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National Survey of
Professional, Adm inistrative,
Technical, and Clerical Pay




February-March 1964

Bulletin No. 1422
UN ITED STA TE S DEPARTM ENT OF LABOR
W. Willard W irtz, Secretary
BUREA U O F LABOR S TA TIS TIC S
Ewan Clague, Commissioner




National Survey of
Professional, Administrative,
Technical, and Clerical Pay
February-March 1964

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

Bulletin No. 1422
November 1964

UNITED STA TES DEPARTM ENT OF LABOR
W. WiHard W irtz, Secretary
BUREA U O F LA BO R S TA TIS TIC S
Ewan Clague, Commissioner

For sale by the Superintendent of Documents, U .S . Government Printing Office, W ashington, D.C.




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Preface
T h e B u re a u o f L a b o r S ta tis tic s p r o v id e s in th is b u lle tin th e r e s u lt s o f
the fifth in a s e r i e s o f annual n a tion w id e s u r v e y s o f c o m p e n s a tio n f o r s e le c t e d
p r o f e s s i o n a l , a d m in is t r a t iv e , t e c h n ic a l, and c l e r i c a l o c c u p a tio n s in p r iv a t e in d u s ­
tr y . T h e d a ta , w h ich r e la te to r e p r e s e n t a t iv e e s ta b lis h m e n ts in a b r o a d s p e c tr u m
o f A m e r ic a n in d u s try in u rb a n a r e a s , w e r e o b ta in e d b y p e r s o n a l v i s it s o f B u re a u
f ie ld e c o n o m i s t s .
T h e s a la r y data a r e r e p r e s e n t a t iv e o f the p e r i o d F e b r u a r y —
M a r c h 1964. (S ee a p p en d ix A , tim in g o f s u r v e y . )
T h e d e s ig n f o r th is annual s e r i e s o f s u r v e y s w a s d e v e lo p e d b y the B u re a u
o f L a b o r S ta tis tic s in c o n ju n c tio n w ith the B u r e a u o f the B u d g e t and the C iv il
S e r v ic e C o m m is s io n .
T h e s u r v e y s p r o v id e a fund o f b r o a d ly b a s e d in fo r m a tio n
on s a la r y l e v e ls and d is tr ib u t io n s in p r iv a t e e m p lo y m e n t— that i s , on the ra te s o f
c o m p e n s a tio n in the d om in a n t s e c t o r o f the la b o r m a rk e t* A s s u ch , th e r e s u lts
a r e u s e fu l f o r w id e , g e n e r a l e c o n o m i c a n a ly s is . In a d d itio n , th ey p r o v id e i n f o r ­
m a tio n on p a y in p r iv a t e in d u s tr y in a f o r m s u ita b le f o r u s e in a p p r a is in g the
c o m p e n s a tio n o f s a la r ie d e m p lo y e e s in the F e d e r a l c i v i l s e r v i c e . (S ee a p p e n d ix C .)
It sh ou ld b e e m p h a s iz e d that th e s e s u r v e y s , lik e any o th e r s a la r y s u r v e y s , a r e
in no s e n s e c a lc u la t e d to su p p ly m e c h a n ic a l a n s w e r s to q u e s tio n s o f p a y p o li c y .

T h e l i s t o f o c c u p a tio n s stu d ie d r e p r e s e n t s a w id e ra n g e o f p a y l e v e l s .
In d iv id u a lly , the o c c u p a tio n s s e le c t e d w e r e ju d g e d to b e (a) s u r v e y a b le in in d u s ­
t r y w ith in the f r a m e w o r k o f a b r o a d s u r v e y d e s ig n , and (b) r e p r e s e n t a t iv e o f
o c c u p a tio n a l g r o u p s w h ich a r e n u m e r ic a lly im p o r ta n t in in d u s tr y a s w e ll a s in
the F e d e r a l s e r v i c e .
O c c u p a tio n a l d e fin itio n s p r e p a r e d f o r u s e in the c o l l e c t i o n o f the s a la r y
data r e f l e c t d u tie s and r e s p o n s i b i li t i e s in in d u s try ; h o w e v e r , th ey a r e d e s ig n e d to
b e tr a n s la ta b le to s p e c i f i c p a y g r a d e s in the g e n e r a l s c h e d u le a p p ly in g to F e d e r a l
C la s s ific a t io n A c t e m p lo y e e s .
T h is n e c e s s it a t e d lim itin g s o m e o c c u p a tio n s and
w o r k le v e ls to e m p lo y e e s w ith s p e c i f i c jo b fu n c tio n s that c o u ld b e c l a s s i f i e d u n i­
f o r m l y a m on g e s t a b lis h m e n t s . T h e B u re a u o f L a b o r S ta tis tic s and th e C iv il S e r v ­
i c e C o m m is s io n c o lla b o r a t e d in th e p r e p a r a t io n o f the d e fin it io n s . (S ee a p p e n d ix B .)
Th e in fo r m a t io n c o l l e c t e d f o r th is s u r v e y w a s lim it e d to s a la r y data f o r
the s a m e o c c u p a tio n s as w e r e s tu d ie d a y e a r e a r l i e r . No ch a n g e s w e r e m a d e in
the o c c u p a tio n a l d e fin itio n s o r in the s u r v e y d e s ig n .
In a d d itio n to the c o l l e c t i o n o f s a la r y data f o r a ll o c c u p a tio n s s tu d ie d ,
data on s u p p le m e n ta r y c a s h b on u s p a y m e n ts to e m p lo y e e s in p r o f e s s i o n a l and a d ­
m in is t r a t iv e o c c u p a tio n s w e r e p r e s e n t e d in th e I9 60 r e p o r t (B L S B u lle tin 1286)
and the exten t to w h ich s u ch p a y m e n ts w e r e s im i la r in the fo llo w in g y e a r w as
sh ow n in the 1961 r e p o r t (B L S B u lle tin 1310). L im ite d in fo r m a tio n w a s p r e s e n t e d
in the 1962 s u r v e y r e p o r t (B L S B u lle tin 1346) on the e x te n t to w h ich f o r m a l s a la r y
s t r u c t u r e s w ith a s e r i e s o f e s t a b lis h e d p a y g r a d e s a p p lie d to w h i t e - c o l l a r o c c u ­
p a tio n s .
T h is in fo r m a tio n f o r m e d the b a s is f o r s e le c t io n o f e s ta b lis h m e n ts in ­
clu d e d in a s e p a r a te stu dy in d epth o f s a la r y s t r u c t u r e c h a r a c t e r is t i c s (S a la r y
S tr u c tu r e C h a r a c t e r i s t ic s in L a r g e F i r m s , 196 3 , B L S B u lle tin 1417, 1964). I n f o r ­
m a tio n on s u p p le m e n ta r y b e n e fits su ch as p aid v a c a tio n s and h o lid a y s and h e a lth ,




H
i

in s u r a n c e , and p e n s io n p la n s r e la tin g to o f f i c e w o r k e r s h a s b e e n in c o r p o r a t e d
in s e p a r a te r e p o r t s .
(S ee o r d e r f o r m a t the b a c k o f th is b u lle t in . ) D ata a r e
p r o v id e d in s u m m a r y r e p o r t s f o r a ll m e t r o p o lit a n a r e a s c o m b in e d and b y r e g io n ,
and in s e p a r a te a r e a r e p o r t s f o r e a c h a r e a in w h ich o c c u p a tio n a l w a g e s u r v e y s
a r e c o n d u c te d .
T h e s u r v e y c o u ld n ot h a v e b e e n a c c o m p lis h e d w ith ou t the w h o le h e a r te d
c o o p e r a t io n o f the m a n y f ir m s w h o s e s a la r y s c a le s p r o v id e th e b a s is f o r the
s t a t is t ic a l data p r e s e n t e d in th is b u lle t in .
T h e B u re a u , on its ow n b e h a lf and
on b e h a lf o f the o th e r F e d e r a l a g e n c ie s that c o lla b o r a t e d in p la n n in g the s u r v e y ,
w is h e s to e x p r e s s s in c e r e a p p r e c ia t io n f o r the s p le n d id c o o p e r a t io n it h a s r e c e iv e d
in th is d if fic u lt u n d e rta k in g .
T h is stu dy w a s co n d u c te d in th e B u r e a u ’ s D iv is io n o f 'O c c u p a t io n a l P a y
b y T o iv o P . K an nin en u n d e r the g e n e r a l d ir e c t io n o f L . R. L in s e n m a y e r , A s s i s t ­
ant C o m m is s io n e r f o r W a g es and In d u s tr ia l R e la tio n s . S a m u e l E . C oh en d e v is e d
the s a m p lin g p r o c e d u r e s and s u p e r v is e d the s e le c t io n o f the s a m p le , a s s is t e d b y
T h e o d o r e J. G o lo n k a , w h o w a s r e s p o n s ib le f o r the p r e p a r a t io n o f th e e s t im a t e s .
T h e a n a ly s is w a s p r e p a r e d b y L o u is E . B a d e n h o o p and G unnar E n gen . F ie ld w o r k
f o r the s u r v e y w a s d ir e c t e d b y th e B u r e a u 's A s s is t a n t R e g io n a l D i r e c t o r s f o r
W a g es and In d u s tr ia l R e la tio n s .




iv

Contents
Page
S u m m a ry ____________________________________________________________________________
C h a r a c t e r i s t ic s o f the s u r v e y _____________________________________________________
C h an ges in s a la r y le v e ls ___________________________________________________________
A v e r a g e s a l a r i e s , F e b r u a r y —M a rc h 1964 _________________________ _____________
S a la r y d is tr ib u t io n s ----------------P a y d if f e r e n c e s b y i n d u s t r y ________________________________________________________
A v e r a g e w e e k ly h o u r s ____________________ a________________________________________

1
1
2
4
7
9
10

T a b le s :
1.

2.

3.
4.

5.

6.

7.
8.

E m p lo y m e n t and a v e r a g e s a la r ie s f o r s e le c t e d p r o f e s s i o n a l ,
a d m in is t r a t iv e , t e c h n ic a l, and c l e r i c a l o c c u p a tio n s in p r iv a t e
in d u s tr y , F e b r u a r y —M a r c h 1964, and p e r c e n t in c r e a s e in
a v e r a g e s a la r ie s d u rin g the y e a r ______________________________________
P e r c e n t d is tr ib u t io n o f e m p lo y e e s in s e le c t e d p r o f e s s i o n a l and
a d m in is t r a t iv e o c c u p a tio n s b y a v e r a g e m o n th ly s a l a r ie s ,
F e b r u a r y —M a r c h 1964 ___________________________________________________
P e r c e n t d is tr ib u t io n o f e n g in e e r in g te c h n ic ia n s b y a v e r a g e
m o n th ly s a l a r i e s , F e b r u a r y -M a r c h 1964 _____________________________
P e r c e n t d is tr ib u t io n o f e m p lo y e e s in s e le c t e d d ra ftin g and
c l e r i c a l o c c u p a tio n s b y a v e r a g e w e e k ly s a l a r ie s ,
F e b r u a r y —M a r c h 1964 ___________________________________________________
P e r c e n t d is tr ib u t io n o f e m p lo y e e s in s e le c t e d p r o f e s s i o n a l ,
a d m in is t r a t iv e , t e c h n ic a l, and c l e r i c a l o c c u p a tio n s b y
in d u s tr y d iv is io n , F e b r u a r y —M a r c h 1964 ____________________________
R e la tiv e s a la r y l e v e ls f o r s e le c t e d p r o f e s s i o n a l , a d m in is t r a t iv e ,
t e c h n ic a l, and c l e r i c a l o c c u p a tio n s b y in d u s tr y d iv is io n ,
F e b r u a r y —M a rc h 1964 ___________________________________________________
D is t r ib u tio n o f 75 s e le c t e d jo b c a t e g o r ie s stu d ie d b y e m p lo y e e s '
a v e r a g e w e e k ly h o u r s , F e b r u a r y —M a rc h 1964 _______________________
A v e r a g e w e e k ly h o u r s f o r e m p lo y e e s in s e le c t e d p r o f e s s i o n a l ,
a d m in is t r a t iv e , t e c h n ic a l, and c l e r i c a l o c c u p a tio n s b y
in d u s tr y d iv is io n , F e b r u a r y —M a rc h 1964 _____________________________

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17
22

23

25

26
27

28

C h a r ts :
1.
2.
3.
4.

R is e in a v e r a g e (m ea n ) s a la r ie s f o r s e le c t e d o c c u p a tio n a l
g r o u p s , 1961 to 1964
_________________________________________________
S a la r ie s in p r o f e s s i o n a l and t e c h n ic a l o c c u p a t io n s ,
F e b r u a r y —M a r c h 1964
_________________________________________________
S a la r ie s in a d m in is tr a tiv e and c l e r i c a l o c c u p a t io n s ,
F e b r u a r y —M a r c h 1964
_________________________________________________
R e la tiv e e m p lo y m e n t in s e le c t e d o c c u p a tio n a l g r o u p s
b y in d u s tr y d iv is io n , F e b r u a r y —M a r c h 1964 ________________________

11
12
13
14

A p p e n d ix e s :
A.
B.
C.

S c o p e and m e th o d o f s u r v e y _______________________________________________
O c c u p a tio n a l d e f i n i t i o n s ___________________________________________________
C o m p a r is o n o f a v e r a g e annual s a l a r ie s in p r iv a t e in d u s tr y ,
F e b r u a r y —M a r c h 1964, w ith c o r r e s p o n d in g s a la r y r a te s in
F e d e r a l C la s s ific a t io n A c t G e n e r a l S ch e d u le ___________________________




¥

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59




National Survey of Professional, Administrative, Technical, and
Clerical Pay, February—March 1964
S u m m a ry
I n c r e a s e s in s a la r y l e v e ls ra n g e d f r o m 2 to 5 p e r c e n t d u rin g the y e a r e n d ­
in g F e b r u a r y — a r c h 1964 f o r about 4 out o f 5 o f the p r o f e s s i o n a l , a d m in is tr a tiv e ,
M
t e c h n ic a l, and c l e r i c a l o c c u p a tio n w o r k le v e ls s u r v e y e d b y the B u re a u o f L a b o r
S t a t i s t i c s .1 A m o n g th e n u m e r ic a lly m o r e im p o r ta n t o c c u p a tio n s stu d ie d , i n ­
c r e a s e s d u rin g th e y e a r a v e r a g e d 2 .9 p e r c e n t f o r e n g in e e r s , 2 .8 p e r c e n t f o r
a c c o u n ta n ts , 3 .6 p e r c e n t f o r e n g in e e r in g te c h n ic ia n s , and 2 .9 p e r c e n t f o r c l e r i c a l
e m p lo y e e s , at a ll l e v e ls s u r v e y e d .
O v e r th e 3 - y e a r p e r io d en din g F e b r u a r y —
M a r c h 1964, the r e la t iv e r i s e in a v e r a g e s a la r ie s w a s s m a lle r f o r c l e r i c a l l e v e ls
than f o r th e p r o f e s s i o n a l and a d m in is tr a tiv e l e v e l s .
A m o n g the 75 p r o f e s s i o n a l , a d m in is tr a tiv e , t e c h n ic a l, and c l e r i c a l o c ­
cu p a tio n w o r k l e v e ls s u r v e y e d , a v e r a g e (m e a n ) m o n th ly s a l a r ie s ra n g e d f r o m
$ 2 5 9 f o r c l e r k s en g a g e d in ro u tin e filin g to $ 2 , 024 f o r a tto r n e y s in c h a r g e o f
le g a l s t a ffs , h an d lin g c o m p le x l e g a l p r o b le m s but u s u a lly s u b o r d in a te to a g e n e r a l
c o u n s e l o r h is im m e d ia te d ep u ty in la r g e f i r m s . F o r e n g in e e r s , th e l a r g e s t p r o ­
f e s s i o n a l g r o u p s tu d ie d , a v e r a g e s a l a r ie s ra n g e d f r o m $ 6 1 2 a m on th f o r r e c e n t
c o l l e g e g r a d u a te s in t r a in e e p o s it io n s to $ 1 ,7 0 7 f o r th o s e in the h ig h e st a m o n g
eigh t l e v e ls s tu d ie d . M on th ly s a l a r ie s a v e r a g e d $ 3 5 6 f o r g e n e r a l s t e n o g r a p h e r s ,
the l a r g e s t c l e r i c a l g r o u p r e p r e s e n t e d in the s u r v e y . A v e r a g e m o n th ly s a la r ie s
o f e n g in e e r in g te c h n ic ia n s ra n g e d f r o m $ 4 0 6 to $ 7 1 3 a m on g fiv e w o r k l e v e l s .
S a la ry le v e ls in fin a n c e and r e t a il t r a d e in d u s tr ie s g e n e r a lly w e r e lo w e r than in
o th e r m a jo r in d u s tr y d iv is io n s r e p r e s e n t e d in the s u r v e y .
T h e l o w e r s a la r ie s
in fin a n c e in d u s tr ie s w e r e o f f s e t in p a rt by a s h o r t e r a v e r a g e w o r k w e e k .

C h a r a c t e r i s t ic s o f th e S u rv e y
T h is annual s a la r y s u r v e y , th e fifth in a s e r i e s , r e la t e s to e s t a b li s h ­
m e n ts e m p lo y in g 250 w o r k e r s o r m o r e lo c a t e d in m e tr o p o lit a n a r e a s . 1 N a tio n ­
2
w id e e s tim a te s o f s a la r y l e v e ls and d is tr ib u t io n s a r e p r o v id e d f o r 75 o c c u p a tio n
w o r k l e v e l c a t e g o r ie s s u r v e y e d in th e fo llo w in g i n d u s t r ie s : M a n u fa ctu r in g ; t r a n s ­
p o r ta tio n , c o m m u n ic a tio n , e l e c t r i c , g a s , and s a n ita r y s e r v i c e s ; w h o le s a le t r a d e ;
r e t a il t r a d e ; fin a n c e , in s u r a n c e , and r e a l e s ta t e ; e n g in e e r in g and a r c h it e c t u r a l
s e r v i c e s ; and r e s e a r c h , d e v e lo p m e n t, and te s tin g l a b o r a t o r i e s o p e r a te d on a c o m ­
m e r c i a l b a s is . 3 A lth ou gh th e s u r v e y w a s c o n d u c te d o v e r a lo n g e r t im e p e r io d ,
o n th e a v e r a g e , th e data a r e r e p r e s e n t a t iv e o f the p e r io d F e b r u a r y — a r c h 1964.
M
D e fin itio n s f o r the o c c u p a tio n s s e le c t e d f o r stu dy p r o v id e f o r c l a s s i f i c a ­
tio n o f e m p lo y e e s a c c o r d in g to a p p r o p r ia t e w o r k le v e ls (o r c l a s s e s ) . W ithin e a ch
o c c u p a tio n , the w o r k le v e ls s u r v e y e d , u s u a lly d e s ig n a te d by R o m a n n u m e r a ls w ith
c l a s s I a s s ig n e d to th e lo w e s t l e v e l, a r e d e fin e d in t e r m s o f d u tie s and r e s p o n s i ­
b ilitie s .
S p e c ific jo b f a c t o r s d e te r m in in g c l a s s if i c a t io n , h o w e v e r , v a r ie d f r o m
o c c u p a tio n to o c c u p a tio n .

1 See the explanation of survey timing in appendix A.
^ Results of the earlier survey reports were presented under the title: National Survey of Professional, Adminis­
trative, Technical, and Clerical Pay, Winter 1959—60 (BLS Bulletin 1286, 1960)j Winter 1960-61 (BLS Bulletin 1310,
1961); Winter 1 9 6 1 -6 2 (BLS Bulletin 1346, 1962); and February-March 1963 (BLS Bulletin 1387, 1963).
3 For a detailed description o f the scope and method of survey, see appendix A.




1

2

T h e n u m b e r o f w o r k l e v e ls d e fin e d f o r s u r v e y in e a c h o c c u p a tio n ra n g e s
f r o m on e f o r o f f i c e b o y s o r g i r l s to eigh t e a c h f o r c h e m is t s and e n g in e e r s . M o r e
than on e l e v e l o f w o r k w a s d e fin e d f o r s u r v e y in m o s t o f the o c c u p a t io n s ; h o w e v e r ,
s o m e o c c u p a tio n s w e r e p u r p o s e ly d e fin e d to c o v e r s p e c i f i c b an d s o f w o r k l e v e ls ,
w h ich w e r e not in ten d ed to r e p r e s e n t a ll l e v e ls o r a ll w o r k e r s that m a y b e fou n d
in th o s e o c c u p a t io n s .
T h e o c c u p a tio n a l d e fin itio n s u s e d in th e s u r v e y , as w e ll as the in d u s tr ia l
and g e o g r a p h ic c o v e r a g e , a r e id e n tic a l w ith th o s e o f th e p r e v io u s s u r v e y .
T h e s e le c t e d o c c u p a tio n s as d e fin e d f o r the stu dy a c c o u n te d f o r m o r e than
a m illio n e m p lo y e e s o r about a fifth o f the e s tim a te d to ta l e m p lo y m e n t in p r o ­
f e s s i o n a l, a d m in is tr a tiv e , t e c h n ic a l, c l e r i c a l , and r e la t e d o c c u p a tio n s in a ll e s ­
ta b lis h m e n ts w ith in s c o p e o f th e s u r v e y .
E m p lo y m e n t in the s e le c t e d o c c u p a ­
tio n s v a r ie d w id e ly , r e f le c t in g a ctu a l d if fe r e n c e s in e m p lo y m e n t in the v a r io u s
o c c u p a t io n s , as w e ll as d if f e r e n c e s in the ra n g e o f d u tie s and r e s p o n s i b i li t i e s
c o v e r e d b y e a c h o c c u p a tio n a l d e fin itio n .
A m o n g th e p r o f e s s i o n a l and a d m in is t r a ­
t iv e o c c u p a t io n s , th e eigh t l e v e ls o f e n g in e e r s a c c o u n te d f o r a to ta l o f n e a r ly
288, 000 e m p lo y e e s , w h e r e a s , f e w e r than 5, 000 w e r e e m p lo y e d in e a c h o f fo u r o f
th e o c c u p a tio n a l c a t e g o r ie s as d e fin e d f o r th e stu dy ( c h ie f a cco u n ta n ts , m a n a g e r s
o f o f f i c e s e r v i c e s , jo b a n a ly s t s , and d i r e c t o r s o f p e r s o n n e l) . (S ee ta b le 1 .)
In
th e c l e r i c a l f ie ld , th r e e o c c u p a tio n s at a ll w o r k le v e ls s tu d ie d (a c co u n tin g c l e r k s ,
s t e n o g r a p h e r s , and t y p is t s ) a c c o u n te d f o r t h r e e - f if t h s o f the 493, 000 e m p lo y e e s
in th o s e o c c u p a tio n s stu d ie d .
T h e s e le c t e d d ra ftin g r o o m o c c u p a tio n s had a g ­
g r e g a te e m p lo y m e n t o f n e a r ly 59, 000 and th e fiv e e n g in e e r in g t e c h n ic ia n le v e ls
to g e t h e r a c c o u n te d f o r about 66, 000.
A lth ou g h w o m e n a c c o u n te d f o r n e a r ly h a lf the to ta l e m p lo y m e n t in the
o c c u p a tio n s stu d ied , th e y w e r e la r g e ly e m p lo y e d in c l e r i c a l p o s it io n s . T h e c l e r i ­
c a l o c c u p a t io n s , in w h ich the p r o p o r t io n o f w o m e n a m ou n ted to m o r e than 90 p e r ­
ce n t o f th e e m p lo y m e n t in a ll le v e ls s tu d ie d , w e r e b o o k k e e p in g -m a c h in e o p e r a t o r s ,
f il e c l e r k s , k ey p u n ch o p e r a t o r s , s t e n o g r a p h e r s , s w it c h b o a r d o p e r a t o r s , and t y p is t s .
A m o n g ta b u la tin g -m a c h in e o p e r a t o r s , h o w e v e r , w o m e n a c c o u n te d f o r o n ly a th ir d
o f th e w o r k f o r c e , and o f f i c e g i r l s w e r e o u tn u m b e r e d b y o f f i c e b o y s in a r a tio o f
abou t 3 to 2. W om en a c c o u n te d f o r a th ir d o f the t r a c e r s but l e s s than 5 p e r c e n t
o f the d r a ft s m e n and e n g in e e r in g t e c h n ic ia n s . T h e fe w worrien e m p lo y e e s in the
p r o f e s s i o n a l and a d m in is tr a tiv e o c c u p a tio n s w e r e u s u a lly ♦r e p o r t e d in the f i r s t
fe w l e v e l s ; th o s e in w h ich w o m e n a c c o u n te d f o r as m a n y as 10 but l e s s than
20 p e r c e n t o f th e e m p lo y m e n t w e r e :
A cc o u n ta n ts I, m a n a g e r s o f o f f i c e s s e r v ­
i c e s I, jo b a n a ly sts II, and c h e m is t s I and II.
T h e tim e unit in w h ich s a la r y r a te s w e r e e x p r e s s e d v a r ie d a m on g and
w ith in e s ta b lis h m e n ts . A lth ou g h m on th ly r a te s w e r e w id e ly r e p o r t e d in th e p r o ­
f e s s i o n a l and a d m in is tr a tiv e o c c u p a t io n s , annual r a te s w e r e not u n co m m o n , p a r ­
t ic u l a r ly a m on g the h ig h s a la r ie d p o s it io n s . C l e r i c a l p a y r a te s w e r e c o m m o n ly e x ­
p r e s s e d in w e e k ly t e r m s , but o th e r tim e u n its w e r e in u se in m a n y e s ta b lis h m e n ts .
T h e g e n e r a l l e v e l o f s a l a r ie s f o r e a c h o c c u p a tio n o r w o r k le v e l is p r e ­
s e n te d in th is study as the a r ith m e tic m e a n o f a ll th e in d iv id u a l s a la r y r a t e s .
M e d ia n s a l a r ie s , the am ou nt b e lo w and a b o v e w h ich the s a l a r ie s f o r 50 p e r c e n t
o f th e e m p lo y e e s a r e fou n d , a r e a ls o p r e s e n t e d in ta b le 1.
C h a n ges in S a la r y L e v e ls
I n c r e a s e s in a v e r a g e s a la r y l e v e ls ra n g e d f r o m 2.6 to 4.8 p e r c e n t d u rin g
the y e a r en din g F e b r u a r y — a r c h 1964 a m o n g the 12 o c c u p a tio n a l g r o u p s c o m ­
M
p r is in g the 75 w o r k le v e ls s tu d ie d . T h e i n c r e a s e s d u rin g th e m o s t r e c e n t p e r io d
w e r e g e n e r a lly s im i la r to th o s e o c c u r r in g an n u a lly s in c e the "W in te r 1960— 1 "
6




3

(F e b r u a r y — a r c h 1961) s u r v e y , as sh ow n in th e fo llo w in g ta b u la tio n . 4 O v e r th e
M
3 -y e a r p e r io d (1961— 4 ), i n c r e a s e s ra n g e d f r o m 7 .7 to 1 1 .7 p e r c e n t , as sh ow n
6
b e lo w and p r e s e n t e d g r a p h ic a lly in ch a rt 1.

