t y a n d b a l a n c e
in s p a c i n g .
M a y type rou tin e f o r m le t te r s ,
v a r y i n g d e t a i l s to s u it c i r c u m s t a n c e s .

NOTE:
T h e d e f i n i t i o n s f o r th e d r a f t i n g a n d c l e r i c a l o c c u p a t i o n s s h o w n in th is b u l ­
le t in a r e th e s a m e a s t h o s e u s e d in th e B u r e a u ' s
program
of la b o r m a rk e t o ccu p a tio n a l
wage surveys.
(S e e th e l i s t o f a r e a s in th e o r d e r f o r m at th e b a c k o f th is b u l l e t i n . )
The
l e v e l d e s i g n a t i o n s u s e d in th is b u l l e t i n , h o w e v e r , d i f f e r f r o m t h o s e u s e d in th e a r e a b u l l e t i n s .
T h e e q u i v a l e n t l e v e l d e s i g n a t i o n s f o r th e o c c u p a t i o n s c o n c e r n e d a r e a s f o l l o w s :




O ccu p a tion
B o o k k e e p in g -m a ch in e
o p e r a t o r . . ___________________

N a tion a l S u r v e y o f
P ro fe s s io n a l, A d m in i­
stra tiv e , T e c h n ica l, and
C le ric a l P ay

L abor M arket
O ccu p a tion a l
W age Surveys

I
II

B
A

C lerk ,

a c c o u n t i n g ____________

I
II

B

C le rk ,

f i l e ______________________

I
II
III

C
B
A

I
II

B
A

I
II
III

C
B
A

I
II

B
A

K e y p u n c h o p e r a t o r ___________

T a b u la tin g -m a ch in e
o p e r a t o r ______ _______________

T y p iis tt.______ ____________________
p s

A

Appendix C: Comparison o f Average Annual Salaries in Private Industry,
February—March 1963, with Federal Classification Act
Salary Rates in Basic Compensation Schedules

T h e s u r v e y w a s d e s ig n e d , a m o n g o th e r u s e s , to p r o v id e a b a s is f o r c o m p a r in g F e d ­
e r a l s a l a r i e s u n d e r th e C l a s s i f i c a t i o n A c t w ith g e n e r a l p a y l e v e l s in p r i v a t e in d u s t r y .
D e­
fin it io n s f o r th e p r o f e s s i o n a l , m a n a g e r i a l ,
a n d s u p e r v i s o r y o c c u p a t i o n w o r k l e v e l s u s e d in
th e s u r v e y w e r e p r e p a r e d b y th e C i v i l S e r v i c e C o m m i s s i o n s ta ff, in c o l l a b o r a t i o n w ith th e
B u r e a u o f L a b o r S t a tis tic s , to a s s u r e c o m p ila t io n o f p a y data fo r w o r k le v e ls
th at w o u ld
be
e q u iv a le n t to th e C l a s s i f i c a t i o n A c t g r a d e s .
A ll d e fin itio n s
u s e d in the s u r v e y w e r e
g r a d e d b y th e C o m m i s s i o n in a c c o r d a n c e w it h th e s t a n d a r d s
esta b lish e d fo r
each grade
u n d e r th e C l a s s i f i c a t i o n A c t .
F o r e a c h o f th e o c c u p a t io n w o r k l e v e l s s u r v e y e d b y th e B u r e a u
o f L a b o r S t a t i s t i c s , th e e q u iv a le n t C l a s s i f i c a t i o n A c t , g r a d e as d e t e r m i n e d b y th e C o m m i s s i o n ,
is i d e n t i f i e d in th e f o l l o w i n g t a b le .




