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National Survey
of Professional, Administrative,
Technical, and Clerical Pay,
March 1973
U.S. DEPARTMENT OF LABOR
Bureau of Labor Statistics
Bulletin 1804
1973




[on & Mont]

Public Lil

National Survey
of Professional, Administrative,
Technical, and Clerical Pay,
March 1973
Bulletin 1804

U S. D EP A R T M EN T OF LABO R
Peter J. Brennan, Secretary
B U R EA U OF L A B O R S T A T IST IC S
-Julius Shiskin, Commissioner
1973

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P re fa c e

This bulletin summarizes the results of the Bureau’s annual salary survey of selected
professional, administrative, technical, and clerical occupations in private industry. The
nationwide salary information, relating to March 1973, is representative of establishments
in a broad spectrum of industries throughout the United States, except Alaska and Hawaii.
The survey was designed by the Bureau of Labor Statistics in cooperation with the
U.S. Office of Management and Budget and the U.S. Civil Service Commission. It pro­
vides a fund of broadly based information on pay in private industry in a form suitable for
use in appraising the compensation of salaried employees in the Federal civil service
(appendix D). In addition, survey results are useful as a guide for salary administration
and in general economic analysis. It should be emphasized that this survey, like any other
salary survey, does not provide mechanical answers to pay policy questions.
The occupations studied span a wide range of duties and responsibilities. The occupa­
tions selected were those judged to be (a) surveyable in industry within the framework of
a broad survey design and (b) representative of occupational groups which are numerically
important in industry as well as in the Federal service.
Occupational definitions used in the collection of the salary data (appendix C) reflect
duties and responsibilities in private industry; however, they are also designed to be
translatable to specific General Schedule grades applying to Federal employees. Thus the
definitions of some occupations and work levels were limited to specific elements that
could be classified uniformly among establishments. The Bureau of Labor Statistics and
the Civil Service Commission collaborated in the preparation of the definitions.
The scope of the survey, in terms of industrial, geographic, and minimum establish­
ment-size coverage, remained the same as in March 1972.
The survey could not have been conducted without the cooperation of the many firms
whose salary data provide the basis for the statistical information presented in this
bulletin. The Bureau, on its own behalf and on behalf of the other Federal agencies that
collaborated in planning the survey, wishes to express appreciation for the cooperation it
has received.
This study was conducted in the Bureau’s Office of Wages and Industrial Relations by
the Division of Occupational Wage Structures. The analysis in this bulletin was prepared
by William M. Smith, assisted by Andrea M. Christensen. Field work for the survey was
directed by the Bureau’s Assistant Regional Directors, Division of Operations.

Although only nationwide salary data are presented in this bulletin, clerical and
drafting occupation salary data are available for each of the 94 metropolitan areas
in which the Bureau conducts area wage surveys. These area reports also include in­
formation on such supplementary benefits as paid vacations, holidays, and health,
insurance, and pension plans relating to nonsupervisory office workers. (See the areas
listed on the order form at the back of this bulletin.)







Contents
Page

S u m m ary ..........................................................................................................................................
Characteristics of the survey .........................................................................................................
Changes in salary le v e ls ..........................................., ....................................................................
Average salaries, March 1973 .......................... ..............................................................................
Salary levels in metropolitan areas ...............................................................................................
Salary levels in large establishments ............................................................................................
Salary distributions............................................................................................... . ......................
Pay differences by in d u s try ............................................................................................ ...
Average standard weekly h o u r s ......................................................................................................

1

1
2
2

8
8
8
9
9

Summary tables:
Average salaries:
1. United States ..........................................................................................................
2. Metropolitan areas ...............................................................................................
3. Establishments employing 2,500 or m o r e ...........................................................

13
15
17

Employment distribution by salary:
4. Professional and administrative occupations ....................................................
5. Engineering technicians and keypunch su p erv iso rs...........................................
6 . Drafting and clerical o cc u p atio n s........................................................................

19
25
26

7. Occupational employment distribution: By industry division....................................
8 . Relative salary levels: Occupation by industry d iv is io n ..............................................
9. Average weekly hours: Occupation by industry division ...........................................

29
30
31

Charts:

1. Cumulative rise in average (mean) salaries for selected occupational groups,
1961 to 1973

2 . Increases in average salaries for selected occupational groups, 1961 to 1973

....
3. Salaries in professional and technical occupations, March 1973 .................................
4. Salaries in administrative and clerical occupations, March 1973 ..............................
5. Relative employment in selected occupational groups by
industry division, March 1973 .....................................................................

4
6
10
11
12

Appendixes:
A.
B.
C.
D.




Scope and method of s u rv e y ......................................................................................
Survey changes in 1973
Occupational d e fin itio n s............................................................................................
Comparison of average annual salaries in private industry, March 1973,
with corresponding salary rates for Federal employees under
the General S chedule........................................................................

32
36
37

66




Professional, Adm inistrative, Technical
and Clerical Pay
Summary

Average salaries of workers in the occupations covered
by this survey rose 5.4 percent from March 1972 to
March 1973, the smallest percent increase recorded in
5 years. 1 Increases for 9 of 1 1 professional, administra­
tive, and technical support occupations ranged from
4.7 to 6.3 percent; the average increase was 5.4 percent.
The average of the increases for clerical occupations also
was 5.4 percent; 6 of the 8 advanced between 4.6 and
5.9 percent.
Average monthly salaries for the 77 occupational
levels varied from $404 for clerks engaged in routine
filing to $3,087 for the highest level in the attorney
series. For most of the occupations, salary levels in
metropolitan areas and in large establishments were
higher than the average for all establishments within the
full scope of the survey. Salary levels in finance and
retail trade industries generally were lower than in other
major industry divisions represented in the survey.
Reported average standard weekly hours were also
generally lower in the finance industries.
Characteristics of the survey

This survey, the 14th in an annual series, provides
nationwide salary averages and distributions for 77 work
level categories covering 19 occupations. It relates to
establishments in all areas of the United States, except
Alaska and Hawaii, in the following industries: Manufac­
turing; transportation, communication, electric, gas, and
sanitary services; wholesale trade; retail trade; finance,
insurance, and real estate; engineering and architectural
services; and research, development, and testing labora­
tories operated on a commercial basis. 2 The minimum
sizes of establishments surveyed are: 250 employees in
manufacturing and retail trade; and 100 employees in all
other industry divisions.3
Definitions for the occupations included in this study
provide for classification of employees according to
appropriate work levels. Within each occupation, the
work levels surveyed— designated by Roman numerals,
with level I as the lowest— are defined in terms of




duties and responsibilities. Specific job factors deter­
mining classification, however, vary from occupation to
occupation.
The number of work level definitions for each
occupation ranges from one for messengers to eight each
for chemists and engineers. More than one level of work
is defined for survey in most of the occupations; some
are purposely defined, however, to cover specific bands
of work levels, which are not intended to represent all
levels or all workers that may be found in those
occupations.
The survey is designed to permit separate presenta­
tion of data for metropolitan areas. Coverage in metro­
politan areas includes the 261 Standard Metropolitan
Statistical Areas in the United States, except Alaska and
Hawaii, as revised through November 1971 by the U.S.
Office of Management and Budget. Establishments in
metropolitan areas accounted for over four-fifths of the
total employment and nine-tenths of the professional,
administrative, clerical, and related employees within the
scope of the survey. Ninety percent of the employees
in the occupations chosen for study were employed in
metropolitan areas.
The selected occupations accounted for more than
1,550,000 employees, or one-fifth of the estimated
employment in professional, administrative, clerical,
and related occupations in establishments within the
scope of the survey. Employment in the selected
occupations varied widely, reflecting actual differences
in employment in the various occupations, and also
differences arising from variations in the range o f duties

Results of the March 1972 survey were presented in
National Survey o f Professional, Administrative, Technical', and
Clerical Pay, March 1972, Bulletin 1764 (Bureau of Labor

Statistics, 1973).
2 For a full description of the scope of the 1973 sur­
vey, see appendix A.
3 In 1972, the minimum size for establishments in the
finance, insurance, and real estate industry was raised from
50 to 100 employees.

and responsibilities covered by the occupational defini­
tions. Among the professional and administrative occupa­
tions, the eight levels of engineers accounted for a
total of 384,829 employees, whereas there were fewer
than 5,000 employees in each o f four of the occupa­
tional categories as defined for the study (chief account­
ants, job analysts, directors of personnel, and keypunch
supervisors). (See table 1.) Accounting clerks and
secretaries accounted for over one-half of the 816,971
employees in the clerical occupations studied. The
selected drafting occupations had aggregate employment
of 83,397 and the five engineering technician levels
together accounted for 88,965 employees.
Although women accounted for approximately onehalf o f the total employment in the occupations studied,
they were employed largely in clerical positions. The
clerical occupations in which the proportion of women
imounted to more than 90 percent at each level were
file clerks, keypunch operators, secretaries, stenographers,
md typists. A percentage distribution of women em­
ployees by occupation and level is shown in appendix A.
Changes in salary levels

Text table 1 presents percent increases in average
ialaries that occurred between annual surveys since 1961
'or each survey occupation . 4 Also shown are average
percent changes for the two broad occupational groups
covered by the survey (the professional, administrative,
md technical support group; and the clerical and clerical
upervisory group) and the average percent change for
he two groups combined. The cumulative 1961-73 per­
cent increases for selected occupations are shown in
:hart 1.
The 1972-73 increase in average salaries for all survey
>ccupations shown in text table 1 is, at 5.4 percent,
ower than the 1971-72 increase of 5.8 percent. The
ower increase this year is mainly attributable to smaller
alary increases for clerical occupations in the 1972-73
teriod than in the previous survey year.
To examine the changes in salaries that have occurred
ince 1961 for different levels of work, all of the
»ccupational classifications were grouped into the three
•road categories described in text table 2 .
Average salaries increased more for the higher occupaional levels (group C) than for the two lower groups
rom 1961 through 1966, with the exception of the
962-63 period. Between 1966 and 1969, however, the
riddle occupational levels (group B) showed larger annual
lcreases than did the lower or higher levels. Between
969 and 1971, the increases for all three groups were
early identical. Increases for the middle levels were
mailer than for the others between 1971 and 1973.




Another method of examining salary trends is to
combine the data into the four occupational groups
shown in chart 2. Increases in the 1972 to 1973 period
amounted to 5.6 percent for the experienced pro­
fessional and administrative group; 5.3 percent for the
technical support group; 5.1 percent for clerical workers;
and 2.8 percent for the entry and developmental pro­
fessional and administrative group. 5 These increases
were above their respective 12-year averages for all but
the entry and developmental professional and admini­
strative group. The annual rate of increase for that group
was, at 2.8 percent, considerably less than half its peak
rate of increase of 7.2 percent recorded in 1968-69.
Increases in salaries of both clerical and technical
support groups averaged 4.4 percent over the 12-year
period— less than the increases (4.8 and 4.6 percent) for
the experienced and entry professional and administra­
tive groups.6

Average salaries, March 1973

Average monthly salaries for the occupations included
in this report (table 1) ranged from $404 for file clerks I
to $3,087 for the top level of attorney surveyed. These
extremes reflect the wide range of duties and responsi­
bilities represented by the occupatibnal work levels sur­
veyed. Average salaries for the occupational levels, and a
brief indication of the duties and responsibilities they
represent, are summarized in the following paragraphs.7

4

Beginning in 1965, data are for establishments in metro­
politan areas and nonmetropolitan counties; before 1965, data
are for metropolitan areas only. Establishments employing fewer
than 250 workers were excluded before 1966.
5 Work levels used for computing 1972-73 increases were:
Clerical- All clerical levels.
Technical support—All levels of draftsmen and engineering
technicians.
Entry and developmental professional and administrative—

Accountants I and II; auditors I and II; attorneys I; job
analysts I and II; chemists I and II; and engineers I and II.
Experienced professional and administrative -Accountants
III, IV, V; auditors III and IV; chief accountants I, II, III,
and IV; attorneys II, III, IV, V, and VI; job analysts III and IV;
directors of personnel I, II, III, and IV; chemists III, IV, V, VI,
VII, and VIII; and engineers III, IV, V, VI, VII, and VIII.
A few survey levels, not readily identifiable with any
of the four occupational categories, were not used.
6 Survey data for 1966-67 and 1971-72 did not represent
a 12-month period due to changes in survey timing. Increases
for these years have been prorated to represent a 12-month
period.
7 Classification of employees in the occupations and work
levels surveyed is based on factors detailed in the definitions in
appendix C.

Occupation and group

All survey occupations 2 ....................
Professional, administrative, and
technical support 2 ......................................
Accountants .........................................
Auditors ..............................................
Chief accountants ..................................
Attorneys ............ ...............................
B u y e r s .................................................
Job a n a ly sts..........................................
Directors of p e rson n el............................
Chemists ..............................................
E ngineers..............................................
Engineering technician s...........................
D r a ftin g ................................................
Clerical and clerical supervisory 2 .......................
Accounting clerks ..................................
File clerks ............................................
Keypunch operators ..............................
Keypunch supervisors ............................
Messengers............................................
Secretaries............................................
Stenographers .......................................
T y p ists..................................................

1961 1962 1963 1964 1965 1966 1967 1968 1969 1970 1971 1972
to
to
to
to
to
to
to
to
to
to
to
to
1962 1963 1964 1965 1966 1967 1 1968 1969 1970 1971 19721 1973

2.9

3.0

3.1

3.1

3.3

4.5

5.4

5.7

6.2

6.6

5.8

5.4

4.6

3.0
2.8
2.9
2.6
3.2

3.3
3.3
3.6
2.8
4.6

3.4
2.8
3.1
4.8
3.3

3.7
3.5
3.9
3.9
4.2

3.6
3.8
3.8
3.3
4.0

( 5)
3.2

O
3.5
4.6
3.3
2.9
3.6
2.6

O
4.3
3.5
3.9
3.2
2.3

( 5)
5.4
3.6
4.8
3.7
2.8
1.5

( 3)
6.6
2.1
5.4
6.5
6.2
5.8
5.8

6.2
6.7
7.0
7.1
7.1
6.1
4.1
7.4
5.9
5.5
6.3
4.9

6.7
6.7
7.0
9.1
5.0
7.0
7.7
8.0
5.5
5.7
6.5
5.6

5.5
5.6
5.5
3.9
6.1
6.3
6.8
3.9
5.1
5.2
5.1
7.2

5.4
4.9
5.2
5.8
6.3
5.0
5.2
7.5
3.7
5.1
4.7
6.2

4.7
4.8
4.9
5.0

( 5)
2.6
3.0
3.8
4.4
2.9
3.6

5.5
5.7
5.5
5.5
5.3
4.9
7.0
5.4
5.1
5.4
5.1
5.3

5.8
7.0
7.2
5.8

( 5)
1.4
3.7
3.9
2.6

4.2
4.6
4.8
5.1
3.2
4.2
3.4
3.8
4.4
4.3
3.7
3.5

2.8
3.0
/5 \
)5 \

2.6
2.5
2.6
2.5

2.7
2.8
3.1
2.7

2.4
2.2
2.2
2.3

3.0
3.0
2.9
3.7

4.8
3.3
5.1
5.2

5.3
4.7
6.8
4.9

5.5
4.7
5.5
5.3

6.2
6.2
5.5
6.4

( 5 1 ( 5)
2.6
2.8

( 5)
2.3

3.0

(5)

( 5)
2.8

O
5.4

( S)

( 5)
2.4
2.6

( 5)
2.3
2.5

( 5)
2.9
2.6

O
4.6
5.4

( 5)
6.2
4.6
4.9
5.8

( 5)
6.7
5.3
5.9
5.7

O
6.3
6.4
5.8
6.0

6.5
6.0
6.1
7.0
6.1
6.7
6.6
7.5
6.1

6.1
6.0
5.5
6.8
6.1
6.3
6.1
6.4
5.7

5.4
4.6
5.9
5.4
8.2
5.1
5.1
5.2
4.0

(!)
( 3)
2.5

2.5
2.6

Survey data did not represent a 12-month period due
to a change in survey timing. Data have been prorated to
represent a 12-month interval.
Data for 1 administrative occupation (managers of office
services, last surveyed in 1968), and 3 clerical occupations
(bookkeeping machine operators, last surveyed in 1964, and
switchboard operators and tabulating-machine operators, last
surveyed in 1970), not shown above, are included in the averages

Among the five levels of accountants surveyed, aver­
age monthly salaries ranged from $785 for accountants I
to $1,533 for accountants V. Auditors in the four levels
defined for survey had average salaries ranging from $859
a month for auditors I to $1,389 for auditors IV. Level I
in both the accounting and auditing series included
trainees who had bachelor’s degrees in accounting or the
equivalent in education and experience combined. At
each corresponding level, average salaries were higher for
auditors than for accountants. For level III, the most
heavily populated group in both series, monthly salaries
averaged $1,039 for accountants and $1,131 for auditors.
Whereas two-thirds of the accountants were employed in
manufacturing, this industry division employed 40 per­
cent of the auditors. Other industry divisions which
accounted for large numbers of auditors were finance,




Average
annual
rate of
increase,
1961 to
1973

( 3)

o
n
4.4
5.0
4.7
4.5
64.4
(4)
4.5
4.1
*4.6
64.7
( 5)
4.7
* ( 5)
*4.6
4.3

for the periods during which they were surveyed.
3 Comparable data not available for both years.
4 Comparison over this period was not possible because of
changes in the definition of the occupation.
5 Not surveyed.
Average annual rate of increase 1962 to 1973.
N O T E: For method of computation, see appendix A.

insurance, and real estate (32 percent); and public
utilities (15 percent).8
Chief accountants were surveyed separately from
accountants and include those who develop or adapt
and direct the accounting program for a company or an
establishment (plant) of a company. Classification by
level is determined by the extent of delegated authority
and responsibility, the technical complexity of the
accounting system, and, to a lesser degree, the size of
the professional staff directed. Chief accountants at level
I, who have authority to adapt the accounting system
established at higher levels to meet the needs of an
establishment of a company with relatively few and
8
Establishments primarily engaged in providing accounting
and auditing services are excluded from the survey.

Chart 1

Cumulative Rise in Average (Mean) Salaries for
Selected Occupational Groups, 1961 to 1973

O C C U P A T IO N A L
GROUP

Percent
o

10

20

30

40

Directors of personnel

79.1

Chief accountants

78.9

Auditors

78.3

Accountants

75.0

B

Chemists

72.8

Engineers

Job analysts

Clerical employees




69.7

r

t o

m 5 68.3

stable functions and work processes (directing one or
two accountants), averaged $1,352 a month. Chief
accountants IV, 9 who have authority to establish and
maintain the accounting program, subject to general
policy guidelines, for a company with numerous and
varied functions and work processes (directing as many
as 40 accountants), averaged $2,228 a month. Over
three-fifths of the chief accountants who met the re­
quirements o f the definitions for these four levels were
employed in manufacturing industries.
Attorneys are classified into survey levels based upon
the difficulty of their assignments and their responsi­
bilities. Attorneys I, which includes new law graduates
with bar membership and those performing work that is
relatively uncomplicated due to clearly applicable pre­
cedents and well-established facts, averaged $1,123 a
month. Attorneys in the top level surveyed, level VI,
earned an average of $3,087 a month. These attorneys
deal with legal matters of critical importance to their
organizations, and are usually subordinate only to the
general counsel or his immediate deputy in very large
firms. Finance, insurance, and real estate industries
employed about four-tenths of the attorneys; manu­
facturing industries employed about three-tenths; and
public utilities, about one-fifth . 10
Buyers average $800 a month at level I, which
includes those who purchase “ off-the-shelf’ and readily
available items and services from local sources. Buyers
IV, who purchase large amounts of highly complex and
technical items, materials, or services, were paid monthly
salaries averaging $1,369. Manufacturing industries ac­
counted for 86 percent of the buyers in the four levels.
In the personnel management field, four work levels
of job analysts and five levels of directors of personnel
were studied. 1 Job analysts I, defined to include
1
trainees under immediate supervision, averaged $780,
compared with $1,351 for job analysts IV, who analyze
and evaluate a variety of the more difficult jobs under
general supervision, and who may participate in the

development and installation of evaluation or compensa­
tion systems. Directors of personnel are limited by
definition to those who have programs that include, at a
minimum, responsibility for administering a job evalua­
tion system, employment and placement functions, and
employee relations and services functions. Those with
significant responsibility for actual contract negotiation
with labor unions as the principal company representa­
tive are excluded. Provisions are made in the defini­
tion for weighing various combinations of duties and
responsibilities to determine the level. Among personnel
directors with job functions as specified for the four
levels of responsibility, average monthly salaries ranged
from $1,229 for level I to $2,218 for level IV. Manu­
facturing industries accounted for 68 percent of the job
analysts and 67 percent of the directors of personnel
included in the study; the finance, insurance, and real
estate industries ranked next, with 19 percent of the
job analysts and 12 percent of the directors o f personnel.
Chemists and engineers each are surveyed in eight
levels. Both series start with a professional trainee
level, typically requiring a B.S. degree. The highest level
surveyed involves either full responsibility over a very
broad and highly complex and diversified engineering or
chemical program, with several subordinates each direct­
ing large and important segments of the program; or
individual research and consultation in difficult problem
areas where the engineer or chemist is a recognized
authority and where solutions would represent a major
scientific or technological advance. 12 Average monthly
9
Although chief accountants V and directors of personnel
V were surveyed, as defined in appendix C, too few employees
in each occupational level met requirements for the level to
warrant presentation of salary figures.
10 Establishments primarily engaged in offering legal advice
or legal services are excluded from the survey.
11 See footnote 9.
It is recognized in the definition that top positions of
some companies with unusually extensive and complex en­
gineering or chemical programs are above that level.

Text table 2. Percent increases in average salaries, 1961-1973, by w ork level category

Work level category

Group A (G S grades 1-4 in appendix D)
Group B (G S grades 5-10 in appendix D)
Group C (G S grades 11-15 in appendix D) . . . .

1961 1962 1963 1964 1965 1966 1967 1968 1969 1970
to
to
to
to
to
to
to
to
to
to
1962 1963 1964 1965 1966 1967 1 1968 1969 1970 1971
2.8
2.6
3.5

2.7
4.0
3.7

2.7
2.6
3.5

Actual survey-to-survey increases have been prorated to a
12-month period.




2.2
3.3
4.2

2.9
3.7
4.2

4.5
4.8
4.1

5.1
5.8
4.7

5.5
6.5
5.9

6.2
6.3
6.4

6.2
6.3
6.2

1971
1972 1961
to
to
to
19721 1973 1973
6.3
5.2
5.6

5.5
4.4
5.7

NO T E: For method of computation, see appendix A.

67.2
71.8
75.7

Chart 2

Increases In Average Salaries for Selected Occupational Groups
1961 to 1973

Percent increase
8

Experienced professional and administrative

mm

____

6

4

4.8

4.6

Technical support

4.4

_
_

_______

4.4

Mean
increase
1961
to
1973

Mean
increase
1961
to
1966

1966
to
19671

D a ta were adjusted to a 12-m o n th period.




1967
to
1968

1968
to
1969

1969
to
1970

1970
to
1971

1971
to
19721

1972
to
1973

salaries ranged from $934 for engineers I to $2,458 for
engineers VIII, and from $836 for chemists I to $2,675
for chemists VIII. Although at level I the average salaries
of engineers exceeded those of chemists by 12 percent,
the salary advantage of engineers over chemists decreased
steadily with each level, until at level VI the average
salaries for both occupations were nearly equal, and at
level VIII the average salaries for chemists exceeded those
for engineers by 9 percent.
Level IV, the largest group in each series, includes
professional employees who are fully competent in all
technical aspects of their assignments, work with con­
siderable independence, and, in some cases, supervise a
few professional and technical workers. Manufacturing
industries accounted for three-fourths of all engineers
and over nine-tenths of all chemists; the surveyed en­
gineering and scientific services, 12 and 5 percent; and
public utilities 12 and 1 percent, respectively.
By definition, the five-level series for engineering
technicians is limited to employees providing semiprofessional technical support to engineers engaged in
such areas as research, design, development, testing, or
manufacturing process improvement, and whose work
pertains to electrical, electronic, or mechanical com­
ponents or equipment. Technicians engaged primarily in
production or maintenance work are excluded. Engineer­
ing technicians I, who perform simple, routine tasks
under close supervision, or from detailed procedures,
were paid monthly salaries averaging $625. Engineering
technicians V, the highest level surveyed, averaged $ 1,067
a month. That level includes fully experienced techni­
cians performing more complex assignments involving
responsibility for planning and conducting a complete
project of relatively limited scope, or a portion of a
larger and more diverse project in accordance with
objectives, requirements, and design approaches as out­
lined by the supervisor or a professional engineer. Aver­
ages for intermediate levels III and IV, at which a
majority of the technicians surveyed were classified, were
$834 and $938, respectively. As might be expected, most
of the technicians as defined were employed in manu­
facturing (77 percent) and in the scientific services in­
dustries studied (14 percent), with public utilities em­
ploying nearly all the rest (9 percent). Although the
ratio of such technicians to engineers studied was about
1 to 4 in all manufacturing industries, ratios of approxi­
mately 1 to 6 were found in public utilities and 1 to 2
in research, development, and testing laboratories.
In the drafting field, the definitions used in the
survey cover four levels of work— draftsmen-tracers,
and draftsmen I, II, and III. Monthly salaries averaged
$557 for draftsmen-tracers and ranged from $666 to
$1,014 among the three levels of draftsmen. Draftsmen-




tracers copy plans and drawings prepared by others or
prepare simple or repetitive drawings of easily visualized
items. The three draftsman levels as defined range from
employees preparing detail drawings of single units or
parts (level I) to those who, working in close support
with the design originator, plan the graphic presentation
of complex items having distinctive design features, and
either prepare or direct the preparation of the drawings
(level III). The drafting employees were distributed by
industry in about the same proportion as engineers, with
72 percent in manufacturing, 11 percent in public
utilities, and 15 percent in the selected engineering and
scientific services industries studied.
Keypunch supervisors are classified on the basis of
combinations of three elements— level of supervisory
responsibility, difficulty of keypunch work supervised,
and number of employees supervised. Keypunch super­
visors I, who are responsible for the day-to-day super­
vision of fewer than 20 operators performing routine
keypunching operations, averaged $690 a month. At
level V, the highest level defined for survey, keypunch
supervisors average $1,114. Individuals classified at this
level supervise more complex keypunching operations,
50 or more operators, and perform at a higher level of
supervisory authority.
Among the 16 clerical jobs included in this study,
average monthly salaries for secretaries, the most heavily
populated clerical occupation studied, ranged from $612
at level I to $799 at level IV. Average salaries of $543
and $619 were reported for general and senior steno­
graphers; $516 and $651 for accounting clerks I and II;
and the two levels of typists averaged $453 and $528.
Generally, average salaries for clerical workers were
highest in public utilities and manufacturing industries
and lowest in the finance, insurance, and real estate, and
retail trade divisions. Employment in manufacturing
exceeded that in any of the nonmanufacturirig divisions
within the scope of the survey in 11 of the 16 clerical
work levels; highest employment totals in the other five
levels were in the finance, insurance, and real estate
division. Women accounted for 95 percent or more of the
employees in 12 of the clerical work levels, while men
accounted for one-half or more in only one (messenger).
Median monthly salaries (the amount below and
above which 50 percent of the employees are found)
for most of the work levels were slightly lower than the
weighted averages (means) cited above (i.e., the salaries
in the upper halves of the arrays had a greater effect on
the averages than did the salaries in the lower halves).
The relative difference between the median and the
mean was less than 3 percent for 58 of the 77 work levels
and between 3 and 5 percent in the 19 other levels.