Percent increase in average salaries

Occupational group
Accountants---------------------------------A u d itors--------------------------------------Chief accountants------------------------- --------A ttorn eys------------------------------------Managers, office s e rv ice s ------------ ...........
Job analysts----------------------------------...........
Directors of personnel------------------- ...........
Chemists--------------------------------------Engineers-------------------------------------Engineering techn icians---------------- ...........
Drafting----------------------------------------C lerica l---------------------------------------1

1962
to
1963

4. 8
2 .7

3.5
4. 6

3.6

1961
to
1962

1961
to
1964

3.3
3.6
2.8
4 .6
2 .2
2 .6
3 .0
3 .8
4 .4
2 .9
3 .6
2 .6

1963
to
1964

2.8
2 .9
2.6
3 .2
3. 3
1.4
3.7
3.9
2.6
(!)
3.8
2 .9

9 .2
9 .9
10.5
11.5
8 .4
7 .7
11.7
11.4
1 0 .2
( *)
10.3
8 .6

Engineering technicians were not surveyed before 1962.

A lth ou g h the p e r c e n t ch a n ge in a v e r a g e s a la r ie s d u rin g the r e c e n t y e a r
d if fe r e d a m on g th e v a r io u s w o r k l e v e ls stu d ied , f o r the p r o f e s s i o n a l and a d ­
m in is t r a t iv e o c c u p a t io n s , 2 out o f 3 had s a la r y i n c r e a s e s f r o m 2 to 4. 5 p e r c e n t ,
w h ile n e a r ly a ll o f th e 27 c l e r i c a l , d r a ftin g , and e n g in e e r in g t e c h n ic ia n le v e ls
had s a la r y i n c r e a s e s f r o m 2 to 4 p e r c e n t .

In o r d e r to e x a m in e th e r e la t iv e r i s e in a v e r a g e s a l a r ie s o v e r the 3 - y e a r
p e r io d (1961—
64) a m on g v a r io u s l e v e ls o f w o r k , 61 o c c u p a tio n a l w o r k le v e ls in
w h ich the s u r v e y d e fin itio n s w e r e id e n t ic a l in b oth p e r io d s w e r e c l a s s i f i e d in to
th r e e b r o a d g r o u p in g s , as sh ow n in the fo llo w in g ta b u la tio n .
T h e m e d ia n i n ­
c r e a s e s sh ow n w e r e d e te r m in e d by a r r a y in g the r e la t iv e i n c r e a s e s in a v e r a g e
s a la r ie s f o r the o c c u p a tio n w o r k l e v e ls w ith in e a c h g r o u p in g .

Work level groupings
Clerical and beginning technician l e v e l s ----Entry and development professional levels,
advanced technician levels, and supervisors
of nonprofessional le v e ls ---------------------------Fully experienced professional working
levels, supervisors of professional
levels, and program administrative
le v e ls --------------------------------------------------------

Number of
occupation
work levels

Median percent
increase,
19 6 1-6 4

14

8.3

20

9 .9

10.4

4 In the comparisons of year-to-year changes, employment in the most recent year was used as a constant em ­
ployment weight in both periods to eliminate the effect of year-to-year changes in the proportions of employees in
various work levels within an occupational category. Changes over the 3-year period were obtained by linking t o ­
gether the year-to-year changes.
748-596 0 - 64 - 2




4

A s sh ow n b y th is c o m p a r is o n , th e m e d ia n i n c r e a s e in a v e r a g e s a la r ie s
o v e r the 3 -y e a r p e r io d w a s lo w e s t f o r the g r o u p in g r e p r e s e n t in g p r i m a r il y c l e r i c a l
l e v e ls , s lig h tly h ig h e r f o r the g ro u p in g o f lo w e r p r o f e s s i o n a l and a d m in is tr a tiv e
l e v e ls , and h ig h e st f o r th e fu lly e x p e r ie n c e d le v e ls o f th e s e o c c u p a tio n s stu d ie d .
T h e i n c r e a s e s f o r the le v e ls w ith in the c l e r i c a l g r o u p in g w e r e c lu s t e r e d m o r e
c l o s e l y about th e m e d ia n than w e r e the i n c r e a s e s f o r the o th e r tw o g r o u p in g s .
F o r e x a m p le , th e i n c r e a s e s w e r e w ith in 1 p e r c e n t a g e p o in t o f the m e d ia n in 10 o f
the 14 l e v e ls in the c l e r i c a l g r o u p in g , c o m p a r e d to a ra n g e w ith in 2 p e r c e n t a g e
p o in ts o f the m e d ia n f o r 15 o f th e 27 le v e ls o f fu lly e x p e r ie n c e d p e r s o n n e l in
p r o f e s s i o n a l and a d m in is tr a tiv e o c c u p a t io n s .
C h an ges in a v e r a g e s a l a r ie s r e f l e c t not o n ly g e n e r a l s a la r y i n c r e a s e s
and m e r it o r o th e r i n c r e a s e s g iv e n to in d iv id u a ls w h ile in the s a m e w o r k le v e l
c a t e g o r y , but th e y a ls o m a y r e f l e c t o th e r f a c t o r s su ch as e m p lo y e e t u r n o v e r ,
e x p a n s io n s o r r e d u c t io n s in the w o r k f o r c e , and ch a n g e s in s ta ffin g p a tte r n s
w ith in e s ta b lis h m e n ts w ith d iffe r e n t s a la r y l e v e l s . F o r e x a m p le , an e x p a n s io n in
f o r c e m a y i n c r e a s e the p r o p o r t io n o f e m p lo y e e s at the m in im u m o f the s a la r y
ra n g e e s ta b lis h e d f o r a w o r k l e v e l, w h ich w o u ld ten d to lo w e r the a v e r a g e ,
w h e r e a s , a r e d u c t io n o r a lo w t u r n o v e r in th e w o r k f o r c e m a y h ave th e o p p o s it e
e f fe c t .
S im ila r ly , y e a r - t o - y e a r p r o m o t io n s o f e m p lo y e e s to h ig h e r w o r k l e v e ls
o f p r o f e s s i o n a l and a d m in is tr a tiv e o c c u p a tio n s m a y a ffe c t a v e r a g e s a l a r ie s ,
lo w e r in g o r r a is in g the a v e r a g e . F o r e x a m p le , th e e s t a b lis h e d s a la r y r a n g e s f o r
s u ch o c c u p a tio n s a r e r e la t iv e ly w id e , and p r o m o t e d e m p lo y e e s , w ho m a y h ave
b e e n p a id the m a x im u m o f the s a la r y s c a le f o r the lo w e r le v e l, a r e lik e ly to be
r e p la c e d b y l e s s e x p e r ie n c e d e m p lo y e e s w ho m a y be p a id the m in im u m ; o r v a c a n ­
c i e s m a y e x is t at th e t im e o f the r e s u r v e y .
O c c u p a tio n s m o s t lik e ly to r e f l e c t
s u ch ch a n g e s in th e s a la r y a v e r a g e s a r e th e h ig h e r le v e ls o f p r o f e s s i o n a l and
a d m in is tr a tiv e o c c u p a tio n s and s in g le -in c u m b e n t p o s it io n s su ch as c h ie f a c c o u n t ­
ant, d i r e c t o r o f p e r s o n n e l, and m a n a g e r o f o f f i c e s e r v i c e s . 5
A v e r a g e S a la r ie s ,

F e b r u a r y — a r c h 1964
M

A v e r a g e (m e a n ) m on th ly s a l a r ie s a m o n g the 75 p r o f e s s i o n a l , a d m in is t r a ­
t iv e , t e c h n ic a l, and c l e r i c a l o c c u p a tio n w o r k l e v e ls d e fin e d f o r the c u r r e n t s u r v e y
ra n g e d f r o m $ 25 9 f o r f il e c l e r k s I to $ 2 ,0 2 4 f o r a tto rn e y s V II. T h e s e l e v e ls ra n g e
f r o m c l e r k s , w ho f il e m a t e r ia l that has b e e n c l a s s i f i e d o r is e a s ily c l a s s i f i e d in
a s im p le s e r i a l c l a s s i f i c a t i o n s y s t e m , to h e a d s o f le g a l s ta ffs w ith r e s p o n s ib ilit y
f o r p lan n in g and co n d u ctin g le g a l s tu d ie s and a p p ro v in g r e c o m m e n d a tio n s o f s u b ­
o r d in a te s on im p o r ta n t t e c h n ic a l le g a l q u e s t io n s , but w ho a r e u s u a lly s u b o r d in a te
to a g e n e r a l c o u n s e l o r h is im m e d ia te d epu ty in la r g e f i r m s . 6
A m o n g the fiv e l e v e ls o f |accountants s u r v e y e d , a v e r a g e m o n th ly s a l a r ie s
ra n g e d f r o m $ 5 2 0 f o r a cco u n ta n ts I to $ 9 6 4 f o r a cco u n ta n ts V .
Auditors in the
fo u r l e v e ls d e fin e d f o r s u r v e y had a v e r a g e s a l a r ie s ra n g in g f r o m $ 4 8 6 a m on th
f o r a u d ito rs I to $ 8 5 7 f o r a u d ito r s IV . L e v e l I in b oth th e a cco u n tin g and au d itin g
s e r i e s in c lu d e d t r a in e e s w ith b a c h e l o r 's d e g r e e s in a cco u n tin g o r th e e q u iv a le n t
in e d u c a tio n and e x p e r ie n c e c o m b in e d . O n ly at le v e l I w e r e s a la r ie s o f a u d ito r s
b e lo w th o s e f o r a c c o u n ta n ts ; at l e v e l III, w h ich a c c o u n te d f o r the la r g e s t g r o u p
o f e m p lo y e e s in e a c h s e r i e s , m o n th ly s a la r ie s a v e r a g e d $ 7 1 0 f o r a u d ito r s and
$ 65 9 f o r a c c o u n ta n ts . N e a r ly h a lf the r e la t iv e ly fe w a u d ito r s I and a p p r o x im a te ly a
fo u r th o f th o s e in the h ig h e r l e v e ls w e r e e m p lo y e d in fin a n c e in d u s t r ie s , w h e r e a s ,

® These types of occupations also may be subject to greater sampling error, as explained in the last paragraph
of appendix A.
^ Classification of employees in the occupations and work levels surveyed was based on factors detailed in the
definitions in appendix B.




5

m o r e than f o u r - f i f t h s o f the a cco u n ta n ts at a ll l e v e ls w e r e e m p lo y e d in m a n u fa c ­
tu rin g and p u b lic u t ilit ie s in d u s tr ie s t o g e t h e r . 78 T h e p r o p o r t io n o f e m p lo y e e s in
e a c h m a jo r in d u s tr y d iv is io n w ith in s c o p e o f the s u r v e y is sh ow n f o r e a c h o c c u ­
p a tion in ta b le 5 and p r e s e n t e d g r a p h ic a lly in ch a r t 4.
Chief accountants w e r e s u r v e y e d s e p a r a t e ly f r o m a cco u n ta n ts and in c lu d e d
th o s e w h o d e v e lo p o r adapt and d ir e c t th e a cco u n tin g p r o g r a m f o r a co m p a n y o r
an e s ta b lis h m e n t (plan t) o f a c o m p a n y .
L e v e l c l a s s if i c a t io n w a s d e te r m in e d b y
the exten t o f d e le g a te d a u th o rity and r e s p o n s ib ilit y ; the t e c h n ic a l c o m p le x it y o f the
s y s t e m ; and, to a l e s s e r d e g r e e , th e s iz e o f th e p r o f e s s i o n a l s ta ff d ir e c t e d .
C h ie f a cco u n ta n ts at le v e l I, w ho h ave a u th o rity to adapt the a cco u n tin g s y s te m ,
e s ta b lis h e d at h ig h e r l e v e l s , to m e e t the n e e d s o f an e s ta b lis h m e n t o f a co m p a n y
w ith r e la t iv e ly fe w and sta b le fu n c tio n s and w o r k p r o c e s s e s (d ir e c t in g on e o r tw o
a c c o u n ta n ts ), a v e r a g e d $ 858 a m on th . C h ie f a cco u n ta n ts IV ,
w ho h ave a u th o rity
to e s t a b lis h and m a in ta in the a cco u n tin g p r o g r a m , s u b je c t to g e n e r a l p o li c y g u id e ­
lin e s , f o r a c o m p a n y w ith n u m e ro u s and v a r ie d fu n c tio n s and w o r k p r o c e s s e s
(d ir e c t in g as m a n y as 40 a c c o u n ta n ts ), a v e r a g e d $ 1 ,3 2 9 a m on th . N e a r ly t h r e e fo u r th s o f the c h i e f a cco u n ta n ts w ho m e t the r e q u ir e m e n t s o f the d e fin itio n s f o r
th e s e fo u r le v e ls w e r e e m p lo y e d in m a n u fa ctu rin g in d u s t r ie s .
Attorneys c l a s s i f i e d at le v e l I a v e r a g e d $ 6 0 4 a m on th .
T hese w ere
tr a in e e s w ith L L . B . d e g r e e s and b a r m e m b e r s h ip w h o h e ld p o s it io n s in le g a l
a d v is o r y d e p a rtm e n ts o f f ir m s in w h ich t h e ir fu ll p r o f e s s i o n a l tr a in in g c o u ld be
u t i l i z e d .9 A tto r n e y s VII, the h ig h e s t l e v e l s u r v e y e d in th is s e r i e s , w e r e p a id
m on th ly s a la r ie s a v e r a g in g $ 2 ,0 2 4 .
L e v e l V II w a s d e fin e d to in c lu d e a t t o r ­
n e y s in c h a r g e o f le g a l s t a ffs , h an d lin g a s s ig n m e n ts in on e o r m o r e b r o a d le g a l
a r e a s , w ith r e s p o n s ib ilit y f o r a p p ro v in g r e c o m m e n d a tio n s o f s u b o r d in a te s w h ich
m a y h ave an im p o r ta n t b e a r in g on the c o m p a n y 's b u s in e s s . A lth o u g h th is w a s the
h ig h e st le v e l s u r v e y e d , s u ch a tto r n e y s w e r e u s u a lly s u b o r d in a te to a g e n e r a l
c o u n s e l o r h is im m e d ia te depu ty in la r g e f i r m s .
T h e fin a n c e , in s u r a n c e , and
r e a l e s ta te in d u s tr ie s e m p lo y e d th e h ig h e st p r o p o r t io n o f a tto r n e y s (42 p e r c e n t ),
■com pared w ith 30 p e r c e n t in m a n u fa ctu rin g , and 18 p e r c e n t in p u b lic u t ilit ie s .
Managers of office services, as d e fin e d f o r the stu dy , in c lu d e d fo u r
l e v e ls
b a s e d on the v a r ie t y o f c l e r i c a l and o th e r o f f i c e s e r v i c e s s u p e r v is e d and the
s iz e o f th e o r g a n iz a t io n s e r v i c e d .
T h o s e at l e v e l I w e r e r e s p o n s ib le f o r p r o ­
v id in g 4 o r 5 o f the 9 o f f i c e s e r v i c e fu n c tio n s e n u m e r a t e d in the s u r v e y
d e fin itio n f o r a s ta ff o f 300 to 600 e m p lo y e e s , c o m p a r e d w ith s e v e n o r eigh t
fu n c tio n s f o r about 1 ,5 0 0 to 3 ,0 0 0 e m p lo y e e s at l e v e l IV .
A m o n g th e s e l e v e ls ,
a v e r a g e m o n th ly s a l a r ie s ra n g e d f r o m $ 6 2 5 to $ 1 ,0 7 9 . M a n u fa ctu rin g in d u s tr ie s
a c c o u n te d f o r abou t t h r e e - f if t h s o f the e m p lo y e e s in th e f o u r le v e ls c o m b in e d , and
an a d d itio n a l fifth w e r e e m p lo y e d in fin a n c e , in s u r a n c e , and r e a l e s ta te in d u s t r ie s .

In th e p e r s o n n e l m a n a g e m e n t fie ld , fo u r w o r k le v e ls e a c h o f job analysts
and directors of personnel w e r e s t u d i e d .10 J o b a n a ly s ts I, d e fin e d to in c lu d e t r a in e e s
u n d er im m e d ia te s u p e r v is io n , a v e r a g e d $ 548 c o m p a r e d w ith $84 7 f o r jo b a n a ­
ly s t s IV , w ho a n a ly z e and ev a lu a te a v a r ie t y o f th e m o r e d iffic u lt jo b s u n d er
g e n e r a l s u p e r v is io n and w ho m a y p a r t ic ip a t e in th e d e v e lo p m e n t and i n s t a l ­
la tio n o f e v a lu a tio n o r c o m p e n s a tio n s y s t e m s .
D ir e c to r s o f p erson n el w ere
lim it e d b y d e fin itio n to th o s e w ho had p r o g r a m s that in c lu d e d , at a m in im u m ,

7 Establishments primarily engaged in providing accounting arid auditing services were excluded from the survey.
8 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.
9 Establishments primarily engaged in offering legal advice or legal services were excluded from the survey.
10 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.




6

r e s p o n s ib ilit y f o r a d m in is te r in g a f o r m a l jo b e v a lu a tio n s y s t e m , e m p lo y m e n t and
p la c e m e n t fu n c tio n s , and e m p lo y e e r e la t io n s and s e r v i c e s fu n c tio n s . T h o s e w ith
r e s p o n s ib ilit y f o r a ctu a l c o n t r a c t n e g o tia tio n w ith la b o r u n ion s as th e p r in c ip a l
c o m p a n y r e p r e s e n t a t iv e w e r e e x c lu d e d .
P r o v i s i o n s w e r e m a d e in th e d e fin itio n
f o r w e ig h in g v a r io u s c o m b in a tio n s o f d u tie s and r e s p o n s i b i li t i e s to d e te r m in e the
le v e l c l a s s if i c a t io n .
A m o n g p e r s o n n e l d i r e c t o r s w ith jo b fu n c tio n s as s p e c if ie d
f o r th e fo u r le v e ls o f r e s p o n s ib ilit y , a v e r a g e m o n th ly s a la r ie s ra n g e d f r o m
$ 8 0 5 f o r l e v e l I to $ 1 ,3 7 6 f o r le v e l IV . M a n u fa ctu rin g in d u s tr ie s a c c o u n te d f o r
78 p e r c e n t o f the jo b a n a ly s ts and 71 p e r c e n t o f th e d i r e c t o r s o f p e r s o n n e l i n ­
c lu d e d in th e stu d y ; th e fin a n c e , in s u r a n c e , and r e a l e s ta te in d u s tr ie s ra n k e d
n ex t, w ith 15 p e r c e n t o f the jo b a n a ly s ts and 12 p e r c e n t o f th e
d ir e c to r s
o f p e r s o n n e l.
Chemists and engineers e a c h w e r e s u r v e y e d in eig h t l e v e l s .
E a ch s e r i e s
s ta r te d w ith a p r o f e s s i o n a l tr a in e e l e v e l, t y p ic a lly r e q u ir in g a B . S. d e g r e e . T h e
h ig h e st l e v e l s u r v e y e d in v o lv e d e ith e r fu ll r e s p o n s ib ilit y o v e r a v e r y b r o a d and
h ig h ly c o m p l e x and d i v e r s if ie d e n g in e e r in g o r c h e m i c a l p r o g r a m , w ith s e v e r a l
s u b o r d in a te s e a c h d ir e c t in g la r g e and im p o r ta n t s e g m e n ts o f the p r o g r a m ; o r i n ­
d iv id u a l r e s e a r c h and c o n s u lt a tio n in d iffic u lt p r o b le m a r e a s w h e r e th e e n g in e e r
o r c h e m is t w a s a r e c o g n i z e d a u th o r ity and w h e r e s o lu tio n s w o u ld r e p r e s e n t a
m a jo r s c i e n t if ic o r t e c h n o lo g ic a l a d v a n c e .11
A v e r a g e m o n th ly s a l a r ie s ra n g e d
f r o m $ 6 1 2 f o r e n g in e e r s I to $ 1 ,7 0 7 f o r e n g in e e r s V III, and f r o m $ 53 8 f o r
c h e m is t s I to $ 1 , 757 f o r c h e m is t s V III.
A lth ou gh , at l e v e l I, the a v e r a g e s a l a r ie s
o f e n g in e e r s e x c e e d e d th o s e f o r c h e m is t s b y a lm o s t 14 p e r c e n t , at l e v e l IV the
d if f e r e n c e n a r r o w e d to l e s s than 4 p e r c e n t , and at l e v e l VIII th e a v e r a g e s a la r ie s
o f c h e m is t s e x c e e d e d th o s e f o r e n g in e e r s b y n e a r ly 3 p e r c e n t .
L e v e l IV , the
l a r g e s t g r o u p in e a c h s e r i e s , in c lu d e d p r o f e s s i o n a l e m p lo y e e s w ho w e r e fu lly
c o m p e te n t in a ll t e c h n ic a l a s p e c t s o f t h e ir a s s ig n m e n ts , w o r k e d w ith c o n s id e r a b le
in d e p e n d e n c e , and, in s o m e c a s e s , s u p e r v is e d a fe w p r o f e s s i o n a l and t e c h n ic a l
w orkers.
M a n u fa ctu rin g in d u s tr ie s a c c o u n te d f o r 82 p e r c e n t o f a ll e n g in e e r s and
90 p e r c e n t o f a ll c h e m i s t s ; p u b lic u t ilit ie s , 10 and 1 p e r c e n t , r e s p e c t i v e l y ; and the
s u r v e y e d e n g in e e r in g and s c i e n t if ic s e r v i c e s e m p lo y e d v ir t u a lly a ll o f th e o t h e r s .