53

54
C om parison of A v erage Annual S a la ries in P riva te In d u s tr y ,1 F e b ru a ry— arch 1963, with C orresponding
M
F e d e ra l C la ssific a tio n Act Salary R ates in B asic C om pensation Schedules 2

Occupation and c la s s
surveyed by BLS 3

C le r k s, file I -------------------------------------O ffice boys or g i r l s ------------------------Bookkeeping -m ach in e
op erators I --------------------------------------C le r k s, file II-----------------------------------Keypunch o p erators I----------------------Switchboard o p e r a to r s --------------------T abulating -m ach in e
op erators I ---------------------------------------

Bookkeeping -m achine
op erators II-------------------------------------C le r k s, accounting I------------------------C le r k s, file III----------------------------------Engineering technicians I --------------Keypunch o p erators II---------------------Sten ograp hers, gen eral------------------Switchboard op e ra to rs, s p e c ia l—
T abulating -m ach in e
op erators II-------------------------------------T r a c e r s ----------------------------------------------T y p ists II---------------------------------------------

A verage
annual
sa la rie s
in private
industry 4

$ 3 , 039
3, 292

3,
3,
3,
4,

500
406
827
181

c
F e d e ra l C la ssifica tio n A ct basic i om pensation sch edules 2
Per annum rates 6
Grade 5
1

GS 1

6

7

8

9

10

$3, 245 $3, 350 $3, 455 $3, 560 $3, 665 $3, 770 $3, 875 $3, 980 $4, 08 5 $4, 190
3 ,3 0 5
3 ,7 2 5 3 ,8 3 0 3 ,9 3 5 4 ,0 4 0
4 ,1 4 5
4 ,2 5 0
3 ,4 1 0 3 ,5 1 5 3 ,6 2 0