Professional
administrative.
and technical

Salary levels in metropolitan areas

In most of the occupational work levels, average
salaries for employees in metropolitan areas (table 2)
were slightly higher than average salaries for employees
in all establishments within the full scope of the survey
(table 1). Only in 7 of the 77 work levels studied were
average salaries more than 1.5 percent higher in metro­
politan areas than in all areas combined. Employment in
the survey occupations in metropolitan areas accounted
for about seven-eighths of the total nationwide employ­
ment reported in these occupations. The proportions
varied, however, among occupations and work levels.
Nearly all of the attorneys, for example, but only
four-fifths of all buyers and directors of personnel, were
employed in metropolitan areas. In 67 of the 77 work
levels studied, 85 percent or more of the employment
was in metropolitan areas. It is apparent, therefore,
that, for most work levels, salaries in nonmetropolitan
counties could have little effect upon the averages for
all establishments combined.

Salary levels in large establishments

It was possible to present separate data for 70
occupational work levels for establishments with 2,500
employees or more (table 3). Comparisons between
employment and relative salary levels in these establish­
ments and the full survey are also presented. Establish­
ments employing 2,500 or more accounted for one-third
of the professional, administrative, supervisory, and
clerical employment within the scope of the survey, and
almost three-eighths of the employment in the selected
occupations studied. Large establishments accounted for
varying proportions of employment in the 70 occupa­
tional work levels shown in table 3, ranging from 11 to
74 percent (keypunch supervisors I and job analysts IV,
respectively). The range was from 11 to 38 percent for
clerical and clerical supervisory jobs, and from 15 to
74 percent for nonclerical jobs.
The salary levels in large establishments, expressed as
a percent of levels in all establishments combined,
ranged from 99 to 123. Salary averages in large establish­
ments exceeded the all-establishment averages by 5 per­
cent or more in all but one clerical and clerical super­
visory occupational level, but in only 25 of 50 non­
clerical levels, as shown by the following tabulation (all­
establishment average for each occupational level=100
percent):




Total number of levels .. .
Under 100 percent .........
100— 104 percent ...........
105— 109 percent ...........
110 percent and over . . . .

50
1
24
19
6

Clerical,
clerical
supervisory
20

_
1
8
11

Relative salary levels in large establishments tended to
be highest for work levels in which large establishments
accounted for small proportions of the total employment.
Salary distributions

Percent distributions of employees by monthly salary
are presented for the professional and administrative
occupations in table 4, and for engineering technicians
and keypunch supervisors in table 5; distributions by
weekly salary are shown for employees in drafting and
clerical occupations in table 6 . Within almost all o f the
77 occupational work levels, salary rates for the highest
paid employees were more than twice those of the
lowest paid employees. The absolute spread between
highest and lowest paid workers within a given work
level tended to widen with each rise in work level for
most occupations. All occupations showed a substantial
degree of overlapping of individual salaries between
work levels. Ranges in salary rates of employees in
established pay grades or work levels within salary
structures of individual firms also often overlapped
substantially.
The middle 50 and 80 percent of the salary range,
and the median salary for each occupation work level,
have been charted (charts 3 and 4) to point up occupa­
tional pay relationships as well as the typically greater
degree of salary dispersion associated with the higher
work levels in each occupational series.
Expressing the salary range of the middle 50 percent
of employees in each work level as a percent of the medi­
an salary permits comparison of salary ranges and elimi­
nates extremely low and high salaries from each com­
parison. As shown in text table 3, the degree of disper­
sion was between 15 and 30 percent of the median salary
in 65 of the 77 work levels. The degree of dispersion
tended to be greater in the clerical and keypunch super­
visory occupations than in the other occupations studied.
Differences in the range of salaries paid individuals
within work levels surveyed reflect a variety o f factors
other than differences in the range of duties and
responsibilities encompassed by the various work level
definitions. Two of these factors are: salary structures
within establishments which provide for a range of rates
for each grade level; and regional variations, particularly
in the clerical levels (clerical employees are usually

Number of levels having degree of
dispersion1 of —

Occupation

All occuparons .......................................... .
A cco u n ta n ts.....................................................................
A u d it o r s ................................................................. .
Chief accountants ............................................................
Attorneys ........................................................................
B u y e r s ............................................................................
Job a n a ly s t s .....................................................................
Directors of personnel .......................................................
Chemists ........................................................................
E n g in e e rs........................................................................
Engineering te c h n ic ia n s.....................................................
D r a f t in g ..........................................................................
Keypunch supervisors .......................................................
C le rica l............................................................................

Number
of
work
levels

77
5
4
4
6
4
4
4
8
8
5
4
5
16

Under
15
percent

15
and
under
20
percent

20
and
under
25
percent

25
and
under
30
percent

30
percent
and
over

2

18

34

19

4

2
2
1
—
—
—
1
2
6
3
—
1

3
2
2
2
4
3
—
6
1
2
4
1
4

—

—

_
-

—
—
1
—
—
1
—
—
—
“

—
4
—
—
3
—
—
—
—
1
11

1
—
—
—
—
—
—
—
—
2
1

1 Degree of dispersion equals the salary range of the middle 50 percent of employees in a w ork level expressed as a percent of the
median salary for th at level.

recruited locally, while the job field tends to be broader
regionally, often national in scope, for the professional
and administrative occupations). 13 A third factor is
industry variation. Table 7 and chart 5 show how em­
ployment in surveyed occupations varies by industry.
Pay differences by industry

The survey is planned to permit publication of
national salary estimates by level of work. By combining
the data for all levels of work studied in each occupa­
tion, it is possible to present comparisons between
relative salary levels in major industry divisions and all
industries combined (table 8).
The relative salary levels for most of the professional,
administrative, clerical supervisory, and technical support
occupations tended to be closest to the averages for all
industry divisions in manufacturing, which had 64 to 93
percent of the employees in 9 of the 12 occupations.
Relative salary levels in the public utilities industry divi­
sion were generally the highest.
For most of the occupations studied, relative salary
levels were lower in retail trade and in finance, insurance,
and real estate than in other industry divisions. In those
occupations in which retail trade and the finance indus­
tries contributed a substantial proportion of the total
employment, the average salary in the occupation for all
industries combined was lowered, and the relative levels
in industries such as manufacturing and public utilities
tended to be well above 100 percent of the all-industry
level. For example, relative pay levels for file clerks




(107 percent of the all-industry level in manufacturing
and 130 percent in public utilities) reflected the influence
of lower salaries for the high proportion (59 percent) of
all-industry employment included in the finance in­
dustries. The finance industries, however, also reported
lower average standard weekly hours than the other
industries surveyed, as shown in table 9.
Average standard weekly hours

The length of the standard workweek, on which the
regular straight-time salary is based, is obtained for
individual employees in the occupations studied. When
individual weekly hours are not available, particularly
for some higher level professional and administrative
positions, the predominant workweek of the office work
force is used as the standard workweek. The distribution
of average weekly hours (rounded to the nearest halfhour) is presented in table 9 for all work levels of each
occupation combined in major industry divisions sur­
veyed. Average weekly hours were lower in finance,
insurance, and real estate (38 hours for a majority of
the occupations) than in the other industry divisions
(39 or 39.5 hours).14
13

For an analysis of interarea pay differentials in clerical
salaries, see Area Wage Surveys: Metropolitan Areas, United
States and Regional Summaries, 1970-71, Bulletin 1685—
92
(Bureau of Labor Statistics, 1973).
14 For information on scheduled weekly hours of officeworkers employed in metropolitan areas, see Area Wage Sur­
veys: Selected Metropolitan Areas, 1 9 7 1 -7 2 , Bulletin 1725-95
(Bureau of Labor Statistics, 1973).

Chart

Salaries in Professional and Technical Occupations, M arch 1973
Median M onthly Salaries and Ranges Within Which Fell 50 Percent and 80 Percent of Employees
O C C U P A T IO N
AND LEVEL

Accountants

I
II
III
IV
V
Auditors I
II
III
IV
Chief accountants I
II
III
IV
Attorneys I
II
III
IV
V
VI
Chemists I
II
III
IV
V
VI
V II
V III
Engineers I




$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

.

Chart 4

Salaries in Administrative and Clerical Occupations, March 1973
Median M onthly Salaries and Ranges Within Which Fell 5 0 Percent and 80 Percent of Employees
O C C U P A T IO N
$500

AND LEVEL

Directors of personnel

I
II
III
IV

Job analysts

I
II
III
IV

Buyers

I
II
III
IV

Keypunch supervisors

I
II
III
IV
V

Secretaries

I
II
III
IV

Clerks, accounting

I
II

Stenographers, general
Stenographers, senior
Keypunch operators

I
II

Clerks, file

|
II
III

Typists

I
II

Messengers




$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

Chart 5

Relative Employment in Selected Occupational Groups by
Industry Division, March 1973
Percent
O C C U P A T IO N A L
G RO U P
Accountants and
chief accountants

Auditors

Attorneys

Buyers

Directors of personnel
and job analysts

Chemists

Engineers

Engineering technicians
and draftsmen
Keypunch supervisors

Clerical employees




A nnual s a la r ie s 3

M o n th ly s a l a r i e s 3
O c c u p a tio n a n d le v e l
(S ee d e fin itio n s in a p p e n d ix C)

of
e m p lo y e e s 2

M id d le r a n g e 4

M id d le r a n g e 4
M ean

M e d ia n

F irs t
q u a rtile

T h ird
q u a r t i le

M ean

M e d ia n

F irs t
q u a r t i le

T h ird
q u a r t i le

A c c o u n ta n ts a n d a u d it o r s
A c c o u n ta n ts
A c c o u n ta n ts
A c c o u n ta n ts
A c c o u n ta n ts
A c c o u n ta n ts
A u d ito rs
A u d ito rs
A u d ito rs
A u d ito rs
C h ie f
C h ie f
C h ie f
C h ie f

1
IIIIIIV V—

7 ,0 2 6
1 2 ,4 9 2
2 7 ,9 2 7
1 9 ,4 8 9
7, 351

$847
1 ,0 0 6
1, 133
1, 374
1, 666

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

$ 9 ,3 8 4
1 0 ,7 4 0
1 2 ,3 0 0
1 5 ,0 0 0
18, 192

$ 8 , 580
9, 756
11, 160
1 3 ,5 0 0
1 6 ,5 2 4

$ 10, 164
1 2 ,0 7 2
1 3 ,5 9 6
1 6 ,4 8 8
1 9 ,9 9 2

859
947
1, 131
1, 389

875
925
1, 100
1, 350

760
840
1 ,0 0 5
1, 235

925
1 ,0 2 0
1 ,2 5 0
1, 520

1 0 ,3 1 0
1 1 ,3 6 0
1 3 ,5 6 8
16, 669

1 0 ,5 0 0
11, 100
1 3 ,2 0 0
1 6 ,2 0 0

9 , 120
1 0 ,0 8 0
1 2 ,0 6 0
1 4 ,8 2 0

1 1 ,1 0 0
1 2 ,2 4 0
1 5 ,0 0 0
1 8 ,2 4 0

644
1, 239
726
323

1,
1,
1,
2,

352
553
891
228

1 ,3 2 4
1 ,5 4 1
1, 842
2, 200

1 ,2 0 5
1 ,3 8 3
1, 664
1 ,9 5 0

1 ,4 8 0
1, 650
2 ,0 4 1
2, 390

1 6 ,2 2 0
1 8 ,6 3 4
22, 687
26, 735

15, 888
1 8 ,4 9 2
2 2 ,1 0 4
2 6 ,4 0 0

1 4 ,4 6 0
16, 596
1 9 ,9 6 8
2 3 ,4 0 0

17, 760
1 9 ,8 0 0
2 4 ,4 9 2
2 8 ,6 8 0

558
1, 381
2 ,4 1 6
1, 812
1 ,0 3 5
613

1, 123
1, 296
1, 630
2 ,0 5 8
2, 503
3, 087

1 ,0 8 3
1, 265
1, 583
2, 000
2 ,4 7 6
2 ,9 5 8

958
1, 140
1 ,4 1 6
1 ,7 9 1
2, 194
2, 667

1, 250
1 ,4 1 6
1, 833
2, 291
2, 768
3 ,4 5 0

1 3 ,4 7 8
1 5 ,5 5 5
1 9 ,5 6 5
24, 693
3 0 ,0 3 5
3 7 ,0 4 8

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

1 1 ,4 9 6
13, 680
16, 992
2 1 ,4 9 2
2 6 ,3 2 8
3 2 ,0 0 4

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

800
953
1, 153
1, 369

795
925
1, 133
1, 320

695
835
1 ,0 2 1
1, 203

883
1 ,0 5 0
1 ,2 6 0
1, 520

9, 603
1 1 ,4 3 1
1 3 ,8 3 5
1 6 ,4 2 3

9, 540
1 1 ,1 0 0
1 3 ,5 9 6
15, 840

8 ,3 4 0
10, 020
12, 252
1 4 ,4 3 6

1 0 ,5 9 6
1 2 ,6 0 0
1 5 ,1 2 0
18, 240

59
311
628
590

780
917
1 ,0 8 8
1 ,3 5 1

758
910
1, 100
1, 358

747
808
958
1, 208

800
1, 025
1, 200
1 ,4 9 0

9, 362
1 1 ,0 1 0
1 3 ,0 6 1
16, 211

9 ,0 9 6
1 0 ,9 2 0
13, 200
16, 296

8, 964
9 ,6 9 6
1 1 ,4 9 6
1 4 ,4 9 6

9, 600
1 2 ,3 0 0
1 4 ,4 0 0
1 7 ,8 8 0

1, 092
1 ,9 1 9
1 ,3 2 8
427

1, 229
1 ,4 7 9
1, 832
2, 218

1, 200
1 ,4 5 0
1, 834
2, 166

1,
1,
1,
1,

100
260
579
901

1, 310
1, 641
2, 041
2 ,4 5 8

1 4 ,7 4 8
1 7 ,7 5 3
21, 984
26, 611

1 4 ,4 0 0
1 7 ,4 0 0
2 2 ,0 0 8
25, 992

1 3 ,2 0 0
1 5 ,1 2 0
18, 948
2 2 ,8 1 2

1 5 ,7 2 0
19, 692
2 4 ,4 9 2
2 9 ,4 9 6

836
961
101
345
609
883
242
675

833
959
1 ,0 8 5
1, 325
1 ,5 9 5
1, 874
2, 175
2, 582

750
865
980
1, 201
1 ,4 3 9
1 ,7 0 0
1, 960
2, 366

907
1, 060
1 ,2 0 6
1 ,4 7 8
1, 755
2 ,0 5 5
2 ,4 4 2
2, 890

10, 028
1 1 ,5 3 4
13, 217
16, 140
1 9 ,3 1 2
22, 602
2 6 ,8 9 9
3 2 ,0 9 9

9 ,9 9 6
11, 508
1 3 ,0 2 0
1 5 ,9 0 0
19, 140
2 2 ,4 8 8
2 6 ,1 0 0
30, 984

9 , 000
1 0 ,3 8 0
11, 760
1 4 ,4 1 2
17, 268
2 0 ,4 0 0
23, 520
28, 392

10, 884
1 2 ,7 2 0
1 4 ,4 7 2
1 7 ,7 3 6
21, 060
24, 660
2 9 ,3 0 4
3 4 ,6 8 0

1 3 ,1 7 6
2 8 ,9 3 3
84, 813
1 1 7 ,4 4 7
7 9 ,9 9 6
4 2 , 006
1 4 ,8 7 1
3, 587

I —
II III —
IV -

$715
813
930
1, 125
1, 377

3, 204
1 1 ,3 8 8
1 2 ,8 9 2
4 , 793

a c c o u n ta n ts
a c c o u n ta n ts
a c c o u n ta n ts
a c c o u n ta n ts

$782
895
1 ,0 2 5
1 ,2 5 0
1, 516

1 ,0 5 9
2, 813
4 ,8 9 9
2, 524

I —
II —
III IV -

$785
911
1 ,0 3 9
1, 256
1, 533

934
1 ,0 4 9
1, 194
1 ,4 1 9
1, 635
1 ,8 8 2
2, 140
2 ,4 5 8

925
1, 040
1, 190
1 ,4 1 5
1 ,6 2 5
1, 866
2, 100
2 ,4 0 0

875
965
1 ,0 9 1
1, 290
1 ,4 8 5
1, 695
1, 906
2, 200

1,
1,
1,
1,
2,
2,
2,

983
125
291
542
775
051
346
667

1 1 ,2 0 3
12, 591
1 4 ,3 2 6
1 7 ,0 3 0
1 9 ,6 1 4
2 2 ,5 8 6
25, 681
29, 49 9

1 1 ,1 0 0
1 2 ,4 8 0
1 4 ,2 8 0
16, 980
1 9 ,5 0 0
22, 392
2 5 ,2 0 0
2 8 ,8 0 0

1 0 ,5 0 0
1 1 ,5 8 0
1 3 ,0 9 2
1 5 ,4 8 0
1 7 ,8 2 0
20, 340
2 2 ,8 7 2
2 6 ,4 0 0

1 1 ,7 9 6
13, 500
1 5 ,4 9 2
18, 504
2 1 ,3 0 0
2 4 ,6 1 2
28, 152
3 2 ,0 0 4

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

625
718
834
938
1 ,0 6 7

625
711
826
930
1, 056

556
639
750
855
963

695
782
910
1, 017
1, 165

7 ,5 0 0
8, 613
1 0 ,0 0 5
1 1 ,2 5 7
1 2 ,7 9 9

7, 500
8, 532
9 ,9 1 2
11, 160
12, 672

6 , 672
7, 668
9 ,0 0 0
10, 260
1 1 ,5 5 6

8, 340
9 ,3 8 4
1 0 ,9 2 0
1 2 ,2 0 4
1 3 ,9 8 0

A tto r n e y s
A tto r n e y s
A tto r n e y s
A tto r n e y s
A tto r n e y s
A tto r n e y s
A tto r n e y s

I—
II—
III —
IV V—
VI ■
B u y e rs

B u y e rs
B u y e rs
B u y e rs
B u y ers

I —
II —
III IV P erso n n el m anagem ent

Job
Job
Jo b
Job

a n a ly s t s
a n a ly s t s
a n a ly s t s
a n a ly s t s

D ire c to rs
D ire c to rs
D ire c to rs
D ire c to rs

of
of
of
of

I—
II —
III IV p e rso n n e l
p e rso n n e l
p e rso n n e l
p e rso n n e l

I II —
III IV -

C h e m is ts a n d e n g in e e r s

C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs

1 ,4 6 6
4 , 535
9, 123
1 0 ,5 5 3
7, 903
4 , 160
1, 748
493

I I ---III —
IV —
V ---VI —
VII —
V I I II -----I I ---HI —
IV —
V ---VI —
V II ~
VIH -

1,
1,
1,
1,
2,
2,

T e c h n ic a l s u p p o r t
E n g in e e r in g
E n g in e e r in g
E n g in e e r in g
E n g in e e r in g
E n g in e e r in g

te c h n i c ia n s
t e c h n i c ia n s
t e c h n i c ia n s
t e c h n i c ia n s
t e c h n i c ia n s




I ^
IIIllIV —
V—

M o n th ly s a l a r i e s 3
O c c u p a tio n a n d le v e l
(S ee d e fin itio n s in a p p e n d ix C)

T e c h n ic a l s u p p o r t

N um be r
of
e m p lo y e e s 2

A nnual s a la r ie s 3

M id d le r a n g e 4
M e an

M e d ia n

F irs t
q u a r t i le

T h ird
q u a r t i le

M id d le r a n g e 4
M e an

* M e d ia n

F irs t
q u a r t i le

T h ird
q u a rtile

C o n tin u e d

D r a f t s m e n - t r a c e r s ---------------------------------------------D r a f ts m e n I ---------------------------------------------------------D r a f ts m e n I I --------------------------------------------------------D r a f ts m e n I I I --------------------------------------------------------

4 , 225
1 9 ,0 1 2
3 0 ,2 8 4
2 9 ,8 7 6

$55 7
666
819
1 ,0 1 4

$547
652
804
969

$49.2
585
723
870

$603
739
902
1 ,0 9 3

$ 6 , 687
7 ,9 8 8
9 , 832
1 2 ,1 7 3

$ 6 , 570
7, 821
9 ,6 4 6
1 1 ,6 2 7

$ 5 ,9 0 2
7 ,0 1 9
8, 672
1 0 ,4 3 8

$ 7 , 238
8, 864
10, 829
1 3 ,1 2 2

949
1, 944
1, 179
343
54

690
759
846
1 ,0 0 6
1, 114

671
730
826
986
1 ,0 6 9

580
633
750
905
976

782
875
905
1, 107
1, 281

8, 286
9 , 107
1 0 ,1 4 9
1 2 ,0 7 6
1 3 ,3 6 7

8 ,0 5 2
8, 760
9 ,9 1 2
11, 832
1 2 ,8 2 8

6, 960
7, 596
9 ,0 0 0
10, 860
1 1 ,7 1 2

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

90, 567
6 5 ,7 9 0
2 6 ,0 1 7
22, 643
8, 091
62, 649
4 6 ,5 1 0
25, 506
96, 643
9 7 ,2 8 2
5 4 ,6 4 1
1 6 ,7 5 7
4 6 , 533
5 2 ,1 5 1
63, 801
4 1 ,3 9 0

516
651
404
446
549
504
577
445
612
685
737
799
543
619
453
528

500
630
391
42 6
531
482
565
430
605
674
725
782
523
607
438
513

435
545
354
375
461
42 6
504
376
532
590
626
675
459
530
391
460

571
743
435
491
604
555
631
491
684
770
839
900
608
695
49 8
575

6, 188
7, 812
4 , 852
5, 349
6, 593
6, 042
6, 922
5, 344
7, 347
8, 221
8, 842
9, 583
6, 521
7 ,4 2 5
5 ,4 3 4
6, 339

5 ,9 9 6
7, 560
4 , 693
5, 11-0
6, 370
5, 788
6, 778
5, 159
7, 258
8 ,0 8 6
8, 698
9, 385
6, 277
7, 282
5, 258
6, 161

5, 214
6, 538
4 , 249
4 ,4 9 9
5, 527
5, 110
6 ,0 4 8
4 , 511
6, 382
7 ,0 7 9
7, 508
8, 098
5, 507
6 ,3 5 8
4 , 693
5, 519

6, 856
8 ,9 1 6
5, 214
5, 892
7, 247
6, 659
7, 570
5 ,8 9 2
8 ,2 0 9
9, 238
1 0 ,0 6 3
1 0 ,7 9 8
7, 300
8, 342
5, 970
6, 898

C le ric a l s u p e rv is o ry
K eypunch
K eypunch
K eypunch
K eypunch
K eypunch

s u p e rv iso rs
su p e rv is o rs
s u p e rv is o rs
s u p e rv is o rs
su p e rv is o rs

I -------------------------------------I I ------------------------------------I I I -----------------------------------I V -----------------------------------V ------------------------------------

C le ric a l
C l e r k s , a c c o u n tin g I ------------------------------------------C l e r k s , a c c o u n tin g I I -----------------------------------------C l e r k s , f ile I -------------------------------------------------------C l e r k s , f ile I I -----------------------------------------------------C l e r k s , f ile I I I ----------------------------------------------------K e y p u n c h o p e r a t o r s I -----------------------------------------K ey p u n c h o p e r a t o r s I I ----------------------------------------M e s s e n g e r s ------------------------------------------------------- —
S e c r e t a r i e s I -------------------------------------------------------S e c r e t a r i e s I I -----------------------------------------------------S e c r e t a r i e s I I I ----------------------------------------------------S e c r e t a r i e s I V ----------------------------------------------------S t e n o g r a p h e r s , g e n e r a l -------------------------------------S t e n o g r a p h e r s , s e n i o r ----------------------------------------T y p i s ts I -------------------------------------- —---------------------T y p i s ts „

1 F o r s c o p e o f s tu d y , s e e ta b l e in a p p e n d ix A .
2 O c c u p a tio n a l e m p lo y m e n t e s t i m a t e s r e l a t e to th e to ta l in a ll e s ta b l is h m e n t s w ith in s c o p e o f th e s u r v e y a n d n o t to th e n u m b e r a c tu a l ly s u r v e y e d .
F o r f u r t h e r e x p la n a tio n , s e e a p p e n d ix A , p.
3 S a l a r i e s r e p o r t e d r e l a t e to th e s ta n d a r d s a l a r i e s t h a t w e r e p a id f o r s ta n d a r d w o r k s c h e d u le s ; i . e . , th e s t r a i g h t - t i m e s a l a r y c o r r e s p o n d in g
to th e e m p lo y e e 's n o r m a l w o r k s c h e d u le e x c lu d in g o v e r tim e h o u r s .
N o n p r o d u c tio n b o n u s e s a r e e x c lu d e d , b u t c o s t - o f - l i v i n g p a y m e n ts a n d in c e n t iv e
e a r n i n g s a r e in c lu d e d .
4 T h e m id d le r a n g e ( in t e r q u a r ti le ) u s e d h e r e i s th e c e n t r a l p a r t o f th e a r r a y e x c lu d in g th e u p p e r a n d lo w e r f o u r t h s o f th e e m p lo y e e d i s t r ib u t io n .