T h e f i v e - l e v e l s e r i e s f o r engineering technicians w a s lim it e d , b y d e f i n i ­
tio n , to e m p lo y e e s p r o v id in g s e m ip r o f e s s i o n a l t e c h n ic a l su p p o rt to e n g in e e r s e n ­
g a g e d in s u ch a r e a s a s r e s e a r c h , d e s ig n , d e v e lo p m e n t, te stin g , o r m a n u fa ctu rin g
p r o c e s s im p r o v e m e n t , and w h o s e w o r k p e r ta in e d to e l e c t r i c a l , e l e c t r o n i c , o r
m e c h a n ic a l co m p o n e n ts o r e q u ip m e n t. T e c h n ic ia n s e n g a g e d p r i m a r il y in p r o d u c ­
tio n o r m a in te n a n ce w o r k w e r e e x c lu d e d .
E n g in e e r in g t e c h n ic ia n s I, w h o p e r ­
f o r m e d s im p le ro u tin e ta s k s u n d er c l o s e s u p e r v is io n , o r f r o m d e ta ile d p r o c e d u r e s ,
w e r e p a id m on th ly s a l a r ie s a v e r a g in g $ 4 0 6 . E n g in e e r in g t e c h n ic ia n s V , th e h ig h e st
l e v e l s u r v e y e d , a v e r a g e d $ 7 1 3 a m on th .
T hat l e v e l in c lu d e d fu lly e x p e r ie n c e d
te c h n ic ia n s p e r fo r m in g m o r e c o m p l e x a s s ig n m e n ts in v o lv in g r e s p o n s ib ilit y f o r
p la n n in g and co n d u ctin g a c o m p le t e p r o je c t o f r e la t iv e ly lim it e d s c o p e , o r a
p o r t io n o f a l a r g e r and m o r e d iv e r s e p r o je c t , in a c c o r d a n c e w ith o b je c t i v e s , r e ­
q u ir e m e n t s , and d e s ig n a p p r o a c h e s as o u tlin e d b y th e s u p e r v is o r o r a p r o f e s s i o n a l
e n g in e e r .
A v e r a g e s f o r in t e r m e d ia te l e v e ls III and IV , at w h ich a m a jo r it y o f
the t e c h n ic ia n s s u r v e y e d w e r e c l a s s i f i e d , w e r e $ 5 5 6 and $ 6 2 6 , r e s p e c t i v e l y . A s
m ig h t b e e x p e c t e d , n e a r ly a ll o f the t e c h n ic ia n s as d e fin e d w e r e e m p lo y e d in
m a n u fa ctu rin g (8 4 p e r c e n t ) and in th e s c i e n t if ic s e r v i c e s in d u s tr ie s stu d ie d (12 p e r ­
c e n t).
A lth ou g h th e r a tio o f s u ch t e c h n ic ia n s to e n g in e e r s stu d ie d w a s about
1 to 5, r e s p e c t i v e l y , in a ll in d u s t r ie s , h ig h e r r a t io s o f a p p r o x im a te ly 2 to 7 w e r e
fou n d in e s ta b lis h m e n ts m a n u fa ctu rin g m e c h a n ic a l and e l e c t r i c a l e q u ip m e n t, and
1 to 2 in r e s e a r c h , d e v e lo p m e n t, and te s tin g l a b o r a t o r i e s .
11
It was recognized in the definition that top positions of some companies with unusually extensive
plex engineering or chem ical programs were above that level.




and com ­

1

In th e drafting field, m on th ly s a l a r ie s a m o n g th r e e l e v e ls o f w o r k a v e r ­
a g e d $ 5 8 5 f o r s e n io r (fu lly e x p e r ie n c e d ) d r a fts m e n , $ 45 9 f o r ju n io r d r a fts m e n ,
$tnd $361 f o r th e r e la t iv e ly s m a ll g r o u p o f t r a c e r s . T h e s e e m p lo y e e s w e r e d i s ­
tr ib u te d b y in d u s tr y in about the s a m e p r o p o r t io n as e n g in e e r s , w ith 81 p e r c e n t
in m a n u fa ctu rin g , 9 p e r c e n t in p u b lic u t ilit ie s , and v ir t u a lly a ll o f th e o t h e r s in
the s e le c t e d e n g in e e r in g and s c ie n t if ic s e r v i c e in d u s tr ie s stu d ie d .
A m o n g th e 19 clerical jobs r e p r e s e n t e d in th e stu d y , m o n th ly
s a la r ie s
ra n g e d f r o m $ 2 5 9 f o r f il e c l e r k s I to $ 4 9 6 f o r ta b u la tin g -m a c h in e o p e r a t o r s III,
w ho w e r e r e q u ir e d to p e r f o r m , w ith ou t c l o s e s u p e r v is io n , c o m p le t e r e p o r tin g
a s s ig n m e n ts b y m a c h in e , in c lu d in g d iffic u lt w ir in g as r e q u ir e d . A v e r a g e s w ith in
th e ra n g e o f $281 th ro u g h $411 a m on th w e r e r e c o r d e d f o r 16 o f the o th e r 17 w o r k
l e v e l s ; g e n e r a l s t e n o g r a p h e r s , the la r g e s t g r o u p o f c l e r i c a l e m p lo y e e s stu d ied ,
avera ged $356.
O f fic e b o y s o r g i r l s , t w o - f if t h s o f w h o m w e r e e m p lo y e d in
m a n u fa ctu rin g in d u s t r ie s , a v e r a g e d $ 2 2 a m on th m o r e than f il e c le r k s I, w ho
w e r e m o r e h e a v ily r e p r e s e n t e d in the fin a n c e , in s u r a n c e , and r e a l e s ta te in d u s ­
tr ie s .
W om en a c c o u n te d f o r n in e -te n th s o r m o r e o f th e e m p lo y e e s in 13 o f the
c l e r i c a l w o r k l e v e ls and the m e n a c c o u n te d f o r h a lf o r m o r e in 3 (ta b u la tin g m a ch in e o p e r a t o r s II and III, and o f f i c e b o y s o r g i r l s ) .
A lth o u g h e m p lo y m e n t in
m a n u fa ctu rin g e x c e e d e d that in th e fiv e o th e r n o n m a n u fa ctu rin g in d u s tr y d iv is io n s
w ith in s c o p e o f th e s u r v e y in 15 o f the 19 c l e r i c a l w o r k l e v e ls , in o n ly s e v e n
in s ta n c e s d id m a n u fa ctu rin g a cco u n t f o r m o r e than h a lf the e m p lo y e e s .
A m o n g p r o f e s s i o n a l , a d m in is tr a tiv e , and t e c h n ic a l o c c u p a tio n s in w h ich
tw o w o r k le v e ls o r m o r e w e r e stu d ie d , the r e la t iv e s p r e a d b e tw e e n a v e r a g e
s a l a r ie s f o r s u c c e s s i v e w o r k le v e ls ra n g e d f r o m 9 p e r c e n t (b e tw e e n s a la r ie s o f
e n g in e e r s I and II) to 3 1 . 9 p e r c e n t (b e tw e e n s a l a r ie s o f a tto r n e y s V I and V II).
C l e r i c a l o c c u p a tio n s s tu d ied r e f l e c t e d a s im ila r s p r e a d , ra n g in g f r o m 1 0 . 8 p e r ­
ce n t (b e tw e e n annual s a l a r ie s o f s w itc h b o a r d o p e r a t o r s and s w it c h b o a r d o p e r a t o r s ,
s p e c ia l) to 3 2 . 6 p e r c e n t (b e tw e e n annual s a la r ie s o f a cco u n tin g c l e r k s I and II).
In a ll but 7 o f 54 s u ch c o m p a r i s o n s , h o w e v e r , th e a v e r a g e s a la r y f o r the h ig h e r
le v e l w a s w ith in a ra n g e o f 12 to 26 p e r c e n t a b o v e th e a v e r a g e f o r th e p r e c e d in g
le v e l s tu d ie d .
M ed ia n m o n th ly s a l a r ie s (the am ount b e lo w and a b o v e w h ich 50 p e r c e n t o f
the e m p lo y e e s w e r e fou n d ) f o r m o s t o f the w o r k l e v e ls w e r e s lig h tly lo w e r than the
w e ig h te d a v e r a g e s (m e a n s ) c it e d a b o v e (i. e . , the s a la r ie s in the u p p e r h a lv e s o f
the a r r a y s had a g r e a t e r e f fe c t on the a v e r a g e s than d id th e s a la r ie s in th e lo w e r
h a lv e s ).
T h e r e la t iv e d if fe r e n c e b e tw e e n th e m e d ia n and th e m e a n w a s l e s s than
2 p e r c e n t f o r 49 o f the 75 w o r k le v e ls and as m u ch as 2 but l e s s than 3 p e r c e n t
in 13 a d d itio n a l l e v e l s . T h e w e ig h te d a v e r a g e s a l a r ie s e x c e e d e d th e m e d ia n s by
m o r e th an 4 p e r c e n t f o r d i r e c t o r s o f p e r s o n n e l II and IV ( 5 .0 and 5 .8 p e r c e n t ,
r e s p e c t i v e l y ) ; f o r m a n a g e r s o f o f f i c e s e r v i c e s III (5 . 0 p e r c e n t ); and f o r o f f i c e
b o y s o r g i r l s (4 . 2 p e r c e n t ).
S a la ry D is t r ib u tio n s
P e r c e n t d is tr ib u t io n s o f e m p lo y e e s b y m o n th ly s a l a r ie s a r e p r e s e n t e d
f o r the p r o f e s s i o n a l and a d m in is tr a tiv e o c c u p a tio n s in ta b le 2, and f o r e n g in e e r ­
ing te c h n ic ia n s in ta b le 3; d is tr ib u t io n s b y w e e k ly s a la r ie s a r e sh ow n f o r e m ­
p lo y e e s in th e d ra ftin g and c l e r i c a l o c c u p a tio n s in ta b le 4 . 12 W ithin n e a r ly a ll
o f the 75 o c c u p a tio n w o r k l e v e l s , s a la r y r a te s f o r s o m e o f the h ig h e st p a id
e m p lo y e e s w e r e tw ic e th o s e o f the lo w e s t p a id e m p lo y e e s .
A ll o c c u p a tio n s in
w h ich tw o l e v e ls o r m o r e o f w o r k w e r e s u r v e y e d s h o w e d a s u b s ta n tia l d e g r e e

12
Technical considerations dictated the summarization o f employee distributions by weekly salaries in the case
o f the drafting and clerical jobs.




*

o f o v e r la p p in g o f in d iv id u a l s a l a r ie s b e tw e e n w o r k le v e ls in th e s a m e o c c u p a tio n .
R a n g e s in s a la r y r a te s o f e m p lo y e e s in e s t a b lis h e d p a y g r a d e s o r w o r k le v e ls
w ith in s a la r y s t r u c t u r e s o f in d iv id u a l f ir m s a ls o e x h ib ite d s u b s ta n tia l o v e r la p p in g .
T h e m id d le 50 and 80 p e r c e n t o f th e ra n g e , and th e m e d ia n s a la r y f o r
e a c h o c c u p a tio n w o r k l e v e l h ave b e e n c h a r te d (c h a r ts 2 and 3) to p oin t up o c c u ­
p a tio n a l p ay r e la tio n s h ip s as w e ll as th e t y p ic a lly g r e a t e r d e g r e e o f s a la r y d i s ­
p e r s io n a s s o c ia t e d w ith the h ig h e r w o r k le v e ls in e a c h o c c u p a tio n a l s e r i e s .
T h e a b s o lu te s p r e a d b e tw e e n h ig h e s t and lo w e s t p a id w o r k e r s w ith in
g iv e n w o r k l e v e ls te n d e d to w id e n w ith e a c h s u c c e s s i v e w o r k l e v e l f o r m o s t
o c c u p a tio n s in w h ich tw o le v e ls o r m o r e w e r e s u r v e y e d .
T h e r e la t iv e s p r e a d
in s a la r y r a n g e s sh ow ed c o n s id e r a b le v a r ia t io n a m o n g o c c u p a t io n s , and in m a n y
c a s e s , the r e la t iv e s p r e a d w a s not g r e a t e r f o r p r o f e s s i o n a l and a d m in is tr a tiv e
w o r k l e v e ls th an f o r c l e r i c a l l e v e ls s tu d ie d . E x p r e s s in g th e s a la r y ra n g e o f the
m id d le 50 p e r c e n t o f e m p lo y e e s as a p e r c e n t o f th e m e d ia n s a la r y p e r m it t e d
c o m p a r is o n s o f s a la r y ra n g e s f o r th e v a r io u s w o r k le v e ls on th e s a m e b a s is ,
and a ls o e lim in a te d e x t r e m e lo w and h ig h s a l a r ie s f r o m e a c h c o m p a r is o n .
Distribution of work levels by degree of dispersion
(salary range of middle 50 percent of employees
expressed as a percent of median salary)
Total
number
of
work
levels

Under
15

15
and
under
20

A ll l e v e l s ....... .......... ........

75

4

20

Accountants-----------------------Auditors------------------------------Chief accountants--------------A ttorn eys--------------------------Managers, office
services----------------------------Job analysts------------------------Directors o f personnel---------Chemists----------------------------Engineers--------------------------Engineering techn icians-----D ra ftin g ----------------------------C lerical-------------------------------

5
4
4
7

4
1

Occupational group

4
4
4
8
8
5
3
19

2
1

30
and
over

26

22

3

1
1

25
and
under
30

1
3
1
1

3
4

1

1
2

2
1

4
2
4

4
4

1

8

20
and
under
25

1

1
4

1
9

1
1

T h u s , in th is c o m p a r is o n , th e m id d le ra n g e f o r a tto r n e y le v e ls a m o u n te d
to 25 p e r c e n t o r m o r e o f the c o r r e s p o n d in g m e d ia n in fiv e o f s e v e n l e v e l s , w h e r e a s
the ra n g e w a s l e s s than 25 p e r c e n t o f the c o r r e s p o n d in g m e d ia n f o r a ll l e v e ls o f
c h e m is t s and e n g in e e r s .
T h e r e la t iv e s p r e a d te n d e d to w id e n at the h ig h e r le v e ls
o f m o s t o f the p r o f e s s i o n a l and a d m in is tr a tiv e o c c u p a t io n s . F o r e x a m p le , e n g i­
n e e r s w e r e d is tr ib u t e d b y l e v e l in th e p r e c e d in g ta b u la tio n as f o ll o w s :
L e v e ls I
and II, u n d e r 15 p e r c e n t ; III and IV , 15 and u n d e r 20 p e r c e n t ; and l e v e ls V
th ro u g h V III, 20 and u n d er 25 p e r c e n t . W ith tw o e x c e p t io n s , th e ra n g e w a s b e tw e e n
20 and 30 p e r c e n t o f th e c o r r e s p o n d in g m e d ia n s f o r the c l e r i c a l l e v e ls stu d ie d .
D iff e r e n c e s in th e ra n g e o f s a l a r ie s p a id in d iv id u a ls w ith in w o r k l e v e ls
s u r v e y e d r e f l e c t a v a r ie t y o f f a c t o r s o th e r th an d if f e r e n c e s in th e ra n g e o f d u tie s
and r e s p o n s i b i li t i e s e n c o m p a s s e d b y th e v a r io u s w o r k - l e v e l d e fin it io n s . S a la r ie s
o f in d iv id u a ls in the s a m e o c c u p a tio n and g r a d e l e v e l m a y v a r y c o n s id e r a b ly w ith in
e s t a b lis h m e n t s . S a la r ie s o f w h i t e - c o l l a r e m p lo y e e s a r e g e n e r a lly d e te r m in e d on
an in d iv id u a l b a s is o r u n d e r f o r m a li z e d p a y p la n s w h ich p r o v id e f o r a ra n g e in




9

s a la r y r a te s f o r e a c h g r a d e l e v e l w ith in e a c h o c c u p a t io n .
T h e in - g r a d e s a la r y
s p r e a d (i. e . , the p e r c e n t d if fe r e n c e b e tw e e n the m in im u m and m a x im u m r a te s
f o r a g r a d e ) te n d s to be g r e a t e r in the p r o f e s s i o n a l and a d m in is tr a tiv e jo b s than
in th e c l e r i c a l jo b s .
F o r th e p r o f e s s i o n a l and a d m in is tr a tiv e o c c u p a t io n s , the
la b o r m a r k e t ten d s to be n a tio n a l in s c o p e .
O ffic e c l e r i c a l e m p lo y e e s , o n the
o th e r han d, a r e u s u a lly r e c r u it e d l o c a l l y . 3 A s p o in te d out e a r l i e r (and in d ic a te d
in ta b le 5 and ch a r t 4 ), e m p lo y m e n t in th e v a r io u s in d u s tr ie s w ith in the s c o p e o f
th e s u r v e y v a r ie s c o n s id e r a b ly f r o m o c c u p a tio n to o c c u p a tio n . T h e s e v a r ia t io n s in
e m p lo y m e n t a ls o a r e r e f l e c t e d in s a la r y le v e ls and d is tr ib u t io n s to the exten t that
s a la r ie s d if f e r b y in d u s tr y , as e x p la in e d in th e fo llo w in g s e c t io n .
P a y D iff e r e n c e s b y In d u stry
T h e s u r v e y w a s p la n n ed to p e r m it p u b lic a tio n o f n a tio n a l s a la r y e s tim a te s
b y le v e l o f w o r k f o r th e p r o f e s s i o n a l and a d m in is tr a tiv e o c c u p a tio n s in a ll in d u s ­
t r i e s w ith in s c o p e o f th e s u r v e y . B y co m b in in g the data f o r a ll le v e ls o f w o r k stu d ­
ie d in e a c h o c c u p a tio n , it w a s p o s s i b l e to p r e s e n t c o m p a r is o n s b e tw e e n r e la t iv e
s a la r y le v e ls in m a jo r in d u s try d iv is io n s and a ll in d u s tr ie s c o m b in e d (ta b le 6 ).
T o ob ta in r e la t iv e s a la r y l e v e ls , a g g r e g a t e s f o r the w o r k l e v e ls in e a c h o c c u p a ­
tio n c o m b in e d w e r e co m p u te d f o r a ll in d u s tr ie s and f o r e a c h m a jo r in d u s try
d iv is io n . T h e a ll-in d u s t r y e m p lo y m e n t in e a c h w o r k le v e l w as u s e d as a co n sta n t
e m p lo y m e n t w eig h t in co m p u tin g a g g r e g a t e s f o r the v a r io u s o c c u p a tio n s b y in d u s ­
t r y to e lim in a te th e in flu e n c e o f d if fe r e n c e s a m o n g in d u s tr y d iv is io n s in the
p r o p o r t io n o f e m p lo y m e n t in v a r io u s w o r k l e v e l s . T h e a g g r e g a t e s f o r e a c h o c c u ­
p a tio n and in d u s try d iv is io n w e r e th en e x p r e s s e d as p e r c e n t a g e s o f th e c o r r e ­
sp on d in g g r o u p s in a ll in d u s tr ie s c o m b in e d .
F o r a ll o f the c l e r i c a l o c c u p a tio n s stu d ie d , and f o r m o s t o f the p r o f e s ­
s io n a l and a d m in is tr a tiv e o c c u p a tio n s
in w h ich c o m p a r is o n s c o u ld be m a d e ,
r e la t iv e s a la r y le v e ls w e r e lo w e r in r e t a il tr a d e and in fin a n c e , in s u r a n c e , and
r e a l e s ta te than in o th e r in d u s try d iv is io n s (ta b le 6 ). It is a p p a re n t, t h e r e f o r e ,
that in th o s e o c c u p a tio n s in w h ich r e t a il tr a d e and th e fin a n c e in d u s tr ie s a cco u n t
f o r a s u b s ta n tia l p r o p o r t io n o f the to ta l e m p lo y m e n t, as sh ow n in ta b le 5, the
a v e r a g e s a la r ie s f o r a ll in d u s tr ie s c o m b in e d a r e lo w e r e d and th e r e la t iv e le v e ls
in in d u s tr ie s su ch as m a n u fa ctu rin g and p u b lic u t ilit ie s ten d to be w e ll a b o v e
100 p e r c e n t o f th e a ll-in d u s t r y l e v e l (ta b le 6 ). F o r e x a m p le , r e la t iv e p a y le v e ls
f o r b o o k k e e p in g -m a c h in e o p e r a t o r s o f 111 p e r c e n t in m a n u fa ctu rin g and 122 p e r ­
cen t in p u b lic u t ilit ie s r e f l e c t the in flu e n c e o f lo w e r s a la r ie s f o r the h igh p r o ­
p o r t io n (47 p e r c e n t ) o f a ll-in d u s t r y e m p lo y m e n t a c c o u n te d f o r by the fin a n c e
in d u s t r ie s . In fin a n c e in d u s t r ie s , h o w e v e r , th e r e la t iv e ly lo w e r s a la r y le v e ls w e r e
o f fs e t to the exten t that a v e r a g e w e e k ly h o u r s in that in d u s try w e r e lo w e r than in
the o th e r in d u s tr ie s s u r v e y e d , as sh ow n in ta b le 8.
T h e r e la t iv e s a la r y le v e ls
f o r p r o f e s s i o n a l , a d m in is t r a t iv e , and t e c h n ic a l o c c u p a tio n s te n d e d to b e n e a r e s t to
100 p e r c e n t o f the a ll-in d u s t r y le v e ls in m a n u fa ctu rin g in d u s t r ie s , w h ich a c c o u n te d
f o r a h ig h p r o p o r t io n o f th e t o ta l e m p lo y m e n t in m o s t o f th e s e o c c u p a t io n s .
R e la tiv e s a la r y le v e ls f o r a m a jo r it y o f th e c l e r i c a l and h a lf the p r o ­
f e s s i o n a l and a d m in is tr a tiv e o c c u p a tio n s w e r e s lig h tly h ig h e r in p u b lic u tilitie s
than in m a n u fa ctu rin g in d u s trie s.. F o r e n g in e e r s , h o w e v e r , r e la t iv e s a la r y l e v e ls
in u tilitie s w e r e 97 p e r c e n t o f th e a ll-in d u s t r y l e v e l, c o m p a r e d w ith 100 f o r m a n ­
u fa c tu r in g and 99 f o r the s e le c t e d s e r v i c e s .
T h e r e la t iv e s a la r y p o s it io n o f
c h e m is t s w a s a b o v e that f o r e n g in e e r s in the s e le c t e d s e r v i c e s ; th is r e f l e c t e d the
r e la t iv e ly fe w c h e m is t s c o m p a r e d w ith e n g in e e r s w ith in th is g r o u p in g w h o w e r e 1
3

13
For an analysis of interarea pay differentials in clerical salaries, see Wages and Related Benefits: Metropol­
itan Areas, United States and Regional Summaries, 1961— (BLS Bulletin 1303-83, 1963, Pt. II).
62




10

e m p lo y e d in e n g in e e r in g and a r c h it e c t u r a l s e r v i c e s f i r m s w h e r e s a la r y le v e ls w e r e
lo w e r than in th e r e s e a r c h , d e v e lo p m e n t, and te s tin g l a b o r a t o r i e s .
S a la ry le v e ls
o f e n g in e e r s in the la t t e r in d u s tr ie s w e r e a p p r o x im a te ly 10 p e r c e n t h ig h e r than in
e n g in e e r in g and a r c h it e c t u r a l s e r v i c e s in d u s tr ie s as a g r o u p .