3, 770
3 ,8 3 0

3, 875
3 ,9 3 5

3, 980
4 ,0 4 0

4, 08 5
4 ,1 4 5

4, 190
4 ,2 5 0

4, 295
4 ,3 5 5

4, 400
4 ,4 6 0

4, 505
4 ,5 6 5

GS 3

3, 820
3 ,8 8 0

3, 925
3 ,9 8 5

4, 030
4 ,0 9 0

4, 135
4 ,1 9 5

4, 240
4 ,3 0 0

4 , 345
4 ,4 0 5

4, 455
4 ,5 2 5

4 , 580
4 ,6 5 0

4, 705

4, 830

4 ,7 7 5

4 ,9 0 0

4, 110
4 ,2 1 5

4, 250
4 ,3 5 5

4, 390
4 ,4 9 5

4, 530
4 ,6 3 5

4, 670
4 ,7 7 5

4, 810
4 ,9 1 5

4, 950
5 ,0 5 5

5, 090
5 ,1 9 5

5, 230

5, 370

5 ,3 3 5

5 ,4 7 5

4, 565
4 ,6 9 0

4, 725

4, 885

5, 045

5, 205

5, 365

5, 525

5, 685

5, 845

6, 005

4 ,8 5 0

5 ,0 1 0

5 ,1 7 0

5 ,3 3 0

5 ,4 9 0

5 ,6 5 0

5 ,8 1 0

5 ,9 7 0

6 ,1 3 0

5, 035
5 ,2 3 5

5, 205
5 ,4 1 0

5, 375
5 ,5 8 5

5, 545
5 ,7 6 0

5, 715
5 ,9 3 5

5, 885

6, 055

6, 225

6, 395

6, 565

6 ,1 1 0

6 ,2 8 5

6 ,4 6 0

6 ,6 3 5

6 ,8 1 0

5, 540
5 ,7 9 5

5, 725
5 ,9 9 0

5, 910
6 ,1 8 5

6, 095
6 ,3 8 0

6, 280
6 ,5 7 5

6, 465

6, 650

6, 835

7, 020

7, 205

6 ,7 7 0

6 ,9 6 5

7 ,1 6 0

7 ,3 5 5

7 ,5 5 0

6, 675
7 ,0 3 0

6, 900
7 ,2 6 0

7, 125
7 ,4 9 0

7, 350

7, 575

7,

800

8, 025

8, 250

8, 475

8, 700

7 ,7 2 0

7 ,9 5 0

8 ,1 8 0

8 ,4 1 0

8 ,6 4 0

8 ,8 7 0

9 ,1 0 0

7, 290
7 ,6 9 0

7, 535
7 ,9 4 5

7, 780
8 ,2 0 0

8, 025

8, 270
8 ,7 1 0

8, 515

8, 760

9, 005

9, 250

9, 495

8 ,4 5 5

8 ,9 6 5

9 ,2 2 0

9 ,4 7 5

9 ,7 3 0

9 ,9 8 5

8, 045
8 ,4 1 0

8, 310
8 ,6 9 0

8, 575

8, 840

9, 105

9, 370

9, 635

9, 900 10, 165

8 ,9 7 0

9 ,2 5 0

9 ,5 3 0

9 ,8 1 0 1 0 ,0 9 0 1 0 ,3 7 0 1 0 ,6 5 0

3, 948
3, 485

4,
4,
4,
4,
4,
4,
4,

349
063
286
764
375
165
649

4, 809
4, 257
4, 125

6,
5,
6,
7,
6,
6,

156
544
384
056
432
408

GS 5

D raftsm en ,

6, 870

GS 6

374
243
580
739

GS 4

5, 799

Accountants II----------------------------Auditors II----------------------------------A ttorn eys I ---------------------------------C h em ists II---------------------------------En gineers II--------------------------------Engineering tech nicians I V ---Job an alysts II----------------------------

6,
6,
7,
7,
7,
7,
7,

708
900
452
188
728
272
212

GS 7

Accountants III----------------------------------A uditors III-----------------------------------------Attorn eys II---------------------------------------C h em ists III---------------------------------------Engineers I I I -------------------------------------Engineering tech nicians V -------------Job an alysts III----------------------------------M an a gers, office s e r v ic e s I----------

7,
8,
8,
8,
8,
8,
8,
7,

668
244
484
292
928
256
220
404

GS 9

M a n a g ers, office s e r v ic e s II —

9, 036




5

3, 665
3 ,7 2 5

Accountants I -------------------------------------Auditors I-------------------------------------------C h em ists I------------------------------------------E n gineers I-----------------------------------------Engineering technicians III-----------Job an alysts I----------------------- --------------

See footnotes at end of tab le.

4

3, 560
3 ,6 2 0

5,
5,
5,
4,

Accountants I V --------------------------Au ditors IV---------------------------------Attorn eys III-------------------------------C h em ists IV--------------------------------Chief accountants I-------------------D ire c to rs of person n el I---------En gineers IV-------------------------------Job an alysts IV--------------------------M an a gers, office s e r v ic e s 111-

3

GS 2

C le r k s, accounting II----------------------D raftsm en , junior----------------------------Engineering technicians II-------------S ten ograp hers, s e n io r --------------------Tabulating -m ach in e
op erators III------------------------------------

se n io r ----------------------------

2

9, 228
10, 092
10, 296
10, 248
10, 236
8, 952
10, 728
9, 852
1 0 ,4 5 2

GS 10

GS 11

55
C om parison of A v erage Annual S a la r ie s in P riva te I n d u s tr y ,1 F ebru a ry—M arch 1963 , with C orresponding
F e d e ra l C la s s ific a tio n A ct Salary R ates in B asic C om pensation Schedules 2— Continued

Occupation and c la s s
surveyed by BLS 3

A v erage
annual
s a la rie s
in private
industry 4

F e d e ra l C la ssific a tio n A ct basic com p ensation sch e d u le s2
Peir annum. rates 6
Grade 5
I

Accountants V------------------------------------A ttorn eys I V --------------------------------------C h em ists V-----------------------------------------C hief accountants I I ------------------------D ire c to rs of p ersonn el II---------------E n gineers V---------------------------------------M an a gers, office se r v ic e s IV--------

$ 1 1 , 232
12, 300
12, 420
11, 808
10, 680
1 2 ,5 4 0
1 2 ,9 6 0

GS 12

Attorn eys V ---------------------------------------C h em ists VI---------------------------------------C hief accountants III------------------------D ire c to rs of p ersonn el III--------------E n gineers V I --------------------------------------

15, 372
14, 112
1 3 ,5 1 2
13, 440
14, 400

GS 13

A ttorn eys V I--------------------------------------C h em ists V I I -------------------------------------C hief accountants IV------------------------D ire c to rs of p ersonn el IV--------------En gineers V I I ----------------------------:--------

1 7 ,4 9 6
1 6 ,8 6 0
15, 516
15, 744
1 7 ,2 5 6

GS 14

Attorn eys V II-------------------------------------C h em ists VIII------------------------------------En gineers V I I I -----------------------------------

23, 724
1 9 ,8 2 4
1 9 ,9 9 2

GS 15

2

3

4

5

6

7

8

9

10

$ 9 ,4 7 5 $9, 790 $10,105 $10,420 $10,735 $11,050 $11,365 $11,680 $11,995
9,980 10,310