A n n u a l Scd a r i e s 3

M o n th ly s a l a r i e s 3
O c c u p a tio n a n d l e v e l
(S ee d e fin itio n s in a p p e n d ix C)

N um ber
of
e m p lo y e e s 2

M id d le r a n g e 4

M id d le r a n g e 4
M e an

M e d ia n

F irs t
q u a r t i le

T h ird
q u a r t i le

M ean

M e d ia n

F irs t
a u a rtile

T h ird
q u a r t i le

A c c o u n ta n ts a n d a u d it o r s
I -----------I I ----------I I I --------I V --------V ---------

6, 235
1 1 ,3 7 4
2 4 ,4 1 7
1 6 , 958
6, 547

$787
918
1 ,0 4 8
1, 263
1, 538

$783
904
1 ,0 3 3
1, 250
1, 525

$717
817
935
1, 126
1, 383

$850
1 ,0 1 7
1, 145
1, 386
1, 670

$ 9 ,4 4 2
11, 018
1 2 ,5 8 1
15, 158
1 8 ,4 5 7

$ 9 ,3 9 6
1 0 ,8 4 8
12, 396
1 5 ,0 0 0
1 8 ,3 0 0

$ 8 , 604
9, 804
1 1 ,2 2 0
1 3 ,5 1 2
16, 596

$ 1 0 , 200
1 2 ,2 0 4
1 3 ,7 4 0
16, 632
2 0 ,0 4 0

I ----------------I I --------------I I I -------------I V --------------

997
2 ,6 8 9
4 , 595
2, 394

863
948
1, 133
1, 390

890
926
1, 100
1 ,3 5 5

775
841
1 ,0 0 5
1, 233

925
1, 020
1, 250
1, 521

1 0 ,3 6 1
11, 378
1 3 ,5 9 0
1 6 ,6 8 0

1 0 ,6 8 0
11, 112
1 3 ,2 0 0
1 6 ,2 6 0

9, 300
10, 092
1 2 ,0 6 0
1 4 ,7 9 6

1 1 ,1 0 0
12, 240
15, 000
1 8 ,2 5 2

574
1 ,0 2 0
634
293

1, 335
1, 567
1 ,8 9 6
2, 227

1, 316
1 ,5 4 2
1, 842
2, 199

1,
1,
1,
1,

181
394
635
950

1 ,4 5 8
1, 666
2 ,0 2 5
2, 390

1 6 ,0 2 1
18, 802
22, 747
2 6 ,7 2 5

15, 792
1 8 ,5 0 4
2 2 ,1 0 4
26, 388

1 4 ,1 7 2
16, 728
1 9 ,6 2 0
2 3 ,4 0 0

1 7 ,4 9 6
1 9 ,9 9 2
2 4 ,3 0 0
28, 680

553
1, 320
2, 328
1, 740
1 ,0 1 6
612

1, 122
1, 301
1, 634
2 ,0 6 6
2, 508
3 ,0 8 9

1 ,0 8 3
1, 266
1 ,5 8 3
2 ,0 1 6
2 ,4 8 9
2, 958

958
1, 133
1 ,4 1 6
1 ,8 0 5
2, 199
2, 681

1, 250
1 ,4 3 7
1, 833
2, 301
2, 791
3 ,4 5 0

1 3 ,4 6 6
1 5 ,6 0 9
19, 606
2 4 ,7 8 8
3 0 ,0 9 5
3 7 ,0 6 6

1 2 ,9 9 6
15, 192
1 8 ,9 9 6
2 4 ,1 9 2
2 9 ,8 6 8
3 5 ,4 9 6

1 1 ,4 9 6
1 3 ,5 9 6
16, 992
21, 660
2 6 ,3 8 8
3 2 ,1 7 2

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

2, 568
9 , 146
1 0 ,8 7 3
4 , 349

814
965
1, 163
1 ,3 7 4

815
940
1, 143
1, 325

725
836
1 ,0 3 0
1, 208

900
1, 065
1, 274
1 ,5 2 5

9, 763
1 1 ,5 7 7
1 3 ,9 6 0
1 6 ,4 9 3

9, 780
11, 280
1 3 ,7 1 6
1 5 ,9 0 0

8, 700
1 0 ,0 3 2
1 2 ,3 6 0
1 4 ,4 9 6

1 0 ,8 0 0
1 2 ,7 8 0
1 5 ,2 8 8
1 8 ,3 0 0

55
306
589
550

786
919
1 ,0 9 0
1, 358

758
913
1, 105
1, 367

750
809
958
1, 225

808
1 ,0 2 5
1, 200
1 ,4 9 0

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

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

9 ,0 0 0
9, 708
1 1 ,4 9 6
14, 700

9 ,6 9 6
1 2 ,3 0 0
1 4 ,4 0 0
17, 880

817
1, 546
1, 190
384

1, 228
1 ,4 8 2
1, 841
2, 236

1, 200
1 ,4 4 1
1 ,8 4 9
2, 167

1, 100
1, 260
1 ,5 8 6
1, 925

1, 320
1, 641
2, 041
2 ,4 7 5

1 4 ,7 3 7
17, 787
2 2 ,0 9 4
26, 835

1 4 ,4 0 0
17, 292
2 2 ,1 8 8
2 6 ,0 0 4

1 3 ,2 0 0
1 5 ,1 2 0
1 9 ,0 3 2
2 3 ,1 0 0

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

1,
1,
1,
1,
2,
2,

839
963
106
352
617
894
260
709

833
960
1 ,0 9 0
1, 333
1, 604
1, 890
2, 214
2, 640

760
866
975
1, 208
1 ,4 4 3
1, 708
1 ,9 6 8
2, 370

910
1 ,0 6 0
1, 217
1 ,4 8 8
1, 761
2, 070
2 ,4 6 5
2 ,9 4 9

1 0 ,0 7 1
1 1 ,5 5 1
13, 271
1 6 ,2 2 0
1 9 ,4 0 2
2 2 ,7 2 6
2 7 ,1 2 0
3 2 ,5 1 0

9, 996
1 1 ,5 2 0
1 3 ,0 8 0
1 5 ,9 9 6
19, 248
2 2 ,6 8 0
26, 568
31, 680

9, 120
1 0 ,3 9 2
1 1 ,7 0 0
1 4 ,4 9 6
1 7 ,3 1 6
2 0 ,4 9 6
2 3 ,6 1 6
28, 44 0

1 0 ,9 2 0
12, 720
14, 604
1 7 ,8 5 6
21, 132
2 4 ,8 4 0
29, 580
35, 388

A c c o u n ta n ts
A c c o u n ta n ts
A c c o u n ta n ts
A c c o u n ta n ts
A c c o u n ta n ts
A u d ito rs
A u d ito r s
A u d ito rs
A u d ito rs
C h ie f
C h ie f
C h ie f
C h ie f

a c c o u n ta n ts
a c c o u n ta n ts
a c c o u n ta n ts
a c c o u n ta n ts

I—
II III
IVA tto rn e y s

A tto r n e y s
A tto r n e y s
A tto r n e y s
A tto r n e y s
A tto r n e y s
A tto r n e y s

I—
IIIII
IVVVI
B u y e rs

B u y e rs
B u y ers
B u y ers
B u y e rs

I—
II III
IV
P erso n n el m anagem ent

Jo b
Jo b
Jo b
Jo b

a n a ly s t s
a n a ly s t s
a n a ly s t s
a n a ly s t s

D ire c to rs
D ire c to rs
D ire c to rs
D ire c to rs

of
of
of
of

I ------------------I I -----------------I I I ----------------I V ----------------p e rso n n e l
p e rso n n e l
p e rs o n n e l
p e rso n n e l

I—
IIIII
IV

C h e m is ts a n d e n g in e e r s
C h e m is ts
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is ts
C h e m is t s

I -----I I ---III —
IV —
V —
VI —
VII —
VIII -

1, 320
4 ,0 8 2
7 ,8 4 8
9, 044
6, 771
3, 675
1, 588
4 35

E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs

I ----II —
III-IV —
V—
VI —
V IIVIII

1 2 ,0 2 8
2 6 ,8 2 6
7 5 ,9 2 4
1 0 6 ,3 6 4
72, 884
3 8 ,4 2 8
1 3 ,8 2 4
3, 267

937
1 ,0 5 4
1, 204
1 ,4 3 0
1, 647
1, 893
2, 151
2 ,4 7 5

925
1 ,0 4 5
1, 200
1 ,4 2 4
1, 634
1, 875
2, 116
2 ,4 1 5

875
970
1, 100
1, 300
1, 500
1 ,7 0 5
1 ,9 1 9
2, 209

984
1, 126
1, 300
1, 551
1, 784
2 ,0 6 4
2, 355
2, 675

1 1 ,2 3 9
12, 649
1 4 ,4 4 7
1 7 ,1 6 4
19, 763
2 2 ,7 1 9
2 5 ,8 0 9
29, 695

1 1 ,1 0 0
1 2 ,5 4 0
1 4 ,4 0 0
1 7 ,0 8 8
19, 608
2 2 ,5 0 0
2 5 ,3 9 2
28, 980

1 0 ,5 0 0
1 1 ,6 4 0
1 3 ,2 0 0
1 5 ,6 0 0
1 8 ,0 0 0
2 0 ,4 6 0
2 3 ,0 2 8
26, 508

1 1 ,8 0 8
1 3 ,5 1 2
1 5 ,6 0 0
18, 612
2 1 ,4 0 8
2 4 ,7 6 8
28, 260
3 2 ,1 0 0

2, 840
1 0 ,4 4 6
22, 243
26, 708
1 6 ,8 4 8

634
723
840
947
1 ,0 7 1

630
717
833
940
1 ,0 6 0

565
642
756
860
968

702
790
917
1, 025
1, 170

7, 604
8, 676
1 0 ,0 7 8
1 1 ,3 6 3
1 2 ,8 5 7

7 ,5 6 0
8, 604
9 ,9 9 6
1 1 ,2 8 0
12, 720

6, 780
7, 704
9 ,0 7 2
1 0 ,3 2 0
1 1 ,6 1 6

8 ,4 2 4
9 ,4 8 0
1 1 ,0 0 4
12, 300
i 4 , 040

T e c h n ic a l s u p p o r t
E n g in e e r in g
E n g in e e r in g
E n g in e e r in g
E n g in e e r in g
E n g in e e r in g

t e c h n ic ia n s
t e c h n ic ia n s
te c h n ic ia n s
te c h n ic ia n s
t e c h n ic ia n s




I —
II —
I llIV —
V —

M o n th ly s a l a r i e s 3
O c c u p a tio n a n d le v e l
(See d e fin itio n s in a p p e n d ix C)

N um ber
of
e m p lo y e e s 1
2

A nnual s a la r ie s 3

M id d le : a n g e 4
r
M e an

M e d ia n

F irs t
q u a r t i le

T h ird
q u a r t i le

M id d le r a n g e 4
M e an

M e d ia n

F irs t
q u a r t i le

T h ird
q u a rtile

T e c h n ic a l s u p p o r t— C o n tin u e d
D r a f t s m e n - t r a c e r s -----------------------------D r a f ts m e n I ----------------------------------------D r a f ts m e n I I ---------------------------------------D r a f ts m e n I I I ----------------------------------------

3, 773
15, 848
2 5 ,4 5 2
26, 549

$561
677
834
1, 029

$549
663
821
981

$497
600
733
877

$608
747
921
1, 111

$ 6 , 736
8, 129
1 0 ,0 0 7
12, 348

$ 6 , 590
7, 953
9 ,8 5 4
1 1 ,7 7 1

$5,
7,
8,
10,

965
195
794
520

$ 7 , 300
8, 968
1 1 ,0 5 4
1 3 ,3 2 7

852
1, 690
1, 110
331
52

708
768
854
1 ,0 0 7
1, 116

715
741
826
986
1 ,0 6 9

587
650
752
900
977

790
875
917
1, 108
1, 278

8, 497
9, 212
1 0 ,2 4 5
1 2 ,0 8 9
1 3 ,3 9 5

8, 580
8, 892
9 ,9 1 2
1 1 ,8 3 2
12, 828

7,
7,
9,
10,
11,

044
800
024
800
724

9 ,4 8 0
10, 500
1 1 ,0 0 4
13, 296
1 5 ,3 3 6

7 9 ,8 1 4
57, 606
2 1 ,3 8 9
2 1 ,1 7 0
7, 748
5 4 ,2 5 9
4 0 ,4 3 6
2 4 ,0 1 6
86, 849
8 9 ,4 6 6
5 0 ,4 9 6
1 5 ,2 9 6
4 0 ,5 3 7
4 7 ,2 5 5
5 6 ,2 6 1
3 7 ,2 5 0

522
660
40 6
44 5
550
514
587
44 6
618
690
746
811
550
624
458
531

504
640
391
425
534
495
575
430
608
678
734
793
528
610
443
515

435
551
350
375
465
4 35
520
376
539
595
635
686
4 64
537
398
460

579
754
43 6
490
604
565
643
492
691
776
845
908
611
701
501
581

6, 259
7, 916
4 , 872
5, 345
6, 601
6, 165
7, 041
5, 348
7 ,4 1 4
8, 277
8, 951
9, 731
6, 595
7 ,4 8 7
5 ,4 9 1
6, 369

6 ,0 4 8
7, 675
4 , 693
5 ,0 9 9
6 ,4 0 3
5, 944
6, 899
5, 159
7, 300
8, 134
8, 812
9, 516
6, 334
7, 326
5, 318
6, 180

5, 219
6, 611
4 , 199
4 ,4 9 9
5, 579
5, 214
6 ,2 3 9
4 , 511
6, 466
7, 138
7, 618
8, 227
5, 570
6 ,4 4 1
4 , 776
5, 519

6, 945
9 ,0 4 3
5, 227
5, 879
7, 247
6, 778
7, 717
5, 903
8, 290
9, 307
1 0 ,1 3 8
10, 894
7, 335
8 ,4 1 0
6 ,0 0 7
6, 971

C le ric a l s u p e rv is o ry
K eypunch
K eypunch
K eypunch
K eypunch
K eypunch

s u p e rv is o rs
s u p e rv is o rs
s u p e rv is o rs
s u p e rv is o rs
s u p e rv is o rs

I ------I I ----I I I ---I V ---V -----

C le ric a l
C l e r k s , a c c o u n tin g I —
C l e r k s , a c c o u n tin g II —
C l e r k s , f ile I --------------C l e r k s , f ile I I --------------C l e r k s , f ile I I I -------------K eypunch o p e ra to rs I —
K e y p u n c h o p e r a t o r s II -M e s s e n g e r s ------------------S e c r e t a r i e s I ----------------S e c r e t a r i e s I I --------------S e c r e t a r i e s I I I -------------S e c r e t a r i e s I V -------------S te n o g ra p h e rs , g e n e ra l
S t e n o g r a p h e r s , s e n io r T y p i s ts I ----------------------T y p i s ts II-----------------------

.

1 F o r s c o p e o f s tu d y , s e e ta b le i n a p p e n d ix A .
2 O c c u p a tio n a l e m p lo y m e n t e s t i m a t e s r e l a t e to th e to ta l in a ll e s ta b l is h m e n t s w ith in s c o p e o f th e s u r v e y a n d n o t to th e n u m b e r a c tu a l ly s u r v e y e d .
F o r f u r t h e r e x p la n a tio n , s e e a p p e n d ix A , p . 34
3 S a l a r i e s r e p o r t e d r e l a t e to th e s ta n d a r d s a l a r i e s t h a t w e r e p a id f o r s ta n d a r d w o r k s c h e d u le s ; i . e . , th e s t r a i g h t - t i m e s a l a r y c o r r e s p o n d in g
to th e e m p l o y e e 's n o r m a l w o r k s c h e d u le e x c lu d in g o v e r t i m e h o u r s .
N o n p ro d u c tio n b o n u s e s a r e e x c lu d e d , b u t c o s t- o f - l iv i n g p a y m e n ts a n d i n c e n tiv e
e a r n i n g s a r e in c lu d e d .
4 T h e m id d le r a n g e ( i n t e r q u a r ti le ) u s e d h e r e i s th e c e n t r a l p a r t o f th e a r r a y e x c lu d in g th e u p p e r a n d lo w e r f o u r t h s o f th e e m p lo y e e d i s t r ib u t io n .




M o n th ly s a l a r i e s 4
O c c u p a tio n a n d le v e l
(See d e fin itio n s in a p p e n d ix C)

N um ber
of
e m p lo y e e s 3

M id d le r a n g e 5
M ean

M e d ia n

F irs t
q u a r t il e

T h ird
q u a r t i le

L e v e ls in e s ta b l is h m e n t s
e m p lo y in g 2 , 500 w o r k e r s
o r m o re e x p re s s e d a s
p e r c e n t o f t h o s e in a l l
e s ta b l is h m e n t s c o m b in e d
M ean
E m p lo y m e n t
s a la r ie s

A c c o u n ta n ts a n d a u d it o r s
I ----------I I --------H I -------I V -------V ---------

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

$846
999
1 ,1 1 8
1 ,3 1 4
1 ,5 6 0

$836
1 ,0 0 6
1 .1 0 8
1 ,2 9 9
1 ,5 5 8

$765
905
1 ,0 0 0
1, 178
1 ,3 9 1

$910
1 ,1 0 0
1 ,2 3 8
1 ,4 4 9
1 ,7 1 6

23
42
28
28
34

108
110
108
105
102

I ---------------H ---------------H I -------------I V --------------

372
984
1 ,5 7 8
1 ,0 8 1

922
1 ,0 0 9
1 ,1 7 1
1 ,4 1 3

904
958
1, 130
1 ,3 9 1

808
869
1 ,0 1 7
1 ,2 5 0

1 ,0 4 2
1 ,1 5 2
1 ,3 1 5
1 ,5 6 6

35
35
32
43

107
107
104
102

215
140

2 ,0 7 2
2 ,3 2 5

1 ,9 5 8
2 ,2 8 6

1 ,7 5 5
1 ,9 8 3

2 ,4 7 5
2 ,5 4 2

30
43

110
104

177
324
617
694
398
297

1 ,2 1 4
1 ,4 4 0
1 ,7 3 4
2 ,1 2 3
2 ,5 1 1
3 ,0 8 4

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

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

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

32
23
26
38
38
48

99
111
106
103
100
100

631
2 ,8 4 3
4 ,5 1 8
2 ,7 4 6

907
1 ,0 4 5
1 ,1 9 2
1 ,3 8 9

910
1 ,0 2 1
1 ,1 6 6
1 ,3 2 2

795
916
1 ,0 5 0
1 ,2 0 3

1 ,0 1 7
1 ,1 6 2
1 ,3 3 0
1 ,5 6 6

20
25
35
57

113
110
103
101

J o b a n a ly s t s H ----------------------------------J o b a n a ly s t s I H ----------------------------------J o b a n a ly s t s I V -----------------------------------

187
329
436

940
1 ,1 1 2
1 ,3 5 0

930
1 ,1 0 0
1 ,3 5 5

821
980
1 ,2 1 0

1 ,0 4 8
1 ,2 3 3
1, 500

60
52
74

103
102
100

D i r e c t o r s of p e r s o n n e l I H ----------------D i r e c t o r s of p e r s o n n e l I V -----------------

194
107

2 , 176
2 ,4 1 2

2 , 156
2 ,4 3 0

1 ,7 6 9
2 ,0 0 0

2 ,5 8 8
2 ,5 9 1

15
25

119
109

A c c o u n ta n ts
A c c o u n ta n ts
A c c o u n ta n ts
A c c o u n ta n ts
A c c o u n ta n ts
A u d ito r s
A u d ito r s
A u d ito r s
A u d ito r s

C h ie f a c c o u n ta n ts HI
C h ie f a c c o u n ta n ts IV
A tto r n e y s
A tto rn e y s
A t to r n e y s
A t to r n e y s
A t to r n e y s
A tto r n e y s
A tto r n e y s

I II ■
HI
IV
V ■
VI
B u y e rs

B u y ers
B u y ers
B u y ers
B u y ers

I IIHI
IV
P e rso n n e l m anagem ent

C h e m is t s a n d e n g in e e r s
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s
C h e m is t s

I ---H —
HI —
IV —
V —
VI —
V II -

331
1, 536
3 ,0 4 3
3 ,4 8 7
2 , 631
1 ,6 7 0
625

915
1 ,0 3 1
1 ,1 8 9
1 ,4 4 4
1 ,7 0 2
1 ,9 6 2
2 ,3 6 9

920
1 ,0 2 6
1 ,1 9 0
1 ,4 4 6
1 ,6 7 5
1 ,9 3 3
2 ,3 2 5

843
950
1 ,0 6 5
1 ,3 0 8
1 ,5 2 0
1 ,7 9 2
2 ,1 2 5

985
1 ,1 1 6
1 ,3 0 5
1 ,5 8 0
1 ,8 5 0
2 ,0 8 7
2 ,6 0 5

23
34
33
33
33
40
36

109
107
108
107
106
104
106

E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs
E n g in e e rs

I ---II —
IH —
IV V—
VI —
VH
VIH

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

965
1 ,0 7 1
1 ,2 2 8
1 ,4 6 1
1 ,6 7 7
1 ,9 3 2
2 ,1 9 2
2 ,5 6 6

950
1 ,0 6 5
1 ,2 2 5
1 ,4 6 0
1 ,6 7 0
1 ,9 1 2
2 ,1 6 7
2 ,4 8 7

904
987
1 ,1 3 0
1 ,3 4 0
1 ,5 4 0
1 ,7 5 0
1 ,9 5 5
2 ,2 5 0

1 ,0 1 0
1 ,1 3 8
1 ,3 2 5
1 ,5 8 0
1 ,8 1 0
2 ,0 9 1
2 ,4 0 5
2 ,8 3 4

47
52
56
59
57
53
55
43

103
102
103
103
103
103
102
104

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

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

659
760
854
958
1 ,0 8 3

658
757
852
953
1 ,0 7 8

590
672
769
873
975

735
837
937
1 ,0 3 7
1 ,1 9 4

54
45
41
52
64

105
106
102
102
102

D r a f t s m e n - t r a c e r s -----------------------D r a f ts m e n I ----------------------------------D r a f ts m e n H ---------------------------------D r a f ts m e n H I ----------------------------------

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

603
718
865
1 ,1 1 0

592
699
855
1 ,0 5 0

530
630
767
918

648
789
945
1 ,3 1 2

37
29
30
44

108
108
106
109

109
382
349
119

848
882
907
1 ,0 2 6

775
884
899
1 ,0 3 3

726
730
784
914

1 ,0 0 4
1 ,0 0 9
1 ,0 1 5
1 ,1 5 9

11
20
30
35

123
116
107
102

T e c h n ic a l s u p p o r t
E n g in e e r in g
E n g in e e r in g
E n g in e e r in g
E n g in e e r in g
E n g in e e r in g

t e c h n i c ia n s
t e c h n i c ia n s
t e c h n i c ia n s
te c h n i c ia n s
t e c h n i c ia n s

C le ric a l s u p e rv is o ry
K eypunch
K eypunch
K eypunch
K eypunch

s u p e rv is o rs
s u p e rv is o rs
s u p e rv is o rs
s u p e rv is o rs




I H
IH
IV

(E m p lo y m e n t and a v e r a g e m o n th ly s a la r i e s fo r s e le c t e d p r o f e s s io n a l, a d m in is t r a t iv e , t e c h n ic a l, and c le r i c a l o c c u p a tio n s in p r iv a te in d u s tr y 1 in
e s ta b lis h m e n t s e m p lo y in g 2 , 500 w o r k e r s o r m o r e , 2 U n ited S ta te s e x c e p t A la s k a and H a w a ii, M a r ch 1973)

M onthly s a la r i e s 4
O ccu p a tio n and le v e l
(S e e d e fin itio n s in a p p en d ix C)

N u m ber
of
e m p lo y e e s 3

M id d le r a n g e 5
M ean

M ed ia n

F ir s t
qua r t il e

T h ir d
qua r t ile

L e v e ls in e s ta b lis h m e n t s
e m p lo y in g 2 , 500 w o r k e r s
or m ore e x p ressed a s
p e r c e n t o f th o s e in a l l
e s ta b lis h m e n t s c o m b in e d
M ean
E m p lo y m en t
s a la r i e s

C le r ic a l

C le r k s , f il e I ----------------------------------------------------------C le r k s , f ile I I -------------------------------------------------------C le r k s , f ile III -------------------------------------------------------

S e c r e t a r ie s HI

--------------—-------- —— — -----------------

T y p is t s I ------ :--------:--------------------------------------------------T y p is t s H ------------------------- — ——
........—--------------------

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

$592
742
469
517
590
590
636
484
651
74 4
832
914
590
670
501
565

$576
725
44 6
495
567
556
626
466
645
739
820
890
574
669
478
540

$500
619
395
430
504
489
560
411
577
647
720
793
503
575
4 34
482

$669
875
508
574
654
669
710 .
538
721
830
930
1 ,0 1 3
659
7 54
551
622

19
22
16
22
38
23
28
23
26
37
28
25
31
34
20
33

115
114
116
116
107
117
110
109
106
109
113
114
109
108
111
107

1 F o r scoD e o f stu d y , s e e ta b le in ap p en d ix A .
2 In c lu d e s data f r o m 6 la r g e c o m p a n ie s th a t p r o v id e d c o m p a n y w id e data u n id e n tifie d b y s iz e o f e s ta b lis h m e n t. T h is a p p lie s o n ly to data fo r
o c c u p a tio n s o th e r than d r a ftin g and c le r i c a l .
3 O cc u p a tio n a l e m p lo y m e n t e s t im a t e s r e la te to th e t o ta l in a l l e s ta b lis h m e n t s w ith in s c o p e of th e s u r v e y and n o t to th e nu m b er a c tu a lly s u r ­
veyed.
F o r fu r th e r e x p la n a tio n , s e e a p p en d ix A , p.
4 S a la r ie s r e p o r te d r e la t e to th e sta n d a rd s a la r i e s th a t w e r e p a id fo r sta n d a rd w o r k sc h e d u le s ; i . e . , th e s tr a ig h t -t im e s a la r y c o r r e s p o n d in g
to th e e m p lo y e e 's n o r m a l w o rk s c h e d u le ex c lu d in g o v e r tim e h o u r s .
N on p ro d u ctio n b o n u se s a r e e x c lu d ed , but c o s t - o f - l iv i n g p a y m e n ts and in c e n tiv e
e a r n in g s a r e in c lu d e d .
* T h e m id d le r a n g e (in te r q u a r tile ) u s e d h e r e i s the c e n tr a l p a r t o f th e a r r a y e x c lu d in g th e upp er and lo w e r fo u r th s o f th e e m p lo y e e d is tr ib u tio n .