A v e r a g e W e e k ly H ou rs
T h e len g th o f the w o r k w e e k , on w h ich the r e g u la r s t r a ig h t -t im e s a la r y
w a s b a s e d , w a s o b ta in e d f o r in d iv id u a l e m p lo y e e s in the o c c u p a tio n s s tu d ie d . T h e
d is tr ib u t io n o f th e a v e r a g e w e e k ly h o u r s (ro u n d e d to th e n e a r e s t h a lf h o u r) is
sh ow n in ta b le 7 f o r th e 75 jo b c a t e g o r i e s .
W o rk w e e k s a v e r a g e d 40 h o u r s in
17 j o b c a t e g o r ie s , 39. 5 h o u r s in 25 c a t e g o r i e s , and f r o m 38 to 39 h o u r s in a ll
o th ers.
D iff e r e n c e s in a v e r a g e w e e k ly h o u r s a m o n g o c c u p a t io n s , and a m o n g w o r k
le v e ls w ith in o c c u p a t io n s , l a r g e ly r e f l e c t v a r ia t io n in the d is tr ib u t io n o f e m p lo y ­
m en t in the v a r io u s jo b c a t e g o r ie s a m o n g in d u s t r ie s .
W o rk w e e k s o f 40 h o u rs
w e r e p re d o m in a n t in a ll e x c e p t th e fin a n c e in d u s t r ie s , in w h ich a m a jo r i t y o f the
e m p lo y e e s w e r e on s c h e d u le s o f l e s s than 40 h o u r s . 14 A v e r a g e w o r k w e e k s o f
39 h o u r s o r l e s s f o r a ll l e v e ls o f a u d ito r s and a tto r n e y s and s e v e r a l o f th e c l e r ­
i c a l c a t e g o r ie s r e f l e c t th e exten t to w h ich th e y a r e e m p lo y e d in fin a n c e in d u s t r ie s .
S im ila r ly , the a v e r a g e w e e k ly h o u r s o f 39. 5 o r 40 h o u r s r e c o r d e d f o r a ll le v e ls
o f c h e m is t s and e n g in e e r s r e f l e c t th e h ig h in c id e n c e o f the 4 0 -h o u r w o r k w e e k
in m a n u fa ctu rin g , p u b lic u t ilit ie s , s c i e n t if ic r e s e a r c h , and e n g in e e r in g s e r v i c e s
in d u s t r i e s .
T h e d is tr ib u t io n o f a v e r a g e w e e k ly h o u r s (ro u n d e d to th e n e a r e s t h a lf
h o u r) is p r e s e n t e d in ta b le 8 f o r a ll o c c u p a tio n w o r k l e v e ls c o m b in e d in m a jo r
in d u s tr y d iv is io n s s u r v e y e d .
A v e r a g e w e e k ly h o u r s w e r e l o w e r in fin a n c e , i n ­
s u r a n c e , and r e a l e s ta te than in the o th e r in d u s tr y d iv is io n s f o r a m a jo r it y o f the
o c c u p a tio n s s tu d ie d .
T h u s , in fin a n c e in d u s t r ie s , w o r k w e e k s a v e r a g e d 38 h o u rs
f o r a m a jo r it y o f th e o c c u p a t io n s , c o m p a r e d to 3 9 .5 h o u rs in m a n u fa ctu rin g and
f r o m 39 to 39. 5 h o u rs in the re m a in in g in d u s tr ie s s u r v e y e d .

14
For additional information on scheduled weekly hours o f office workers employed in metropolitan areas, see
Wages and Related Benefits: Metropolitan Areas, United States and Regional Summaries, 1962-63 (BLS Bulletin 1345-83,
1964, Pt. II).




11

Chart 1. Rise in Average (Mean) Salaries for Selected
Occupational Groups, 1961 to 1964

O C C U PA TIO N A L G R O U P S

PERC EN T

0

D i re c t o r s o f

Pe rso n n e l

A tto r n e y s

Ch e m ists

C h ief Accounta nts

D r a f t i n g Employe es

Enginee rs

A u d itors

Accounta nts

Clerica l

Em ploye es

M a n a g e r s , O ffic e S e rv ic e s

Job

748-596 0

A n a ly sts

-

64-3




2

4

6

8

10

12

12

Chart 2.




Salaries in P ro fe ssion a l and T ech n ica l O ccu p a tion s,
F ebru ary-M arch 1 9 6 4

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

13

Chart 3.

Salaries in A dm inistrative and C lerical O ccu p a tion s,
February-M arch 1964

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

OCCUPATION AND
C LA SS

Directors of Personnel

IV
III

II

Job Analysts

IV
III

II

I
Managers, Office Services IV

Tabulating-Machine

^

Operators

II

I
Clerks, Accounting

II

I
Stenographers, Senior
Stenographers, General
Switchboard Operators,
bpeciai
Switchboard Operators
Bookkeeping-Machine
Operators

^

I
Keypunch Operators

Clerks, File

II

III

Typists
I
Office Boys or Girls




$250

$500

$750

$1,000

$1,250

$1,500

$1,750

$2,000

14

Chart 4. Relative Employment in Selected Occupational
Groups by Industry Division, February-March 1964
PER CEN T

0

20

40

60

80

100

O C C U P A TIO N A L G RO UPS

A cc o u n ta n ts and
C h ie f

Acc ounta nts

A ud itors

A ttorneys

M a n a g e r s , O ffic e S ervices

D i re c t o r s o f

Pe rso n n e l

and Job A n a l y s t s

C hem ists

E n g in e e r s

E n g i n e e r in g Tec hnicians
and D ra ftsm e n

Clerical




Employe es

M a n u fa c tu rin g

Public U tilitie s

^ Fin a n c e , Insuranc e, and Real Esta te

|
_____ J Trade and Selected Services

15
Table 1.

Employment and Average Salaries for Selected P rofessional, A dm inistrative, Technical, and
C lerica l Occupations in Private Industry,'^February— arch 1964, and Percent Increase
M
in Average Salaries During the Y e a / ^

Number
of
em ­
ployees3

Occupation and class

Annual salaries 4

Monthly salaries 4

Mean

Median

F irst
quartile

Third
quartile

Accountants and Auditors

Auditors
Auditors
Auditors
Auditors
Chief
Chief
Chief
Chief

Median

F irst
quartile

Third
quartile

?40
C*t \J
840
908
504
568

« l jU
pO, inn
U
6, 816
7, 860
9 ,3 9 6
1 1 ,3 7 6

$D,
6,
7,
8,
10,

228
236
592
260

$ 6 756
1 , 464
8, 532
1 0 ,3 0 8
1 2 ,6 4 8

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

524
664
794
948

5, 832
7, 188
8, 520
10 ,2 8 4

5, 748
7, 116
8 ,4 6 0
1 0 ,0 8 0

5,
6,
7,
9,

292
384
548
060

6, 288
7, 968
9, 528
1 1 ,3 7 6

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

722
918
1 ,0 4 2
1, 139

949
1, 188
1 ,3 1 8
1,4 7 9

10, 296
12, 576
14, 124
15,9 4 8

10, 080
1 2 ,5 0 4
1 3 ,7 7 6
1 5 ,7 0 8

8, 664
11,0 1 6
12, 504
1 3,668

11,3 8 8
1 4 ,2 5 6
1 5 ,8 1 6
1 7 ,7 4 8

.
6.
4.
2.

605
705
854
1 ,0 3 2
1,3 1 5
1 ,5 1 6
1,9 7 5

551
636
751
920
1, 153
1 ,2 7 2
1,6 9 3

662
787
992
1 ,2 1 7
1 ,4 8 7
1 ,7 2 4
2, 314

7, 248
8 ,5 3 2
1 0 ,4 6 4
12, 816
16, 032
18,4 2 0
2 4 ,2 8 8

7, 260
8 ,4 6 0
1 0 ,2 4 8
1 2 ,3 8 4
1 5 ,7 8 0
1 8 ,1 9 2
2 3 ,7 0 0

6, 612
7, 632
9, 012
11 ,0 4 0
1 3 ,8 3 6
15,2 6 4
20, 316

7, 944
9, 444
1 1 ,9 0 4
1 4 ,6 0 4
17, 844
2 0 ,6 8 8
2 7 ,7 6 8

-2 . 7
.6
1. 6
4. 2
4. 3
5. 3
2. 4

625
770
916
1 ,0 7 9

611
772
872
1,071

5 63
706
813
1 ,0 1 4

699
841
1 ,0 2 5
1, 170

7, 500
9, 240
1 0 ,9 9 2
12, 948

7, 332
9, 264
1 0 ,4 6 4
1 2 ,8 5 2

6,
8,
9,
12,

756
472
756
168

8, 388
10, 092
12,3 0 0
14,0 4 0

1 .3
2. 3
5. 2
-. 1

109
353
729
549

548
621
712
847

569
615
701
849

473
549
646
764

622
685
777
924

6, 576
7, 452
8, 544
1 0 ,1 6 4

6, 828
7, 380
8 ,4 1 2
1 0 ,1 8 8

5,
6,
7,
9,

676
588
752
168

7, 464
8, 220
9, 324
1 1 ,0 8 8

2.
3.
3.
3.

644
1 ,3 2 7
1 ,0 8 0
374

805
930
1, 158
1 ,3 7 6

811
886
1, 153
1,301

693
799
984
1, 195

903
1, 036
1,311
1 ,5 4 7

9, 660
11, 160
1 3 ,8 9 6
16, 512

9, 732
1 0 ,6 3 2
13, 836
1 5 ,6 1 2

8, 316
9, 588
11,8 0 8
14,3 4 0

1 0 ,8 3 6
1 2 ,4 3 2
1 5 ,7 3 2
18, 564

7 .9
4. 5
3. 4
4 .9

1 ,4 7 2
4, 256
7, 493
7, 947
5 ,4 6 6
2, 971
1, 096
353

538
610
717
886
1 ,0 6 2
1 ,2 2 9
1 ,4 4 4
1 ,7 5 7

546
604
707
872
1 ,0 5 2
1 ,2 1 9
1 ,4 1 2
1,7 0 3

501
556
648
789
943
1, 087
1 ,2 6 8
1 ,5 6 7

588
661
776
976
1, 173
1 ,3 4 8
1 ,5 8 4
1 ,8 4 7

6 ,4 5 6
7, 320
8, 604
1 0 ,6 3 2
12, 744
14, 748
17, 328
2 1 ,0 8 4

6, 552
7, 248
8 ,4 8 4
10, 464
1 2 ,6 2 4
1 4 ,6 2 8
1 6 ,9 4 4
2 0 ,4 3 6

6, 012
6, 672
7, 776
9, 468
1 1 ,3 1 6
1 3 ,0 4 4
15, 216
18, 804

7, 056
7, 932
9, 312
1 1 ,7 1 2
1 4 ,0 7 6
16, 176
1 9 ,0 0 8
22, 164

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

871
093
245
652
409
312
073
215

612
667
767
918
1 ,0 7 7
1 ,2 3 5
1,471
1 ,7 0 7

611
662
764
909
1 ,0 6 2
1 ,2 3 5
1 ,4 5 8
1 ,6 6 9

584
624
705
829
954
1 ,0 9 5
1 ,3 1 6
1 ,5 2 4

643
708
828
1, 001
1, 179
1 ,3 7 0
1 ,6 1 0
1 ,8 8 7

7, 344
8, 004
9, 204
11, 016
12, 924
14,8 2 0
1 7 ,6 5 2
2 0 ,4 8 4

7, 332
7 ,9 4 4
9, 168
1 0 ,9 0 8
1 2 ,7 4 4
1 4 ,8 2 0
1 7 ,4 9 6
2 0 ,0 2 8

7, 008
7, 488
8, 460
9, 948
1 1 ,4 4 8
13,1 4 0
15,7 9 2
18, 288

7, 716
8 ,4 9 6
9, 936
1 2 ,0 1 2
1 4 ,1 4 8
1 6 ,4 4 0
1 9 ,3 2 0
2 2 ,6 4 4

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

3, 573
1 1 ,0 6 5
17, 820
22, 967
10, 894

406
485
556
626
713

405
483
560
622
704

366
448
510
581
655

446
527
609
672
766

8, 513
18,051
13, 337
5, 521

570
659
792
964

568
655
783
948

519
603
716
855

I --------------------------------------I I --------------------------------------I II------------------------------------I V -------------------------------------

435
2, 017
3, 767
2, 262

486
599
710
857

479
593
705
840

441
532
629
755

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

279
1, 107
670
260

858
1 ,0 4 8
1, 177
1, 329

840
1 ,0 4 2
1, 148
1, 309

284
874
998
1 ,4 2 4
1, 168
709
467

604
711
872
1 ,0 6 8
1 ,3 3 6
1, 535
2, 024

372
608
335
77

accountants
accountants
accountants
accountants

Mean

Percent
increase
in
average
salaries

7>

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

Accountants
Accountants
Accountants
Accountants

Middle range 5

Middle range 5

"* ^ 6 2 2 *
711
859
1 ,0 5 4

$ O,
$A
6,
7,
9,
11,

77C
1I?

6
5
5
8

Attorneys
Attorneys
Attorneys
Attorneys
Attorneys
Attorneys
Attorneys
Attorneys

I ------------------------------------I I -----------------------------------I I I ----------------------------------I V ----------------------------------V -----------------------------------V I ----------------------------------V I I --------------------------------Office Services

M anagers,
M anagers,
M anagers,
M anagers,

office
office
office
office

services
services
services
services

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

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

I -------------I I ------------I II----------I V ------------

6
3
9
2

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

I _________________________
I I ------------------------------------III-----------------------------------I V ---------- ------------------------V ---------------------------------------------------------------V I -------------------------------------------------------------V I I -----------------------------------------------------------V III ---------------------------------------------------------

Engineers
Engineers
Engineers
Engineers
Engineers
Engineers
Engineers
Engineers

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

8,
26,
71,
89,
52,
28',
9,
2,

Engineering Technicians
Engineering
Engineering
Engineering
Engineering
Engineering

technicians
technicians
technicians
technicians
technicians

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

See footnotes at end of table.




4,
5,
6,
7,
8,

872
820
672
512
556

4, 860
5, 796
6, 720
7 ,4 6 4
8 ,4 4 8

4,
5,
6,
6,
7,

392
376
120
972
860

5,
6,
7,
8,
9,

352
324
308
064
192

2.
4.
3.
3.
3.

3
3
7
3
6

16
Table 1.

Employment and A verage Salaries for Selected P rofessio n al, A dm inistrative, Technical, and
C lerica l Occupations in Private In d u stry,1 February— arch 1964, and Percent Increase
M
in A verage Salaries During the Y e a r 2— Continued

Occupation and class
(See definitions in appendix B)

of

em - 1
Mean
ployees3!

Annual salaries 4

Middle range 5 m
Median

F irst
T h ir J
quartile quarti|e

Middle range 5
Mean

Median

F irst
quartile

Third
quartile

Percent
increase
in
average
salaries

/

D raftsm en
D raftsm en, ju n io r ------------------------D raftsm en, s e n i o r -----------------------T racers -------------------------------------------

Monthly salaries 4

Number |

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

585

571

307
511
308

$ SUb
650
417

$ 0 ,3 9 5
7, 021
4, 329

$ 5 , 318
6, 856
4, 275

$ 4 , 667
6, 126
3, 702

$ 6, 074
7, 795
5, 005

2. 9
2. 2
1 .7

14 ,1 9 3

302

293

259

339

3, 627

3, 519

3, 102

4 ,0 6 7

3. 6

4 ,3 4 8
5 2 ,8 1 5
3 7 ,6 2 6
1 6 ,9 3 7
2 1 ,8 6 5
7,4 0 1
3 2 ,5 0 4
2 2 ,5 4 7
2 2 ,6 2 0
6 8 ,8 3 8
41, 743
16, 363
919

372
347
461
259
294
368
327
376
281
356
403
357
395

371
339
454
252
285
361
317
376
269
352
404
361
402

324
291
393
230
252
313
278
332
243
308
358
308
354

419
393
524
280
326
415
369
424
306
404
448
408
441

4 ,4 6 7
4, 169
5, 530
3, 106
3, 530
4 ,4 1 9
3, 918
4, 513
3, 369
4, 269
4, 842
4, 282
4, 746

4 ,4 5 8
4 ,0 6 7
5 ,4 4 9
3, 024
3 ,4 1 5
4, 328
3, 806
4, 510
3, 233
4, 223
4, 849
4, 328
4, 823

3, 884
3 ,4 9 3
4, 719
2, 763
3, 024
3, 754
3, 337
3 ,9 8 9
2, 920
3, 702
4, 302
3, 702
4, 249

5 ,0 3 2
4, 719
6, 283
3 ,3 6 3
3,9 1 1
4 ,9 7 9
4 ,4 3 2
5, 084
3, 676
4, 849
5, 370
4 ,9 0 1
5, 292

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

9, 218

336

328

289

378

4 ,0 3 1

3 ,9 3 7

3, 467

4, 536

2. 1

1 7 ,2 7 2

411

411

363

461

4, 937

4 ,9 2 7

4, 354

5, 527

2. 7

8, 876
6 0 ,7 0 6
36, 219

496
297
354

491
291
348

441
259
311

550
328
395

5, 951
3, 5694, 248

5, 892
3 ,4 9 3
4, 171

5, 292
3, 102
3, 728

6, 596
3 ,9 3 7
4, 745

2. 6
2 .4
3. 0

C lerica l
Bookkeeping-machine
operators I ----------------------------------Bookkeeping-machine
operators I I --------------------------------C lerks, ‘accounting I --------------------C lerks,-accoun ting II -------------------C lerk s,, file I ........................................
C lerks r file II--------------------------------C le r k s; file I I I -----------------------------Keypunch operators I -------------------Keypunch operators I I -----------------O ffice hpys or g i r l s ---------------------Stenographers, g en era l---------------Stenographers, senior ----------------Switchboard o p e r a t o r s ----------------Switchboard operators, special —
Tabulating-m achine
operators I ----------------------------------Tabulating-m achine
operators I I --------------------------------Tabulating-m achine
operators I I I -------------------------------Typists I ----------------------------------------Typists I I ----------------------------------------

1 For scop^fc^jstudy, see table in appendix A .
2 For lim itation^& i,jgercen t increase in average salaries a ^ 'm e a s u r e of change in salary s c a le s , see p. 4 of text.
3 Occupational em p lo y ?!**^ estim ates relate to the totaL^in all establishm ents within scope of the study and not the
number actually surveyed. For fu^idjcr explanation, see p. 29>^$f appendix A.
4 Salaries reported relate to u?fc»«^andard sa la r lp ^ th a t were paid for standard work schedules; i. e. , to the straighttime salary corresponding to the e m p l o y e s c h e d u l e excluding overtim e hours.
5 The m iddle range (interquartile) u s g ^ i^ n v k is the central part of the array excluding the upper and lower fourths of
the employee distribution.




17
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February—
March 1964
Accountants

Auditors

Chief accountants

Average monthly salaries
I
Under $ 3 7 5 _______________________ .
$ 3 7 5 and under $ 4 0 0 ______________

II

III

V

IV

IV

-

-

I

"

-

-

5. 7

-

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

_
(1 .8 )

_
-

_
-

7. 8
18. 2
16.6
10. 8

0 .9
2 .6
5. 6
5. 1

16. 1
8 .7
4. 8
3 .4

8 .7
6. 8
10. 0
14.6

2.
3.
4.
4.

5
5
6
0

(0 .4 )

3 .4
1. 8
1. 1
(1 .4 )

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

7 .4
6 .6
10. 0
7. 7

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

8.
7.
7.
5.

under
under
under
unde r

$425
$450
$475
$ 5 00

_______________
______________
_______ _______
_______________

4. 2
4 .6
1 0.6
11. 8

$ 500
$525
$550
$575

and
and
and
and

under
under
under
under

$ 525
$550
$575
$600

______________
______________
______________
______________

16.
18.
14.
7.

$600
$625
$ 6 50
$675

and
and
and
and

under
tinder
unde r
under

$625
$650
$ 6 75
$700

______________
_______________
______________
______________

$700
$ 725
$750
$ 775

and
and
and
and

under
under
under
under

$725
$ 750
$ 775
$ 800

______________
______________
______________
______________

$800
$ 825
$ 850
$ 875

and
and
and
and

under
under
under
under

$825
$ 850
$ 875
$ 900

______________
---------------------______________
______________

$900
$925
$950
$ 975

and
and
and
and

under
under
under
under

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

-

-

1
7
2
8

_

_

_
(0 .9 )
1. 0

-

10. 5
7. 5
5 .6
3 .6

1 1 .7
1 1.7
14. 1
1 0 .4

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

-

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

8. 5
7. 8
1 1.6
8 .4

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

_
-

-

2 .6
2 .2
1. 1
(1 .0 )

-

5 .7
1. 9
3. 1
1. 5

_
-

_
-

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

1. 7
(1 .9 )
-

-

5
1
8
5

_
-

-

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

-

_
-

_
-

_
-

-

-

-

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

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

_
-

_

_

_

-

_

-

3. 0
1 .4
(1 .3 )

-

-

-

12. 1
8 .4
5. 1
3. 5
2. 7

_
-

_
-

_
-

_
-

-

-

0
2
0
8

4 .6
3. 3
1. 7
(-7 )

_
-

10.
13.
13.
12.

0
0
3
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,

050 _________
1 0 0 _________
1 5 0 _________
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 ,6 0 0
1, 650
1, 700

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

550
600
650
700
750

_________
_________
_________
_________
_________

_

_

"

-

$
$
$
$

1 ,7 5 0
1, 800
1, 850
1 ,9 0 0

and
and
and
and

under $ 1, 800 _________
under $ 1, 850 _________
under $ 1, 900 _________
o v e r ____________________

_
-

3.
3.
7.
7.

10.
7.
4.
5.

-

-

_
-

_
(0 .9 )
1. 0

II

-

-

_

-

_
_

_
_

_
_
_

-

"

-

-

-

_

_

_

_
-

_
-

_
_
-

_
_
-

-

-

"

-

_

_

_

_

1 .4
-

-

_

1. 1
16. 5
-

-

-

_
-

_
-

-

-

_
4. 2
1. 0
3. 6

_
1 .5
-

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

.6
1. 9
4 .6
1. 2

.4
1. 9
1. 5

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

1 5 .6
13. 0
7. 2
3. 1
6. 9

9 .4
1 0.7
13 .9
5. 8
5 .4

1. 5
3. 8
18. 5
.4
8 .8

_
-

1. 4
-

7.
12.
3.
.
1.

9
8
7
7
6

10. 0
9 .6
8. 1
4 .6
7. 3

.9
.4
2. 8

-

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

8. 0
8. 5
4 .6
6. 5

_
9. 3
5. 7
.7

2 .6
7 .9
.9
3 .9

_
-

1 .9
1. 5
1. 0
. 3

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

8
3
2
7

_
-

_
-

1. 1
( .6 )

“

-

-

6.
4.
3.
1.
(3.

2. 5
.9
1. 1
(1 .5 )

_
-

_
-

-

IV

-

9 .0
9. 3
8 .6

5
0
5
1

III

_

_
-

0
8
2
9

4.
4.
6.
6.

7
1
8
4
0)

1.
13.
3.
4.

“

-

-

-

_
-

-

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

-

_
-

_
-

_
-

_
-

_
-

_
-

_
-

1 .4
-

_
-

6 .6
3. 0
(1 .1 )
-

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

_
-

_
-

_
- .

_
-

_
-

_
-

_
-

_
-

_
-

_
-

_
-

2 .7
3. 1

-

100. 0

100. 0

100. 0

100. 0

Number of e m p lo y e e s ______________

4, 099

8 ,5 1 3 18,051 13, 337

5, 521

Average monthly s a la r ie s _________

j $520




III

( 0 .7 )

and
and
and
and

See footnotes at end of table

II

1. 0
1 .6

$400
$42 5
$450
$ 47 5

T o t a l __________________________

I

$570

100. 0

$659

$792

$964-

100. 0

100. 0

100. 0

100. 0

435

2, 017

3 ,7 6 7

2, 262

$486

$599

$710

$857

100. 0

100. 0

279

1, 107

100. 0 100. 0
670

260

$ 8 5 8 $1, 048 $1, 177 |>1,329

18
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February—
March 1964— Continued
Attorneys

Average monthly salaries
I
$ 4 2 5 and under $ 4 5 0 ______________
$ 4 5 0 and under $ 4 7 5 ______________
$ 4 7 5 and under $ 5 0 0 ______________

II

1. 1
9. 5
2. 1

III

.
-

-

-

-

_

_

-

-

-

-

-

"

_
_
_

_
_

_
_
_

_
_

-

-

-

-

-

(0. 3)
5 .4
8. 3
2. 1

_
_
_

_
_
_

_
_

_
_

-

-

-

-

_

_
_
_

_
_

_
_
-

IV

_

V

VI

_

VII

$500
$ 525
$ 550
$575

and
and
and
and

under
under
under
under

$525
$ 550
$ 575
$600

______________
______________
______________
______________

.
10.
19.
2.