10,640

10,970

11,300

11,630

11,960

12,290

12,620

1 1 ,1 5 0 11, 515 1 1,880

12,245

12,6 1 0

12,9 7 5

13,3 4 0

13,7 0 5

1 4,070

12, 110

12,8 80

13,2 65

13,6 50

14,0 35

14,4 20

14,805

11,7 25

12,495

12, 845 13, 270 13,695

14,1 2 0

1 4,545 1 4 ,9 7 0

15,3 9 5

1 5,820

16,245

13,615

14,9 65

15,415

16,315

16,765

17,2 15

14,0 65

14,515

15,865

14, 565 15, 045 1 5,525 16 ,0 0 5

16 ,4 8 5 16 ,9 6 5

17 ,4 4 5 17 ,9 2 5

1 5 , 6 6 5 1 6 , 180

17,7 25

18,755

16,695

17,210

18,240

19,270

1 F o r scope of su rv ey, see table in appendix A .
2 The C la ssifica tio n Act A m endm ents of 1962 provide for B asic C om pensation Schedules I and II. R ates in Schedule I
(fir st lin e, in light print) b ecam e effective on the fir s t day of the fir s t pay period beginning on or after O ctober 11, 1962.
R ates in Schedule II (secon d lin e, in dark print) becom e effective with the fir s t pay period beginning on or after January 1,
1964, unless changed by la ter am en dm ents.
3 F o r definitions, see appendix B.
4 Survey findings as s u m m a rized in table 1 of this rep ort.
5 C orresponding grad es in the gen eral schedule w ere supplied by the U. S. C ivil S e rvice C o m m issio n .
6 The F e d era l Salary R eform A ct of 1962 provides for w ith in -grade in cre a ses on condition that the ; e m p lo y e e 's
"w o rk is of an acceptable le v e l of com petence as defined by the head of the departm ent. "
F o r em ploy ees who m eet this co n ­
dition, the se rv ice req uirem ents are 52 calendar w eeks each for sa la ry rates 1, 2, and 3; 104 w eeks each fo r sa la ry rates
4, 5, and 6; and 156 weeks each for sa la ry rates 7, 8, and 9. An additional w ith in -grade in cre a se m ay be granted within any period
of 52 w eeks in recognition of high quality p e rfo rm an ce above that o rd in arily found in the type of position con cern ed.

Under section 504 of the F e d e ra l Salary R e fo rm Act of 1962 (P . L . 8 7 -7 9 3 , P t. II), higher
m inim um rates (but not exceeding the seventh s a la ry rate p re scrib e d in the B asic C om pensation Sched­
ule for the grade or lev el) and a correspon ding new s a la ry range m ay be estab lish ed fo r positions or
occupations under certain con ditions.
The conditions include a finding that the sa la ry rates in private
industry are so substantially above the sa la ry rates of the statutory pay schedules as to handicap s i g ­
nificantly the G o vern m en t's recruitm ent or retention of w ell qualified p e rso n s.
Such sp e cia l pay sca les
have been establish ed for sp ecific grades or le v e ls of certain occupations (including engin eers and
s c ie n tists).
Inform ation on the sp e cia l higher pay s c a le s cu rrently in effect, and the occupations
and area s to which they apply, m ay be obtained fro m the U. S. C ivil S e rv ice C o m m issio n , W a s h ­
ington, D. C. 2041 5, or its region al o ffic e s .







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Bulletin 1303-83 (P I). Wages and Related Benefits, 82 Labor M
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Consolidates information from the individual area bulletins for surveys made du
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(Over)

1 9 6 2 -6 3 OCCUPATIONAL WAGE SURVEY AREA BULLETINS:
BLS
bulletin
number

Price
(in
cents)

Number
of
copies

BLS
bulletin
number

Price
(in
cents)

Akron------------------------------ ------------Albany-----------------------------------------Albuquerque-------------------------------Allentown—Bethlehem—Easton A tla n ta ---------------------------------------B altim ore-----------------------------------Beaumont—Port Arthur--------------Birmingham----------------------------------