( P e r c e n t d i s t r ib u t io n o f e m p lo y e e s in s e le c te d p r o f e s s io n a l
a n d H a w a ii ,1 M a r c h 1973)

a n d a d m i n i s t r a t i v e o c c u p a tio n s b y m o n th ly s a l a r y , U n ite d S t a te s e x c e p t A l a s k a

A u d ito rs

A c c o u n ta n ts
M o n th ly s a l a r y
1
U n d e r $ 5 7 5 --------------------------------------

1 .2
1 .0

II

III

IV

V

I

C h ie f a c c o u n ta n ts

III

II

_

IV

_

_

_

_

"

-

-

-

0 .9
1 .0

_
( 2 .3 )
1 .6

_
-

_
-

_
-

.7
1 .6
5 .0
.8

_
0 .2
1 .7
.7

_
-

>
-

_

_

I

II

_

III

IV

_

_

-

-

“

_
-

_
-

_
“

_
-

“

_

$600
$625
$650
^675

and
and
and
and

under
under
under
under

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

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

$700
$725
$750
$775

and
and
and
and

under
under
under
under

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

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

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

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

_
-

_
"

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

.9
2 .5
5 .0
3 .3

_
-

-

_
“

_
-

_
-

_
-

$800
$825
$850
$875

and
and
and
and

under
under
under
under

$825
$850
$875
$900

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

1 2 .5
7 .8
7 .0
3 .8

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

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

_
-

-

8 .5
6 .6
3 .0
5 .5

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

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

_
-

_
-

_
-

_
-

_
-

$900
$925
$950
$975

and
and
and
and

under
under
under
under

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

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

7 .0
6 .3
4 .7
5 .0

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

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

_
-

7 .7
20. 5
2 .1
2 .8

7 .2
8 .4
5 .7
9 .0

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

_
(0 . 6)

_
3 .3

_
-

_
“

-

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

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

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

_
( 1 .1 )
1 .5
1 .6
3 .0

4 .6
3 .4
4 .3
.5
"

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

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

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

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

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

_
0 .3
1 .1
-

_
-

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

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

5 .0
8 .2
7 .9
8 .7
9 .4

_
-

1 .9
3 .3
(1 .1 )

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

1 1 .8
1 0 .0
9 .9
8 .2
7 .0

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

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

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

_
-

_
-

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

-

_
-

1 .1
.6
1 .6
( .8 )

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

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

1 0 .3
1 0 .7
1 1 .7
5 .5
3 .6

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

(3 .7 )
1 .5

3 .5
1 .9
3 .7
.5

7 .0
4 .5
6 .2
8 .0
6. 6

.6
3 .4
11. 8
1 .2
8 .4

$ 1, 000
$ 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 ,1 5 0
$ 1 ,2 0 0
$ 1 ,2 5 0

— — --------------------------------------------------------------

1 .9
(1 .9 )

$ 1 ,2 5 0
$ 1 ,3 0 0
$ 1 ,3 5 0
$ 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

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

_
-

( .7 )

$ 1 ,5 0 0
$ 1 ,5 5 0
$ 1 , 600
$ 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 ,6 5 0
$ 1 ,7 0 0
$ 1 ,7 5 0

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

_
-

_
-

*

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

$ 1 ,7 5 0 a n d u n d e r $ 1 ,8 0 0 --------------$ 1 ,8 0 0 a n d u n d e r $ 1 ,8 5 0 ---------------

_
"

_
-

_
-

_
-

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

_
“

_
-

_
-

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

2 .0
1 .1
( 2 .2 )

_
-

_
-

_
-

.
-

_
-

_
-

-

_
-

_
-

_
-

1 .2
•9
.4
2 .3

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

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

_
-

_
-

_
-

_
-

_
-

_
-

_
-

_
-

_
-

_
-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

"

-

-

-

-

-

_
.2
1 .1
1 .0
-

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

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

_
-

_
-

_
-

_
-

-

_
-

_
“

_
-

_
-

_
-

_
-

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

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

$ 2 ,1 0 0 a n d u n d e r $ 2 ,1 5 0 --------------$ 2 , 150 a n d u n d e r $ 2 ,2 0 0 — ---- ——$ 2 ,2 5 0 a n d tin d e r $ 2 ,3 0 0 --------------$ 2 , 300 a n d u n d e r $ 2 , 35 0
....... .......
$ 2 ,3 5 0 a n d u n d e r $ 2 ,4 0 0 -------------

$ 2 ,5 0 0 a n d u n d e r $ 2 ,6 0 0 --------------$ 2 , 600 a n d u n d e r $ 2 ,7 0 0 --------------$ 2 ,7 0 0 a n d u n d e r $ 2 ,8 0 0 --------------$ 2 , 900 a n d tin d e r $ 3 , 000 -----------—

-

_

T o t a l --------------------------------------N u m b e r of e m p lo y e e s - .......................—
A v e r a g e m o n th ly

s a la ry

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

S e e fo o tn o te a t e n d o f t a b l e .




-

-

-

1 0 0 .0

1 0 0 .0

1 0 0 .0

7 ,0 2 6

1 2 ,4 9 2

2 7 ,9 2 7

$785

$ 911

$ 1 ,0 3 9

-

1 0 0 .0

_

-

-

-

-

'

-

1 0 0 .0

-

-

-

1 0 0 .0

-

4 .6

1 0 0 .0

1 0 0 .0

1 9 ,4 8 9

7 ,3 5 1

1 .0 5 9

2 ,8 1 3

4 , 899

2 ,5 2 4

644

1 ,2 3 9

726

323

$ 1 , 256

$ 1 ,5 3 3

$859

$947

$ 1 ,1 3 1

$ 1 ,3 8 9

$ 1 ,3 5 2

$ 1 ,5 5 3

$ 1 ,8 9 1

$ 2 ,2 2 8

1 0 0 .0

1 0 0 .0

-

1 0 0 .0

1 0 0 .0

1 0 0 .0

( P e r c e n t d is tr ib u tio n o f e m p lo y e e s in s e le c te d p r o f e s s io n a l
and H a w a ii,1 M a r ch 1973)

and a d m in is tr a tiv e o c c u p a tio n s b y m o n th ly s a la r y , U n ited S ta te s e x c e p t A la sk a

A tto r n e y s
M onthly s a la r y
I

V

VI

_

_

_

-

-

-

_
.
-

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

_
( 1 .2 )
1 .5
.2

_
-

_

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

un d er
u n d er
un d er
un d er

IV

-

0 .5
3 .4
.4
9 .5

and
and
and
and

HI

_

$ 8 5 0 and un d er $ 8 7 5 ---------------------------- —----------$ 8 7 5 and u n d er $ 9 0 0 --------------------------— -----------

U n der $ 8 2 5 ----------------------------------------------------------

$900
$925
$950
$975

11

_

_

-

-

-

-

-

-

-

-

$ 1, 000
$ 1 ,0 5 0
$ 1 ,1 0 0
$ 1 ,1 5 0
$ 1 ,2 0 0

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
un d er

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

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

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

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

_

_

_

-

.
-

_
-

$ 1 ,2 5 0
$ 1, 300
$ 1 ,3 5 0
$ 1 ,4 0 0
$ 1 ,4 5 0

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

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

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

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

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

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

_
_
( 2 .4 )

_
-

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

and u n d er
and u n d er
and tinder
and und er

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

--------------------------------------------------------------------— — ----------------—------------------------------------------

3 .0
1 .3
(2 .0 )

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

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

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

2 .1
(2 .5 )

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

6 .1
3 .5
5 .5
6 .0
7 .3

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

(0. 5)

2. 6
2 .0
1 .0
.7
1 .0

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

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

2. 6
1 .0
2 .0
2. 1
2 .1

.7
.8
1 .5
(• 9)

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

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

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

3 .8
2. 5
( 3 .9 )

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

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

$ 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

und er
u n d er
un d er
un d er
u n d er

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

$ 2 , 000
$ 2 , 050
$ 2 ,1 0 0
$ 2 ,1 5 0
$ 2 , 2 00

and
and
and
and
and

u n d er
u n d er
u n d er
un d er
u nd er

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

$ 2 ,2 5 0
$ 2 ,3 0 0
$ 2 ,3 5 0
$ 2 ,4 0 0
$ 2 ,4 5 0

and
and
and
and
and

u nd er
un d er
u nd er
u nd er
un d er

$ 2 , 3 0 0 -----------------------------------$ 2 ,3 5 0 ----------------------------------$ 2 ,4 0 0 ----------------------------------$ 2 ,4 5 0 ----------------------------------$ 2 ,5 0 0 -----------------------------------

$ 2 , 500
$ 2 , 600
$ 2 ,7 0 0
$ 2 ,8 0 0
$ 2 ,9 0 0

and
and
and
and
and

u n d er
u n d er
u n d er
u nd er
u n d er

$ 2 , 600
$ 2 ,7 0 0
$ 2 ,8 0 0
$ 2 ,9 0 0
$ 3 ,0 0 0

$ 3 ,0 0 0
$ 3 ,1 0 0
$ 3 ,2 0 0
$ 3 ,3 0 0
$ 3 ,4 0 0

and
and
and
and
and

u n d er
u n d er
und er
und er
u nd er

_

$ 3 , 1 0 0 ----------------------------------$ 3 ,2 0 0 ------- --------— —-----------$ 3 ,3 0 0 ----------------------------------$ 3 ,4 0 0 ----------------------------------$ 3 ,5 0 0 -----------------------------------

----------------------- —------------------------------------------------------------------------------------------------------------------------------------------------

-

-

-

-

-

-

-

-

_

_
-

-

-

_

_

_

-

-

_
-

-

-

-

_

_

_

_

_
-

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

_
-

_
-

_
_

-

_

_
_

_
-

.
_

(1 .2 )

-

-

-

-

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

_

_

_

_

(•9 )

-

.
-

_
_
-

.
_

_
_

“

-

-

-

-

$ 4 , 1 0 0 ------------------ — -----------$ 4 ,2 0 0 ----------------------------------$ 4 , 300 ----------------------------------$ 4 ,4 0 0 ----------------------------------$ 4 , 500 -----------------------------------

_

_

_

_

_

-

-

.
-

_
_

.
_

-

-

-

-

-

$ 4 , 500 and o v e r ----------------------- — ----------------------

-

-

.

$ 4 , 000
$ 4 ,1 0 0
$ 4 ,2 0 0
$ 4 , 3 00
$ 4 , 4 00

and
and
and
and
and

u n d er
u n d er
un d er
u n d er
u nd er

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

1 0 0 .0

— — —------------------ -—

S e e fo o tn o te a t end o f ta b le .




_

_

_
_
_
_

1 .0
1 .0
1 .5
.7
2 .8
1 .0

_

1 0 0 .0

1 0 0 .0

1 0 0 .0

558

N u m b er of e m p lo y e e s ---------------------------------------A v e r a g e m o n th ly s a la r y

•

-

_
_

-

$ 3 ,7 0 0 and un d er $ 3 ,8 0 0 ----------------------------------$ 3 ,8 0 0 and und er $ 3 ,9 0 0 ----------------------------------$ 3 , 9 00 and u n d er $ 4 , 00 0 -----------------------------------

_
_
_
_

1,381

2 ,4 1 6

1 ,8 1 2

1 ,0 3 5

613

$ 1 ,1 2 3

$ 1 ,2 9 6

4 1 ,6 3 0

$ 2 ,0 5 8

$ 2 ,5 0 3

$ 3 ,0 8 7

1 0 0 .0

1 0 0 .0

( P e r c e n t d i s t r ib u t io n o f e m p lo y e e s in s e le c te d p r o f e s s io n a l
a n d H a w a ii ,1 M a r c h 1973)

a n d a d m i n i s t r a t i v e o c c u p a tio n s b y m o n th ly s a l a r y , U n ite d S t a te s e x c e p t A la s k a

B u yers.
M onthly s a la r y
I

II

in

_

_

-

-

IV
_
-

U nder $ 5 5 0 -----------------------------------------------------------------------------$ 5 5 0 and u n d er $ 5 7 5 -------------------------------------------------------------$ 5 7 5 and u n d er $ 6 0 0 --------------------------------------------------------------

2 .0
2 .7
.2

$600
$625
$650
$675

and
and
and
and

un d er
u n d er
u n d er
u n d er

$625
$650
$675
$700

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

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

(0. 9)
1 .4
.9

$700
$725
$750
$775

and
and
and
and

u n d er
u n d er
u n d er
u n d er

$725
$750
$775
$800

--------------------------------------------------- -------—
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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

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

-

$800
$825
$850
$875

and
and
and
and

u nd er
u n d er
u n d er
u n d er

$825
$850
$875
$900

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

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

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

(1 -9 )
1 .1
1 .3
1 .6

.
-

$900
$925
$950
$975

and
and
and
and

u nd er
u n d er
u n d er
u n d er

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

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

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

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

( 0 .8 )
1 .4
1 .5

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

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

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

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

_

1 .6
.9
1 .1
(1 .4 )

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

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

1 .7
1 .2
(2 .2 )

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

$ 1 ,0 0 0
$ 1,0 5 0
$1,100
$ 1 ,1 5 0
$ 1 ,2 0 0

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

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

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

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u nd er

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

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- r---------------------------------------------------------------------------

$ 1, 500
$ 1, 550
$ 1, 600
$ 1 ,6 5 0
$ 1 ,7 0 0

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
un d er

$ 1, 550
$ 1 ,6 0 0
$ 1 ,6 5 0
$ 1 ,7 0 0
$ 1 ,7 5 0

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

$ 1 ,7 5 0
$ 1, 800
$ 1 ,8 5 0
$ 1 ,9 0 0
$ 1 , 950

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

$ 1 ,8 0 0
$ 1 ,8 5 0
$ 1 ,9 0 0
$ 1 ,9 5 0
$ 2 , 000

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- •
-----------------

$ 2 ,0 0 0 and u n d er $ 2 , 1 0 0 ------------------------------------------------------$ 2 ,1 0 0 and u n d er $ 2 ,2 0 0 ------------------------------------------------------T o t a l -------------------------------------------------------------------------------

-

-

_

“
_

_

-

-

-

-

_

-

-

-

-

_
-

_

-

_
-

-

-

-

-

-

-

-

_

_

_

-

-

-

_
-

-

-

_
_

2 .1
1 .8
1. 1
1 .2
.6
1 .0

(-5)

1 0 0 .0

1 0 0 .0

... — —■ ■
■
■
-----—— -------------—

3 ,2 0 4

li,3 8 8

1 2 ,8 9 2

4 ,7 9 3

A v e r a g e m o n th ly s a l a r y -------------------------------- ------------- -------

$800

$953

$ 1 ,1 5 3

$ 1 ,3 6 9

N u m b er of e m p lo y e e s —

S e e f o o tn o te a t e n d of t a b l e .




1 0 0 .0

1 0 0 .0

( P e r c e n t d i s t r ib u t io n of e m p lo y e e s in s e le c te d p r o f e s s io n a l
a n d H a w a ii , 1 M a r c h 1973)

a n d a d m i n i s t r a t i v e o c c u p a tio n s b y m o n th ly s a l a r y , U n ite d S ta te s e x c e p t A la s k a

J o b a n a ly s t s

D ir e c to rs of p e rs o n n e l

M o n th ly s a l a r y
in

I
$ 6 2 5 a n d u n d e r $ 6 5 0 ----------------------------------------$ 6 5 0 a n d u n d e r $ 6 7 5 ----------------------------------------$ 6 7 5 a n d u n d e r $ 7 0 0 -----------------------------------------

II

1 .7
6 .8
3 .4

_
2 .3
1 .9

IV

_
-

I
_
-

III

n

.
-

_
_
_
_
_
-

$700
$725
$750
$775

and
and
and
and

under
under
under
under

$725
$750
$775
$800

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

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

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

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

_
_
-

_
_
_
-

$800
$825
$850
$875

and
and
and
and

under
under
under
under

$825
$850
$875
$900

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

6 .8
3 .4
6 .8
-

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

2 .9
2 .9
.6
2. 5

_

_

_
-

$900
$925
$950
$975

and
and
and
and

under
under
under
under

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

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

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

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

1 .7
1 .7
-

9 .6
7. 1
10. 6
(2 .6 )

_
_
0 .9

IV

_
-

_
_
_
-

_
_
_

_

_
_
_
_
_
_

-

-

-

_
(1 .6 )
1 .1
.3

_

( 1 .2 )
2. 5
.5

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

_

_
_
_

-

-

6 .8
9 .9
1 3 .1
1 3 .9
9 .4

2 .0
2 .4
4 .4
9 .0
8. 1

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

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

0 .7
4 .1

_
_
_
-

. -

_

_
_

.

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

$ 1 ,2 5 0
$ 1 ,3 0 0
$ 1 ,3 5 0
$ 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

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

_
-

_
-

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

6 .6
1 0 .8
1 0 .7
7 .8
1 1 .2

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

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

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

_
_
_
( 0 .5 )
1 .2

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

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

_
-

.
-

(. 6)

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

.5
1 .2
.9
2 .8
.2

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

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

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

$ 1 ,7 5 0
$ 1 ,8 0 0
$ 1, 850
$ 1, 900
$ 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 , 000

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

_

_

-

-

-

.7
-

-

-

-

-

-

-

-

-

"

-

1 .4
_
1 .0
(•5 )

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

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

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

$ 2 ,0 0 0
$ 2 ,0 5 0
$ 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

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

1 .3
. 1
.8
1 .8
1 .1

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

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

$ 2 ,2 5 0
$ 2 ,3 0 0
$ 2 ,3 5 0
$ 2 ,4 0 0
$ 2 ,4 5 0

and
and
and
and
and

under
under
under
under
under

$ 2 ,3 0 0
$ 2 ,3 5 0
$ 2 ,4 0 0
$ 2 ,4 5 0
$ 2 ,5 0 0

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

(2 .2 )

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

4. 0
7. 7
1 .9
4. 4
4 .0

$ 2 ,5 0 0
$ 2 ,6 0 0
$ 2 ,7 0 0
$ 2 ,8 0 0
$.2, 900

and
and
and
and
and

under
under
under
under
under

$ 2 ,6 0 0
$ 2 ,7 0 0
$ 2 ,8 0 0
$ 2 ,9 0 0
$ 3 , 000

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

2. 3
1 .6
(2 .1 )

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

$ 3 , 000 a n d o v e r -----------------------------------------------T o t a l --------------------------------------------------------N u m b e r of e m p l o y e e s --------------------------------------A v e r a g e m o n th ly

s a l a r y --------------------------------

S e e fo o tn o te a t e n d o f ta b l e .




-

_

_

_

_

_

_

-

-

-

-

_

_
_

_
_

-

-

-

-

-

_
-

_

_

_

_

-

-

_
_

_
_
_

-

_

_

_

_

_

.

-

_
-

_
_
-

_
_
_

_
_
_

_

-

-

-

-

-

-

-

-

_

_

1 0 0 .0

100. 0

-

1 0 0 .0

1 0 0 .0

1 0 0 .0

_
_
_

_

1 0 0 .0

-

_
1 0 0 .0

(4. 9)
1 0 0 .0

59

311

628

590

1 ,0 9 2

1 ,9 1 9

1 ,3 2 8

427

$780

$917

$ 1 ,0 8 8

$ 1 ,3 5 1

$ 1 ,2 2 9

$ 1 ,4 7 9

$ 1 ,8 3 2

$ 2 ,2 1 8

( P e r c e n t d i s t r ib u t io n of e m p lo y e e s in s e le c te d p r o f e s s io n a l
a n d H a w a ii ,1 M a r c h 1973)

a n d a d m i n i s t r a t i v e o c c u p a tio n s b y m o n th ly s a l a r y , U n ite d S ta te s e x c e p t A la s ka

C h e m ists
M onthly s a la r y
I

II

IU

IV

V

VI

VII

VIII

_

_

_

_

-

*
-

-

-

_
-

_
-

_
-

_
-

_
-

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

_
-

_
-

_
-

_
-

_
-

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

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

_
( 2 .4 )

_
-

_
-

_
-

_
-

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

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

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

_
( 0 .7 )
1 .2
.6
1 .9

.
-

_
*

_
-

7 .8
4 .4
2 .6
3 .0
( 2 .1 )

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

2 .2
5 .0
6 .5
8 .5
7 .1

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

_
-

-

$600
$625
$650
$675

and
and
and
and

u n d er
u n d er
u nd er
u n d er

$625
$650
$675
$700

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

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

_
(0 . 5)

_
-

_
-

$700
$725
$750
$775

and
and
and
and

u n d er
u n d er
u nd er
u nd er

$725
$750
$775
$800

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

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

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

_
( 0 .9 )

$800
$825
$850
$875

and
and
and
and

u n d er
un d er
u n d er
u n d er

$825
$850
$875
$900

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

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

4 .0
4 .9
5 .3
6 .7

$900
$925
$950
$975

and
and
and
and

u n d er
u nd er
tinder
u n d er

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

7 .4
4 .4
6 .6
3 .0
4 .4
2 .3
1 .0
-

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

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

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

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

and
and
and
and
and

un d er
u n d er
u n d er
tinder
u n d er

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

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

_
-

1 .0
( .5 )

-

-

$ 1 ,5 0 0
$ 1 ,5 5 0
$ 1 , 600
$ 1 ,6 5 0
$ 1 ,7 0 0

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
tinder

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

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

_
-

_
-

_
-

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

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

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

(0 . 9)
1 .8
1 .0
1 .0
2 .6

_
•
-

$ 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

u n d er
u n d er
u n d er
u n d er
u nd er

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

_
-

_
“

1 .1
1 .1
(1 .0 )

-

_
-

-

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

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

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

0 .6
1 .2
.2
1 .8

$ 2 , 000
$ 2 ,0 5 0
$ 2 ,1 0 0
$ 2 , 150
$ 2 , 200

and
and
and
and
and

u n d er
u nd er
u n d er
u n d er
u n d er

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

-

_
-

_
-

_
-

1 .8
1 .2
( 3 .1 )
-

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

3 .0
6 .4
7 .6
5 .5
5 .6

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

$ 2 ,2 5 0
$ 2 , 300
$ 2 , 350
$ 2 ,4 0 0
$ 2 ,4 5 0

and
and
and
and
and

u n d er
tind er
u n d er
u n d er
u n d er

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

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

_
-

_
-

_
-

_
-

_

-

-

-

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

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

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

$ 2 , 500
$ 2 ,6 0 0
$ 2 , 700
$ 2 , 800
$ 2 , 900

and
and
and
and
and

tind er
un d er
u n d er
u n d er
tind er

$ 2 , 600
$ 2 ,7 0 0
$ 2 ,8 0 0
$ 2 ,9 0 0
$ 3 , 000

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

_

_
-

_

_
-

-

-

-

-

-

-

_
-

_

-

-

-

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

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

$ 3 , 000
$ 3 ,1 0 0
$ 3 , 2 00
$ 3 , 300
$ 3 , 400

and
and
and
and
and

tinder
tind er
tind er
tind er
tind er

$ 3 , 1 0 0 ----------------------------------$ 3 , 2 0 0 ----------------------------------$ 3 , 30 0 ----------------------------------$ 3 , 4 0 0 ----------------------------------$ 3 , 500 -----------------------------------

.
-

"

-

_
-

_
-

_
-

1 .0
.3
.3
2 .4
(•7 )

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

$3,
$3,
$3,
$3,
$3,

and
and
and
and
and

u n d er $ 3 ,6 0 0 ----------------------------------tind er $ 3 , 70 0 ----------------------------------u n d er $ 3 , 80 0 ---------------------------------tind er $ 3 , 900 ----------------------------------o v e r --------------------------------------------------

_
-

-

_

_

-

-

-

-

-

-

-

-

-

_
-

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

500
600
700
800
900

-

-

-

-

-

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

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

N u m b er of e m p lo y e e s .-----------------------------------------

1 ,4 6 6

4 , 535

9 ,1 2 3

10, 553

7 ,9 0 3

4 ,1 6 0

1 ,7 4 8

493

$836

$961

$ 1 ,1 0 1

$ 1 ,3 4 5

$ 1 ,6 0 9

$ 1 ,8 8 3

$ 2 ,2 4 2

$ 2 ,6 7 5

A v e r a g e m o n th ly

s a l a r y ---------------------------------

S e e f o o tn o te a t e n d o f t a b l e .




•

1 0 0 .0

E n g in e e rs

_

IV

III

H

I

V

VI

VII

_

_

_

_

_

$600
$625
$650
$675

and
and
and
and

under
under
under
under

$625
$650
$675
$700

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

(0. 9)

-

-

-

“

-

$700
$725
$750
$775

and
and
and
and

under
under
under
under

$725
$750
$775
$800

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

1 .2
.6
1 .1
1 .9

_
-

_
-

_
-

_
-

_
-

$800
$825
$850
$875

and
and
and
and

under
under
under
under

$825
$850
$875
$900

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

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

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

(1 .6 )

$900
$925
$950
$975

and
and
and
and

under
under
under
under

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

1 5 .2
1 0 .7
10. 3
8 .0

6 .0
4 .7
7. 8 >
7 .8
1 7 .6
1 5 .2
13. 5
7 .6
4 .4

_

_

_

-

"

_

_

_

_
-

_
-

_
_
_

_

_

-

-

_
_

_
_

-

-

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

(1 .7 )
1 .7

11. 1
8 .2
6 .8
4 .3
2 .4

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

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

(1 .8 )
1. 5
2 .2

1 .2
(•8 )

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

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

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

( 1 .6 )
K7
2. 1
2 .8

_
_
_
( 1 .2 )
1 .5

1. 6
( 2 .6 )

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

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

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

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

1 .8
1 .2
(2 .6 )

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

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

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

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

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

6 .2
6 .3
5 .7
6 .0
5 .8

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

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

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

$ 1, 500
$ 1 , 550
$ 1, 600
$ 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 ,6 5 0
$ 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 ,0 5 0
$ 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 ,2 5 0
$ 2 ,3 0 0
$ 2 , 350
$ 2 ,4 0 0
$ 2 ,4 5 0

and
and
and
and
and

under
under
under
under
under

$ 2 ,3 0 0
$ 2 ,3 5 0
$ 2 , 40 0
$ 2 ,4 5 0
$ 2 ,5 0 0

--------------------------------------------------------------------— ———— —-----------------------------------------------------------------------------------

$ 2 ,5 0 0
$ 2 ,6 0 0
$ 2 ,7 0 0
$ 2 ,8 0 0
$ 2 ,9 0 0

and
and
and
and
and

under
under
under
under
under

$ 2 ,6 0 0
$ 2 ,7 0 0
$ 2 ,8 0 0
$ 2 ,9 0 0
$ 3 ,0 0 0

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

$ 3 ,0 0 0
$ 3 ,1 0 0
$ 3 , 200
$ 3 ,3 0 0
$ 3 , 4 00

and
and
and
and
and

under
under
under
under
under

$ 3 , 1 0 0 ---------------------------------$ 3 ,2 0 0 ----------------------------------$ 3 , 300 — — -------------------------~
$ 3 ,4 0 0 ---------------------------------$ 3 , 500 — --------- ---------------------

$ 3 , 500
$ 3 ,6 0 0
$ 3 ,7 0 0
$ 3 ,8 0 0
$ 3 , 900

and
and
and
and
and

u n d e r $ 3 , 600 ----------------------------------u n d e r $ 3 ,7 0 0 ---------------------------------u n d e r $ 3 ,8 0 0 ---------------------------------u n d e r $ 3 ,9 0 0 ----------------------------------o v e r -------------------------------------------------

"

-

-

-

-

_

_

-

_
-

_
_

-

-

-

-

_

_

_

-

-

-

-

_
_

-

-

-

-

-

-

-

-

-

-

_

_

_

_

_

-

-

-

-

_
_

-

-

-

-

-

"

_

_

_

_

-

-

-

-

_
_

_
_
_

-

-

-

_

_
_
_
_

-

-

-

-

-

-

-

_

_

_

_

-

-

_

_
_

_
_
_
_

-

1 0 0 .0

N u m b e r of e m p l o y e e s -----------------------------------------

1 3 ,1 7 6
$934

s a l a r y ----------------------------------

-

1 0 0 .0

-

_
_

-

-

_

.