7
9
0
5

(0 .2 )
1. 9
7. 9
4. 1

$600
$625
$650
$ 675

and
and
and
and

under
under
under
under

$625
$650
$675
$ 700

______________
______________
______________
______________

22.
5.
2.
1.

9
3
1
1

8. 0
6. 2
10. 2
9 .4

$ 700
$ 725
$750
$ 775

and
and
and
and

under
tinder
under
under

$ 725
$ 750
$775
$ 800

_______________
______________
_
______
______________

9 .5
8. 1
.7

10.
6.
7.
5.

2
6
3
8

4.
3.
6.
4.

-

-

$800
$ 825
$850
$ 875

and
and
and
and

under
under
under
under

$825
$ 850
$875
$900

______________
______________
__ i__________ _
______________

2. 5
.7
-

10.
3.
1.
1.

5
1
1
5

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

3.
4.
3.
1.

4
1
3
5

_

_

_

2. 0
_

_
_

_
_

-

-

-

$900
$925
$950
$ 975

and
and
and
and

under
under
under
under

$ 9 2 5 __
______
$ 9 5 0 ______________
$ 9 7 5 ______________
$ 1, 000 ____________

1. 3
1. 4
(3 .1 )

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

9.
3.
3.
6.

3
6
9
0

.4
.6
.4
2. 0

_
_
_
(1 .3 )

15.
7.
7.
3.
4.

2
0
5
4
8

6.
5.
6.
9.
4.

2.
.
1.
12.
5.

$
$
$
$
$

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 _________
1 0 0 _________
1 5 0 _________
200 _________
250 _________

$
$
$
$
$

1, 250
1, 300
1, 350
1, 400
1 ,4 5 0

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 ,6 0 0
1, 650
1, 700

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1, 550
1, 600
1 ,6 5 0
1, 700
1, 750

_________
_________
_________
_________
____

$
$
$
$
$

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

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
1 0 0 _________
1 5 0 _________
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

$ 2, 500
$ 2, 550
$ 2 ,6 0 0
$ 2 ,6 5 0
$ 2 , 700

and
and
and
and
and

under $ 2, 550 _________
under $ 2, 600 _________
under $ 2 ,6 5 0 _________
under $ 2, 700 _________
o v e r ____________________

_________
_________
_________
_________
_________

_
1. 4
-

_
-

-

_

_

-

-

"

-

8.
5.
3.
3.
1.

7
9
7
5

8
0
4
5
2

(0 .7 )
1. 7
2. 7

_

_

-

-

-

-

-

-

_

_

_

-

-

-

-

"

-

_

_

_

_

-

-

-

-

-

-

-

"

-

(2 .3 )

_

9
5
8
5
5

_
_
_
1. 3
-

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

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

2. 1
(2 .4 )

6. 0
2. 5
2 .4
.9
i .9

11.
4.
6.
5.
2.

0
8
1
2
7

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

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

4.
1.
.
2.
2.

4
8
8
0
3

5 .6
7 .5
2. 1
2 .4
2 .6

4. 8
1. 1
3. 5
1. 3
-

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

1. 0
(-7 )

4. 1
3. 0
3 .4
.9
.4

_
-

"

_

_

_
_

“

-

_

_

_

_

-

-

-

-

_
-

-

-

-

-

-

-

_

_

_

_

_

-

-

-

_

_

_

-

-

_

_

-

-

_

-

'

-

1
7
4
3
2

9 .2
7 .4
9. 0
7. 5
5. 5

_

-

_
_

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

_
-

_
-

_

-

-

-

-

-

_

_

-

-

-

-

-

-

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

---------------------------------

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

Number of em ployees ______________

284

874

998

1, 424

1, 168

709

467

Average monthly s a la r ie s _________

$604

$711

$872

$ 1, 068

$ 1, 336

$ 1, 535

$ 2 , 024

Total _

See footnotes at end of table.




100. 0

19
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February—
March 1964— Continued
M anagers,
office services

Average monthly salaries

Job analysts

I
$ 350 and under $ 375 ______________
$ 375 and under $ 400 _______________

II

III

IV

-

-

-

-

_

_

_

_
-

$400
$425
$450
$ 475

and
and
and
and

under
under
under
under

$425
$450
$475
$500

______________
______________
______________
______________

$ 500
$ 525
$ 550
$ 575

and
and
and
and

under
under
under
unde r

$ 525
$ 550
$ 575
$ 600

______________
______________
______________
______________

$600
$ 625
$650
$675

and
and
and
and

under
unde r
under
under

$625
$ 650
$675
$700

______________
______________
______________
______________

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

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

$ 700
$ 725
$ 750
$ 775

and
and
and
and

under
under
under
tinder

$ 725
$750
$ 775
$ 800

______________
_______________
______________
______________

8 .6
8. 1
1. 1
1 .6

11. 0
9 .7
7. 7
12. 8

3.
4.
3.
2.

0
2
3
7

_
_
6. 5

$ 800
$ 825
$ 850
$875

and
and
and
and

under
under
under
under

$ 825
$ 850
$ 875
$900

______________
______________
______________
______________

2 .4
2. 4
( .8 )

6 .4
7 .4
5. 8
7. 4

14.
7.
11.
3.

0
8
3
3

2. 6
1. 3
3. 9

$900
$92 5
$ 950
$ 975

and
and
and
and

under
under
unde r
under

$ 9 2 5 ______________
$ 9 5 0 ______________
$ 9 7 5 ______________
$ 1, 000 ____________

0
8
2
5

5 .4
2. 1
6. 0
2. 7

2 .6
1. 3

1. 6
. 3
1. 8
-

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

2 8 .6
9. 1
14. 3
13. 0
3 .9

2. 4
(2. 1)

5 .2
2 .6

$
$
$
$
$

1, 000
1, 050
1, 100
1, 150
1 ,2 0 0

and
and
and
and
and

under
under
under
unde r
under

$
$
$
$
$

1, 050 _________
1, 1 0 0 _________
1, 1 5 0 _________
1 ,2 0 0 _________
1 ,2 5 0 _________

$
$
$
$
$

1, 250
1, 300
1, 350
1, 400
1, 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, 750
1 ,8 0 0
1, 850
1, 900
1, 950

and
and
and
and
and

under $ 1 ,8 0 0 _________
under $ 1, 850 _________
under $ 1, 900 _________
under $ 1, 950 _________
o v e r ____________________

4. 8
1. 6
5.
4.
16.
13.

4
8
1
4

_
-

_
-

-

-

0.
1.
1.
1.

2.
.
.
2.

-

5
3
6
3

"

-

_

_

-

-

-

-

_

_

(0. 3)
1. 8

_
1. 2
.9
.9

-

-

_
“

_

_

_

-

-

_
_
-

2. 6
2. 6
~

-

"

-

_

_
_
-

_
-

II

III

5. 5
8. 3

0. 6
1. 7

.9
11. 9
1. 8

1. 7
1. 1
.6
5 .4

4.
5.
15.
13.

7.
6.
9.
6.

6
5
6
8

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

_
-

_
-

D irectors of personnel
IV

I

II

III

-

-

-

_

_

_

-

-

-

_

-

-

"

_

-

-

-

9
2
1
5

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

_

_

_

_

0. 2

5. 1
-

-

_

-

-

1 8 .4
7. 1
6. 8
4. 5

6. 3
8 .9
11. 2
11. 7

2. 0
.9
1. 8
3. 3

1.
2.
1’4.
2.

_

_
1. 4

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

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

1 2.7
6. 2
.9
.5

6.
2.
2.
2.

5
8
8
0

3. 1
1. 7
1. 7
-

6.
3.
4.
1.

2
0
1
6

1. 7
-

1.
.
.
1.

4
5
1
1

(1 .5 )
-

-

_

7.
8.
10.
5.

3
6
0
8

8.
9.
5.
5.

4
2
4
8

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

0
0
2
5

_
-

IV

_
_
_
_
_
_
-

_
_
.2
.7

_
-

_
_
-

_

5
0
1
1

6. 5
7. 8
8. 5
4 .6

2.
4.
1.
1.

1
2
8
9

-

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

7. 5
.2

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

4.
2.
3.
5.

5
6
6
6

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

4. 4
2. 6
(2 .0 )
-

12. 3
5. 1
(•9)
-

-

-

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

6. 8
9 .5
4. 6
7. 0
9. 5

2.
2.
6.
10.
16.

1
7
1
7
6

-

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

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

7.
7.
4.
3.
3.

2
5
8
7
7

_
-

-

-

-

-

_

_

_

-

-

-

_
-

-

-

-

-

_

_

_

_

_

_

-

_

_

_
_
_

_

_
_

_

-

-

-

-

-

-

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

_

_

-

I

_

_

_

_

_

_

_
_
-

_
-

_
_
-

_
_
-

_
_
-

_
_
-

_
_
_
-

-

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

T o t a l__________________________

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

Number of em ployees ______________

372

608

335

77

109

35 3

729

549

644

1, 327

1, 080

374

Average monthly s a la r ie s _________

$625

$770

$916 $1, 079

$54 8

$621

$71 2

$847

$80 5

$930

$1, 158

$1, 376

See footnotes at end of table.

748-596 0

-

64 - 4




100. 0

20
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February-March 1964— Continued
Chem ists

Average monthly salaries
I
Under $ 4 0 0 __________________________

II

III

IV

V

VI

VII

VIII

1. 1

-

-

-

-

-

-

-

$400
$425
$450
$ 475

and
and
and
and

under
under
under
under

$425
$450
$475
$ 500

______________
______________
______________
______________

3. 0
7. 7
4 .9
7. 5

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

_
(0 .7 )

_
-

_
-

_
_
_

_
_
_

-

_
-

$ 500
$525
$ 550
$575

and
and
and
and

under
under
under
under

$ 525
$550
$ 575
$600

______________
______________
______________
______________

16. 8
10.6
. 1 6.7
13. 1

6 .4
9. 1
10. 9
14. 3

1. 2
1.6
2. 3
4 .6

_
-

_
-

$600
$ 62 5
$ 6 50
$ 675

and
and
and
and

under
unde r
unde r
under

$62 5
$ 650
$ 675
$700

______________
_______________
______________
______________

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

14. 0
9 .7
8. 5
4. 7

6 .9
8. 4
10. 2
10. 8

_
(2 .0 )
1. 9
1. 7

-

$ 700
$ 72 5
$ 750
$775

and
and
and
and

under
unde r
unde r
under

$ 725
$ 750
$ 775
$800

______________
______________
______________
______________

1. 2
(.6 )

4.
4.
2.
.

11. 5
8. 5
8. 2
4 .6

3 .6
4 .7
6. 8
7. 5

$ 800
$ 825
$ 850
$ 875

and
and
and
and

under
under
under
under

$ 825
$ 850
$ 875
$ 900

______________
______________
______________
______________

-

“

$900
$925
$ 950
$ 975

and
and
and
and

under
under
under
under

$ 925 ______________
$ 9 5 0 ______________
$ 975 ---------------------$ 1, 000 ____________

_
-

050 _________
1 0 0 _________
1 5 0 _________
200 _________
250 _________

_
-

-

_
-

8
1
8
9

-

"

_

_

-

_
-

_
-

-

-

-

-

_

_
_
-

_
_
-

-

-

-

-

_

_

_

_

(1 .6 )
1. 0

-

-

_
-

-

-

-

_

_

_

6
1
9
2

6.
7.
8.
5.

7
6
5
8

1.
3.
4.
4.

7
2
9
2

(0 .6 )

-

_

-

-

_
-

1. 7
1. 6
(3 .3 )

7.
5.
5.
4.

3
7
0
2

5 .4
4. 3
6. 0
5. 2

1. 3
2. 0
2 .9
1. 4

_
-

_
-

-

-

_
-

11. 8
12. 5
9. 3
8. 5
5 .9

8 .6
10. 9
8. 5
10. 0
9 .7

_
(1 .7 )
2. 7
6 .7
8. 9

_
_
(0 .6 )

4. 9
4. 0
2. 9
(2 .8 )

10. 0
9 .4
6 .8
4. 7
3 .6

14. 0
8. 4
5 .4
9. 1
7. 0

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

1. 3
( 1 .7 )

5.
3.
2.
2.

-

_

-

$
$
$
$
$

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,

-

_
-

"

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

$
$
$
$
$

1 ,2 5 0
1, 300
1, 350
1, 400
1 ,4 5 0

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1, 300
1, 350
1 ,4 0 0
1, 450
1, 500

_________
_________
_________
_________
_________

_
-

_
-

_
-

(1 .1 )
-

-

"

-

"

$
$
$
$
$

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

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1, 550
1 ,6 0 0
1 ,6 5 0
1 ,7 0 0
1, 750

_________
_________
_________
_________
_________

_
-

_
"

_
"

_
-

_
-

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

6.
6.
3.
5.
3.

8
2
7
2
3

8 .5
9. 3
6. 2
11 .9
11. 0

$
$
$
$
$

1, 750
1, 800
1 ,8 5 0
1, 900
1, 950

and
and
and
and
and

under
under
under
under
under

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

_________
_________
_________
_________
_________

_
-

_
-

_
- .

_
-

_
-

_
-

2.
1.
1.
1.
1.

0
1
2
7
0

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

$ 2, 000
$ 2, 050
$ 2, 100
$ 2, 150
$ 2 ,2 0 0

and
and
and
and
and

under
under
under
under
under

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

.7
1. 4
.2
1. 0
( .5 )

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

050 _________
1 0 0 _________
1 5 0 _________
200 _________
250 _________

$ 2, 250 and under $ 2, 300 _________
$ 2, 300 and o v e r ____________________

-

-

_

_

_

_

_

_

-

-

-

-

-

-

-

"

-

-

-

-

_

_

_

_

_

-

-

-

-

-

-

_
-

-

2. 5
6. 3

T o t a l __________________________

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

Number of em ployees______________

1 ,4 7 2

4 ,2 5 6

7 ,4 9 3

7 ,9 4 7

5 ,4 6 6

2, 971

1, 096

353

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

$538

$610

$717

$886

$ 1, 062

$ 1 ,229

$ 1 ,4 4 4

$ 1 ,757

See footnotes at end of table.




21
Table 2.

Percent Distribution of Employees 1 in Selected Professional and Administrative Occupations 2
by Average Monthly Salaries, February—March 1964— Continued
Engineers

Average monthly salaries
I
Under $400 -

—

-----------------

—

II

III

IV

V

VI

VII

VIII

-

-

-

-

-

-

-

-

-

$400
$425
$450
$475

and
and
and
and

under
under
under
under

$425
$ 450
$475
$500

-------------------------------------------------------------------------------------

_
-

_
-

_
-

_
-

_
-

_
-

_
-

_
-

(1 -0 )

-

-

-

-

-

-

-

$500
$525
$550
$57 5

and
and
and
and

under
under
under
under

$525
$550
$575
$600

-------------------------------------------------------------------------------------

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

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

_
_
(0 .7 )
1 .0

_

_

-

_
-

-

-

-

_
-

_
-

$60 0
$62 5
$65 0
$675

and
and
and
and

under
under
under
under

$625
$650
$675
$700

-------------------------------------------------------------------------------------

24. 7
15. 6
1 1 .0
4 .4

13.
16.
16.
13.

_
_

_

_

_

_
-

-

_
-

$700
$725
$750
$775

and
and
and
and

under
under
under
under

$725
$750
$775
$800

-------------------------------------------------------------------------------------

2. 5
1 .8
(.8 )

$800
$825
$85 0
$875

and
and
and
and

under
under
under
under

$825
$850
$875
$900

-------------------------------------------------------------------------------------

$900
$925
$950
$ 975

and
and
and
and

under
under
under
under

$925 ---------------------$950 ---------------------$975 ---------------------$ 1 ,0 0 0 ------------------

$ 1 ,0 0 0
$ 1 ,0 5 0
$ 1 ,1 0 0
$ 1, 150
$ 1 ,2 0 0

and
and
and
and
and

under
under
under
under
under

$ 1 ,0 5 0 -------------$ 1, 1 0 0 -------------$ 1, 150 -------------$ 1 ,2 0 0 -------------$ 1, 250 --------------

$ 1 ,2 5 0
$ 1 ,3 0 0
$ 1, 350
$ 1 ,4 0 0
$ 1 ,4 5 0

and
and
and
and
and

under
under
under
under
under

$ 1,3 0 0
$ 1 ,3 5 0
$ 1 ,4 0 0
$ 1 ,4 5 0
$ 1 ,5 0 0

------------------------------------------------------------------

$ 1 ,5 0 0
$ 1 ,5 5 0
$ 1 ,6 0 0
$ 1 ,6 5 0
$ 1 ,7 0 0

and
and
and
and
and

under
under
under
under
under

$ 1 ,5 5 0
$ 1 ,6 0 0
$ 1, 650
$ 1,7 0 0
$ 1 ,7 5 0

------------------------------------------------------------------

$ 1 ,7 5 0
$ 1 ,8 0 0
$ 1 ,8 5 0
$ 1 ,9 0 0
$ 1 ,9 5 0

and
and
and
and
and

under
under
under
under
under

$ 1 ,8 0 0
$ 1 ,8 5 0
$ 1 ,9 0 0
$ 1 ,9 5 0
$ 2 ,0 0 0

------------------------------------------------------------------

$ 2 ,0 0 0
$ 2 , 050
$ 2 ,1 0 0
$ 2 ,1 5 0
$ 2 ,2 0 0

and
and
and
and
and

under
under
under
under
under

$ 2 ,0 5 0 -------------$ 2 , 1 0 0 -------------$ 2 ,1 5 0 -------------$ 2 ,2 0 0 -------------$ 2 ,2 5 0 --------------

$ 2 , 300 and o v e r ------------------------------

-

.
-

_

-

-

-

8
5
3
7

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

(1 .1 )
1 .3

-

-

-

-

9. 2
7. 0
5. 0
2 .4

9 .6
10. 5
12. 0
9 .4

2. 3
2 .9
4 .4
5. 2

_
( 1 .1 )
1 .0

_
-

_
-

_
-

-

-

1 .9
1 .5
( i .o )

9 .7
7. 5
6. 0
4. 2

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

1 .6
4. 0
4. 7
3. 8

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

_
-

8.
7.
6.
5.

3
1
6
7

4. 1
4 .0
5. 2
4. 8

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

9. 8
5. 8
4. 0
2. 3
2 .0

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

_
_

(1 .4 )

-

-

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

1 0 .4
9. 2
6 .9
5. 5
4 .4

7.
9.
8.
9.
8.

5
1
3
3
1

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

( 1 .8 )
-

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

7. 4
8. 8
8. 7
9 .4
5. 0

2. 8
2 .4
1 .2
2. 0
(2 .9 )

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

_
-

-

_

_

-

-

-

-

-

-

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

_

_

_

-

6.
7.
7.
10.
8.

-

6
7
1
1
7

-

-

-

_
_

_
-

_
_

-

-

-

_

_

_
-

_
_

-

-

-

_

_

_

-

_
_

-

_
-

-

-

-

-

-

3. 5
2. 4
1 .7
1 .4
(2 .0 )

_

_

-

_
-

_
-

_
-

_
-

_
-

-

-

-

-

-

-

_
-

_

_
-

-

-

_
-

-

-

_
-

-

-

_

_

(0 .5 )

-

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

_
(2 .8 )

-

_

-

_
-

-

-

- -

-

-

"

-

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

_
-

_
-

_
-

_
-

_
-

_
-

_
-

.8
4. 3

-

-

-

-

T o t a l ----------------------------------------

100. 0

100. 0

100. 0

100. 0

1 0 0 .0

1 0 0 .0

100. 0

100. 0

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

8,.871

2 6 ,0 9 3

7 1 ,2 4 5

8 9 ,6 5 2

5 2 ,4 0 9

28, 312

9 ,0 7 3

2, 215

A verage monthly s a la r i e s --------------

$612

$667

$767

$918

$ 1 ,0 7 7

$ 1 ,2 3 5

$ 1 ,4 7 1

$ 1 , 707

1 To avoid showing sm all proportions of em ployees scattered at or near the extrem es of the distribution 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 F or scope of study, see table in appendix A.

NOTE:

Because of rounding, sums of individual items may not equal 100.




22
Table 3.

Percent Distribution of Engineering Technicians1 by Average Monthly Salaries, February—
March 1964
Engineering technicians

Average monthly salaries
I
$275 and under $300 --------------------

III

0. 2

V

-

-

_

-

IV

-

II

_

.

_

_

-

-

_

.

$300
$325
$350
$375

and
and
and
and

under
under
under
under

$325
$350
$375
$400

-----------------------------------------------------------------------------

1 .8
11 .7
17. 6
15. 8

0.
1.
2.
4.

1
1
8
1

_
_
(1 .2 )

$400
$425
$450
$475

and
and
and
and

under
under
under
under

$ 425
$450
$475
$500

-----------------------------------------------------------------------------

14. 0
1 6 .4
12. 5
6. 7

7.
10.
18.
16.

1
4
8
2

1 .9
3. 7
5. 3
8. 0

$500
$525
$550
$575

and
and
and
and

under
under
under
under

$525
$550
$575
$600

-----------------------------------------------------------------------------

2 .9
.5
-

13.
11.
7.
4.

6
0
0
0

12. 4
14. 8
13. 6
1 1 .2

3.
6.
7.
13.

8
4
7
3

(0 .9 )
1 .4
1. 7
3. 2

$600
$625
$650
$675

and
and
and
and

under
under
under
under

$625
$650
$675
$700

-----------------------------------------------------------------------------

_
-

2. 1
(1 .6 )

-

-

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

16. 4
1 3 .4
11. 1
7. 7

5. 1
9. 7
1 3 .9
12. 1

$700
$725
$750
$775

and
and
and
and

under
under
under
under

$725
$75 0
$775
$800

-----------------------------------------------------------------------------

_

_

-

_

_

_

.8
1. 1
( .7 )

-

-

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

1 1 .0
9. 6
9 .5
7. 4

$800
$825
$850
$875
$900

and
and
and
and
and

under $825 -------------------under $850 -------------------under $875 -------------------under $900 -------------------over --------------------------------

_

_

_

(1 .4 )

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

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

_

_

_
(1 .7 )
2. 5

-

_
_
-

T o t a l -------------------------------------

100. 0

100. 0

1 0 0 .0

1 0 0 .0

100. 0

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

3, 573

11 ,0 6 5

17, 820

22, 967

10, 894

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

$406

$485

$556

$62 6

$713

1 F o r scope of study, see table in appendix A . To avoid showing sm all proportions of employees 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 p e r­
centages representing these em ployees are shown in parentheses.

NOTE:

Because of rounding, sums of individual items may not equal 100.




23
Table 4.

Percent Distribution of Employees 1 in Selected Drafting and Clerical Occupations2
by Average Weekly Salaries, February—
March 1964

Average weekly salaries

Under $45 ----------------------------------------$45 and under $50 --------------------------

D rafts­
m en,
junior

D ra fts­
Tracers
m en,
senior

-

_

_

and
and
and
and
and

under
under
under
under
under

$55 -------------------------$60 -------------------------$ 65 -------------------------$ 7 0 -------------------------$ 7 5 --------------------------

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

$75
$80
$85
$90
$95

and
and
and
and
and

under
under
under
under
under

$ 8 0 -------------------------$ 8 5 -------------------------$90 -------------------------$ 9 5 -------------------------$ 1 0 0 -------------------------

4. 5
6. 8
7 .4
10. 7
9 .4
12.
7.
7.
6.
5.