1345-81
1345-53
1345-63
1345-45
1345-71
1345-23
1345-67
1345-56

20
20
20
20
25
25
20
20

M ia m i-------------------------- --------- —
Milwaukee — .............- ........... —
Minneapolis—St. P a u l------------Muskegon—MuskegonHeights—
Newark and Jersey City-----------New Haven— ---------- --------------New Orleans-----------------------------New Y ork ----------------------------------

1345-33
1345-59
1345-38
1345-69
1345-46
1345-37
1345-44
1345-79

20
25
25
20
25
20
25
40

B o ise -------------------------------------------Boston-----------------------------------------Buffalo-----------------------------------------Burlington-----------------------------------Canton-----------------------------------------Charleston-----------------------------------Charlotte-------------------------------------Chattanooga--------------------------------

1345-74
1345-15
1345-30
1345-50
1345-64
1345-61
1345-58
1345-8

20
25
25
25
20
20
20
25

Norfolk—Portsmouth and
Newport News—Hampton------Oklahoma C i t y -----------------------Omaha---------------------------------------Paterson—Clifton—Passaic------Philadelphia-----------------------------Phoenix-------------------------------------Pittsburgh----------------------------------

1345-75
1345-6
1345-12
1345-76
1345-31
1345-57
1345-40

25
25
20
20
30
20
25

Chicago---------------------------------------Cincinnati-----------------------------------Cleveland-------------------- ---------------Colum bus-----------------------------------D a lla s -----------------------------------------Davenport—Rock Island—Moline
Dayton-----------------------------------------Denver------------------------------------------

1345-65
1345-54
1345-14
1345-28
1345-21
1345-18
1345-35
1345-32

30
20
25
25
25
25
20
25

Portland (M ain e)---------------------Portland (O re g.) ---------------------Providence—Pawtucket------------R aleigh ------------------ ------------------Richm ond---------------------------------Rockford-----------------------------------St. Louis-----------------------------------Salt Lake City--------------------------

1 345-24
1345-73
1345-70
1345-1
1345-19
1345-55
1345-17
1345-25

20
25
25
20
20
20
25
25
25

1345-42
1345-47
1345-27
1345-3
1345-68
1345-82
1345-26
1345-43

20
25
25
25
20
25
25
20

San Antonio-----------------------------San Bernardino—Riverside—
Ontario-----------------------------------San Diego---------------------------------San Francisco—Oakland----------Savannah-----------------------------------Scranton-----------------------------------Seattle---------------------------------------Sioux Falls----------------------------------

1345-78

Des Moines---------------------------------Detroit------------------------ ----------------Fort W orth ---------------------------------Green Bay-----------------------------------Greenville-----------------------------------Houston---------------------------------------Indianapolis---------------------------------Jackson----------------------------------------

1345-9
1345-10
1345-34
1345-60
1 345-5
1 34 5 -4
1345-13

20
25
25
20
15
25
20

Jacksonville---------------------------------Kansas City---------------------------------Lawrence—H averhill-----------------Little Rock—North Little R ockLos Angeles—Long Beach----------Louisville-----------------------------------Lubbock— -----------------------------------Manchester---------------------------------Memphis--------------------------------------

1345-39
1345-22
1345-77
1345-7
1345-62
1345-48
1345-72
1345-2
1345-36

25
25
20
25
30
25
20
25
25

South Bend-------------------------------Spokane-------------------------------------T o l e d o - - ---------------------------------Trenton-------------------------------------Washington-------------------------------Waterbury---------------------------------W aterloo-----------------------------------W ich ita----------------------------------------W orcester---------------------------------York--------------------------------------------

1345-52
1345-66
1345-51
1345-29
1345-16
1345-49
1345-20
1345-11
1345-80
1345-41

Number
of
copies

20
25
25
25
25
20
25
25
20
20




N am e___________________________________________________________________ _
Address________ _________________________________________________________ _
City____________________________________

State_______________________

U.

S.

Zip Code

GOVERNM ENT

P R IN T IN G

O F F IC E

: 1963

O

- 7 0 8 -8 7 7




B R A O LABOR ST T IC R G N L O F E
UEU F
A IST S E IO A F IC S


Federal Reserve Bank of St. Louis, One Federal Reserve Bank Plaza, St. Louis, MO 63102