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

A v e r a g e m o n th ly

_

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

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

-

_

_
(0. 7)

under
under
under
under
under

-

-

_
_
_
-

1 .2
1 .0
1 .7
2 .4

and
and
and
and
and

-

-

_

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

-

_

-

-

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

-

_

_

under
under
under
under
under

3 .2
1 .9
1 .2
(‘ 5)

-

-

and
and
and
and
and

_

_

_
-

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

9 .1
5 .4
3 .6
1 .8
(1 .5 )

V III

_
“

_
_
_
_

_

_
_
_
-

_

_
_
_
-

"

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

_
_
_
-

1 0 0 .0

1 0 0 .0

2 8 ,9 3 3

8 4 ,8 1 3

1 1 7 ,4 4 7

7 9 ,9 9 6

4 2 ,0 0 6

1 4 ,8 7 1

3 ,5 8 7

$ 1 ,0 4 9

$ 1 ,1 9 3

$ 1 ,4 1 9

$ 1 ,6 3 5

$ 1 ,8 8 2

$ 2 ,1 4 0

$ 2 ,4 5 8

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 F o r s c o p e o f stu d y , s e e ta b le in a p p en d ix A .
NO TE : T o a v o id sh ow in g s m a ll p r o p o r tio n s o f e m p lo y e e s s c a tt e r e d a t o r n e a r th e e x tr e m e s o f th e d is tr ib u tio n fo r s o m e o c c u p a tio n s , th e p e r ­
c e n ta g e s of e m p lo y e e s in th e s e i n te r v a ls h a v e b een a c c u m u la te d and a r e show n in th e in te r v a l a b o v e o r b elo w th e e x tr e m e in te r v a l co n ta in in g at
le a s t 1 p e r c e n t. The p e r c e n ta g e s r e p r e s e n tin g t h e s e e m p lo y e e s a r e show n in p a r e n t h e s e s . B e c a u s e o f rou n d in g, s u m s o f in d iv id u a l ite m s m a y not
eq u a l 100.




(P e r c e n t d is tr ib u tio n o f e n g in e e r in g te c h n ic ia n s and keypun ch s u p e r v is o r s b y m o n th ly s a la r y , U n ited S ta te s e x c e p t A la sk a
and H a w a ii,1 M arch 1973)
E n g in e e r in g te c h n ic ia n s

K eypunch s u p e rv is o rs

M o n th ly s a l a r y
I
U nder $400 - —

- - - - -

-

II

III

IV

1. 3

-

-

-

_

_

_

V

I

H

III

-

-

-

-

_

_

3 .7
3 .2

-

-

_

_

(1 .7 )
1 .4

-

-

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

.6
1. 1
3. 1
6 .4

( 1 .4 )

-

.
-

_
-

4 .0
4. 1
1 2 .8
.9

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

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

_
-

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

(1 .3 )

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

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

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

( 1 .7 )
3 .8

1 .9
-

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

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

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

6 .6
4 .6
2. 7
.8

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

6 .5
1 1 .0
6. 1
6. 8

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

5. 6
3. 7
-

1. 7
1. 1
1 .8
1 .0

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

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

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

.5
1 .5
1. 1

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

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

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

1 .9
5 .6
1 4 .8

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

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

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

.9
1. 1
( 1 .2 )
-

3 .5
2 .6
1 .9
1 .0
( .5 )

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

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

9 .3
11. 1
7 .4
1 .9
9 .3

-

-

.8
.4
.3
-

5 .5
2 .0
( .6 )
-

9 .3

-

-

5 .6

-

1. 1

-

-

and
and
and
and

under
under
under
under

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

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

( 1 .3 )

-

-

_
-

$500
$525
$550
$575

and
and
and
and

under
under
under
under

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

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

1. 1
2. 1
5 .0
5 .0

.
( 1 .0 )

_
-

'

$600
$625
$650
$675

and
and
and
and

under
under
tin d e r
under

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

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

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

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

.
( i.o )
1 .0

$700
$725
$750
$775

and
and
and
and

under
under
under
under

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

5 .2
5 .5
5 .7
2 .4

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

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

$800
$825
$850
$875

and
and
and
and

under
under
under
under

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

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

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

$900
$925
$950
$975

and
and
and
and

under
t in d e r
under
tin d e r

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

_
-

$
$
$
$
$

000
050
100
150
200

and
and
and
and
and

under
under
under
tin d e r
under

$ 1 ,0 5 0 ---------------$ 1 ,1 0 0 ---------------$ 1 , 1 5 0---------------$ 1, 200
$ 1 ,2 5 0 ----------------

_
-

1 .5
( .5 )

1, 250
1 ,3 0 0
1, 350
1 ,4 0 0
1, 450

and
and
and
and
and

under
under
under
t in d e r
under

$
$
$
$
$

-

-

-

(1 .0 )

1 ,3 0 0 ---------------1 ,3 5 0 ---------------1 ,4 0 0 ---------------1 ,4 5 0 ---------------1 ,5 0 0 ----------------

$ 1, 500 a n d u n d e r $ 1, 5 5 0 ---------------$ 1, 550 a n d u n d e r $ 1, 6 0 0 ---------------$ 1, 600 a n d u n d e r $ 1, 6 5 0 ----------------

V

.
-

$400
$425
$450
$475

$ 1,
$ 1,
$1,
$ 1,
$ 1,

IV

-

-

-

-

-

-

-

"

-

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

-

-

-

-

-

-

-

-

-

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

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

N u m b e r o f e m p l o y e e s ----------------------

3 ,4 2 8

1 2 ,0 0 5

2 5 ,2 3 1

3 0 ,3 3 2

A v e r a g e m o n th ly s a l a r y ---------------

$625

$718

$834

$938

1 0 0 .0

-

-

-

-

-

1 0 0 .0

_
-

-

5 .6
7 .4
“
-

-

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 7 ,9 6 9

949

1 ,9 4 4

1, 179

343

54

$ 1 ,0 6 7

$690

$759

$846

$ 1 ,0 0 6

$ 1 ,1 1 4

1 F o r sc o p e of stu d y , s e e ta b le in ap p en d ix A .
NO TE : T o a v o id sh ow in g s m a ll p r o p o r tio n s o f e m p lo y e e s s c a tt e r e d at o r n e a r th e e x tr e m e s o f th e d is tr ib u tio n fo r s o m e o c c u p a tio n s , th e p e r ­
c e n ta g e s of e m p lo y e e s in t h e s e in te r v a ls h a v e b e e n a c c u m u la te d and a r e show n in th e in te r v a l a b o v e o r b e lo w th e e x tr e m e in te r v a l co n ta in in g a t
le a s t 1 p e r c e n t. The p e r c e n ta g e s r e p r e s e n tin g t h e s e e m p lo y e e s a r e show n in p a r e n th e s e s . B e c a u s e o f ro u n d in g , s u m s o f in d iv id u a l i t e m s m a y not
e q u a l 100.




( P e r c e n t d i s t r ib u t io n o f e m p lo y e e s i n s e le c te d d r a f t in g a n d c l e r i c a l o c c u p a tio n s , b y w e e k ly s a l a r y , U n ite d S t a te s e x c e p t A la s k a a n d H a w a i i , 1
M a r c h 1973)

W eekly s a la r y

U n der $ 7 5 ------------------------------------------------------------$75
$80
$85
$90
$95

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

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

C le r k s , a cco u n tin g

D r a ftsm e n

D r a ftsm e n tra cers

I

II

III

-

-

-

-

1 .0

-

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

_
( 1 .2 )

_
-

_
-

_
-

-

-

-

-

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

( 1 .3 )
1 .6

I

II

-

$ 100
$ 105
$ 110
$115
$120

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u nd er

$ 10 5------------------------------------------$ 11 0------------------------------------------$ 1 1 5 ------------------------------------------$ 1 2 0 ------------------------------------------$ 1 2 5 -------------------------------------------

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

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

_
-

_
-

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

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

$ 125
$ 130
$ 135
$ 140
$145

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

$ 13 0------------------------------------------$ 1 3 5 ------------------------------------------$ 1 4 0 ------------------------------------------$ 1 4 5------------------------------------------$ 1 5 0 -------------------------------------------

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

5 .3
6 .5
7 .4
8 .6
8 .0

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

_
“

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

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

$150
$160
$ 170
$ 180
$ 190

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

$ 1 6 0 ------------------------------------------$ 1 7 0 ------------------------------------------$ 1 8 0 ------------------------------------------$ 1 9 0------------------------------------------$ 2 0 0 -------------------------------------------

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

1 3 .5
12. 1
8 .9
6 .7
4 .0

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

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

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

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

$200
$210
$220
$230
$240

and
and
and
and
and

u n d er
u n d er
un d er
u n d er
un d er

$ 2 1 0 ------------------------------------------$ 2 2 0 ------------- —-------------- -----------$ 2 3 0 ------------------------------------------$ 2 4 0 ------------------------------------------$ 2 5 0 -------------------------------------------

(1 .6 )

2 .2
1 .2
(1 .9 )

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

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

( 1 .0 )

4 .3
1 .9
1 .5
(1 .8 )

$250
$260
$270
$280
$290

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

$ 2 6 0 ------------------------------------------$ 2 7 0 ------------------------------------------$ 2 8 0 ------------------------------------------$ 2 9 0 ------------------------------------------$ 3 0 0 -------------------------------------------

_
-

1 .6
1 .6
1 .3
(-9 )

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

_
_

$300
$310
$320
$330
$340

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

_

_
_
-

_

-

-

-

-

$ 3 1 0 ------------------------------------------$ 3 2 0 ------------------------------------------$ 3 3 0 ------------------------------------------$ 3 4 0 ------------------------------------------$ 3 5 0 -------------------------------------------

_

_

-

-

-

“

-

-

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

$ 3 5 0 and u n d er $ 3 6 0 ------------------------------------------$ 3 6 0 and u nd er $ 3 7 0 ------------------------------------------$ 3 7 0 and o v e r ------------------------------------------------------

_
-

• _
-

_
-

1 .4
1 .7
.8

_
_
-

_

-

_
_
_

-

-

_
_
-

_
_
_

-

_
-

_
_
_
-

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

N u m b er o f e m p lo y e e s ------------------- ----------------- —

4 ,2 2 5

1 9 ,0 1 2

30, 284

2 9 ,8 7 6

9 0 ,5 6 7

6 5 ,7 9 0

A v e r a g e w e e k ly s a la r y -------------- ---------------——

$128

$153

$189

$233

$119

$150

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

S e e fo o tn o te s a t e n d o f t a b l e .




( P e r c e n t d i s t r ib u t io n o f e m p lo y e e s i n s e l e c t e d d r a f t in g a n d c l e r i c a l o c c u p a tio n s , b y w e e k ly s a l a r y , U n ite d S t a te s e x c e p t A la s k a a n d H a w a ii , 1
M a rc h 1973)
K eypunch o p e r a to r s

C le r k s , f ile
W eek ly s a la r y

M essen g ers
I

II

HI

I

II

$ 6 0 and u n d er $ 6 5 ------------------------------------------- —
$ 6 5 and u n d er $ 7 0 ----------------------------------------------$ 7 0 and u n d er $ 7 5 -----------------------------------------------

0 .2
2 .0
7 .8

.
1 .0
2 .4

-

-

( 2)

(1 .3 )

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

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

6 .5
1 1 .7
1 1 .7
11. 2
8 .0

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

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

(0 .9 )
1 .9
3 .1

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

$75
$80
$85
$90
$95

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

.
»
-

_
-

0 .4
2. 2
3 .6

$100
$ 105
$ 110
$ 115
$ 120

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
un d er

$ 1 0 5 ------------------------------------------$ 1 1 0 ------------------------------------------$ 1 15 ------------------------------------------$ 1 2 0 ------------------------------------------$ 1 2 5 ----------------- -------------------------

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

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

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

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

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

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

$ 125
$ 130
$ 135
$140
$ 145

and
and
and
and
and

u n d er
u n d er
tinder
u n d er
u n d er

$ 1 30------------------------------------------$ 1 35 ------------------------------------------$ 1 4 0 ------------------------------------------$ 1 4 5 ------------------------------------------$ 150 -------------------------------------------

1 .0
(3 .8 )

2 .8
1 .9
1 .2
1 .9
1 .2

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

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

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

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

$150
$ 160
$170
$ 180
$ 190

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

$ 1 6 0 ------------------------------------------$ 1 70 ------------------------: -----------------$ 1 8 0 ------------------------------------------$ 1 9 0 ------------------------------------------$ 2 0 0 ----------------------- ——--------------

_

1. 8
1 .0
( 1 .6 )

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

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

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

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

1 .0
1 .7

( .8 )
-

1 .2
( .4 )

$ 2 0 0 and u n d er $ 2 1 0 ------------------------------------------$ 2 1 0 and o v e r -------------------------------------------------------

-

-

-

-

"
-

-

-

-

-

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

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

N u m b er o f e m p lo y e e s ---------- ■ ---------------------------—

2 6 ,0 1 7

2 2 ,6 4 3

8, 091

6 2 ,6 4 9

4 6 ,5 1 0

2 5 ,5 0 6

A v e r a g e w e e k ly s a l a r y ---------------------------- — ----

$93

$103

$126

$116

$133

$103

S e e f o o tn o te s a t e n d o f t a b l e .




( P e r c e n t d i s t r ib u t io n o f e m p lo y e e s i n s e le c te d d r a f t in g a n d c l e r i c a l o c c u p a tio n s , b y w e e k ly s a l a r y , U n ite d S t a te s e x c e p t A l a s k a a n d H a w a i i , 1
M a r c h 1973)
S e c r e t a r ie s
W eek ly s a la r y
I

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

IV

-

.

-

_

_

_

-

-

-

-

-

1 .8

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

-

( 1 .0 )

( 1 .4 )

-

S te n o g rap h ers,
g en e r a l

S te n o g rap h ers,
s e n io r

.

-

U n der $ 7 0 ------------------------------------------------------------$ 7 0 and u n d er $ 7 5 ----------------------------------------------$75
$80
$85
$90
$95

III

II

(0 .8 )

_

T y p is ts
I

II

-

0 .4
1 .8

-

( 0 .5 )
1 .6
2 .8
4 .9
6 .2

( 1 .7 )
1 .5

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

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

-

.

$100
$105
$110
$115
$ 120

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

$ 1 0 5 ------------------------------------------$ 1 1 0 ------------------------------------------$ 1 1 5 ------------------------------------------$ 1 2 0 ------------------------------------------$ 12 5-------------------------------------------

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

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

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

( 2 .3 )
1 .2
1 .3

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

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

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

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

$ 125
$130
$ 135
$140
$ 145

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
tind er

---------------$ 13 0 ---------------------------;
$ 1 3 5 ------------------------------------------$ 1 4 0 ------------------------------------------$ 1 4 5 ------------------------------------------$ 150-------------------------------------------

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

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

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

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

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

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

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

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

$150
$160
$170
$ 180
$190

and
and
and
and
and

u n d er
u n d er
u nd er
u n d er
u n d er

$ 1 6 0 ------------------------------------------$ 1 7 0 ------------------------------------------$ 1 8 0 ------------------------------------------$ 19 0------------------------------------------$ 2 0 0 -------------------------------------------

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

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

1 1 .2
1 1 .2
1 0 .2
9 .7
7 .8

9 .0
9 .7
1 0 .6
1 0 .0
8 .5

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

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

1 .7
( 1 .2 )

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

$200
$210
$220
$230
$240

and
and
and
and
and

u n d er
u n d er
u n d er
u n d er
u n d er

$ 2 1 0 ------------------------------------------$ 2 2 0 ------------------------------------------$ 2 3 0 ------------------------------------------$ 2 4 0 ------------------------------------------$ 2 5 0 -------------------------------------------

(1 .7 )

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

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

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

(1 .2 )

1 .7
( 1 .0 )

$250
$260
$270
$280

and
and
and
and

u n d er $ 2 6 0 ------------------------------------------u n d er $ 2 7 0 —---------------------------------------u n d er $ 2 8 0 ------------------------------------------o v e r ----------------------—----------------------------

_
-

1 .0
( 1 .3 )

-

-

_

_

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

-

_
-

-

-

.
-

_

_

-

_

_

_
_
_

_
_
_

-

-

-

_
_

_
-

_

_

_

-

.
_

_

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

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

N u m b er o f e m p lo y e e s ---------------------------------- -------

9 6 ,6 4 3

9 7 ,2 8 2

5 4 ,6 4 1

1 6 ,7 5 7

4 6 , 533

52, 151

6 3 ,8 0 1

4 1 , 390

A v e r a g e w e e k ly s a l a r y -------- — ------------------------

$141

$158

$170

$183

$125

$142

$104

$122

1 F o r s c o p e o f s tu d y , s e e t a b l e in a p p e n d ix A .
2 L e s s t h a n 0. 05 p e r c e n t .
N O T E : T o a v o id sh o w in g s m a l l p r o p o r t io n s o f e m p lo y e e s s c a t t e r e d a t o r n e a r th e e x tr e m e s o f th e d i s t r ib u t io n f o r s o m e o c c u p a tio n s , th e p e r ­
c e n ta g e s o f e m p lo y e e s in t h e s e i n t e r v a l s h a v e b e e n a c c u m u la te d a n d a r e sh o w n i n th e i n t e r v a l a b o v e o r b e lo w th e e x tr e m e i n t e r v a l c o n ta in in g a t
le a s t 1 p e rc e n t.
T h e p e r c e n t a g e s r e p r e s e n t i n g t h e s e e m p lo y e e s a r e sh o w n i n p a r e n t h e s e s .
B e c a u s e o f ro u n d in g , s u m s o f in d iv id u a l i te m s m a y n o t
e q u a l 100.




O ccu p a tio n

M anu­
fa c tu r in g

P u b lic
u t il it i e s 3

67
40
64
29
86
68
67
93
76

12
15
9
21
6
8
5
( 5)
12

8
7
12
' (*)

77
72

9
11

( 5)
( 5)

36

13

43
21
42
35
52
53
36

15
7
11
13
10
16
9

11
5
13
7
7
7
6

R e ta il
tra d e

F in a n c e ,
in s u r a n c e ,
and
r e a l e s ta t e

4
6
6
4
(!)
( 5)
6

8
32
6
42
( 5)
19
12

8

W h o le sa le
tra d e

S e le c t e d
s e r v ic e s 4

P r o f e s s io n a l and a d m in is tr a tiv e
A c c o u n ta n ts
---- — -—
A u d it o r s ----------------------C h ie f a c c o u n t a n ts -------A t t o r n e y s ---------------------B u y e r s -------------------------Job a n a l y s t s ----------------D ir e c t o r s o f p e r s o n n e l
C h e m ists — -----------------E n g in e e r s --------— —

(j
( 5)

7
( !)
( 5)

0
( 5)

0
( 5)

5
12

( 5)

M

14
15

35

( 5)

18
59
25
37
24
20
44

(!)

T e c h n ic a l su p p o r t
E n g in e e r in g ‘t e c h n ic ia n s --------------D r a fts m e n --------— ----- — — ------- —

(*)

H

C le r ic a l s u p e r v is o r y
K eypunch s u p e r v is o r s -------- —
-----—
C le r ic a l
C le r k s , a c c o u n tin g C le r k s , f i l e ------------K eypunch o p e r a to r s .
M e ssen g ers— —
S e c r e t a r i e s ----------—
S ten ograp h e r s --------T y p is t s ---------------------

1

12
6
8
5
5
(*)
( 5)

i?

E a c h o c c u p a tio n in c lu d e s th e w o r k l e v e l s s h o w n in ta b le 1.
2 F o r s c o p e o f stu d y , s e e ta b le in ap p en d ix A .
3 T r a n s p o r ta tio n (lim it e d to r a ilr o a d , lo c a l and su b urban p a s s e n g e r , d e e p s e a w a te r , and a ir tr a n sp o r ta tio n in d u s t r ie s ), c o m m u n ic a tio n , e le c t r i c ,
g a s , and s a n ita r y s e r v i c e s .
4 E n g in e e r in g and a r c h it e c tu r a l s e r v i c e s ; and c o m m e r c ia lly o p e r a te d r e s e a r c h , d e v e lo p m e n t, and t e s t in g la b o r a to r ie s o n ly .
5 L e s s than 4 p e r c e n t.




O ccu p a tio n

M anu­
fa ctu r in g

P u b lic
u t il it i e s

W h o le sa le
tra d e

R e ta il
tra d e

"T T n a n c e ^ ™ "™ — —
in s u r a n c e ,
S e le c t e d
and
s e r v ic e s 1
4
3
2
r e a l e s ta t e ___________________

P r o f e s s io n a l and a d m in is tr a tiv e
A c c o u n ta n ts -----------------A u d it o r s ----------------------C h ie f a c c o u n t a n ts -------A t t o r n e y s ---- --------- ------B u y e r s ------------------------Job a n a l y s t s ---- — ------—
D ir e c t o r s o f p e r s o n n e l
C h e m i s t s ---------------------E n g in e e r s --------------------

100
103
103
105
100
102

103
105
104
106

96
104
91
108
103

100

101

(5
)

( 5)

96
97
99

101

100

94

102
( 5)

102

106

100

( 5)

( 5)

100

103

97

(?)
(5
)

99
100

108
103

(5
)
90

(5
)
95

102

118

( 5)

( 5)

102
107
101
104
102

115
130

98
98
96

92
101
96
92
92
98
104

95

97
93

(5
)
86

103

(?)
( 5)

101
116

(
(
97
(*)

100

98
97

T e c h n ic a l su p p o rt
E n g in e e r in g te c h n ic ia n s —
D r a fts m e n ------------------------

(J

(5
)

102
101

C le r ic a l s u p e r v is o r y
K eypunch s u p e r v is o r s --------------------

92

(5
)

C le r ic a l
C le r k s , a cco u n tin g C le r k s , f i l e ------------K eypunch o p e r a to r s
M e s s e n g e r s ------------S e c r e t a r i e s ------------S te n o g r a p h e r s -------T y p i s t s -------------------

102

104

120

119
113
109
113

101
100

96
102

89
93
92
91
92

88
93

106
110
102

94
104
99
104

1 E ach o c c u p a tio n in c lu d e s th e w o r k l e v e l s show n in ta b le 1. In co m p u tin g r e la t iv e s a la r y l e v e l s fo r e a c h o c c u p a tio n by in d u s tr y d iv is io n , th e
t o ta l e m p lo y m e n t in e a c h w o r k le v e l in a ll in d u s t r ie s s u r v e y e d w a s u s e d a s a c o n sta n t e m p lo y m e n t w e ig h t to e lim in a te th e e ff e c t o f d iff e r e n c e s in the
p r o p o r tio n o f e m p lo y m e n t in v a r io u s w o rk l e v e l s w ith in e a c h o c c u p a tio n .
2 F o r sc o p e of stu d y , s e e ta b le in ap p en d ix A .
3 T r a n sp o r ta tio n ( lim ite d to r a ilr o a d , lo c a l and suburban p a s s e n g e r , d e e p s e a w a te r , and a ir tr a n sp o r ta tio n in d u s t r ie s ), 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 .
4 E n g in e e r in g and a r c h ite c tu r a l s e r v i c e s ; and c o m m e r c ia lly o p e r a te d r e s e a r c h , d e v e lo p m e n t, and t e s t in g la b o r a to r ie s o n ly .
5 I n s u ffic ie n t e m p lo y m e n t in 1 w o r k l e v e l o r m o re to w a r r a n t s e p a r a te p r e s e n ta tio n o f d ata.




( A v e r a g e s ta n d a r d w e e k ly h o u r s 1 f o r e m p lo y e e s in s e le c te d p r o f e s s io n a l , a d m i n i s t r a t iv e , t e c h n i c a l , a n d c l e r i c a l o c c u p a t i o n s 2 b y i n d u s t r y d iv is io n , 3
U n ite d S t a te s e x c e p t A la s k a a n d H a w a ii, M a r c h 1973)

O c c u p a tio n

M anu­
fa c tu rin g

P u b lic
u tilitie s 4

W h o le s a le
tra d e

R e ta il
tra d e

F in a n c e ,
in su ra n c e ,
and
r e a l e s ta te

S e le c te d
se rv ic e s 5

P r o f e s s io n a l a n d a d m i n i s t r a t iv e
A c c o u n ta n ts ---------------------------------------------------------A u d ito r s — —------------------------------------------------- ------C h ie f a c c o u n t a n t s -------- --------------------------------—----A t t o r n e y s --------- — — ——
—------------- ---------- -----------B u y e r s — — —------- -----------— ---------------------- —------J o b a n a l y s t s --------------------------------------------------------D i r e c t o r s o f p e r s o n n e l ---- ------- --------------------------C h e m i s t s -------------------------------------------------------------E n g i n e e r s -------------------------------------------------------------

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

3 9 .5
3 9 .5
3 9 .0
3 9 .5
3 9 .5
<‘ )
3 9 .0
( 6)
3 9 .0

3 9 .5
3 9 .5
4 0 .5
3 8 .5
3 9 .5
( 6)
3 9 .0
( 6)
3 9 .5

3 9 .5
3 9 .5
4 0 .0
3 9 .0
3 9 .5
(*)
3 9 .5
(J

3 8 .0
3 8 .0
3 8 .5
3 7 .5
(*)
3 8 .0
3 8 .5
(J

4 0 .0
4 0 .0

3 9 .5
3 9 .5

( 6)
4 0 .0

( 6)
3 8 .5

(!)
n

3 9 .5
4 0 .0

3 9 .5

3 9 .0

<6)

<*)

3 8 .0

<6)

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

3 9 .0
3 9 .0
3 9 .0
3 8 .5
3 9 .0
3 9 .5
3 9 .0

3 9 .0
3 9 .0
3 9 .5
3 8 .5
3 8 .5
3 9 .0
3 9 .0

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

3 8 .0
3 8 .0
3 8 .0
3 8 .0
3 7 .5
3 8 .0
3 7 .5

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

3 9 .5
3 9 .5
<3
( 6)
4 0 .0
(*)
4 0 .0
3 9 .5
3 9 .5

T e c h n ic a l s u p p o r t
E n g in e e r in g t e c h n i c ia n s -------------------------------------D r a f t s m e n ----------------------------------------------------------C le ric a l s u p e rv is o ry
K e y p u n c h s u p e r v i s o r s ----------------------------------------C le ric a l
C l e r k s , a c c o u n t i n g ---------------------------------------------C l e r k s , f i l e --------------------------------------------------------K e y p u n c h o p e r a t o r s --------------------------------------------M e s s e n g e r s ---------------------------------------------------------S e c r e t a r i e s ------------- ------- ------- -------- — ------- --------S te n o g r a p h e r s ------------------------------------------------------T y p i s t s ----------------------------------------------------------------

1

B a s e d on th e s ta n d a r d w o r k w e e k f o r w h ic h e m p lo y e e s r e c e i v e t h e i r r e g u l a r s t r a i g h t - t i m e s a l a r y .
I f s ta n d a r d h o u r s w e r e n o t a v a il a b le , th e
s ta n d a r d h o u r s a p p lic a b le f o r a m a j o r i t y o f th e o ffic e w o r k f o r c e i n th e e s ta b l is h m e n t w e r e u s e d .
T h e a v e r a g e f o r e a c h jo b c a te g o r y w a s ro u n d e d to
th e n e a r e s t h a lf h o u r .
2 E a c h o c c u p a tio n in c l u d e s th e w o r k l e v e l s sh o w n i n t a b l e 1.
3 F o r s c o p e o f s tu d y , s e e t a b l e i n a p p e n d ix A .
4 T r a n s p o r t a t i o n ( li m i te d to r a i l r o a d , l o c a l a n d s u b u r b a n p a s s e n g e r , d e e p s e a w a t e r , a n d a i r t r a n s p o r t a t i o n i n d u s t r i e s ) , 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 ry s e r v ic e s .
5 E n g in e e r in g a n d a r c h i t e c t u r a l s e r v i c e s ; a n d c o m m e r c i a ll y o p e r a t e d r e s e a r c h , d e v e lo p m e n t, a n d t e s t i n g l a b o r a t o r i e s o n ly .
6 I n s u f f ic i e n t e m p lo y m e n t i n 1 w o r k l e v e l o r m o r e to w a r r a n t s e p a r a t e p r e s e n t a t i o n o f d a ta .