0
8
5
6
1

I

C lerk s,
accounting

II

I

_
-

_
_
( 0 .9 )
1. 2
1. 6

0. 2

(1 .1 )
1 .6
2. 6

1 1 .4
17. 4
16. 5
13. 3
12. 6

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

7
0
1
1
7

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

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

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

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

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

9 .0
9. 1
7 .9
6. 7
6. 0

-

1 .6
( 1 .4 )
-

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

-

1 .0
( .9 )
-

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

10. 2
14. 1
1 6 .9
14. 3
12. 7

1 .2
2. 1
5. 5
8. 0
9, 5

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

10.
12.
11.
11.
8.

5
1
6
8
3

10.
12.
8.
6.
4.

-

_

_

$ 100
$105
$110
$115
$120

and
and
and
and
and

under
under
under
under
under

$ 1 0 5 ---------------------$ 1 1 0 ---------------------$ 1 1 5 ---------------------$ 1 2 0 ---------------------$125 ----------------------

$ 125
$ 130
$ 135
$140
$145

and
and
and
and
and

under
under
under
under
under

$ 1 3 0 ---------------------$ 1 3 5 ---------------------$ 140 ---------------------$ 1 4 5 ----------------------$ 1 5 0 ----------------------

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

8.
9.
7.
6.
5.

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

and
and
and
and
and
and

under $160 ---------------------under $ 1 7 0 ----------------------under $ 1 8 0 ---------------------under $190 ---------------------under $200 ---------------------o v e r -----------------------------------

1. 7
( .7 )

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

T o t a l ----------------------------------------

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 ,4 6 6

37, 583

2, 532

1 4,193

4, 348

5 2 ,8 1 5

3 7 ,6 2 6

16, 937

2 1 ,8 6 5

7, 401

$ 1 3 4 . 50 $ 8 3 . 00

$ 6 9 . 50

$ 8 5 .5 0

$ 8 0 .0 0

$10 6 . 00

$ 5 9 . 50

$ 6 7 . 50

$ 8 4 . 50

-

-

A verage weekly s a l a r i e s ---------------- $103. 50

See footnotes at end of table.




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

(0 .7 )
4. 5
7 .9
10. 5
7. 5

3
1
7
5
1

III

2 9 .9
2 1 .0
18. 7
10. 2
4. 0

(0 .7 )

9.
7.
4.
3.
2.

II
1. 1
2. 5

0. 1

7
6
6
6
6

I
1 .5
6 .0

0. 2
1 .4

10.
18.
7.
5.
7.

C lerk s, file

II

-

-

$ 50
$ 55
$ 60
$65
$70

Bookkeepingmachine
operators

0
1
4
7
1

9. 8
5. 7
1. 6
1. 1
( .4 )

1. 7
(1 -9 )
-

7. 7
4. 4
3. 0
1 .7
1. 6

_

_

_

_
-

(1 .1 )

-

-

-

-

_

_

_

_

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

2. 1
1. 1
( .4 )

-

-

_

_

-

-

(2 .6 )
-

-

-

-

_

_

_
-

-

-

-

-

-

-

-

24
Table 4.

Percent Distribution of Employees 1 in Selected Drafting and Clerical Occupations 2
by Average Weekly Salaries, February—
March 1964— Continued
Keypunch
operators

Average weekly salaries

I

Office
boys

Switch­
Stenog­ Stenog­
board
raphers , raphers ,
op era­
general senior
tors

II

girls
0. 2
2 .6

(0~2)

Under $ 4 5 ---------------------------------------$45 and under $ 5 0 -------------------------

(0 .7 )

-

$50
$55
$60
$65
$70

and
and
and
and
and

under
under
under
under
under

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

4 .6
8. 6
13. 4
14. 3
13. 5

( 0 .3 )
1. 4
3. 2
6 .6
10. 5

18. 3
20. 2
19. 7
13. 4
7 .8

1. 4
3 .9
7. 6
10. 0
12. 0

$75
$80
$85
$90
$95

and
and
and
and
and

under
under
under
under
under

$ 8 0 ------------------------$ 8 5 ------------------------$ 9 0 ------------------------$ 9 5 ------------------------$ 1 0 0 ----------------------

1 0 .8
9 .4
6 .4
5. 0
6. 5

11. 7
13. 2
1 1 .9
11. 1
1 1 .6

4.
3.
5.
2.
1.

7
0
0
4
0

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

9. 3
4. 6
2. 0
1. 5
( i .o )

( 1 .7 )

$100
$105
$110
$115
$120

and
and
and
and
and

under
under
under
under
under

$ 1 0 5 --------------------$ 1 1 0 --------------------$ 1 1 5 --------------------$ 1 2 0 --------------------$ 1 2 5 ---------------------

$125
$130
$135
$140
$145

and
and
and
and
and

under
under
under
under
under

$ 1 3 0 --------------------$ 1 3 5 --------------------$ 1 4 0 --------------------$ 1 4 5 --------------------$ 1 5 0 ---------------------

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

and
and
and
and
and
and

under $ 1 6 0 --------------------under $ 1 7 0 --------------------under $ 1 8 0 --------------------under $ 1 9 0 --------------------under $ 2 0 0 --------------------o v e r---------------------------------

-

_

_

_

(0 .7 )
1. 3
3. 1
5 .9

1.
2.
2.
5.

12 .8
1 1 .8
9 .8
8. 4
7. 4

8.
11.
11.
13.
11.

0
3
4
6
2

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

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

-

_

_

_
_
_

_
_
_

_
_
_

-

-

_
_
_
_
_
-

I

II

III

-

9 .8
14. 1
17. 8
17. 0
13. 8

(0 .7 )
2 .9
6 .8
1 0 .4
14. 0

5
5
2
4
7

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

8.
5.
3.
2.
3.

7
8
2
6
7

15. 1
13. 4
10. 4
6 .9
7. 6

11. 2
8. 4
5 .9
4. 7
3. 7

9 .9
11. 5
11. 3
9 .7
8. 4

(1 .6 )
_

6. 0
3. 2
1 .4
(1 .1 )
-

2. 0
(1 .7 )

_

_

_
_
_

_
_
_

-

-

_
_
_
_
-

_
_
_
_
_
_

( i .o )
1. 7
3. 4
4 .9

9 .8
1 0 .8
11. 5
12. 4
9. 1

10. 2
1 0 .6
8. 5
18. 6
9 .5

14. 1
9 .8
8. 1
6. 2
3. 7

6.
10.
10.
13.
10.

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

18. 5
6 .9
3. 3
(2. 5)
"

_

_

_

_
_

_
_

_
_

_
_
_

-

-

-

-

-

-

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

_
_
_
_
_

_
_
_
_
_

_
_
_

_
_
_

-

-

_
_
_
_
_
-

_
_
_
_
_
-

_
_
_
_
-

2. 7
1. 1
(.2 )
_
_
-

100. 0

_
_
100. 0

-

100. 0

100. 0

100. 0

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

32,504 22,547 22,620

68,838

41,743 16,363

919

Average weekly sa la r ie s --------------

$75.00 $86.50 $64.50

$82.00

$93.00 $82.00

$91.00

II

_
( 0 .6 )

_

(1 .4 )
_
_
_

-

I
0. 1
1. 7

5
4
5
1

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

Typists

-

-

1 .6
7 .9
11 .8
13. 3
13. 3

100. 0

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

Tabulating -machine
operators

(0~ 3)

-

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

_

100. 0

0 .8
1. 1

-

Switch­
board
o p erators,
special

_

_
_
_
_
_

100. 0

100. 0

9, 218

17,272

100. 0

-

"

100. 0

100. 0

8, 876 60,706 36,219

$77.50 $94.50 $114.00 $68.50 $81.50

1 To avoid showing sm all proportions of em ployees scattered at or near the extrem es of the distribution for some
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 .

NOTE:

Because of rounding,




sums of individual items may not equal 100.

25
Table 5.

Percent Distribution of Employees in Selected Professional, Administrative, Technical,
and Clerical Occupations 1 by Industry Division, 2 February—
March 1964

Occupation

Manu­
facturing

Public
utilities3

W holesale
trade

Retail
trade

( !)
(5 )
4

Finance,
insurance,
and
real estate

Selected
s e rv ic e s 4

P rofessional and Adm inistrative
Accountants ---------------------------------------A u d ito rs----------------------------------------------Chief accountants------------------------------Attorneys -------------------------------------------M anagers, office s e r v i c e s -------------Job a n a ly sts ---------------------------------------D irectors of p e rso n n el--------------------C h e m is ts ----------------- — -----------------------E n g in eer s--------------------------------------------

71
42
72
30
62
78
71
90
82

14
23
10
18
6
4
4
(5)
10

4
4
4
8
9
(5)
5

84
81

33
43
30

(?)
(5 )

(?)
!
(5)
6
(*)
(5 )

6
27
9
42
20
15
12
(?)
(5 )

(?)
(?)
( )
( !)
?)
(?)
(5)
8
8

4
9

( !)
(5)

(?)
(5)

0
(5)

12
8

(5)
23
8
17
15
15
18
22
8

5
7
5

5
5

12
13
11
7
7
(5)
18
5

4

6

Technical
Engineering technicians -----------------Draftsm en ------------------------------------------C lerica l
Bookkeeping-machine operators —
C lerk s, accounting -------------------------C lerk s, f i l e ---------------------------------------Keypunch o p e r a to r s-------------------------O ffice boys or g i r l s -------------------------Stenographers -----------------------------------Switchboard o p e r a t o r s --------------------Tabulating-m achine o p e ra to rs -------Typists ------------------------------------------------

46

39
57
39
43
47

7

6

5
4

47
14
45
23
32
18
19
23
34

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

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 t ^ b l e 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 se rv ic e s; and com m erpially operated research, development, and testing laboratories
only.
5 L ess than 4 percent.




26
Table 6.

Relative Salary Levels for Selected P rofessio n al, Adm inistrative, Technical, and
C lerica l Occupations 1 by Industry Division, 2 February—M arch 1964

(Average salary for each occupation in all industries
M anufacturing

Public
utilities3

100
104
99
107
100
102
99
100
100

103
103

99
100

108
97

111
106
110
104
104
103
107
106
106

122
102
116
106
110
106
111

W holesale
trade

00)

Retail
trade

Finance,
insurance,
and
real estate

Selected
s e rv ic e s 4

P rofession al and Adm inistrative
Accountants --------------------------------------A u d ito r s --------------------------------------------Chief accountants----------------------------Attorneys ------------------------------------------M anagers, office s e r v i c e s ------------Job a n a ly sts--------------------------------------D irectors of p e rso n n el-------------------C h e m is ts -------------------------------------------E n g in eer s-------------------------------------------

(5 )
94

98
(*)

(5)

(?)
(?)
(?)
(5)

(?)
(?)
(?)
(5)

109
(5)
97

103
(*)
(5)

(5)
99
111

103

(5)

93
92
102
95
97
89
102
(5)
(5 )

(5 )
99

(?)

103

(5 )

96
87
88
91
93
89
79
94
93

92
86
93
90
92
87
94
92
91

96

(5)

(5)
( )
0

(*)

(5)
102
99

Technical
Engineering technicians ----------------D r a ft s m e n -----------------------------------------

(?)

(5)

(5)

C lerica l
Bookkeeping-m achine operators —
C lerk s, accounting-------------------------C lerk s, file --------------------------------------Keypunch o p e ra to rs ------------------------O ffice boys or g i r l s ------------------------Stenographers ----------------------------------Switchboard o p e r a t o r s -------------------Tabulating-m achine o p e ra to rs-----Typists -----------------------------------------------

99
105

(5)
106
99
102
98
103
107
107
102

(5)
101
106

99
97
97

(?)
(5)
104

1 Each occupation includes the work levels, as defined for survey, for which data are presented in table 1.
In computing relative salary levels for each occupation by industry division, the total employment in each work level in all industries
surveyed was used as a constant employment weight, to eliminate the effect of differences in the proportion of employment
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 p assenger, deep sea water, and air transportation industries),
communication, electric, gas, and sanitary se rv ice s.
4 Engineering and architectural se rv ice s; and com m ercially operated resea rch , development, and testing laboratories
only.

Insufficient employment in 1 work level or more to warrant separate presentation of data.




27
Table 7.

D istrib ution of 75 Selected Job C a te g o rie s Studied by E m p lo y e e s '
A v e ra g e W eek ly H o u r s ,1 F ebru ary—M arch 1964
N um ber of job cate go rie s

A v e ra g e
w eekly h o u rs1

P r o fe s s io n a l,
adm inis tr a tiv e ,
and tech n ica l

C le r ic a l

56

19

38. 0

1

1

A ttorn eys VII.
C le r k s , file I.

38. 5

4

5

A ttorn eys III, IV, V , and VI.
C le r k s , file II and III.
O ffice boys or g ir ls .
T ab u latin g-m ach in e op erators I and II.

39. 0

10

12

3 9 .5

24

1

40. 0

17

1
tim e sa la r y .

Job category

A ll c a te g o rie s .

A tto rn eys I and II.
A uditors I, II, III, and IV.
Job an alysts I and II.
M a n a g e rs, o ffice s e r v ic e s II and III.
B ook k eep ing-m ach ine o p erators I and II.
C le r k s , accounting I and II.
Keypunch o p erators I and II.
S tenograp h ers, gen eral.
Sten ograp h ers, se n io r.
Switchboard o p e r a to r s.
T ab u latin g-m ach in e o p erators III.
T yp ists I and II.
Accountants I, II, III, IV , and V.
C h em ists I, II, III, IV, V , V I, and VII.
C h ief accountants I, II, III, and IV .
D ir e c to rs of p e rso n n e l I and III.
E ngineers VI.
Job an alysts III and IV .
M a n a g e rs, office s e r v ic e s I and IV.
T racers.
Switchboard o p e r a to r s , sp e c ia l.
C h em ists VIII.
D ir e c to rs of p e rso n n e l II and IV.
E n gineers I, II, III, IV, V , VII, and VIII.
D ra ftsm e n , ju n ior.
D ra ftsm e n , se n io r.
E ngineering technicians I, II, III, IV , and V .

B ased on the scheduled w orkw eek for which em p loyees re c e iv e their regu lar s tr a ig h tThe av erage for each job c a tego ry was rounded to the n e a re st half hour.

748-596 0 - 6 4 - 5




28
Table 8.

Average Weekly Hours 1 for Employees in Selected Professional, Administrative, Technical,
and Clerical Occupations 2 by Industry Division, February—
March 1964

Occupation

Manu­
facturing

Public
utilities 3

W holesale
trade

Retail
trade

Finance,
insurance,
and
real estate

Selected
services 4

P rofessional and Adm inistrative
Accountants --------------------------------------A u d ito rs --------------------------------------------Chief accountants----------------------------Attorneys ------------------------------------------M anagers, office s e r v i c e s ------------Job analysts ------------------------------------D irectors of p e rso n n el-------------------Chem ists ------------------------------------------E n g in eers-------------------------------------------

3 9 .5
3 9 .5
3 9 .5
38. 5
3 9 .5
39. 5
40. 0
3 9 .5
40. 0

39.
39.
40.
39.

40. 0
40. 0

40. 0
3 9 .5

3 9 .5
39. 5
39. 0
3 9 .5
39. 0
3 9 .5
39. 0
39. 5
3 9 .5

39. 0
39. 0
39. 0
39. 0
38. 5
39. 0
3 9 .5
38. 5
39. 0

5
5
0
5

38. 5
39. 5
(*)
( !)

(!)

(!)

(5)
39. 0
3 9 .5
39. 0

(5)
39. 5

3 9 .5
3 9 .5
(5)
40. 0

(!)

(!)

(5)
4 1 .0
(*)

(5)

(5)

(!)
(5 )

(5)
38. 0

39. 0
39. 0
39. 0
3 9 .5
39. 0
38. 5
38. 5
39. 0
39. 0

3 9 .5
39. 0
39. 0
39. 0
39. 0
39. 0
39. 5
39. 0
39. 0

38. 0
38. 0
39. 0
38. 0
38. 5
38. 0
38. 0
(*)
(5)

39. 5
(*)
(5 )

(!)

39. 5
39. 5

(*)
(5)
3 9 .5
39. 5
39. 5

Technical
Engineering te c h n ic ia n s----------------D r a fts m e n -----------------------------------------

(5)

C lerica l
Bookkeeping-m achine operators —
C lerk s, accounting-------------------------C lerk s, f i l e --------------------------------------Keypunch o p e r a to r s ------------------------Office boys or g i r l s ------------------------Stenographers ----------------------------------Switchboard o p e r a t o r s -------------------Tabulating-m achine o p e ra to rs-----Typists -----------------------------------------------

38.
38.
37.
38.
37.
38.
38.
37.
37.

5
0
5
0
5
0
0
5
5

39. 5
39. 5
39. 0
39. 5
39. 0
3 9 .5
39. 5
3 9 .5
39. 5

1 Based on the scheduled workweek for which em ployees receive their regular straigh t-tim e salary.
The average for
each job category was rounded to the nearest half hour.
2 Each occupation includes the work lev els, as defined for survey, for which data are presented in table 1.
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 se rv ic e s; and com m ercially operated research, development, and testing laboratories
oniy.
5 Insufficient employment to warrant separate presentation of data.




A p p e n d ix A .
Scope

Scope and M eth od o f Survey

of Su rvey

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
5
limited to establishments in the following industries: Manufacturing; transportation, co m ­
munication, electric, gas, and sanitary services; wholesale trade; retail trade; finance, in­
surance, and real estate; engineering and architectural se rv ice s; and com m ercially operated
research, development, and testing laboratories. Establishments with few er than 250 w ork­
ers at the time of reference of the universe data (in general, first quarter of 1962) 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 m ajor
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 professional and ad­
m inistrative occu pa tion s,1 and another larger sample for drafting and cle rica l occupations.
6
March 1964
Establishments and Workers Within Scope o f Survey 1 and Number Studied by Industry Division, February—
Studied for professional
and adm inistrative
occu pations

Within scope o f study 1

Industry division

Studied for drafting
and clerical
occupations 2

Workers in establishments
Number of
establish­
ments

Total

Professional,
administrative,
supervisory,
and clerica l 3

Number o f
establish­
ments

Workers in
establish­
ments

Number o f
establish­
ments

Workers in
establish­
ments

A ll divisions su rv eyed -----

11,964

12,059,000

4,6 8 8,80 0

1, 786

4, 736,838

5 ,050

7,077,628

-----------------------

7,618

7,674,600

2,4 8 8,90 0

1,204

3,290, 834

2, 752

4 ,0 3 7, 725

1 ,157
563
1,525

1 ,596,200
277, 900
1,5 1 9,60 0

773,500
155, 700
330, 700

213
49
136

690, 571
34,990
335,229

642
253
844

1 ,2 3 3 ,2 6 7
137,024
1,058,593

1,00 2

875,900

865,900

133

302,078

498

539,613

99

114, 800

74,100

51

83,136

61

71,406

Manufacturing

Nonmanufacturing:
Transportation, 4 communi­
cation, electric, gas, and
sanitary s e r v ic e s --------------Wholesale tra d e ------------------Retail tra d e------------------------Finance, insurance, and
real e s ta t e ------------------------Services:
Engineering and archi­
tectural services; and
com m ercially operated
research, development,
and testing laboratories
o n l y ------------------------------

1 The study relates to establishments in industries listed employing 250 workers or more in the 212 Standard Metropolitan
Statistical Areas in the United States as revised in 1961 by the Bureau o f the Budget.
2 The national estimates for the drafting and clerical occupations were developed from the data collected in the Bureau's
occupational wage surveys in major labor markets, excluding data for establishments not within the scope o f the survey as determined
for the study o f professional and administrative occupations.
3 Includes executive, administrative, professional, supervisory, and clerical em ployees, but excludes technicians and draftsmen,
and sales personnel.
4 Limited to railroad, loca l and suburban passenger, deep sea water (foreign and dom estic), and air transportation industries
as defined in the 1957 edition o f the Standard Industrial Classification Manual.*

15 The area coverage was the same as in the 1963 survey; earlier studies related to 188 Standard Metropolitan Statistical Areas
in the United States, excluding Hawaii, as revised through 1959 by the Bureau o f the Budget.
*6 Engineering technicians also were included in this part o f the survey.




29

30

T im in g

of S u rvey

The data reflect salaries in effect during the period February—
March 1964, 1 although
7
the survey was conducted over a longer period, on the average. The data fo r the p ro fe s ­
sional, administrative, and engineering technician occupations were collected by personal visits
to sample establishments, largely between February 1 and May 15, but with m ore than half
the visits completed by the end of March. The m ost recent information available at the time
of the visit was obtained.
For the drafting and cle rica l occupations, the survey was d e­
signed to develop nationwide estim ates from the data collected in the Bureau's occupational
wage surveys by labor market, conducted between August 1963 and June 1964.
Although
some of the areas were surveyed in 1963, those surveyed in the first half of 1964 (with the
areas they represented in the nationwide estim ates) accounted for m ore than two-thirds of
the office employment within the scope of the survey in all m etropolitan areas combined.
The average payroll reference month studied for these employees was February 1964.
Method of Collection
Data were obtained by personal visits of Bureau field econom ists to representative
establishments within the scope of‘ the survey. 1
8 Employees were classified according to
occupation and level, with the assistance of company o fficia ls, 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 record s. The occupational definitions used in cla ssify ­
ing em ployees 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-tim e salary corresponding to the em ployee's
normal work schedule excluding overtim e hours. The average salaries presented relate to
employees for whom salary data were available.
Under established p olicies of some com panies, officials were not authorized to p ro ­
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 p olicies m ore often
related to the higher level positions, mainly because of p olicies not to d isclose pay data
for employees considered a part of the management group or classified in occupational levels
involving a single employee.
Number o f
job
categories

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

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

10 percent or more
Directors o f personnel IV (24 percent)
Directors o f personnel III (15 percent)
Engineers VIII (14 percent)

1 0 -----------------------

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

3 5

-----------------------

Less than 5 percent*

17 The reference period for the current and the 1963 survey report was designated as "February—
March," instead o f "Winter," as
in earlier bulletins in this series, to indicate more specifically the period represented by the data. The information for each o f the
five surveys in this annual series was collected during approximately the same tim e period.
*** The surveys in major labor markets, from which nationwide estimates were developed for the drafting and clerical occupations,
provide for collection o f data for some areas by a com bination o f m ail and personal visits in alternate years. For establishments re­
porting by m ail, the occupational classifications are based on those made during personal visits in the preceding year.




31

Comparisons between establishments that provided salary data for each specific o c ­
cupational level and those not doing so indicated that the two classes of establishments did
not differ m aterially in industries represented, employment, or pay structure fo r other jobs
in this series for which data were available.
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 estim ates. 1
9 These estimates
were derived by weighting employees in the occupations studied in each sample establish­
ment in proportion to the number of establishments it represented within the scope of the
study. For example, if the sample establishment was selected from a group of four estab­
lishments with sim ilar employment in the same industry and region, each employee found
in an occupation studied was counted as four employees in compiling the employment esti­
mates for the occupations. In addition, the professional and administrative occupations were
limited to employees meeting the specific criteria in each survey definition and were not in­
tended to include all employees in each field of work. 2 For these reasons, and because of
0
differences in occupational structure among establishments, the estimates of occupational em ­
ployment obtained from the sample of establishments studied serve only to indicate the re la ­
tive importance of the occupations and levels as defined for the survey. These qualifications
of the employment estimates do not m aterially 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 estim ates.
In the professional, administrative, and
technical occupations, men were sufficiently predominant to preclude presentation of separate
data by sex.
For those clerica l occupations in which both men and women are commonly
employed, separate data by sex are available from the occupational wage survey reports
com piled by labor market area.
The occupations and work levels included in this study,
and in which women accounted for 5 percent or m ore of the employment, were distributed
according to the proportion of women em ployees, as follow s:
Women (percent)
90 or m o r e --------------------------------

80— ----------------------------------------84
50-54 ----------------------------------------40— ----------------------------------------44
35-39 ----------------------------------------30-34 ----------------------------------------20-24 ----------------------------------------15— 9 ----------------------------------------1
10— 4 ----------------------------------------1
5— --------------------------------------------9

Occupation and level
All levels o f bookkeeping-m achine operators; file
clerks; keypunch operators; stenographers;
switchboard operators; typists
Clerks, accounting I
Clerks, accounting II; tabulating-machine operators I
O ffice boys or girls
Tabulating-machine operators II
Tracers
Job analysts I
Tabulating-machine operators III
Accountants I; chemists I and II; job analysts II;
managers, office services I; engineering technicians I
Accountants II; directors o f personnel I; managers,
office services II; engineering technicians II

Sampling and Estimating P rocedures
Although the published estimates relate to 212 Standard Metropolitan Statistical
A reas, 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 m etropolitan areas. Within these areas, a sample of establishments was s e ­
lected for the survey of clerica l and drafting occupations. Thus, the sampling plan can be
described as a two-stage design.
The establishment sample for the study of professional

19 Also not taken into account were a few instances in which salary data were available for employees in an occupation, but
where 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.
Engineers, for exam ple, are defined to permit classification o f employees engaged in engineering work within a band o f eight
levels, starting with inexperienced engineering graduates and excluding only those within certain fields o f specialization or in positions
above those covered by level VIII. By way o f contrast, such occupations as chief accountants and directors o f personnel are defined
to include only those with responsibility for a specified program and with duties and responsibilities as indicated for each o f the more
lim ited number o f work levels selected for study.