Appendix A. Scope and M ethod of Survey
Scope of survey

The survey relates to establishments in the United
States, except Alaska and Hawaii, in the following
industries: Manufacturing; transportation, communica­
tion, electric, gas, and sanitary services; wholesale trade;
retail trade; finance, insurance, and real estate; engineer­
ing and architectural services; and commercially operated
research, development, and testing laboratories. Ex­
cluded are establishments employing fewer than the
minimum number of workers, as indicated in the accom­
panying table for each industry division, at the time of
reference of the universe data (generally, first quarter of
1971). The variable minimum employment size, which
was adopted in the 1966 survey, more nearly equalizes
the white-collar employment of establishments among
the various industry divisions.
The estimated number of establishments and the total
employment within scope of this survey, and within the
samples actually studied, are shown for each major
industry division in table A -l. These estimates also are
shown separately for establishments employing 2,500
workers or more and those located in Standard Metro­
politan Statistical Areas.1
Timing of survey and method o f collection

Survey data collection was planned so that the data
would reflect an average reference period of March
1973.2
Data were obtained by Bureau field economists who
visited a nationwide sample of representative establish­
ments within the scope of the survey between January
and May. Employees were classified according to occupa­
tion and level, with the assistance of company officials,
on the basis of the BLS job definitions which appear in
appendix C. In comparing actual duties and responsi­
bilities of employees with those in the survey definitions,
extensive use was made of company occupational
descriptions, organization charts, and other personnel
records.
Sampling and estimating procedures

The sampling procedures called for the detailed
stratification of all establishments within the scope of




the survey by location, industry, and size of employment.
From this universe, a nationwide sample of about 3,200
establishments (not companies) was selected systema­
tically. 3 Each industry was sampled separately, the
sampling rates depending on the employment size of the
industry. Within each industry, a greater proportion of
large than of small establishments was included. In
combining the data, each establishment was weighted
according to its probability of selection, so that unbiased
estimates were generated. To illustrate the process, where
one establishment out of four was selected, it was given
a weight of 4, thus representing itself plus three others.
In instances where data were not available for the original
sample member, an alternate of the same original
probability of selection was chosen in the same industrysize classification. Where there was no suitable substitu­
tion for the original sample member, the missing unit was
accounted for by assigning additional weight to the
sample member that most closely resembled the missing
unit.
Nature of data collected and presented

The reported salaries relate to standard salaries paid
for standard work schedules, i.e., the straight-time salary
corresponding to the employee’s normal work schedule
excluding overtime hours. Nonproduction bonuses are
excluded, but cost-of-living payments and incentive

The metropolitan area data in the 1973 survey relate to all
261 SMSA’s (within the 48 States surveyed) as revised through
November 1971 by the U.S. Office of Management and Budget.
Earlier surveys represented SMSA’s ranging in numbers from 188
in 1962 and earlier surveys to 229 in the surveys from 1970
to 1972.
The March payroll period also was used for the 1972
survey. The 1967 through 1971 surveys had a June reference
period for all occupations. Prior to the 1967 study, the average
reference period was February for clerical and drafting jobs, and
March for all other occupations. Until 1963, reports listed
“Winter” as the reference period. From 1963 through 1966, the
more specific designation, “ February-March,” was used.
A few of the largest employers, together employing
approximately one and a quarter million workers, gave data on a
companywide basis. These companies were eliminated from the
universe to which the preceding procedure applies. The sample
count includes the establishments of these companies within the
scope of the survey.

T a b le A-1. N u m b er o f e s ta b lis h m e n ts an d w o rk e rs w ith in sc o p e o f su rv e y and num ber stu died, by in d u stry
d iv isio n , M a r c h 1973

I n d u s t r y d iv is io n

M in im u m
e m p lo y ­
m e n t in
e s ta b lis h ­
m e n t s in
scope of
s u rv e y

S tu d ie d

W ith in s c o p e o f s u r v e y 1
W o r k e r s in e s ta b l is h m e n t s
N u m b e r of
e s t a b li s h m e n t s

T o ta l

P r o f e s s io n a l ,
a d m in is tr a tiv e ,
s u p e rv is o ry ,
and c le r ic a l 2

W o r k e r s in e s ta b l is h m e n t s
N u m b e r of
e s t a b li s h m e n ts

T o ta l

P r o f e s s io n a l ,
a d m in is tr a tiv e ,
su p e rv is o ry ,
and c le r ic a l 2

U n ited S ta te s — a ll i n d u s t r i e s 1--------

-

2 9 ,1 0 9

1 9 ,7 3 1 ,2 2 7

7, 5 2 8 ,0 5 6

3, 178

6, 8 4 5 ,9 0 9

2 ,8 1 1 ,1 4 2

M a n u fa c tu r in g -----------------------------N o n m a n u fa c tu rin g :
T r a n s p o r t a t i o n , 3 c o m m u n ic a tio n , e l e c t r i c , g a s , a n d
s a n i t a r y s e r v i c e s ---------------W h o le s a le t r a d e --------------------R e ta il t r a d e ---------------------------F in a n c e , i n s u r a n c e , a n d
r e a l e s t a t e --------------------------S e r v ic e s :
E n g in e e r in g a n d a r c h i t e c tu r a l s e r v ic e s ; and
c o m m e r c i a ll y o p e r a te d
r e s e a r c h , d e v e lo p m e n t,
a n d t e s t in g l a b o r a t o r i e s
o n l y ---------------------------------

250

14, 262

1 2 ,0 9 6 , 957

3, 559, 906

1 ,9 1 7

4 , 3 5 5 ,4 0 7

1 ,4 5 6 , 195

100
100
250

2, 868
4 ,0 3 7
2, 760

2, 29 2 , 187
8 5 2 ,6 4 4
2 ,4 5 0 , 659

1, 1 2 2 ,8 0 0
4 4 6 ,7 6 0
4 9 6 , 298

358
170
273

1, 1 3 7 ,0 3 6
7 0 ,7 3 1
6 4 5 ,0 0 7

5 7 1 ,3 1 6
4 3 ,8 1 3
1 4 0 ,0 5 8

100

4 , 676

1 ,8 2 4 ,2 0 1

1 ,7 4 6 ,6 8 2

367

5 3 0 ,4 1 8

5 2 4 ,9 2 6

100

506

1 5 5 ,6 1 0

93

1 0 7 ,3 1 0

7 4 ,8 3 4

M e tr o p o lita n a r e a s — a ll i n d u s t r i e s 4

-

22, 850

1 6 ,1 8 4 ,2 3 2

6, 7 6 6 ,2 3 8

2, 677

6 ,2 5 7 ,7 0 9

2, 6 6 2 ,8 2 9

M a n u fa c tu r in g ----------------------------N o n m a n u fa c tu rin g :
T r a n s p o r t a t i o n , 3 c o m m u n i­
c a tio n , e l e c t r i c , g a s , a n d
s a n i t a r y s e r v i c e s ---------------W h o le s a le t r a d e --------------------R e ta il t r a d e ---------------------------F in a n c e , i n s u r a n c e , a n d
r e a l e s t a t e --------------------------S e r v ic e s :
E n g in e e r in g a n d a r c h i t e c ­
tu ra l s e rv ic e s ; and
c o m m e r c i a ll y o p e r a t e d
r e s e a r c h , d e v e lo p m e n t,
a n d t e s t in g l a b o r a t o r i e s
o n l y ------------------ -------------

250

9, 533

9 , 0 0 4 ,0 9 6

3 ,0 0 0 ,6 4 3

1 ,4 9 9

3, 8 2 1 ,4 6 8

1 ,3 3 4 ,6 7 3

100
100
250

2, 169
3, 775
2, 522

2, 1 1 4 ,1 8 4
8 0 4 ,2 9 0
2, 33 2 , 033

1 ,0 5 7 ,7 8 5
4 2 8 , 746
4 7 2 ,5 4 5

322
162
260

1, 1 1 5 ,5 2 1
6 9 ,2 6 5
6 3 6 ,0 1 5

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

100

4 , 358

1 ,7 3 3 ,4 6 7

1, 6 6 1 ,3 4 4

351

5 2 4 ,5 7 5

5 1 9 ,8 5 6

100

493

196, 162

1 4 5 ,1 7 5

' 83

9 0 ,8 6 5

6 5 ,8 7 7

-

1, 109

6 ,4 8 1 , 029

2 ,5 5 8 ,0 4 2

752

5, 125, 155

2 , 0 8 2 ,2 3 5

692

4 ,1 1 5 ,8 1 7

1, 3 9 9 ,3 1 4

479

3, 3 5 2 ,3 3 8

1, 1 4 1 ,0 4 2

E s t a b l i s h m e n ts e m p lo y in g 2, 500
w o r k e r s o r m o r e — a ll i n d u s t r i e s M a n u f a c tu r in g ----------------------------

2 1 4 ,5 7 9

1 T h e s tu d y r e l a t e s to e s ta b l is h m e n t s in t h e U n ite d S t a te s , e x c e p t A la s k a a n d H a w a ii, in i n d u s t r i e s l i s t e d , w ith t o ta l e m p lo y m e n t a t o r a b o v e
th e m in im u m l i m it a ti o n in d ic a te d in th e f i r s t c o lu m n .
2 I n c lu d e s e x e c u tiv e , a d m i n i s t r a t iv e , p r o f e s s io n a l , s u p e r v i s o r y , a n d c l e r i c a l e m p lo y e e s , b u t e x c lu d e s t e c h n i c ia n s a n d d r a f t s m e n , a n d s a le s
p e rs o n n e l.
3 L i m i te d to r a i l r o a d , l o c a l a n d s u b u r b a n p a s s e n g e r , d e e p s e a w a t e r ( f o r e ig n a n d d o m e s tic ) , a n d a i r t r a n s p o r t a t i o n i n d u s t r i e s a s d e fin e d in th e
1967 e d itio n o f th e S ta n d a r d I n d u s t r ia l C l a s s i f ic a ti o n M a n u a l.
4 S ta n d a r d M e tr o p o lita n S t a t i s t i c a l A r e a s in th e U n ite d S t a te s , e x c e p t A la s k a a n d H a w a ii, a s r e v i s e d th ro u g h N o v e m b e r 1971 b y th e U. S. O ffic e
o f M a n a g e m e n t a n d B u d g e t.




earnings are included. The average salaries presented
relate to full-time employees for whom salary data are
available.
Data presented on year-to-year changes in average
salaries are subject to limitations which reflect the
nature of the data collected. Changes in average salaries
reflect not only general salary increases and merit or
other increases given to individuals while in the same
work level category, but they also may reflect other
factors such as employee turnover, expansions or reduc­
tions in the work force, and changes in staffing patterns
within establishments with different salary levels. For
example, an expansion in force may increase the propor­
tion of employees at the minimum of the salary range
established for a work level, which would tend to
lower the average, whereas a reduction or a low turnover
in the work force may have the opposite effect.
Similarly, year-to-year promotions of employees to
higher work levels of professional and administrative
occupations may affect the average of each level. The
established salary ranges for such occupations are
relatively wide, and promoted employees, who may have
been paid the maximum of the salary scale for the lower
level, are likely to be replaced by less experienced
employees who may be paid the minimum. Occupations
most likely to reflect such changes in the salary averages
are the higher levels of professional and administrative
occupations and single incumbent positions such as chief
accountant and director of personnel.4
About 6 percent of the establishments which were
asked to supply data would not do so. These cor­
responded to an estimated total in the universe studied
of approximately 1,375,000 workers, about 7 percent
of 19,731,227. The noncooperating units were replaced
by others in the same industry-size-location classes. If
all similar units were already in the sample, the weights
of the included establishments were increased to account
for the missing units.
Some companies had an established policy of not
disclosing salary data for some of their employees. Often
this policy related to higher level positions, because
these employees were considered part of the manage­
ment group or were classified in categories which in­
cluded only one employee. In nearly all instances,
however, information was provided on the number of
such employees and the appropriate occupational classi­
fication. It was thus possible to estimate the proportion
of employees in each category for whom salary data
were not available. The number of work level categories
affected and the proportion of employees in these
categories for whom salary data were not available are as
follows:




1 category (directors of
personnel I V ) ..................................15 percent
4 categories (directors of
personnel II, chief
accountants III and IV ,
engineers V I I I ) ................................ 5 to 9.9 percent
19 categories..................... ................. 1 to 4.9 percent
53 categories....................................... Less than 1 percent

Comparisons between establishments that provided
salary data for each specific occupation level and those
not doing so indicated that the two classes of establish­
ments did not differ materially in industries represented,
employment, or salary levels for 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 survey
and not the number actually surveyed. Employees for
whom salary data were not available were not taken into
account in the estimates.5 These estimates were derived
by weighting full-time employees in the occupations
studied in each sample establishment in proportion to
the number of establishments it represented within the
scope of the survey. For example, if the sample establish­
ment was selected from a group of four establishments
with similar employment in the same industry and region,
each full-time employee found in an occupation studied
was counted as four employees in compiling the employ­
ment estimates for the occupations. In addition, the
survey occupations were limited to employees meeting
the specific criteria in each survey definition and were
not intended to include all employees in each field of
work.6 For these reasons, and because of differences in
occupational structure among establishments, the esti­
mates of occupational employment obtained from the
sample of establishments studied serve only to indicate
the relative importance of the occupations and levels as
defined for the survey. These qualifications of the em­
ployment estimates do not materially affect the accuracy
of the earnings data.
4 These types of occupations also may be subject to greater
sampling error, as explained in the paragraph headed Estimates of
sampling error.
5 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 em­
ployees by work level.
6 Engineers, for example, are defined to permit classification
of employees engaged in engineering work within a band of eight
levels, starting with inexperienced engineering graduates and
excluding only those within certain fields of specialization or in
positions above those covered by level VIII. In contrast, such
occupations as chief accountants and directors of personnel are
defined to include only those with responsibility for a specified
program and with duties and responsibilities as indicated for
each of the more limited number of work levels selected for
study.

Wherever possible, data were collected for men and
women separately. If identification by sex was not
possible, all workers were reported as the predominant
sex. In the professional, administrative, and technical
support occupations, men were sufficiently predominant
to preclude presentation of separate data by sex. For
those clerical occupations in which both men and women
are commonly employed, separate data by sex are avail­
able from the area wage survey reports compiled by
metropolitan area. The occupations and work levels
included in this study, and in which women accounted
for 5 percent or more of the employment, were dis­
tributed according to the proportion of women em­
ployees, as follows:
Women (percent)
95 or m ore.........

90-94 ------------85-89 ..
. ..
7 5 -7 9 ............
55-59 ..............
4 5 -4 9 ................
4 0 -4 4 ................
35-39 ....... .
30-34 ..............
20-24 ..............
15-19
10-14
5-9

.......
.....

.
..

.............. V.

Occupation and level
File clerks I and II, all levels of keypunch
operators, secretaries, stenographers, and
typists
Accounting clerks I and file clerks III
Keypunch supervisors I and II
Keypunch supervisors III and accounting
clerks II
Keypunch supervisors IV
Messengers and keypunch supervisors V
Job analysts I
Draftsmen-tracers
Job analysts 1
1
Job analysts III, chemists I, engineering
technicians I, and buyers I
Accountants I and engineering technicians II
Accountants II, auditors I, and chemists
II and I II
Accountants III, auditors II, job analysts
IV , directors of personnel II, buyers 11, and
draftsmen I and II

Conversion of salary rates

Salary data for the selected occupations were col­
lected in the form in which they were most readily
available from company records, i.e., on a weekly, bi­
weekly, semimonthly, monthly, or annual basis. For
the initial tabulations, the salary data were first con­
verted to a weekly basis for the clerical and drafting
occupations and to a monthly basis for all others. The
factors used to convert these data were as follows:
Payroll basis

W e e kly.....................
B iw e e k ly .................
Se m im o n th ly............
M o n th ly ...................
A n n u a l.....................

Conversion factors
To monthly
basis

To weekly
basis
1.0000
.5000
.4602
.2301
.0192

4.3450
2.1725
2.0000
1.0000
.0833

Average monthly salaries presented in tables 1, 2, and 3
and annual salaries presented in tables 1 and 2 for the




clerical and drafting occupations 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 6, are rounded to
the nearest half-dollar. Average monthly salaries pre­
sented in tables 1, 2, and 3 for all other occupations
are rounded to the nearest dollar. To obtain the annual
salaries, average monthly salaries (to the nearest penny)
are multiplied by 12 and rounded to the nearest dollar.
Method of determining median and quartile values

Median and quartile values presented in this report
were derived from distributions of employees by salary
using $1 class intervals. Weekly salary class intervals were
used for draftsmen and clerical occupations and monthly
salary class intervals were used for all other occupations.
The weekly values were multiplied by 4.345 to obtain
monthly values and by 52.14 to obtain annual values.
The annual values for other than draftsmen and clerical
occupations were obtained by multiplying monthly
values by 12.
Estimates of sampling error

The survey procedure yields estimates with widely
varying sampling errors, depending on the frequency
with which the job occurs and the dispersion of salaries.
Thus, for the 77 surveyed occupational work levels, the
relative sampling errors of the average salaries were
distributed as follows: 46 were under 2 percent; 23 were
2 and under 4 percent; 4 were 4 and under 6 percent;
and 4 were 6 percent and over.7 These sampling errors
measure 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 sampling
error of 4 percent, the chances are 19 out o f 20 that the
true average lies within the band from $960 and $1,040.
Methods of computation of annual percent increases

«
The percent increases for each occupation in text
table 1 were obtained by adding the aggregate salaries
for each level in each of two successive years (employ­
ment in the most recent year, to eliminate the effects
of year-to-year employment shifts, multiplied by the
average salaries in both years) and dividing the later
sum by the earlier sum. The resultant relative, less 100,
*is the percent of increase. Changes in the scope o f the
survey and in occupational definitions were incorporated
7

The 6 percent and over group included: Attorneys II—
6.8
percent; attorneys III— percent; chemists Vll—
6.6
8.3 percent;
chemists VIII— percent.
9.6

into the series on a continuing basis as soon as two com­
parable periods were available. The increases for each of
the two broad occupational groups were obtained by
averaging the increases of the occupations within the
group. The increases for all survey occupations were
determined by averaging the increases for the two broad
occupational groups. The annual increases were then
linked together to obtain the changes that have occurred
since this series was begun and to compute average annual
rates of increase for each occupation and group and for
all occupations combined.

The year-to-year percent increases for each group in
text table 2 were determined by adding average salaries
for all occupations in the group for 2 consecutive years,
and dividing the later sum by the earlier sum. The
resultant relative, less 100, shows the percent o f increase.
Changes in the scope o f the survey or in the occupational
definitions were incorporated into the series as soon as
comparable data for 2 consecutive periods were available.
The 12-year trends were obtained by linking changes
for the individual periods.

Appendix B. Survey C h an ge s in 1973
Changes in occupational definitions

The survey definition for chief accountant was revised
slightly to clarify the intent of the definition and facili­




tate uniform interpretation by data collectors, respond­
ents, and users. Since each level represents the same
types of positions as in 1972, comparisons o f data for
trend purposes are not affected.

Appendix C. Occupational Definitions

The primaiy purpose of preparing job definitions for the Bureau’s wage surveys is to
assist its field staff in classifying into appropriate occupations, or levels within occupa­
tions, workers who are employed under a variety of payroll titles and different work ar­
rangements from establishment to establishment and from area to area. This permits the
grouping of occupational wage rates representing comparable job content. To secure
comparability of job content, some occupations and work levels are defined to include
only those workers meeting specific criteria as to training, job functions, and responsi­
bilities. Because of this emphasis on interestablishment and interarea comparability of
occupational content, the Bureau’s occupational definitions may differ significantly
from those in use in individual establishments or those prepared for other purposes.
Also see note referring to the definitions for the drafting and clerical occupations on
p. 64.

Accountants and Auditors

ACCOUNTANT

Performs professional accounting work requiring
knowledge of the theory and practice of recording,
classifying, examining, and analyzing the data and
records of financial transactions. The work generally
requires a bachelor’s degree in accounting or, in rare in­
stances, equivalent experience and education combined.
Positions covered by this definition are characterized
by the inclusion of work that is analytical, creative,
evaluative, and advisory in nature. The work draws upon
and requires a thorough knowledge of the fundamental
doctrines, theories, principles, and terminology of ac­
countancy, and often entails some understanding of
such related fields as business law, statistics, and general
management. (See also chief accountant.)
Professional responsibilities in accountant positions
above the entry and developmental levels include sev­
eral such duties as:
Analyzing the effects of transactions upon ac­
count relationships;
Evaluating alternative means of treating trans­
actions;




Planning the manner in which account structures
should be developed or modified;
Assuring the adequacy of the accounting system as
the basis for reporting to management;
Considering the need for new or changed controls;
Projecting accounting data to show the effects of
proposed plans on capital investments, income, cash
position, and overall financial condition;
Interpreting the meaning of accounting records,
reports, and statements;
Advising operating officials on accounting matters;
and
Recommending improvements, adaptations, or re­
visions in the accounting system and procedures.
(Entry and developmental level positions provide op­
portunity to develop ability to perform professional
duties such as those enumerated above.)
In addition to such professional work, most accoun­
tants are also responsible for assuring the proper record­
ing and documentation of transactions in the accounts.

They, therefore, frequently direct nonprofessional per­
sonnel in the actual day-to-day maintenance of books of
accounts, the accumulation of cost or other comparable
data, the preparation of standard reports and statements,
and similar work. (Positions involving such supervisory
work but not including professional duties as described
above, are not included in this description.)
E xcluded are accountants whose principal o r sole
duties consist of designing or improving accounting
systems or other nonoperating staff work, e.g., financial
analysis, financial forecasting, tax advising, etc. (The
criteria that follow for distinguishing among the several
levels of work are inappropriate for such jobs.) Note,
however, that professional accountant positions with
responsibility for recording or reporting accounting data
relative to taxes are included, as are operating or cost
accountants whose work includes, but is not limited to,
improvement of the accounting system.
Some accountants use electronic data processing
equipment to process, record, and report accounting
data. In some such cases the machine unit is a subordi­
nate segment of the accounting system; in others it is a
separate entity or is attached to some other organiza­
tion. In either instance, providing the primary responsi­
bility of the position is professional accounting work of
the type otherwise included, the use of data processing
equipment of any type does not of itself exclude a posi­
tion from the accountant description nor does it change
its level.

tions or other specific accounting requirements; recon­
ciling reports and financial data with financial state­
ments already on file, and pointing out apparent in­
consistencies or errors; carrying out assigned steps in an
accounting analysis, such as computing standard ratios;
assembling and summarizing accounting literature on a
given subject; preparing relatively simple financial state­
ments, not involving problems of analysis or presenta­
tion; and preparing charts, tables, and other exhibits to
be used in reports. In addition to such work, may
also perform some nonprofessional tasks for training
purposes.
R esponsibility fo r direction o f others. Usually none.

Accountant II

General characteristics. At this continuing develop­
mental level the professional accountant makes practical
applications of technical accounting practices and con­
cepts beyond the mere application of detailed rules and
instructions. Assignments are designed to expand his
practical experience and to develop his professional judg­
ment in the application of basic accounting techniques
to simple professional problems. He is expected to be
competent in the application of standard procedures
and requirements to routine transactions, to raise ques­
tions about unusual or questionable items, and to sug­
gest solutions. (Terminal positions are excluded.)

Accountant I

General characteristics. At this be^nning professional

level, the accountant learns to apply the principles,
theories, and concepts of accounting to a specific sys­
tem. The position is distinguishable from nonprofes­
sional positions by the variety of assignments; rate and
scope of development expected of the incumbent; and
the existence, implicit or explicit, of a planned training
program designed to give the entering accountant prac­
tical experience. (Terminal positions are excluded.)
D irection received. Works under close supervision of an

experienced accountant whose guidance is directed pri­
marily to the development of the trainee’s professional
ability and to the evaluation of his potential for advance­
ment. Limits of assignments are clearly defined, methods
of procedure are specified, and kinds of items to be
noted and referred to supervisor are identified.
Typical duties and responsibilities. Performs a variety
of accounting tasks such as: Examining a variety of
financial statements for completeness, internal accuracy,
and conformance with uniform accounting classifica­




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 assure his professional growth. His
progress is evaluated in terms of his 'ability fo apply his
professional knowledge to basic accounting problems in
the day-to-day operations of an established accounting
system.
Typical duties and responsibilities. Performs a variety
of accounting tasks, e.g., prepares routine working
papers, schedules, exhibits, and summaries indicating
the extent of his examination, and presenting and sup­
porting his findings and recommendations. Examines
a variety of accounting documents to verify accuracy of
computations and to ascertain that all transactions are
properly supported, are in accordance with pertinent
policies and procedures, and are classified and recorded
according to acceptable accounting standards.
R esponsibility f o r direction o f others. Usually none,

although he may supervise a few clerks.

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. Characteristically, the account­
ing system or assigned segment is stable and well
established (i.e., the basic chart of accounts, classi­
fications, the nature of the cost accounting system,
the report requirements, and the procedures are changed
infrequently).
Depending upon the workload involved, the accoun­
tant may have such assignments as supervision of the
day-to-day operation of: (a) The entire system of a
subordinate establishment, or (b) a major segment
(e.g., general accounting; cost accounting; or financial
statements and reports) of a somewhat larger system,
or (c) in a very large and complex system, may be
assigned to a relatively narrow and specialized segment
dealing with some problem, function, or portion of
work which is itself of the level of difficulty charac­
teristic of this level.
D irection received A higher level professional accoun­

tant normally is available to furnish advice and assistance
as needed. Work is reviewed for technical accuracy, ade­
quacy of professional judgment, and compliance with
instructions through spot checks, appraisal of results,
subsequent processing, analysis of reports and state­
ments, and other appropriate means.
Typical duties and responsibilities. The primary respon­
sibility of most positions at this level is to assure that
the assigned day-to-day operations are carried out in
accordance with established accounting principles, poli­
cies, and objectives. The accountant performs such pro­
fessional work as: Developing nonstandard reports and
statements (e.g., those containing cash forecasts reflect­
ing the interrelations of accounting, cost budgeting, or
comparable information); interpreting and pointing out
trends or deviations from standards; projecting data
into the future; predicting the effects of changes in
operating programs; or identifying management infor­
mational needs, and refining account structures or re­
ports accordingly.
Within the limits of his delegated responsibility,
makes day-to-day decisions concerning the accounting
treatment of financial transactions. Is expected to
recommend solutions to complex problems and pro­
pose changes in the accounting system for approval at




higher levels. Such recommendations are derived from
his own knowledge of the application of well-established
principles and practices.
R esponsibility fo r the direction o f others. In most in­

stances he directs the work of a subordinate nonpro­
fessional staff.

Accountant IV

General characteristics . Performs professional operating

or cost accounting work which requires the application
of well-established accounting principles, theories, con­
cepts, and practices to a wide variety of difficult prob­
lems. Receives instructions concerning the objectives
and operations of the overall accounting system. At this
level, compared with level III, the accounting system
or assigned segment is more complex, i.e., (a) is rela­
tively unstable, (b) must adjust to new or changing
company operations, (c) serves organizations of unusu­
ally large size, o r (d) is complicated by the need to pro­
vide and coordinate separate or specialized accounting
treatment and reporting (e.g., cost accounting using
standard cost, process cost, and job order techniques)
for different operations or divisions of company.
Depending upon the workload and degree of coor­
dination involved, the accountant IV may have such
assignments as the supervision of the day-to-day opera­
tion of: (a) The entire accounting system o f a subordi­
nate establishment, or (b) a major segment (e.g., gen­
eral accounting; cost accounting; or financial state­
ments and reports) of an accounting system serving a
larger and more complex establishment, or (c) the
entire accounting system of a large (e.g., employing
several thousand persons) subordinate establishment
which in other respects has an accounting system of the
complexity that characterizes level III.
Direction received A higher level accountant normally

is available to furnish advice and assistance as needed.
Work is reviewed by spot checks and appraisal of re­
sults for adequacy of professional judgment, compli­
ance with instructions, and overall accuracy and quality.
Typical duties and responsibilities. As at level III, a pri­
mary characteristic of most positions at this level is
the responsibility of operating an accounting system
or major segment of a system in the intended manner.
The accountant IV exercises professional judgment
in making frequent appropriate recommendations for:
New accounts; revisions in the account structure;
new types of ledgers; revisions in reporting system
or subsidiary records; changes in instructions regarding

the use of accounts; new or refined account classi­
fications or definitions; etc. He also makes day-to-day
decisions concerning the accounting treatment of finan­
cial transactions and is expected to recommend solu­
tions to complex problems beyond the scope of his
responsibility.

the accounting meaning of the reports and statements
for which he is responsible. Accountants V are neces­
sarily deeply involved in fundamental and complex ac­
counting matters and in the managerial problems that
are affected.
R esponsibility fo r direction o f others. Accounting staff

R esponsibility fo r direction o f others. Accounting staff

he supervises generally includes professional accountants.

he supervises, if any, may include
accountants.

A U D IT O R

professional

Accountant V

General characteristics. Performs professional operating

or cost accounting work which is of greater than average
professional difficulty and responsibility because of the
presence of unusual and novel problems or the unusual
magnitude or impact of the accounting program. Typi­
cally this level of difficulty arises from (a) the large
size of the accounting and operating organization,
(b) the atypical nature of the accounting problems
encountered, or (c) the unusually great involvement
in accounting systems design and development.
Examples of assignments characteristic o f this level
are the supervision of the day-to-day operation of:
(a) The entire accounting system of a subordinate
establishment having an unusually novel and complex
accounting system, or (b) the entire accounting sys­
tem of a large (e.g., employing several thousand per­
sons) subordinate establishment which in other re­
spects has an accounting system of the complexity that
characterizes level IV, or (c) the entire accounting sys­
tem of a company or corporation that has a relatively
stable and conventional accounting system and employs
several thousand persons and has a few subordinate
establishments which include accounting units, or (d) a
major segment of an accounting system that substan­
tially exceeds the characteristics described in any one of
the preceding examples.

Direction received. An accountant of higher level nor­

mally 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. The work is charac­
terized by its unusual difficulty or responsibility. Ac­
countants V typically are directly concerned on a rela­
tively continuous basis with what the nature of the ac­
counting system should be, with the devising or revising
of the operating accounting policies and procedures
that are necessary, and with the managerial as well as




Performs professional auditing work requiring a bach­
elor’s degree in accounting or, in rare instances, equiva­
lent experience and education combined. Audits the
financial records and practices of a company, or of divi­
sions or components of the company, to appraise sys­
tematically and verify the accounting accuracy of
records and reports and to assure the consistent applica­
tion of accepted accounting principles. Evaluates the
adequacy of the accounting system and internal finan­
cial control. Makes appropriate recommendations for
improvement as necessary. To the extent determined
necessary, examines the transactions entering into the
balance sheet and the transactions entering into income,
expense, and cost accounts. Determines:
(1) The existence of recorded assets (including the
observation of the taking of physical inventories) and
the all-inclusiveness of recorded liabilities.
(2) The accuracy of financial statements or reports
and the fairness of presentation of facts therein.
(3) The propriety or legality of transactions.
(4) The degree of compliance with established poli­
cies and procedures concerning financial transactions.
«
Excluded are positions which do not require full
professional accounting training because the work is
confined on a relatively permanent basis to repetitive
examinations of a limited area of company operations
and accounting processes, e.g., only accounts payable
and receivable; demurrage records and related functions,
or station operations only of a railroad company;
branch offices which do not engage in the full range of
banking and accounting activities of the main bank;
warehouse operations only of a mail order company;
checking transactions to determine whether or not they
conform to prescribed routines or procedures. (Exami­
nations of such repetitive or limited nature normally
do not require or permit professional audit work to be
performed.)

Auditor I

General characteristics . As a trainee auditor at the

entering professional level, performs a variety of routine
assignments. Typically, he is rotated through a variety of
tasks under a planned training program designed to pro­
vide practical experience in applying the principles,
theories, and concepts of accounting and auditing to
specific situations. (Terminal positions are excluded.)
Works under close supervision of an
experienced auditor whose guidance is directed primarily
to the development of the trainee’s professional ability
and to the evaluation of his potential for advancement.
Limits of assignments are clearly defined, methods of
procedure are specified, and kinds of items to be noted
and referred to supervisor are identified.

D irection received.

Typical duties and responsibilities. Assists in making
audits by performing such tasks as: Verification of the
accuracy of the balances in various records; examination
of a variety of types of documents and vouchers for
accuracy of computations; checking transactions to
assure they are properly documented and have been
recorded in accordance with correct accounting classifi­
cations; verifying the count of inventories; preparing
detailed statements, schedules, and standard audit work­
ing papers; counting cash and other assets; preparing
simple reconciliations; and similar functions.
Auditor II

General characteristics. At this continuing developmental
level the professional auditor serves as a junior member
of an audit team, independently performing selected por­
tions of the audit which are limited in scope and com­
plexity. Auditors at this level typically have acquired
knowledge of company operations, policies, and proce­
dures. (Terminal positions are excluded.)
D irection received Detailed instructions are furnished

and the. work is reviewed to the extent necessary to
verify its general accuracy and coverage of unusual prob­
lems, to insure conformance with required procedures
and special instructions, and to assure the auditor’s pro­
fessional growth. Any technical problems not covered by
instructions are brought to the attention of a superior.
His progress is evaluated in terms of his ability to apply
his professional knowledge to basic auditing situations.
Typical duties and responsibilities. Applies knowledge of
accounting theory* and audit practices to a variety of rela­

tively simple professional problems in his audit assign­
ments, including such tasks as: The verification of re­
ports against source accounts and records to determine




their reliability; reconciliation of bank and other ac­
counts and verifying the detail of recorded transactions;
detailed examinations of cash receipts and disbursement
vouchers, payroll records, requisitions, work orders,
receiving reports, and other accounting documents to
ascertain that transactions are properly supported and
are recorded correctly from an accounting or regulatory
standpoint; or preparing working papers, schedules, and
summaries.
Auditor III

General characteristics. Work at this level consists of the

audit of operations and accounting processes that are
relatively stable, well-established, and typical of the in­
dustry. The audits primarily involve the collection and
analysis of readily available findings; there is previous
audit experience that is directly applicable; the audit
reports are normally prepared in a prescribed format
using a standard method of presentation; and few if any
major problems are anticipated. The work performed
requires the application of substantial knowledges of
accounting principles and practices, e.g., bases for dis­
tinguishing among capital maintenance and operating
expenses; accruing reserves for taxes; and other account­
ing considerations of an equivalent nature.
D irection received Work is normally within an estab­

lished audit program and supervision is provided by a
higher level auditor who outlines and discusses assign­
ments. Work is spot-checked in progress. Completed
assignments are reviewed for adequacy of coverage,
soundness of judgment, compliance with professional
standards, and adherence to policies.
Typical duties and responsibilities. The auditor ex­
amines transactions and verifies accounts; observes and
evaluates accounting procedures and internal controls;
prepares audit working papers and submits an audit
report in the required pattern containing recommenda­
tions for needed changes or improvements. He is
usually responsible for selecting the detailed audit
methods to follow, choosing the audit sample and its
size, determining the extent to which discrepancies
need to be investigated, and deciding the depth of the
analyses required to support reported findings and
conclusions.
Examples of assignments involving work of this
level:

(1)
As a team leader or working alone, independ­
ently conducts audits of the complete accounts and
related operations of smaller or less complex com­
panies (e.g., involving a centralized accounting sys­
tem with few or no subordinate, subsidiary, or branch

accounting records) or of comparable segments of
larger companies.
(2)
As a member of an audit team independently
accomplishes varied audit assignments of the above
described characteristics, typically major segments
of complete audits, or assignments otherwise limited
in scope of larger and more complex companies
(e.g., complex in that the accounting system entails
cost, inventory, and comparable specialized system s
integrated with the general accounting system).
Illustrative of such assignments are the audit and initial
review of accounting treatment and validity of report­
ing of overhead expenses in a large manufacturing or
maintenance organization (e.g., major repair yard of a
railroad); or, the checking, verification, and balancing
of all accounts receivable and accounts payable; or, the
analysis and verification of assets and reserves; or, the
inspection and evaluation of accounting controls and
procedures.
Auditor IV

General characteristics . Auditors at this level are ex­
perienced professionals who apply thorough knowledge
of accounting principles and theory in connection with
a variety of audits. Work at this level is characterized by
the audit of organizations and accounting processes
which are complex and difficult because of such factors
as: Presence of new or changed programs and accounting
systems; existence of major specialized accounting func­
tions (e.g., cost accounting, inventory accounting, sales
accounting), in addition to general accounting; need to
consider extensive and complicated regulatory require­
ments; lack of or difficulty in obtaining information;
-and other similar factors. Typically, a variety of differ­
ent assignments are encountered over a period of time,
e.g., 1 year. The audit reports prepared are comprehen­
sive, explain irregularities, cite rules or regulations
violated, recommend remedial actions, and contain
analyses of items of special importance or interest to
company management.

Within an established audit pro­
gram, have responsibility for independently planning
and executing audits. Unusually difficult problems
are discussed with the supervisor who also reviews
completed assignments for adherence to principles and
standards and the soundness of conclusions.

D irection received

Typical duties an d responsibilities. Auditors at this level
have full responsibility for planning the audit, including
determination of the aspects to emphasize, methods to




be used, development of nonstandard or specialized
audit aids such as questionnaires, etc., where previous
audit experience and plans are o f lim ited applicability.

Included in the scope of work that characterizes this
level are such functions as: Evaluation of methods used
for determining depreciation rates of equipment; evalua­
tion of assets where original costs are unknown; evalua­
tion of the reliability of accounting and reporting sys­
tems; analysis of cost accounting systems and cost re­
ports to evaluate the basis for cost and price setting;
evaluation of accounting procurement and supply man­
agement records, controls, and procedures; and many
others.
Examples of assignments involving work at this
level:
(1) As a team leader or working alone, independ­
ently plans and conducts audits of the complete
accounts and related operations of relatively large
and complex companies (e.g., complex in that the
accounting system entails cost, inventory, and com­
parable specialized accounting system s integrated
with the general accounting system) or o f company
branch, subsidiary, or affiliated organizations which
are individually of comparable size and complexity,
or
(2) As a member of an audit team independ­
ently plans and accomplishes audit assignments that
constitute major segments of audits of very large
and complex organizations, for example, those with
financial responsibilities so great as to involve special­
ized subordinate, subsidiary, or affiliate accounting
systems that are complete in themselves.
NOTE: Excluded from level IV are auditors who, as
team leaders or working alone, conduct co m p lete audits
of very large and complex organizations, for example,
those with financial responsibilities so great as to in­
volve specialized subordinate, subsidiary, or affiliate
accounting systems that are complete in themselves;
or are team members assigned to major segments of
audits of even larger or more complex organizations.
C H IE F A C C O U N T A N T

As the top technical expert in accounting, is respon­
sible for directing the accounting program for a com­
pany or for an establishment of a company. The mini­
mum accounting program includes: (1) General ac­
counting (assets, liabilities, income, expense, and capital
accounts, including responsibility for profit and loss
and balance sheet statements); and (2) at least one

other major accounting activity, typically tax account­
ing, cost accounting, property accounting, or sales ac­
counting. It may also include such other activities as
payroll and timekeeping, and mechanical or electronic
data processing operations which are an adjunct of the
accounting system. (Responsibility for an internal audit
program is typically n o t included.)
The responsibilities of the chief accountant in­
clude all of the following:
(1) On own responsibility, developing or adapt­
ing or revising an accounting system to meet the
needs of the organization.
(2) Supervising, either directly or through sub­
ordinate supervisors, the operation of the system
with full management responsibility for the quality
and quantity of work performed, training and de­
velopment o f subordinates, work scheduling and
review, coordination with other parts of the or­
ganization served, etc.
(3) Providing, directly or through an official such
as a comptroller, advisory services to the top man­
agement officials of the organization served as to:

(a) authority and responsibility and (b) technical com­
plexity, using the table accompanying the definitions
which follow.
Authority and Responsibility

AR-1. The accounting system (i.e., accounts, proce­

dures, and reports to be used) has been prescribed in
considerable detail by higher levels in the company or
organization. The chief accountant has final, unre­
viewed authority within the prescribed system, to ex­
pand it to fit the particular needs of the organization
served, e.g., in the following or comparable ways:
Provides greater detail in accounts and reports
or financial statements;
Establishes additional accounting controls, ac­
counts, subaccounts, and subsidiary records; and
Provides special or interim reports and statements
needed by the manager responsible for the day-to-day
operations of the organization served.
This degree o f authority is typically found at a plant
or similar subordinate establishment.
The basic accounting system is prescribed in
broad outline rather than in specific detail. While
certain major financial reports, overall accounts, and
general policies are required by the basic system, the
chief accountant has broad latitude and au th ority to
decide the specific methods, procedures, accounts, re­
ports, etc.— to be used within the organizational seg­
ment served. He must secure prior approval from higher
levels for only those changes which would basically
affect the broad requirements prescribed by such higher
levels. Typical responsibilities include:
A R -2

(a) The status of financial resources and the
financial trends or results of operations as re­
vealed by accounting data, and selecting a manner
of presentation that is meaningful to management.
(b) Methods for improving operations as sug­
gested by. his expert knowledge of accounting,
e.g., proposals for improving cost control, prop­
erty management, credit and collection, tax re­
duction, or similar programs.
Excluded are positions with responsibility for the
accounting program i f they also include (as a major
part of the job) responsibility for budgeting; work
measurement; organization, methods and procedures
studies; or similar nonaccounting functions. (Positions
of such breadth are sometimes titled comptroller,
budget and accounting manager, financial manager, etc.)
Some positions responsible for supervising general
accounting and one or more other major accounting
activities but which do n ot fully meet all of the responsi­
bilities of a chief accountant specified above may be
covered by the descriptions for accountant.
Chief accountant jobs which meet the characteristics
described are classified by level 1 of work according to




Evaluating and taking final action on recommenda­
tions proposed by subordinate establishments for
changes in aspects of the accounting system or ac­
tivities not prescribed by higher authority;
Extending cost accounting operations to areas not
previously covered;
Changing from one cost accounting method to an­
other;
Expanding the utilization of computers within the
accounting process; and

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

Authority
and
responsibility 1

Level

Technical
complexity 1

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

I

AR-1

TC-1

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

II

AR-1

TC-2

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

A R-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.

A R -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. A t
least one or two match the accountant V job
definition.

A R -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.

A R -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 accountant V.

A R -2

TC-3

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

A R -3

TC-2

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

A R -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

or

Ml

or

or

IV

or

V

AR>1, -2, and *3 and TC-1, -2, and -3 are explained in the accompanying text.




Preparing accounting reports and statements reflect­
ing the events and progress of the entire organization
for which he is responsible; often consolidating data
submitted by subordinate segments.
This degree of authority is most typically found at
intermediate organizational levels such as regional of­
fices, or division or subsidiary headquarters. It is also
found in some company level situations where the
authority o f the chief accountant is less extensive
than is described in AR-3. More rarely it is found in
plant level chief accountants who have been delegated
more authority than usual for such positions as described
in AR-1.
AR-3. 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 from a higher level com­
pany official responsible for general financial manage­
ment. Typical responsibilities include:
Determining the basic characteristics of the com­
pany’s accounting system and the specific accounts
to be used;
Devising and preparing accounting reports and
statements required to meet management’s needs
for data;
Establishing basic accounting policies, interpreta­
tions, and procedures;
Reviewing and taking action on proposed revi­
sions to the company’s accounting system suggested
by subordinate units; and
Taking final action on all technical accounting
matters.
Characteristically, participates extensively in broad
company management processes by providing account­
ing advice, interpretations, or recommendations based
on data accumulated in the accounting system and on
his professional judgment and experience.
Technical Com plexity

TC-1. The organization which the accounting program
serves has relatively few functions, products, work
processes, etc., and these tend to be stable and unchang­

ing. The accounting system operates in accordance with
well-established principles and practices or those of
equivalent difficulty which are typical of that industry.
TC-2. The organization which the accounting program
serves has a relatively large number of functions, prod­
ucts, work processes, etc., which require substantial
and frequent adaptations of the basic system to meet
management needs (e.g., adoption of new accounts,
subaccounts, and subsidiary records; revision of in­
structions for the use of accounts; improvement or
expansion of methods for accumulating and reporting
cost data in connection with new or changed work
processes).
TC-3. The organization which the accounting program
serves puts a heavy dem and on the accounting organiza­
tion f o r specialized and extensive adaptations of the
basic system to meet management needs. Such demands
arise because the functions, products, work processes,
etc., of the organization are very numerous, diverse,
unique, or specialized, or there are other comparable
complexities. Consequently, the accounting system, to a
considerable degree, is developed well beyond estab­
lished principles and accounting practices in order to:

Provide for the solution of problems for which
no clear precedents exist; or
Provide for the development or extension of ac­
counting theories and practices to deal with prob­
lems to which these theories and practices have not
previously been applied.

Subordinate Staff

In table C-l the number o f professional accoun­
tants supervised is recognized to be a relatively crude
criterion for distinguishing between various levels. It
is to be considered 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 responsible, there are
clerical, machine operation, bookkeeping, and related
personnel.

Attorneys
ATTORNEY

Perforins consultation and advisoiy work and carries
out the legal processes necessary to effect the rights,




privileges, and obligations of the company. The work
performed requires completion of law school with an
LL.B. degree (or the equivalent) and admission to the

bar. R esponsibilities or functions include one or m ore
o f the follow in g or comparable duties:

E xcluded from this definition are:

Patent work which requires professional train­
ing in addition to legal training (typically a
degree in engineering or in a science);

Preparing and reviewing various legal instru­
ments and documents, such as contracts, leases,
licenses, purchases, sales, real estate, etc;

Claims examining, claims investigating or simi­
lar w ork fo r which professional legal training

Acting as agent of the company in its trans­
actions;

and bar m em bership is n o t essential;

Conducting pre-trail preparations; defending
the company in lawsuits; and

Attorneys, frequently titled “general counsel”
(and their immediate full associates or deputies),
who serve as company officers or the equivalent
and are responsible for participating in the overall
management and formulation of policy for the
company in addition to directing its legal work.
(The duties and responsibilities of such positions
exceed level VI as described below.)
Attorney jobs which meet the above definition are to
be classified and coded in accordance with table C-2
and the definitions which follow.

Advising officials on tax matters, Government
regulations, and/or corporate rights.

D -l. Legal questions are characterized by: Facts that are
well-established; clearly applicable legal precedents; and

Examining material (e.g., advertisements, pub­
lications, etc.) for legal implications; advising
officials of proposed legislation which might
affect the company;
Applying for patents, copyrights, or registra­
tion of company’s products, processes, devices
and trademarks; advising whether to initiate or
defend lawsuits;

Table C-2. Criteria for classifying attorneys by level
Difficulty

Responsibility

of legal w ork1

Gass

of job1

This is the entry level. The duties and respon­
sibilities after initial orientation and training
are those described in D-1 and R-1.

1

II

D-1
or

or

R-2
R-1

D-2

Experience required

Completion of law school with an LL.B. or J.D.
degree plus admission to the bar.

Sufficient professional experience (at least 1 year,
usually more) at the " D - 1 " level to assure com ­
petence as an attorney.

t
III

or

D-2
D-3

IV
or

D-3

or

R'2
R-1

or

A t least 1 year, usually more, of professiqnal
experience at the "D - 2 " level.

!»

Extensive professional experience at the "D - 2 "
or a higher level.

R-2

V

D-3

R-3

Extensive professional experience at the "D - 3 "
level.

VI

D-3

R-4

Extensive professional experience at the "D - 3 "
and " R - 3 " levels.

‘ o -t. D-2, D-3, and R-1, R-2, R-3, and R-4 are explained in the accompanying text.




matters not of substantial importance to the organiza­
tion. (Usually relatively limited sums of money, e.g., a
few thousand dollars, are involved.)
Examples o f D -l work:

(a) Legal investigation, negotiation, and research
preparatory to defending the organization in poten­
tial or actual lawsuits involving alleged negligence
where the facts can be firmly established and there
are precedent cases directly applicable to the situa­
tion.
(b) Searching case reports, legal documents, peri­
odicals, textbooks, and other legal references, and
preparing -draft opinions on employee compensa­
tion or benefit questions when there is a substantial
amount of clearly applicable statutory, regulatory,
and case material.
(c) Drawing up contracts and other legal docu­
ments in connection with real property transactions
requiring the development of detailed information
but n o t involving serious questions regarding titles
to property or other major factual or legal issues.
D-2. Legal work is regularly difficult by reason of one

or more of the following: The absence of clear and
directly applicable legal precedents; the different pos­
sible interpretations that can be placed on either the
facts, the laws, or the precedents involved; the substan­
tial importance of the legal matters to the organization
(e.g., sums as large as $100,000 are generally directly
or indirectly involved); the matter is being strongly
pressed or contested in formal proceedings or in negotiar
tions by the individuals, corporations, or Government
agencies involved.
Exam ples o f D -2 w ork:

(a) Advising on the legal implications of adver­
tising representations when the facts supporting the
representations and the applicable precedent cases
are subject to different interpretations.
(b) Reviewing and advising on the implications of
new or revised laws affecting the organization.
(c) Presenting the organization’s defense in court
in a negligence lawsuit which is strongly pressed by
counsel for an organized group.
(d) Providing legal counsel on tax questions
complicated by the absence of precedent decisions
that are directly applicable to the organization’s
situation.
D-3. Legal work is typically complex and difficult
because of one or more of the following: The questions
are unique and require a high order of original and
creative legal endeavor for their solution; the questions
require extensive research and analysis and the obtain­




ing and evaluation of expert testimony regarding con­
troversial issues in a scientific, financial, corporate
organization, engineering, or other highly technical
area; the legal matter is of critical importance to the
organization and is being vigorously pressed or con­
tested (e.g., sums such as $1 million or more are
generally directly or indirectly involved).
Exam ples o f D -3 work:

(a) Advising on the legal aspects and implications
of Federal antitrust laws to projected greatly ex­
panded marketing operations involving joint ventures
with several other organizations.
(b) Planning legal strategy and representing a
utility company in rate or Government franchise
cases involving a geographic area including parts or
all of several States.
(c) Preparing and presenting a case before an
appellate court where the case is highly important to
the future operation of the organization and is
vigorously contested by very distinguished (e.g.,
having a broad regional or national reputation) legal
talent.
(d) Serving as the principal counsel to the officers
and staff of an insurance company on the legal
problems in the sale, underwriting, and administra­
tion of group contracts involving nationwide or
multistate coverages and laws.
(e) Performing the principal legal work in a
nonroutine major revision of the company’s charter
or in effectuating new major financing steps.
R -l. Responsibility for final action is usually limited

to matters covered by legal precedents and in which
little deviation from standard practice is involved. Any
decisions or actions having a significant bearing on the
organization’s business are reviewed. (Is given guidance
in the initial stages of his assignment. Assignments are
than carried out with moderate independence although
guidance is generally available and is sought from time
to time on problem points.)
R-2. Usually works independently in investigating the

facts, searching legal precedents, defining the legal and
factual issues, drafting the necessary legal documents,
and developing conclusions and recommendations. Deci­
sions having an important bearing on the organization’s
business are reviewed. (Receives information from su­
pervisor regarding unusual circumstances or important
policy considerations pertaining to a legal problem.
If trials are involved, may receive guidance from a
supervisor regarding presentation, line of approach,
possible line of opposition to be encountered, etc. In
the case of nonroutine written presentations the final

product is reviewed carefully, but primarily for overall
soundness of legal reasoning and consistency with
organization policy. Some, but not all attorneys, make
assignments to one or more lower level attorneys, aids,
or clerks.)
R-3. Carries out assignments independently and makes

final legal determinations in matters of substantial
importance to his organization. Such determinations
are subject to review only for consistency with company
policy, possible precedent effect, and overall effective­
ness. To carry out his assignments he deals regularly
with company officers and top level management
officials and confers or negotiates regularly with senior
attorneys, and officials in other companies or in
Government agencies on various aspects of his assigned
work. (Receives little or no preliminary instruction on
legal problems and a minimum of technical legal super­
vision. May assign and review work of a few attorneys,
but this is not a primary responsibility.)
R -4 . Carries out assignments which entail independently

planning investigations and negotiations on legal prob­
lems of the highest importance to his organization
and developing completed briefs, opinions, contracts,
or other legal products. To carry out his assignments he
represents his organization at conferences, hearings, or

trials, and personally confers and negotiates with top
attorneys and top-ranking officials in private companies
or in Government agencies. On various aspects o f his
assigned work may give advice directly and personally
to corporation officers and top level managers, or
may work through the general counsel of the company
in advising officers. (Generally receives no preliminary
instruction on legal problems. On matters requiring the
concentrated efforts of several attorneys or other
specialists, is responsible for directing, coordinating
and reviewing the work of the attorneys involved.)
OR

As a primary responsibility, directs the work of a
staff of attorneys, one, but usually more, of whom
regularly perform D-3 legal work. With respect to
the work directed, gives advice directly to corporation
officers and top managerial officers, or may give such
advice through the general counsel. (Receives guidance
as to organization policy but no technical supervision
or assistance except when he might request advice from,
or be briefed on, the overall approach to the most diffi­
cult, novel, or important legal questions, by the general
counsel. Usually reports to the general counsel or his
deputy.)

Buyers
BUYER

Purchases materials, supplies, equipment, and services
(e.g., utilities, maintenance, and repair). In some in­
stances items are of types that must be specially de­
signed, produced, or modified by the vendor in accord­
ance with drawings or engineering specifications.
Solicits bids, analyzes quotations received, and se­
lects or recommends supplier. May interview prospective
vendors. Purchases items and services at the most favor­
able price consistent with quality, quantity, specification
requirements, and other factors. Prepares or supervises
preparation of purchase orders from requistions. May
expedite delivery and visit vendors’ offices and plants.
Normally, purchases are unreviewed when they are
consistent with past experience, and are in conformance
with established rules and policies. Proposed purchase
transactions that deviate from the usual or from past ex­
perience in terms of prices, quality of items, quantities,
etc., or that may set precedents for future purchases, are
reviewed by higher authority prior to final action.