32

and administrative occupations also was selected largely within the 80 areas.
Very large
establishments were included in the sample if they were located in any of the 212 m etropol­
itan areas.
A lso, a few establishments within m etropolitan 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 on the selection of 1 area from a stratum of
sim ilar 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 form ed 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 sim ilar units.
The design used in the selection of the establishments studied fo r the professional
and administrative occupations differed from that used in the drafting and cle rica l occupa­
tions.
As explained ea rlier, 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 estim ates, 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 clerica l occupations, each establishment sample within
the area was selected independently to perm it the presentation of separate data fo r 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 co m ­
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 com prise 5, 050 establishments.
The nationwide estimates for the drafting and cle rica l occupations were form ed 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
m ates. In the case of the 37 large self-representing areas, these weights were 1. In each
of the 43 sm aller areas, the weight was the ratio of the total nonag ricultural 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 1,786
establishments was selected system atically from the 80 areas (with exceptions as noted
ea rlier in this section) so that each geographic unit or group of areas was represented
proportionately within the size of establishment and industry cla sse s. 2
1 Although no con­
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 im por­
tance of the industry as an em ployer of the jobs surveyed. Within each industry, a greater
proportion of large establishments was selected; but as in the cle rica l survey, each establish­
ment was weighted to represent all other units of the same class. In instances where data
were not available for the original sample m em ber, an alternate of the same original proba­
bility of selection was chosen in the like industry-size classification. Where the probability
of selection was certainty for the original unit, the additional weight was assigned to existing
sample m em bers as nearly sim ilar as possible to the m issing unit.

2 A few of the largest employers, together employing approximately a million, gave data on a companywide basis. These
1
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.




33
C o n v e r s io n

o f S a la r y

R a te s

Salary information for the selected occupations was obtained in the form in which
it was m ost readily available from the record s, i. e. , on a weekly, biweekly, semimonthly,
monthly, or annual basis. Since average weekly salaries for the cle rica l and drafting o ccu ­
pations are first presented in separate area reports (see order form at the back of this bul­
letin), the salary data for these occupations are orginally converted to a weekly b asis, whereas
the salary data fo r the professional and administrative occupations and for engineering techni­
cians are converted initially to a monthly basis.
The factors used to convert the data by
machine for the two groups of occupations are as follow s:

Tim e interval
represented by
salary
W e e k ly --------------------------------------------Biweekly ----------------------------------------Sem im onthly----------------------------------M o n th ly ---------- ---------- --------------------A n n u a l---------------------------------------------

Salaries for clerical and
drafting occupations to
weekly basis

Salaries for professional
and administrative occupations and for engineering
technicians to
monthly basis

1.0000
. 5000
. 4602
.2301
. 0192

4.3450
2. 1725
2.0000
1.0000
.0833

Average monthly and annual salaries for the cle rica l and drafting occupations, presented in
table 1 of this bulletin, are derived from the average weekly salaries (to the nearest penny)
by use of factors 4. 345 and 52. 14, respectively, and rounding results to the nearest dollar.
Average weekly salaries for these occupations, presented in table 4, are rounded to the
nearest half dollar. Average monthly salaries presented in table 1 for the professional and
administrative occupations and fo r engineering technicians are rounded to the nearest dollar;
these average monthly salaries are then multiplied by 12 to obtain the average annual sal­
aries presented.
Estimates of Sampling E rror
The survey procedure yields estimates with widely varying sampling e rro rs , de­
pending on the frequency with which the job occu rs, and the dispersion of salaries.
Thus
for the professional and administrative occupation work levels, the relative standard e rrors
of the average salaries were distributed as follow s: 24 were under 2 percent; 6 were 2 and
under 3 percent; 7 were 3 and under 4 percent; 5 were 4 and under 5 percent; and 6 were
5 percent and over. 22 The nationwide estimates for the cle rica l and drafting room occupa­
tions, based on the much larger sample, are subject to sm aller sampling e rro r— less than
0. 75 percent in all cases (except tracers) and in many cases less than 0. 25 percent.
These
sampling errors m easure the validity of the band within which the true average is likely to
fall. Thus, for an occupation with a sample average monthly salary of $ 1, 000 and a sam ­
pling e rro r of 4 percent, the chances are 19 out of 20 that the true average lies within the
band from $960 to $1,040. *
I

2 The 5 percent and over group included directors o f personnel IV, attorneys VI, job analysts I and IV, and chief accountants
2
III and IV.







Appendix B.

Occupational Definitions

The p rim a ry p u rp ose o f prep arin g jo b definitions fo r the
B u rea u 's wage su rveys is to a ss is t its fie ld staff in cla ssify in g into
a ppropriate occu p a tio n s, or lev e ls within occu pa tion s, w o rk e rs who
are em ployed under a va riety of p a y ro ll titles and d ifferen t w ork
arran gem en ts fro m establishm ent to establishm ent and fro m area
to a rea . This p erm its the grouping o f occu pational wage rates r e p ­
resenting com pa ra ble jo b content.
To se cu re com p a ra b ility o f jo b
content, som e occu pation s and w ork le v e ls a re defined to include
only those w o rk e rs m eeting s p e c ific c r ite r ia as to training, jo b
functions, and re s p o n sib ilitie s.
B ecau se o f this em phasis on in teresta b lish m en t and in tera rea com p a ra bility o f occu pational co n ­
tent, the B u rea u 's occu pational definitions m ay d iffe r significan tly
fro m th ose in use in individual establishm ents o r those p rep a red
fo r other p u rp oses.
A lso see note re fe rrin g to the definitions fo r
the drafting and c le r ic a l occu pations on page 58.1

ACCOUNTANTS AND AUDITORS

ACCOUNTANT
P e r fo r m s accounting w ork requiring p ro fe ss io n a l knowledge o f the theory and p r a c ­
tice of re co rd in g , cla ss ify in g , exam ining, and analyzing the data and r e c o rd s o f financial
tran saction s. P e rs o n a lly o r by supervisin g others p ro v id e s accounting s e r v ic e to m anagem ent
by maintaining the books of account, accum ulating co s t o r other sim ila r data, prep arin g
rep orts and statem ents, and maintaining the accounting system by in terpretin g, supplem enting,
and rev isin g the system as n e ce s s a ry . The w ork req u ires a p ro fe ss io n a l knowledge of a c ­
counting and a b a c h e lo r 's d eg ree in accounting o r equivalent exp e rie n ce and education c o m ­
bined.
(See a lso ch ief accountant. )
Accountant I
G en eral c h a r a c te r is tic s . — At this beginning p ro fe ss io n a l le v e l, p osition is d istin ­
guished fro m n on p rofession a l p osition s by the va riety o f a ssign m en ts; rate and sco p e of
developm ent expected o f the incum bent; and the e x iste n ce , im p licit o r e x p licit, o f a planned
training p rog ra m designed to give the beginning accountant p ra ctica l e x p erien ce in the o p e r a ­
tions of an establish ed accounting system .
Learn s to apply the p r in c ip le s , th e o rie s , and
con cepts of accounting to a p a rticu la r accounting system .
D irection r e c e iv e d . — W orks under clo s e su p ervision o f an exp erien ced accountant.
The guidance and su p ervision re c e iv e d are d ire cte d p rim a r ily to the developm ent o f the
accountant's p ro fe ss io n a l ability and to the evaluation of his potential fo r advancem ent.
L im its o f assignm ents a re cle a r ly defined, m ethods of p ro ce d u re are sp e cifie d , kinds of
item s to be noted and r e fe r r e d to s u p erv iso r are detailed.
T ypical duties and r e s p o n s ib ilitie s . — Many o f the assignm ents w ill include duties
som e of which m ay be n on p rofession a l in nature such as proving arith m etical a ccu ra cy ;
exam ining standard accounting docum ents fo r co m p le te n e ss, internal a ccu ra cy , and co n ­
form a n ce with s p e c ific accounting req u irem en ts; tracing and re co n cilin g re c o rd s o f financial
tran saction s; and p reparin g detailed statem ents and schedules fo r re p o rts.
The p re s e n ce
of such n on p rofession a l tasks, p rovid ed they are part o f the training and developm ent p r o ­
c e s s , do not p reven t the m atching of a job if it oth erw ise m eets this definition.
R esp on sib ility fo r d irection of o t h e r s .— Usually none.




35

36

ACCOUNTANT— 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

Accountant 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.
Res ponsibility for the direction of others.— In most instances directs the work of
a subordinate nonprofessional staff
e nonprofes



37

ACCOUNTANT— Continued

Accountant IV

General characteristics. — 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 i6 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.



38

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 ^ransitetrans entering into income, expense, and cost accounts.
Determines (1) the existence of recbi^ed assets (including the observation of the taking
of physicaI\Tifiventories) And the all inclu&ramess of recorded liabilities; (2) the accuracy
of financial statements ior reports and the faHfte$s of presentation of facts therein; (3) the
propriety or ^legalityJbi transactions; and (4) rM*Sd,^gree of Compliance with established
s
policies and procedm^s concerning financial transactions,. Evaluates the adequacy of the
accounting system yand internal financial control. ^MakSlSs/appropriate recommendations
for improvemenyu/necessary.
(Work typically requireb^a bachelor's degree in accounting
or equivalent erojradence and education combined.)
Excluded frorO the definition are positions which call for^uditing duties which may
require detailed knowledge of the operations of a particular compaqv, but do not require
full professional accounting training. For example, whCn the primary\responsibility of the
p o s i t i o n t o check transactions to determine whether or not they confirm to prescribed
routines or procedures, ir\is excluded.

Auditor I
As a trainee auditor at ttie 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 pf 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

(1)
As auditor in charge qf an audit team or i ^ charge of individual audits, inde­
pendently conducts regular recurring audits in accordance with a prescribed audit policy
of the accounts of smaller or less complex companies haying 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 a|one, 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.



39

AUDITOR— Continued

Auditor IV

/

(1)
As auditor in charge of an audit teamJor of individual audits under minimum
supervision with the assistance of Approximately j€ive subordinate auditors, independently
conducts regular recurring audits of a company having gross income of approximately $4 to
$25 million per year or in companiesNwith much larger gross incomes, audits of ac­
counts of branch or subsidiary organizations oc those companies each of which have gross
income of $4 to $25 million per year.
lHans and conducts the audit and prepares an
audit report containing recommendations foiyohanges or improvements in accounting prac­
tices, procedures, or policies; or (2) as a Xnenrt>er of an audit team auditing the accounts
of a larger and more complex organization (oven, $30 million gross income per year), is
assigned relatively independent .responsibility for aNmajor segment of the audit such as the
checking, verification, and balancing of <pl accountsNreceivable 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 directifig, the accounting program for a con^>any or for an e s­
tablishment of a company.
The minimum accounting program includes: (1) General ac­
counting (assets, liabilities, income, expense, and capital accounts, deluding responsibility
for profit and loss and balance sheet statements); and (2) with aX/ 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 find timekeeping, tabulating
machine operation, etc.
(Responsibility for an internal audi/ 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 managements responsibility for the quality and quantity
of work performed, training and development of subordinates, work scheduling
and review, coordination with other pfarts of the organization served, etc.

(3)

Providing advisory services to the tommanagement 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 a& 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 level23 of
work in accordance with the following;
23

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




40

CHIEF ACCOUNTANT— Continued

Authority
and
responsibility

Class

( ')

Technical
complexity

(*)

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

I

AR-1

TC-1

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

n

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 ma.tch 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

in
or

or

IV

or

V

i

AR-1>2> |and 3 and TC-1, 2,1 land 3 are explained on the following page.
The number of professional accountants supervised, as shown above, is recognized
to be a relatively 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.
•
>




41

CHIEF ACCOUNTANT— 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, e tc., 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.

T C -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.

T C -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.

T C -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.



ATTORNEYS

ATTORNEY
Performs work involved in providing consultation and advice to operating officials
of the company with respect to its^Jegal rights, privileges, and obligations. Performs such
duties as anticipating any leg^l ppdolems or risks involving the company and advising company
officials; preparing and reviewNjg various legal instruments and documents, such as contracts
for leases, licenses, sales*; pulxhases, real estate, etc.; keeping informed of proposed
legislation which might affect the company and advising the appropriate company officials;
examining and checking/for legal imputations, public statements or advertising material;
advising company whefner to prosecute oK^defend law suits; acting as agent of the company
in its transaetionsj/and applying for patent&K copyrights, or registration of the company's
products, processes, devices, and trademarksN^(Patent work which requires training in
a technical fieldf e.g ., engineering in addition to\^egal training, is excluded. Claims ex­
amining, clainffs investigating, or similar work are^xcluded even though the work is per­
formed by persons with a LL.B. degree, unless there bs clear evidence that the job actually
requires u^e of full professional legal training such as\that of jslti attorney who performs
investigative duties as a preliminary phase of his total responsibility for preparing a case
trial* or actually^trying a case in court.)
Attorney I
As a trainee (LL.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 whicl}
enquire 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 superior.
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
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.




43

ATTORNEY— Continued

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 attornevs.
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 1
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.
A|&6rney 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 rol^in anticipating and planning to
meet office services needs of the operating organization served. Supervises a group of em­
ployees engaged in prodding 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 tlie printing or /duplication of items. Does not necessarily
have charge of a print-shop 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 Witchboard and/or teletype service).
(g) Typing or stenographic poolA
(h) Office equipment mamtenance and repair. (May have direct supervision of main­
tenance and repair/personnel >o may coordinate the ordering of such services
r
from outside, service suppliers or from a central service unit within the
establishment.) /
\
(i) Space control d ver office facilities-V-layout and arrangement of offices. (Typically
serves as a £taff assistant to management officials in performing this function.)




44

MANAGER,

OFFICE SERVICES— Continued

Manager, Office Services I
Supervises si 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
\
fiye) of the above 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
A.
Supervises a st^ff of employees engaged in performing a few (e. g. , four or
five) of the functions as a service uo a large organization (e. g ., 1, 500 to 3, 000 employees,
excluding nonsupervisory plq/nt 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 st|aff of employees engaged in performing most (e. g. , seven or eight)
of the above functions ajs 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 des ignated areas and of limited occupational scope,
Receives immediate supervision in assignme hts designed to provide training in the application
of established methods and techniques of j°P 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.



45

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 < f broad compensation areas. May assist in developing
^
survey methods and plans. Receives ^general supervision but responsibility for iinal 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. ("Moxte difficult" means jobs which consist of hard-tounderstand work processes; e.g., professional, scientific, administrative, or technical; £r
jobs in new or emerging occupational fie|ds; or jobs which are being Established as part of
the creation of new organizations; or wherie 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 areja..
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 mo|e jSets 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.p., 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 iise 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 s^ich as absenteeism, high turnover, low produc­
tivity, etc.; administration of beheficial suggestions system, retirement, pension,
or insurance plans, merit rating system, etc.; overseeing cafeteria operations,
recreational programs, ind.)dstrihl health or safety programs, etc.).
Employee training and development Ifunctions may or may not be part of the per­
sonnel management program for purjtoses of .matching this definition.

/

i

Labor relation activities, if any, ar^ 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 f o i 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.



46

DIRECTOR OF PERSONNEL-— 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 managerh^nt matters and problems generally.
For example, he is typically
consulted on the' 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
4
of work in accordance with the following tabulation:

Personnel program
operations le v e l1

Number of employees in
work force serviced
250-750 .........
1.000- 5,000 6. 00 0 -

1 2 ,0 0 0

15,000-25,000

Organization
serviced—
type A 3
I
II
III
IV

Organization
serviced—
type B 4
II
III
IV
V

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

Organization
serviced—
type B 4
III
IV
V
-

* 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.
^ 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 wer& a company level job.
3 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 to determine job level matches.
These gaps have been provided purposely to allow Room for judgment in getting the best overall job level match for
each job. Thus, a job which services a work force of 850 employees should be matched with level II if it is a
personnel program operations level job where the nature of the organization serviced seems to fall slightly below the
definition for the type B degree.However, the same job should be matched with level I if the nature of the organi­
zation serviced clearly falls well within the definition for the type A degree.

24|

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




47

CHEMISTS AND ENGINEERS

CHEMIST
Performs resear^Wsdevelopment, interpretive, and analyticcfcl workyxo determine the
composition, molecular strucEhso, and properti^Ts^of^ substances, to envelop or investigate
new materials and naracesses, anat« investigate the transfdrmation which\a^ubstances undergo.
Work typically requires a B.S. degs^se in chemistry or equivalent yc\ education and experi ence comilled.
, , ,, ............................................................................. ..........................
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.
\^^Kemist 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.
/

^^CJiemist 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.




48

CH EMIST— Continue d

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 * 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.
j
Responsibility for the direction of others.— May supervise a small group of chemists
cpgaged 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.



49

CHEMIST— 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 lfeiucje the chjfef chemist of a company with a
very extensive and highly d i^^^^ed program; or the assistant chief
chemist of a company with an lumfcually extensive and novel chemical
program.




50

ENGINEER
P e r fo r m s
stru ction , maintenan*
tion of engineering
te r ia ls requ irin g ki
pow er a re made
equivalent in exp
quality co n tr o l en gin eers

resea rch , developm ent,'
1 , planning, survey,
structure
scien ce and art
W ork t^fcj.cally r e q
vcom b i
ser

sis , p rodu ction , c o n tion, o r stan d ard iza[uipme^t d e v ic e s , o r m a al r e s o u r c e s , and
ineerin g or the
in e e r s , indu strial e n gin eers,

E ngineer I
G en eral c h a r a c t e r is t ic s .— As the beginning le v e l of engineering w ork, a b a c h e lo r 's
d e g ree in engineering o r equivalent is req u ired .
T y p ica lly r e c e iv e s fo rm a l c la s s r o o m or
o n -t h e -jo b training.
D ire ctio n r e c e iv e d .— P e r fo r m s w ork under c lo s e su p ervision with s p e c ific and d e ­
tailed in stru ction s as to req u ired tasks and resu lts expected. W ork is ch eck ed during p r o g ­
r e s s , and upon com p letion is review ed fo r a ccu r a c y .
T y p ica l duties and r e s p o n s ib ilitie s .— P e r fo r m s sim ple tasks that a re planned to p r o ­
vide e x p erien ce and fa m ilia riz a tio n with m ethods and p ra ctice s of the com pany in the sp ecia lty
fie ld and to a sce rta in the in terests and aptitudes of the beginning engin eer.
R esp on sib ility fo r the d ire ctio n of o th e r s .— None.
E ngineer II
G en eral c h a r a c t e r is t ic s .— At this continuing d evelop m en tal le v e l, p e rfo rm s routine
en gineering w ork requ irin g application of standard techn iqu es, p ro ce d u re s , and c r it e r ia in
ca rry in g out a sequence of rela ted engineering tasks.
Lim ited e x e r c is e of judgment is r e ­
quired on d etails of w ork. May re c e iv e advanced o n -t h e -jo b o r c la s s r o o m in stru ction s.
D ire ctio n r e c e iv e d .— S u p ervisor s cr e e n s assign m en ts to elim inate d ifficu lt p ro b le m s
and s e le c ts techniques and p roced u res to be applied. R e ce iv e s c lo s e su p ervision on new
a sp ects of assign m en ts.
T y p ica l duties and r e s p o n s ib ilitie s .— Using p r e s c r ib e d m eth ods, p e rfo rm s s p e c ific
and lim ited p ortion s of a b roa d er assign m en t o f an e xp erien ced en gin eer. A pplies standard
p ra ctice s and techniques in s p e c ific situations, adjusts and c o r r e la te s data, re c o g n iz e s d i s ­
cr e p a n cie s in re s u lts, and follow s op eration s through a s e r ie s o f related detailed steps o r
p rocesses.
R esp on sib ility fo r the d ire ctio n of o th e rs .— May su p ervise a few aids o r tech n ician s.
E ngineer III
G en eral c h a r a c t e r is t ic s .— W ork re q u ire s independent evaluation, s e le ctio n , and a p ­
p lica tion of standard en gineering techn iqu es, p ro c e d u re s , and c r it e r ia , using judgm ent and
ingenuity in making m in or adaptations and m od ifica tio n s.
D ire ctio n r e c e iv e d .— R e ce iv e s in stru ction on s p e c ific assignm ent o b je ctiv e s , points
o f em p h asis, r e fe r e n c e and in form ation s o u rce s , and p o ss ib le solu tion s. Unusual p ro b le m s
are solv ed join tly with s u p e rv is o r, and w ork is review ed fo r application of sound engineering
judgm ent.
T y p ica l duties and r e s p o n s ib ilitie s .— A ssign m en ts include equipment d esign and d e ­
velopm ent, test of m a te ria ls , p rep aration of sp e c ific a tio n s , p r o c e s s study, re s e a rc h in v e s ­
tigation s, re p o rt p rep aration , and other a ctiv itie s of lim ited sco p e requ irin g knowledge of
p rin c ip le s, p r a c tic e s , and techniques com m on ly em ployed in the s p e c ific n arrow area of
a ssig n m en ts.
P e r fo r m s w ork which in volves conventional types of plans, in vestigations,
su rv ey s, stru ctu res, or equipm ent with re la tiv e ly few co m p le x featu res fo r which there
a re p reced en ts.
R esp on sib ility fo r the d ir e ctio n of o th e r s .— May su p ervise
in s p e cto r s , and other techn ician s assign ed to a s s is t in the w ork.



the w ork o f d ra ftsm en ,

51

EN GIN EE R— C ont inu e d
—

Engineer IV
General characteristics.— Work requires originality and judgment in the independent
3n, selection, and substantial adaptation and modification of standard techniques,
res, and criteria. Is recognized as fully competent in all conventional aspects of
^$,ct-matter or functional area of assignments.

d

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.
ngineer 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.



52

ENGINEER— 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 of others.— Directs a very large staff of project
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 incH^Je positions of chief engineers of companies
with large engineering organisations; e . g . , those engaged in research
and development on a varietyoi^coi^lex weapons systems with nu­
merous novel components, or of chiefs of primary organizational seg­
ments of companies with very larger engineering organizations engaged
in unusually extensive and diversifiedvjesearch and development.



53

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 closelsupervisipn 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 test^ such as tensile or hardness tests; op­
erates, and adjusts simple test equipment:; records test data.
/

\

Gathers and maintains specified record^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 woi may also be reviewed in process,
Performs at this level, one or a conciliation of such t pical duties as:
/
A s s e m b le s or constructs sample or standard eqjripment or parts.
re p a ir sim p le in s tr u m e n ts /o r equipm ent.
/

May service or

Conducts a variety of standardized tests; may repare test specimens; sets up and
operates standard test Equipment; records test ita.
Extracts engineering data from various prescribed sources; processes the data
following well defined methods; presents the dat^ 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.



54

ENGINEERING TECHNICIAN— 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.



55

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.

CLER ICAL

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, customers1 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
establishments 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.



56

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
in ex p erien ced op e ra to rs .

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



57

STENOGRAPHER, SENIOR— Continued
bu sin ess and o ffic e p roced u re and of the s p e c ific business op era tion s, organ ization , p o lic ie s ,
p ro c e d u re s , file s , w ork flow , etc.
U ses this knowledge in p e rfo rm in g stenographic duties
and resp on sib le c le r ic a l tasks such as maintaining follow up file s ; a ssem b lin g m a te ria l fo r
re p o r ts, m em oran d u m s, and le tte rs ; com posin g sim ple le tte rs fro m gen eral in stru ction s;
reading and routing incom ing m ail; answ ering routine qu estion s, etc.
D oes not include
tra n scrib in g -m a ch in e w ork.
NOTE: This jo b is distinguished fro m that of a s e cr e ta r y in that the s e cr e ta r y
n orm a lly w orks in a con fidential relation sh ip to only one m anager or execu tive and p e rfo rm s
m o re resp on sib le and d is cre tio n a ry tasks as d e scrib e d in that job definition.
SWITCHBOARD O PERATO R
O perates a s in g le - or m u ltip le-p ositio n telephone sw itchboard. Duties involve han­
dling incom ing, outgoing, intraplant, or o ffice ca lls . May handle routine lon g -d ista n ce ca lls
and r e c o r d toll ca lls . May p e rfo rm lim ited inform ation w ork, fo r exam ple, giving telephone
extension num bers when a s p e c ific name is furnished. May o cca s io n a lly take telephone o r d e r s .
SWITCHBOARD O PER A TO R, SPECIAL
In addition to the w ork d e s c rib e d above fo r sw itchboard op era tor or as a fu ll-tim e
a ssign m en t, s e rv e s as a " s p e c ia l" op era tor who handles the m o re com p lex lon g -d ista n ce
ca lls ( e . g . , co n fe re n c e , c o lle c t, o v e r s e a s , or sim ila r ca lls) o r p e rfo rm s full telephone in ­
form a tion s e r v ic e (e. g. , w here a knowledge of the w ork done in d ifferen t parts of the o rg a n ­
ization is req u ired ).
TABULATING-M ACHINE OPERATO R
Tabulating-M achine O perator I
O perates sim ple tabulating or
rep rodu cin g punch, c o lla to r , etc. , with
o f som e sim ple w iring fro m diagram s
p ortion s of a w ork unit, fo r exam p le,
o p e ra tio n s .

e le c tr ic a l accounting m a ch in es, such as the s o r te r ,
s p e c ific in stru ction s. May include the p erfo rm a n ce
and som e filin g w ork.
The w ork typ ica lly in volves
individual sorting or collatin g runs, o r rep etitive

T abulating-M achine O perator II
O perates m ore difficu lt tabulating or e le c tr ic a l accounting m a ch in es, such as the
tabulator and ca lcu la to r, in addition to the s o r te r , re p ro d u ce r, and c o lla to r . This w ork is
p e rfo rm e d under s p e c ific in stru ction s and m ay include the p e rfo rm a n ce of som e w iring fro m
d iagram s. The w ork typ ica lly in v olv es, fo r exam ple, tabulations involving a rep etitive a c ­
counting e x e r c is e , a com plete but sm all tabulating study, or parts of a lon g er and m ore
co m p lex rep ort. Such re p orts and studies a re usually of a re cu rrin g nature w here the p r o ­
ced u res a re w ell establish ed. May a lso include the training of new em p loy ees in the b a sic
operation of the m achine.
Tabulating-M achine O perator III
O perates a v a riety o f tabulating or e le c tr ic a l accounting m a ch in es, typ ica lly in ­
cluding such m ach ines as the tabu lator, ca lcu la to r, in te rp re te r, co lla to r , and oth ers. P e r ­
fo rm s com plete rep ortin g assign m en ts without c lo s e su p ervision , and p e rfo rm s d ifficu lt
w iring as req u ired . The com plete rep ortin g and tabulating assign m en ts typ ica lly involve a
v a riety of long and com p lex rep orts which often a re of irre g u la r o r n on recu rrin g type r e ­
quiring som e planning and sequencing of steps to be taken. A s a m o re e xp erien ced o p e ra to r,
is typ ica lly involved in training new op era to rs in m achine op era tion s, or p artially trained
op e ra tors in w iring fro m d iagram s and operating sequences of long and com p lex re p o r ts.
Does not include w orking s u p e rv is o rs p erform in g tabulating-m achine op eration s and d a y -to day su pervision of the w ork and production of a group of tabulating-m achine o p e ra to rs .



58

TYPIST
U ses a typew riter to m ake cop ies of variou s m a te ria ls o r to make out b ills after
calcu lations have been m ade by another p erson .
May include typing o f s te n cils , m ats, o r
sim ila r m a teria ls fo r use in duplicating p r o c e s s e s .
May do c le r ic a l w ork involving little
sp e cia l training, such as keeping sim ple r e c o r d s , filing r e c o rd s and re p o rts, o r sortin g
and distributing incom ing m ail.
Typist I
P e r fo r m s one or m o re of the follo w in g : Copy typing fro m rough o r cle a r d ra fts;
routine typing of fo rm s , insurance p o lic ie s , etc. ; setting up sim ple standard tabulations,
o r copying m o r e com plex tables already set up and spaced p ro p e rly .
Typist II
P e r fo r m s one or m o re of the fo llo w in g ; Typing m a te ria l in final form when it in ­
volves com bining m a teria l from sev era l s o u rce s o_r re sp o n sib ility fo r c o r r e c t spellin g, s y l­
labication , punctuation, etc. , of techn ical o r unusual w ords o r fo re ig n language m a teria l;
planning layout and typing of com p lica ted sta tistica l tables to m aintain un iform ity and balance
in spacing.
May type routine form le tte rs , varying details to suit circu m sta n ce s.

N O TE : The definitions fo r the drafting and c le r ic a l occu pations shown in this b u l­
letin are the sam e as those used in the B u re a u 's p ro g ra m of lab or m ark et occupational
wage su rvey s.
(See the list of areas in the o rd e r fo rm at the back of this bulletin. ) The
le v el designations used in this bulletin, h ow ever, d iffe r fro m those used in the area bulletin s.
The equivalent level designations for the occu pations con cern ed are as fo llo w s:

Occupation
B ook keepin g-m ach in e
op e ra to r__________________

National Survey of
P r o fe s s io n a l, A d m in i­
stra tive, T ech n ical, and
C le r ic a l Pay

L abor M arket
O ccupational
Wage Surveys

I
II

B
A

C lprk, accounting

I
II

B
A

C lerk, file ___________________

I
II
III

C
B
A

Keypunch op e ra to r__________

I
II

B
A

I
II
III

C
B
A

I
II

B
A

T abulating-m achine
op e ra to r____________________

T yp i s t____ ____ ___ ___________




Appendix C. Comparison o f Average Annual Salaries in Private Industry,
February—March 1964, with Corresponding Salary Rates
in Federal Classification Act General Schedule
The survey was designed, among other u ses, to provide a basis for com paring
F ederal salaries under the C lassification A ct with general pay levels in private industry.
In ord er to assure com pilation of pay data for work levels that would be equivalent to the
C lassification Act grades, the C ivil S ervice C om m ission collaborated with the Bureau of
Labor Statistics in the preparation of the occupation work level definitions used in the survey.
A ll definitions were graded by the C om m ission in a ccordan ce with the standards established
for each grade under the C lassification A ct.
F or each of the occupation work levels su r­
veyed by the Bureau o f Labor Statistics, the equivalent C lassification A ct grade, as determined
by the C om m ission, is identified in the following table.




59

60
C om parison of A verage Annual Salaries in Private Industry, 1 February— arch 1964, with Salary
M
Rates in Federal C lassification A ct General Schedule 2
Average
annual
salaries
in private
industry4

Occupation and class
surveyed by B L S 3

C lerk s, file I -----------------------------------O ffice boys or g i r l s -------------------------

$ 3 , 106
3, 369

Bookkeeping-machine
operators I ------------------------------------C lerks, file II ---------------------------------Keypunch operators I ---------------------Switchboard operators ------------------Tabulating-machine
operators I ------------------------------------Typists I --------------------------------------------

3,
3,
3,
4,

Salary rates in Federal C lassification Act General Schedule2
Per annum rates and steps6
Grade5
i

2

3

4

5

6

7

8

9

10

GS

1

GS

2

3, 680

3, 805

3, 930

4, 055

4, 180

4, 305

4, 430

4, 555

4, 680

4, 805

467
GS 3
169 ■
419
-: •
872
513
269
746

4, 005

4, 140

4, 275

4, 410

4, 545

4, 680

4, 815
-

4, 950

5, 085

5, 220

627
530
918
282

$3, 385 $3, 500 $ 3 ,6 1 5 $ 3 ,7 3 0 $ 3,845 $3, 960 $4, 075 $4, 190 $4, 305 $4, 420

4, 031
3, 569

Bookkeeping-machine
operators I I -----------------------------------C lerk s, accounting I — -------------------C lerk s, file III --------------------------------Engineering technicians I -------------Keypunch operators I I --------------------Stenographers, g e n e ra l-----------------Switchboard op erators, s p e c ia l----T abulating -m achine
operators I I -----------------------------------T racers --------------------------------------------Typists I I ------------------------------------------

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

.V ' .

.v

4 ,9 3 7
4, 329
4, 248

C lerk s, accounting I I --------------------D raftsm en, ju n io r---------------------------Engineering technicians I I ------------Stenographers, senior ------- —— ...
T abulating -m achine
operators I I I ----------------------------------

5,
5,
5,
4,

Accountants I -----------------------------------Auditors I -----------------------------------------C hem ists I ----------------------------------------Engineers I ---------------------------------------Engineering technicians I I I ----------Job analysts I ------------------------------------

530
395
820
842

GS 4

4 ,4 8 0

4 , 630

4 , 780

4 ,9 3 0

5 ,0 8 0

5, 230

5 ,3 8 0

5 ,5 3 0

5, 680

5, 830

6, 240
5, 832
6 ,4 5 6
7, 344
6, 672
6, 576

GS 5

5, 000

5, 165

5 ,3 3 0

5 ,4 9 5

5 ,6 6 0

5 ,8 2 5

5 ,9 9 0

6, 155

6 ,3 2 0

6, 485

Draftsm en, s e n i o r --------------------------

7, 021

GS

6

5, 505

5, 690

5, 875

6 ,0 6 0

6, 245

6 ,4 3 0

6 ,6 1 5

6 ,8 0 0

6 ,9 8 5

7, 170

Accountants I I ---------------------------------Auditors I I ----------------------------------------Attorneys I ---------------------------------------Chemists I I ---------------------------------------Engineers I I -------------------------------------Engineering technicians I V ----------Job analysts I I ----------------------------------

6, 840
7, 188
7, 248
7, 320
8, 004
7 ,5 1 2 7, 452

GS

7

6, 050

6, 250

6, 450

6, 650

6 ,8 5 0

7 ,0 5 0

7 ,2 5 0

7 ,4 5 0

7 ,6 5 0

7, 850

Accountants I I I --------------------------------Auditors I I I -------------------------------------Attorneys I I --------------------------------------C hem ists III —-----------------------------------Engineers H I ------------------------------------Engineering technicians V ------------Job analysts III--------------------------------M anagers, office services I ----------

7, 908
8 ,5 2 0
8, 532

GS 9

7, 220

7 ,4 6 5

7, 710

7 ,9 5 5

8 ,2 0 0

8 ,4 4 5

8, 690

8 ,9 3 5

9, 180

9 ,4 2 5

5 ,9 5 1

.

9,
8,
8,
7,

204.
556
544
500

.. .

...

i

•

.

*

■

M anagers, office services I I ---------

9, 240

GS 10

7, 900

8, 170

8 ,4 4 0

8, 710

8, 980

Accountants I V --------------------------------Auditors I V ---------------------------------------Attorneys I I I ------------------------------------Chem ists I V -------------------------------------Chief accountants I -------------------------D irectors of personnel I ----------------Engineers I V ------------------------------------Job analysts I V --------------------------------M anagers, office service s III-------

9 ,5 0 4
1 0 ,2 8 4
1 0 ,4 6 4
10, 632
10, 296
9, 660
1 1 ,0 1 6
10, 164
1 0 ,9 9 2

GS 11

8, 650

8 ,9 4 5

9, 240

9 ,5 3 5

9, 830 10,1 2 5 10,4 2 0 10 ,7 1 5 11 ,0 1 0 11 ,3 0 5

See footnotes at end of table.




9, 250

9 ,5 2 0

9, 790 1 0 ,0 6 0 10 ,3 3 0

61
Comparison of Average Annual Salaries in Private Industry, 1 February—
March 1964, with Salary
Rates in Federal Classification Act General Schedule1 Continued
2—

Occupation and class
surveyed by BLS3

Average
annual
salaries
in private
industry4

Salary■rates in Federal Cmo si ~m
> . _,_.on AcL General Schedule2
Per annum rates and steps 6
Grade5

1

2

3

4

5

6

7

8

9

10

Accountants V ------------------------------Attorneys I V ---------------------------------Chemists V ------------------------------------Chief accountants II----------------------Directors of personnel II-------------Engineers V -----------------------------------Managers, office services IV -------

$11, 568
12, 816
12, 744
12, 576
11,160
12,924
12, 948

GS 12

$10,250 $10,605 $10,960 $11,315 $11,670 $12,025 $12,380 $12,735 $13,090 $13,445

Attorneys V------------------------------------Chemists V I----------------------------------Chief accountants III---------------------Directors of personnel III------------Engineers V I----------------------------------

16, 032
14,748
14,124
13, 896
14,820

GS 13

12,075 12,495 12,915 13,335 13,755 14,175 14,595 15,015 15,435 15,855

Attorneys V I ---------------------------------Chemists V II---------------------------------Chief accountants IV ---------------------Directors of personnel IV ------------Engineers V II--------------------------------

18, 420
17, 328
15,948
16, 512
17, 652

GS 14

14,170 14,660 15,150 15,640 16,130 16,620 17,110 17,600 18,090 18,580

Attorneys V I I --------------------------------Chemists VIII--------------------------------Engineers VIII--------------------------------

24,288
21, 084
20,484

GS 15

16,460 17,030 17,600 18,170 18,740 19,310 19,880 20,450

1 For scope of stjfc^ey, see table in appendix A.
effect?
2 Salary rates as rin se d upderJlfe Federal Employees Salary Act o T
the first pay period beginningoiaor a|J*?r July 1, 1964.
3 For definitions, see appapanx B.
4 Survey findings as sum^far^ed in table 1 of this report.
5 Corresponding gradej^n the General Schedule were supplied by the
CivitoJervice Commissj^
6 The Federal SalatVfr Reform A ch of 1962 provides for within-jyjdlfe increasekon condition that the

eJb
is of an acceptable leveJ^f competence as defined by the head of Uie department." For employees who meer
the service requiremepfts are 52 calendar weeks each for salary rates 1, 2, and 3; 104 weeks each for salary
6; and 156 weeks
for salary rates 7, 8, and 9.
An additional within-grade increase may be granted wi'
of 52 weeks in rjrcognition of high quality performance above that ordinarily found in the type of position

21,020

tyee’ s "work
is condition,
:es 4, 5, and
i any period
incerned.

UnderN^ection 504 of the FedgjarT Salary Reform Act of 1962 (Public^Law 8 7 ^ 9 3 , pt. HV^
higher minimumN^ates (but not excpcdfng the seventh salark rate . prescrjjjik^^n the General SchejJtffe
for the grade or lWel) and a^B^responding new salary range maa e s t a b l i s h e d for po&atpilSs or
occupations under ceWain^^dSiditions. The conditions include i^lfraing that the salary rate^llCprivate
industry are so subs^irfmally above the salary rates of ^Jirestfetutory pay schedules as^TO Handicap
significantly the Gp^ernKoen^s recruitment or retention/of we Unqualified persons.
Su<p special pay
scales have been established for specific grades or levels of cer^dn occupations (including engineers
and scientists|.
Information on the special higher pay scales currently in effect, and the occupations
and areas to which they ap^Jy, may be obtained from the U. S. CrWil Service Commission, Wash­
ington, D. C., 20415, or its regional offices.
^




21,590




Order Form

TO:
Superintendent of Documents
U. S. Government Printing Office
Washington, D .C . 20402

or

Bureau of Labor S ta tistics18 Oliver St,, Boston, Mass, 02110
341 Ninth A v e ., New York, N .Y . 10001
1371 Peachtree S t., NE,, Atlanta, Ga. 30309
1365 Ontario St,, Cleveland, Ohio 44114
219 South Dearborn St,, Chicago, 111, 60604
450 Golden Gate A v e ,, Box 36017,
San Francisco, Calif, 94102

Enclosed find $____ in I
1check or (
I money order. Make checks or money orders payable to the Super­
intendent o f Documents. (Tw enty-five percent discount for bundle order of 100 or more cop ies.)

Please send me copies o f bulletins as indicated.

Number
of
copies

Bulletin 1417.

Salary Structure Characteristics in Large Firms, 1963 119641.

Presents findings of a detailed study of salary structures having a series o f pay grades with established
salary ranges for white-collar occupations. Broad areas covered include general characteristics, design
and use o f salary schedules, provisions for revising rates in schedules, hiring rate practices, and pro­
visions for advancement within grades. Price 30 cents.

1962-63 OCCUPATIONAL WAGE SURVEY SUMMARY BULLETINS
Bulletin 1345— (Part I).
83

Wages and Related Benefits, Part I:

82 Labor Markets, 1962r-63 (1964).

Consolidates information from the individual area bulletins for surveys made during the period July 1962
to July 1963. Contains average weekly earnings for office occupations, average hourly earnings for
plant occupations, and establishment practices and supplementary wage provisions by industry division
and area. Price 60 cents.

Bulletin 1345-83 (Part II). Wages and Related Benefits, Part II:
and Regional Summaries. 1962-63 (1964).

Metropolitan Areas, United States

Presents information on occupational earnings, establishment practices, and supplementary wage pro­
visions for all metropolitan areas combined and separately by industry division and region. Also
provides analyses of wage differences and trends o f occupational earnings. Price 50 cents.




(Over)

1963-64 OCCUPATIONAL WAGE SURVEY BULLETINS:

Area and payroll period

BLS
Price Number
bulletin
(in
of
number cents! copies

Akron (June 1 9 6 4 )---------------Albany-Schenectady— roy
T
(Mar. 1964)...........................Albuquerque (Apr. 1 9 6 4 )----Allentown-Bethlehem-Easton
(Feb. 1 9 6 4 )............................
Atlanta (May 1964)-------------Baltimore (Nov. 1 9 6 3 )--------Beaumont—
Port Arthur
(May 1 9 6 4 )............................
Birmingham (Apr. 1 9 6 4 )------

1385-80

25

_______

1385-52
1385-61

25
25

_______
_______

1385-53
1385-73
1385-24

25
25
25

1385-70
1385-63

25
25

Boise (July 1964)-------------------Boston (Oct. 1 9 6 3 )----------------Buffalo (D ec. 1 9 6 3 )..................
Burlington (Mar. 1964)----------Canton (Apr. 1 9 6 4 ) --------------Charleston(W.Va.) (Apr. 1964)—
Charlotte (Apr. 1964)------------Chattanooga (Sept. 1 9 6 3 )------

1430-1
1385-16
1385-33
1385-47
1385-64
1385-57
1385-55
1385-5

25
25
25
20
25
25
25
20

Chicago (Apr. 1964)--------------Cincinnati (Mar. 1 9 6 4 )---------Cleveland (Sept. 1 9 6 3)---------Columbus (Nov. 1963)----------Dallas (Nov. 1963)....................
Davenport-Rock Island—
Moline
(Oct. 1963)...............................
Dayton (Jan. 1964)----------------Denver (D ec. 1 9 6 3 )---------------

1385-66
1385-58
1385-11
1385-25
1385-15

30
25
25
20
25

1385-12
1385-40
1385-34

20
25
25

Des Moines (Feb. 1964)--------Detroit (Jan. 1964)---------------Fort Worth (Nov. 1 9 6 3 )..........
Green Bay (Aug. 1 9 6 4 ) --------Greenville (May 1964)---------Houston (June 1 9 6 4 )-------------Indianapolis (D ec. 1963)------Jackson (Feb. 1 9 6 4 )--------------

1385-44
1385-43
1385-19
1430-3
1385-68
1385-81
1385-30
1385-41

25
25
20
25
25
25
25
25

Jacksonville (Jan. 1 9 6 4 ) ------Kansas City (Nov. 1 9 6 3 )------Lawrence-Hav erhill
(June 1 9 6 4 ).............................
Little Rock-North Little Rock
(Aug. 1 9 6 4 )...........................
Los Angeles-Long Beach
(Mar. 1 9 6 4 )...........................
Louisville (Feb. 1 9 6 4 )---------Lubbock (June 1964)-------------Manchester (Aug. 1 9 6 4 ) ------Memphis (Jan. 1 9 6 4 )------------

1385-32
1385-26

20
25

1385-76

25

1430-7

25

1385-59
1385-50
1385-75
1430-4
1385-35

30
20
25
25
25

Area and payroll period
Miami (D ec. 1963)----------------Milwaukee (Apr. 1 9 6 4 ) --------Minneapolis-St. Paul
(Jan. 1964).................................
Muskegon-Muskegon Heights
(May 1964).................................
Newark and Jersey City
(Feb. 1964) ...............................
New Haven (Jan. 1964)----------New Orleans (Feb. 1 9 6 4 )-------New York (Apr. 1 9 6 4 ) ..............

BLS
bulletin
number

Price Number
(in
of
cents! copies

1385-29
1385-56

25
25

_______
_______

1385-39

25

_______

1385-71

25

1385-49
1385-37
1385-42
1385-72

30
25
25
40

1385-77
1430-5
1385-14

20
25
25

1385-62
1385-31
1385-54
1385-38

25
30
25
25

Portland (Maine) (Nov. 1963) Portland (O reg.) (May 1964) —
Providence—
Pawtucket
(May 1964).................................
Raleigh (Sept. 1964)..................
Richmond (Nov. 1963)----------Rockford (Apr. 1964)-................
St. Louis (Oct. 1 9 6 3 )................
Salt Lake City (D ec. 1963) —

1385-22
1385-67

25
25

1385-65
1430-6
1385-23
1385-60
1385-21
1385-28

20
20
25
25
25
20

San Antonio (June 1964)---------San Bernardino-Riverside—
Ontario (Sept. 1964)------------San Diego (Sept. 1963)----------San Francisco-Oakland
(Jan. 1964).................................
Savannah (May 1 9 6 4 )------------Scranton (Aug. 1964) ------------Seattle (Sept. 1SJ63)--------------Sioux Falls (Oct. 1 9 6 3 ) ............

1385-74

20

1430-8
1385-13

20
20

1385-36
1385-69
1430-2
1385-10
1385-20

25
25
20
25
25

1385-51
1385-78
1385-46
1385-27
1385-17
1385-48
1385-18
1385-6
1385-79
1385-45

25
20
20
20
25
25
20
20
25
25

Norfolk-Portsmouth and
Newport News-Ha mpton
(June 1964).................................
Oklahoma City (Aug. 1964)---Omaha (Oct. 1963J----------------Paterson-Clifton—
Passaic
(May 1964)— .............................
Philadelphia (Nov. 1963)-------Phoenix (Mar. 1964)--------------Pittsburgh (Jan. 1964)-------------

South Bend (Mar. 1 9 6 4 )---------Spokane (May 1 9 6 4 )--------------Toledo (Feb. 1964)....................
Trenton (D ec. 1963)--------------Washington (O ct. 1 9 6 3 )---------Waterbury (Mar. 1964)----------Waterloo (Nov. 1963)................
Wichita (Sept. 1963)..................
Worcester (June 1964)------------York (Feb. 1964).........................

Name
Address
City_




State

Zip Code^
U. S. GOVERNMENT PRINTING OFFICE : 1964 O - 748-596




BUREAU OF LABOR STATISTICS REGIONAL OFFICES

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