In addition to the work described above, some (but
not all) buyers direct the work of one or a few clerks who
perform routine aspects of the work. As a secondary and
subsidiary duty, some buyers may also sell or dispose of
surplus, salvage, or used materials, equipment, or supplies.
NOTE: Some buyers are responsible for the purchas­
ing of a variety of items and materials. When the variety
includes items and work described at more than one of
the following levels, the position should be cpnsidered to
equal the highest level that characterizes at least a
substantial portion of the buyer’s time.
E xcluded are:

(a) Buyers of items for direct sale, either whole­
sale or retail;
(b) Brokers and dealers buying for clients or for
investment purposes;
(c) Positions that specifically require professional
education and qualifications in a physical science or
in engineering (e.g., chemist, mechanical engineer);

(d) Buyers who specialize in purchasing a single
or a few related items of highly variable quality
such as raw cotton or wool, tobacco, cattle, or
leather for shoe uppers, etc. Expert personal knowl­
edge of the item is required to judge the relative
value of the goods offered, and to decide the quan­
tity, quality, and price of each purchase in terms of
its probable effect on the organization’s profit and
competitive status;
(e) Buyers whose principal responsibility is the
supervision of other buyers or the management,
direction, or supervision of a purchasing program;
(f) Persons predominantly concerned with con­
tract or subcontract administration;
(g) Persons whose major duties consist of order­
ing, reordering, or requisitioning items under existing
contracts; and
(h) Positions restricted to the clerical functions
or to purchase expediting work.
Buyer I

Purchases “off-the-shelf’ types of readily available,
commonly used materials, supplies, tools, furniture,
services, etc.
Transactions usually involve local retailers, whole­
salers, jobbers, and manufacturers’ sales representatives.
Quantities purchased are generally small amounts,
e.g., those available from local sources.
Exam ples of items purchased include: Common
stationery and office supplies; standard types of
office furniture and fixtures; standard nuts, bolts,
screws; janitorial and common building maintenance
supplies; and common building maintenance or com­
mon utility services.
Buyer II

Purchases “off-the-shelf’ types of standard, generally
available technical items, materials, and services.
Transactions usually involve dealing directly with
manufacturers, distributors, jobbers, etc.
Quantities of items and materials purchased may be
relatively large, particularly in the case of contracts for
continuing supply over a period of time.
May be responsible for locating or promoting possi­
ble new sources of supply. Usually is expected to keep
abreast of market trends, changes in business practices
in the assigned markets, new or altered types of
materials entering the market, etc.
Examples of items purchased include: Industrial
types of handtools; electronic tube and component




test instruments; standard electronic parts and compo­
nents; electric motors; gasoline service station equip­
ment; *PBX or other specialized telephone services;
and routine purchases of common raw materials such
as standard grades and sizes of steel bars, rods, and
angles.
Also included at this level are buyers of materials of the
types described for buyer I when the quantities pur­
chased are large so that local sources of supply are
generally inadequate and the buyer must deal directly
with manufacturers on a broader than local scale.

Buyer III

Purchases items, materials, or services of a technical
and specialized nature. The items, while of a common
general type, are usually made, altered, or customized
to meet the user’s specific needs and specifications.
Transactions usually require dealing with manufac­
turers. The number of potential vendors is likely to be
small and price differentials often reflect important
factors (quality, delivery dates and places, etc.) that
are difficult to evaluate.
The quantities purchased of any item or service may
be large.
Many of the purchases involve one or more of such
complications as: Specifications that detail, in technical
terms, the required physical, chemical, electrical, or
other comparable properties; special testing prior to
acceptance; grouping of items for lot bidding and
awards; specialized processing, packing, or packa'.ng
requirements; export packs; overseas port differentials;
etc.
Is expected to keep abreast of market and product
developments. May be required to locate new sources of
supply.
Some positions may involve assisting in the training
or supervising of lower level buyers or clerks.
Examples of items purchased include: Castings; spe­
cial extruded shapes of normal size and material;
special formula paints; electric motors of special shape
or speed; special packaging of items; and raw materials
in substantial quntities.

Buyer IV

Purchases highly complex and technical items, ma­
terials, or services, usually those specially designed
and manufactured exclusively for the purchaser.
Transactions require dealing with manufacturers and
often involved persuading potential vendors to under­

take the manufacturing of custom designed items
according to complex and rigid specifications.
Quantities of items and materials purchased are often
large in order to satisfy the requirements for an entire
large organization for an extended period of time.
Complex schedules of delivery are often involved.
Buyer determines appropriate quantities to be con­
tracted for at any given period of time.
Transactions are often complicated by the presence
of one or more such matters as inclusion of: Require­
ments for spare parts, preproduction samples and test­
ing, or technical literature; or patent and royalty
provisions.
Keeps abreast of market and product developments.
Develops new sources of supply.
In addition to the work described above, a few posi­
tions may also require supervision over a few lower level
buyers or clerks. (No position is included in this level
solely because supervisory duties are performed.)
Examples of items purchased include: Special
purpose high cost machine tools and production

facilities; raw materials of critically important charac­
teristics or quality; parts, subassemblies, components,
etc.,'Specially designed and made to order (e.g.,
communications equipment for installation in aircraft
being manufactured; component assemblies for mis­
siles and rockets; and motor vehicle frames).

NOTE: Excluded are buying positions above level IV.
Some buyers above level IV make purchases in such
unusually large quantities that they can affect the
market price of a commodity or produce other signifi­
cant effects on the industry or trade concerned. Others
may purchase items of either (1) extraordinary techni­
cal complexity, e.g., involving the outermost limits of
science or engineering, or (2) unusually high individual
or unit value. Such buyers often persuade suppliers to
expand their plants or convert facilities to the produc­
tion of new items or services. These types of buying
functions are often performed by program managers or
company officials who have primary responsibilities
other than buying.

Personnel M anagem ent
JO B A N A L Y S T

Performs work involved in collecting, analyzing, and
developing occupational data relative to jobs, job qual­
ifications, and worker characteristics as a basis for com­
pensating employees in a fair, equitable, and uniform
manner. Performs such duties as studying and analyzing
jobs and preparing descriptions of duties and responsi­
bilities 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 con­
ducting or participating with representatives of other
companies in conducting compensation 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 classi­
fications.

niques of job analysis. Studies the least difficult jobs
and prepares reports for review by a job analyst of
higher level.
Job Analyst II

Studies, describes, and evaluates jobs in accordance
with established procedures. Is usually assigned to the
simpler kinds of both wage and salaried jobs in the
establishment. Works independently on such assign­
ments but is limited by instructions of his superior and
by defined area of assignment.
Job Analyst III

Analyzes and evaluates a variety of wage and salaried
jobs in accordance with established evaluation systems
and procedures. May conduct wage surveys within the
locality or participate in conducting surveys of broad
compensation areas. May assist in developing survey
methods and plans. Receives general supervision but
responsibility for final action is limited.

Job Analyst I

As a trainee, performs work in designated areas and
of limited occupational scope. Receives immediate
supervision in assignments designed to provide training
in the application of established methods and tech­




Job Analyst IV

Analyzes and evaluates a variety of jobs in accord­
ance with established evaluation systems and proce­
dures, and is given assignment which regularly includes

responsibility for the more difficult kinds of jobs.
(“More difficult” means jobs which consist of hard-tounderstand work processes; e.g., professional, scientific,
administrative, or technical; o r jobs in new or emerging
occupational fields; o r jobs which are being established
as part of the creation of new organizations; o r where
other special considerations of these types apply.)
Receives general supervision, but responsibility for final
action is limited. May participate in the development
and installation of evaluation or compensation systems,
which may include those for merit rating programs. May
plan survey methods and conduct or direct wage surveys
within a broad compensation area.

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

Directs a personnel management program for a
company or a segment of a company. Serves top man­
agement officials of the organization as the source of
advice and assistance on personnel management matters
and problems generally; is typically consulted on the
personnel implications of planned changes in manage­
ment policy or program, the effects on the organization
o f economic or market trends, product or production
method changes, etc.; represents management in con­
tacts with other companies, trade associations, govern­
ment agencies, etc., dealing primarily with personnel
management matters.
Typically the director of personnel for a company
reports to a company officer in charge of industrial
relations and personnel management activities or an
officer of similar level. Below the company level the
director of personnel typically reports to a company
officer or a high management official who has respon­
sibility for the operation of a plant, establishment, or
other segment of the company.
For a job to be covered by this definition, the
personnel management program m ust include respon­
sibility for all three of the following functions:
(1) A dm inistering a jo b 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 qualifica­
tion requirements in order to provide a foundation
for equitable compensation. Typically, such a system
includes the use of one or more sets of job evaluation
factors and the preparation of formal job descriptions.
It m ay also include such related functions as wage
and salary surveys or merit rating system administra­
tion. The job evaluation system(s) does not neces­
sarily cover all jobs in the organization, but does
cover a substantial portion of the organization.




(2) E m ploym ent and placem ent functions; i.e.,
recruiting actively for at least some kinds of workers
through a variety of sources (e.g., schools or colleges,
employment agencies, professional societies, etc.);
evaluating applicants against demands of particular
jobs by use of such techniques as job analysis to
determine requirements, interviews, written tests of
aptitude, knowledge, skill, reference checks, experi­
ence evaluations, etc.; recommending selections and
job placements to management, etc.
(3) E m ployee relations and services function; i.e.,
functions designed to maintain employees’ morale
and productivity at a high level (for example, admin­
istering a formal or informal grievance procedure;
identifying and recommending solutions for person­
nel problems such as absenteeism, high turnover, low
productivity, etc.; administration of beneficial sug­
gestions system, retirement, pension, or insurance
plans, merit rating system, etc.; overseeing cafeteria
operations, recreational programs, industrial health
and safety programs, etc.)
In addition, positions covered by this definition may,
but do not necessarily, include responsibilities in the fol­
lowing areas:
a. E m ployee training and developm ent;
b. L abor relations activities which are confined

mainly to the administration, interpretation, and
application of those aspects of labor union contracts
that are essentially of the type described under (3)
above. May also participate in bargaining of a sub­
ordinate 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 represen­
tative.
E xcluded are positions in which responsibility for ac­
tual contract negotiation with labor unions as the prin­
cipal company representative is a significant aspect of
the job, i.e., a responsibility which serves as a primary
basis for qualification requirements and compensation.

Directors of personnel jobs which meet the above def­
inition are classified by level2 of work in accordance with
the criteria shown in table C-3.

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

"Development level"
personnel program 2

"Operations level"
personnel program 1
"T y p e A "
Number of employees in
jtfork force serviced

organization
serviced 3

250-750 ........................
1,000-5,000...................
6.000-12,000 .................

1
II
III

..............

IV

16.000-25.000

"T y p e B "
organization
serviced 4
II
III
IV
V

1 "Operations level" personnel program— director of per­
sonnel servicing an organizational segment (e.g., a plant) of a
company, where the basic personnel program policies, plans,
objectives, etc., are established at company headquarters or at
tome other higher level between the plant and the company
headquarters level. The personnel director's responsibility is to
put these into operation at the local level, in such a manner as
to most effectives serve the local management needs.
2 "Development level" personnel program— either:
(a) Director of personnel servicing an entire company
(with or without subordinate establishments) where the per­
sonnel 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 offi­
cers, or (b) director of personnel servicing an intermediate
organization below the company level, e.g., a division or a
subsidiary, to which a relatively complete delegation of per­
sonnel program planning and development responsibility is
made. In this situation only basic policy direction is given by
the parent company and local officers. The director of per­
sonnel has essentially the same degree of latitude and respon­
sibility for establishment of basic personnel policies, plans,
objectives, etc., as described above in (a).
3 "Type A " - organization serviced— most jobs serviced do
not present particularly difficult or unusual recruitment, job

"T y p e A "
Number of employees in
work force serviced
250-750 ........................
1,000-5,000...................
6,000-12,000 .................
15 000-25 000 ..............

organization
serviced 3
II
III
IV

"T y p e B "
organization
serviced 4
III
IV
V

.........X ______

evaluation, or training problems because the jobs consist of
relatively easy-to-understand work processes, and an adequate
labor supply is available. These conditions are most likely to
be found in organizations in which the work force and organi­
zational structure are relatively stable.
4 "Type B " - organization serviced— a substantial number
of jobs present difficult recruitment, job evaluation, or training
problems because the jobs: Consist of hard-to-understand work
processes (e.g., professional, scientific, administrative, or tech­
nical); have hard-to-match skill requirements; are in new or
emerging occupations;or are extremely hard to fill. These condi­
tions are most likely to be found in organizations in which the
work force, organizational structure, work processes or func­
tions, etc., are complicated or unstable.
N O T E : 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 organization serviced
clearly falls well within the definition for the type A degree.

Chemists and Engineers
C H E M IS T

Performs professional- work in research, development,
interpretation, and analysis to determine the composi­
tion, molecular structure, and properties of substances;
to develop or investigate new materials and processes;
and to investigate the transformation which substances
undergo. Work typically requires a B.S. degree in chem­
istry or equivalent in appropriate and substantial college
level study of chemistry plus experience.
Chemist I

General characteristics: This is the entry level of pro­

fessional work requiring a bachelor’s degree in chemistry
and no experience, or the equivalent (to a degree) in
appropriate education and experience. Performs assign­
ments designed to develop professional capabilities and
to provide experience in the application of training in




chemistry as it relates to the company’s programs. May
also receive formal classroom or seminar type training.
(Terminal positions are excluded.)
D irection received. Works under close supervision. Re­

ceives specific and detailed instructions as to required
tasks and results expected. Work is checked during
progress, and is reviewed for accuracy upon completion.
Typical duties and responsibilities. Performs a variety
of routine tasks that are planned to provide experience
and familiarization with the chemistry staff, methods,
practices and programs of the company. The work
includes a variety of routine qualitative and quantitative
analyses; physical tests to determine properties such as
viscosity, tensile strength, and melting point; and assist­
ing more experienced chemists to gain additional knowl­
edge through personal observation and discussion.
R esponsibility fo r the direction o f others. Usually none

Chemist li

General characteristics. At this continuing developmen­

tal level, performs routine chemical work requiring
selection and application of general and specialized
methods, techniques, and instruments commonly used
in the laboratory and the ability to carry out instruc­
tions when less common or proposed methods or proce­
dures are necessary. Requires work experience acquired
in ain entry level position, or appropriate graduate level
study. For training and developmental purposes, assign­
ments may include some work that is typical of a higher
level. (Terminal positions are excluded.)
Supervisor establishes the nature
and extent of analysis required, specifies methods and
criteria on new types of assignments, and reviews work
for thoroughness of application of methods and accu­
racy of results.

Direction received.

' Typical duties and responsibilities. Carries out a wide
variety of standardized methods, tests, and procedures.
In accordance with specific instructions may carry out
proposed and less common ones. Is expected to detect
problems in using standardized procedures because of
the condition of the sample, difficulties with the equip­
ment, etc. Recommends modifications of procedures,
e.g., extending or curtailing the analysis or using alter­
nate procedures, based on his knowledge of the problem
and pertinent available literature. Conducts specified
phases of research projects as an assistant to an experi­
enced chemist.
R espon sibility fo r the direction o f others , May be as­

sisted by a few aids or technicians.
Chemist III

General characteristics. Performs a broad range of chem­

ical tests and procedures utilized in% laboratory, using
the
judgment in the independent evaluation, selection, and
adaptation of standard methods and techniques. May
carry through a complete series of tests on a product in
its different process stages. Some assignments require a
specialized knowledge of one or two common categories
of related substances. Performance at this level requires
developmental experience in a professional position, or
equivalent graduate level education.
Direction received. On routine work, supervision is very

general. Assistance is furnished on unusual problems and
work is reviewed for application of sound professional
judgment.
Typical duties and responsibilities. In accordance with
instructions as to the nature of the problem, se­
lects standard methods, tests or procedures; when neces­




sary, develops or works out alternate or modified
methods with supervisor’s concurrence. Assists in re­
search by analyzing samples or testing new procedures
that require specialized training because (a) standard
methods are inapplicable, (b) analytical findings must
be interpreted in terms of compliance or noncompliance
with standards, or (c) specialized and advanced equip­
ment and techniques must be adapted.
R esponsibility f o r the direction o f others. May super­

vise or coordinate the work of a few technicians or aids,
and be assisted by lower level chemists.
Chemist IV

General characteristics. As a fully competent chemist

in all coventional aspects of the subject-matter or the
functional area of the assignments, plans and conducts
work requiring (a) mastery of specialized techniques
or ingenuity in selecting and evaluating approaches to
unforeseen or novel problems, and (b) ability to apply
a research approach to the solution of a wide variety of
problems and to assimilate the details and significance
of chemical and physical analyses, procedures, and tests.
Requires sufficient professional experience to assure
competence as a fully trained worker; or, for positions
primarily of a research nature, completion of all require­
ments for a doctoral degree may be substituted for
experience.
D irection received. Independently performs most assign­

ments with instructions as to the general results ex­
pected. Receives technical guidance on unusual or
complex problems and supervisory approval on pro­
posed plans for projects.
Typical duties and responsibilities. Conducts labora­
tory assignments requiring the determination and evalua­
tion of alternative procedures and the sequence of
performing them. Performs complex, exacting, unu­
sual analytical assignments requiring specialized knowl­
edge of techniques or products. Interprets results, pre­
pares reports, and may provide technical advice in his
specialized area.
R esponsibility fo r the direction o f others. May super­

vise a small staff of chemists and technicians.
Chemist V

General characteristics. Participates in planning lab­
oratory 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 (e.g., class
of chemical compounds, or a class of products), making
recommendations and conclusions which serve as the
basis for undertaking or rejecting important projects.

Development of the knowledge and expertise required
for this level of work usually reflects progressive experi­
ence through chemist IV
Supervision and guidance relates
largely to overall objectives, critical issues, new con­
cepts, and policy matters. Consults with supervisor con­
cerning unusual problems and developments.

D irection received.

Typical duties and responsibilities. One or both of
the following: (1) In a supervisory capacity plans, orga­
nizes, and directs assigned laboratory programs. Inde­
pendently defines scope and critical elements of the
projects and selects approaches to be taken. A substan­
tial portion of the work supervised is comparable to that
described for chemist IV. (2) As individual researcher or
worker, carries out projects requiring development of
new or highly modified scientific techniques and proce­
dures, extensive knowledge of his specialty, and knowl­
edge of related scientific fields.
R esponsibility f o r the direction o f others. Supervises,
coordinates, and reviews the work of a small staff of
chemists and technicians engaged in varied research and
development projects, or a larger group performing
routine analytic^ work. Estimates manpower needs and
schedules and assigns work to meet completion date. Or,
as individual researcher or worker, may be assisted on
projects by other chemists or technicians.
Chemist V I

General characteristics. Performs work requiring leader­

ship and expert knowledge in a specialized field, prod­
uct, or process. Formulates and conducts a systema­
tic attack on a problem area of considerable scope and
complexity which must be approached through a series
of complete and conceptually related studies, or a num­
ber of projects of lesser scope. The problems are com­
plex because they are difficult to define and require
unconventional or novel approaches or have other diffi­
cult features. Maintains liaison with individuals and units
within and outside his organization with responsibility
for acting independently on technical matters pertaining
to his field. Work at this level usually requires extensive
progressive experience including work comparable to
chemist V.
D irection received. Supervision received is essentially

administrative, with assignments given in terms of broad
general objectives and limits.
Typical duties and responsibilities. One or both of the

following:




(1) In a supervisory capacity (a) plans,

develops, coordinates, and directs a number of larger
and important projects or a project of major scope and
importance, or (b) is responsible for the entire chemical
program of a company, when the program is of limited
complexity and scope. Activities under his leadership are
of a scope that they require a few (3 to 5) subordinate
supervisors or team leaders with at least one in a posi­
tion comparable to level V. (2) As individual researcher
or worker determines, conceives, plans, and conducts
projects of major importance to the company. Applies a
high degree of originality and ingenuity in adapting,
extending, and synthesizing existing theory, principles,
and techniques into original combinations and configu­
rations. May serve as a consultant to other chemists in
his specialty.
R esponsibility fo r the direction o f others. Plans, orga­

nizes, and supervises the work of a staff of chemists
and technicians. Evaluates progress of the staff and
results obtained, and recommends major changes to
achieve overall objectives. Or, as individual worker or
researcher may be assisted on individual projects by
other chemists or technicians.
Chemist V I I

General characteristics. Makes decisions and recommen­

dations that are recognized as authoritative and have
an important impact on extensive chemical activities.
Initiates and maintains extensive contacts with key
chemists and officials of other organizations and com­
panies, requiring skill in persuasion and negotiation of
critical issues. At this level individuals will have demon­
strated creativity, foresight, and mature judgment in
anticipating and solving unprecedented chemical prob­
lems, determining program objectives and requirements,
organizing programs and projects, and developing stand­
ards and guides for diverse chemical activities.
Direction received Receives general administrative di­

rection.

Typical duties and responsibilities. One or both of
the following: (1) In a supervisory capacity is respon­
sible for (a) an important segment of a chemical
program of a company with extensive and diversified
scientific requirements, or (b) the entire chemical pro­
gram of a company where the program is more limited
in scope. The overall chemical program contains critical
problems the solution of which requires major techno­
logical advances and opens the way for extensive related
development. Makes authoritative technical recommen­
dations concerning the scientific objectives and levels of

work which will be most profitable in the light of com­
pany requirements and scientific and industrial trends
and developments. Recommends facilities, personnel,
and funds required.
(2) As individual researcher and consultant selects
problems for research to further the company’s objec­
tives. Conceives and plans investigations in which the
phenomena and principles are not adequately under­
stood, and where few or contradictory scientific prece­
dents or results are available for reference. Outstanding
creativity and mature judgment are required to devise
hypotheses and techniques of experimentation and to
interpret results. As a leader and authority in his com­
pany, in a broad area of specialization, or in a narrow
but intensely specialized one, advises the head of a large
laboratory or company officials on complex aspects
of extremely broad and important programs. Has re­
sponsibility for exploring, evaluating, and justifying
proposed and current programs and projects and fur­
nishing advice on unusually complex and novel problems
in the specialty field. Typically will have contributed in­
novations (e.g., techniques, products, procedures) which
are regarded as significant advances in the field.
R esponsibility fo r the direction o f others. Directs several

subordinate supervisors or team leaders, some of whom
are in positions comparable to chemist VI; or, as individ­
ual researcher and consultant, may be assisted on individ­
ual projects by other chemists and technicians.
Chemist V I I I

General characteristics. Makes decisions and recommen­
dations that are authoritative and have a far-reaching
impact on extensive chemical and related activities of
the company. Negotiates critical and controversial issues
with top level chemists and officers of other organiza­
tions and companies. Individuals at this level have dem­
onstrated a high degree of creativity, foresight, and
mature judgment in planning, organizing, and guiding
extensive chemical programs and activities of outstand­
ing novelty and importance.
D irection received. Receives general administrative direc­

tion.
Typical duties and responsibilities. One or both of the
following: (1) In a supervisory capacity is responsi­
ble for (a) the entire chemical program of a company
which is of moderate scope, or (b) an important segment
of a chemical program of a company with very extensive
and highly diversified scientific requirements, where pro­
grams are of such complexity and scope that they are of
critical importance to overall operations and include
problems of extraordinary difficulty that have resisted
solution. Decides the kind and extent of chemical




programs needed to accomplish the objectives of the
company, for choosing the scientific approaches, for
planning and organizing facilities and programs, and
for interpreting results. (2) As individual researcher and
consultant formulates and guides the attack on problems
of exceptional difficulty and marked importance to the
company and/or industry. Problems are characterized by
planning and organizing facilities and programs, and for
the lack of scientific precedents and source materials,
or the lack of success of prior research and analysis so
that their solution would represent an advance of great
significance and importance. Performs advisory and con­
sulting work for the company as a recognized authority
for broad program areas of considerable novelty and
importance. Has made contributions such as new prod­
ucts or techniques, development of processes, etc.,
which are regarded as major advances in the field.
R esponsibility fo r the direction o f others. Supervises

several subordinate supervisors or team leaders some of
whose positions are comparable to chemist VII or in­
dividual researchers some of whose positions are com­
parable to chemist VII and sometimes chemist VIII. As
an individual researcher and consultant may be assisted
on individual projects by other chemists or technicians.
NOTE: Individuals in charge of a company’s chemical

program may match any of several of the survey job
levels, depending on the size and complexity of chemical
programs. Excluded from level VIII are chemists in
charge of programs so extensive and complex (e.g.,
consisting of highly diversified or unusually novel prod­
ucts and procedures) that one or more subordinate
supervisory chemists are performing at level VIII. Also
excluded from level VIII are individual researchers and
consultants who are recognized as national and/or inter­
national authorities and scientific leaders in very broad
areas of scientific interest and investigation.

E N G IN E E R

Performs professional work in research, development,
design, testing, analysis, production, construction, main­
tenance, operation, planning, survey, estimating, applica­
tion, or standardization of engineering facilities, sys­
tems, structures, processes, equipment devices, or mate­
rials requiring knowledge of the science and art by
which materials, natural resources, and power are made
useful. Work typically requires a B.S. degree in engineer­
ing or the equivalent in combined education and
experience. (Excluded are: Safety engineers, industrial
engineers, quality control engineers, sales engineers, and
engineers whose primary responsibility is to be in charge
of nonprofessional maintenance work.)

Engineer I

General characteristics. This is the entry level of profes­

sional work requiring a bachelor’s degree in engineer­
ing and no experience, or the equivalent (to a degree) in
appropriate education and experience. Performs assign­
ments designed to develop professional work knowl­
edges and abilities. May also receive formal classroom or
seminar type training. (Terminal positions are excluded.)
Direction received. Works under close supervision. Re­

ceives specific and detailed instructions as to required
tasks and results expected. Work is checked during pro­
gress, and is reviewed for accuracy upon completion.
Typical duties and responsibilities. Performs a variety of
routine tasks that are planned to provide experience and
familiarization with the engineering staff, methods, prac­
tices, and programs of the company.
R esponsibility fo r the direction o f others. Usually none.
Engineer II

General characteristics. At this continuing developmen­

tal level, performs routine engineering work requiring
application of standard techniques, procedures, and
criteria in carrying out a sequence of related engineering
tasks. Limited exercise of judgment is required on de­
tails of work and in making preliminary selections and
adaptations of engineering alternatives. Requires work
experience acquired in an entry level position, or appro­
priate graduate level study. For training and develop­
mental purposes, assignments may include some work
that is typical of a higher level. (Terminal positions are
excluded.)
Direction received. Supervisor screens assignments for

unusual or difficult problems and selects techniques
and procedures to be applied on nonroutine work.
Receives close supervision on new aspects of assign­
ments.
Typical duties and responsibilities. Using prescribed
methods, performs specific and limited portions of a
broader assignment of an experienced engineer. Applies
standard practices and techniques in specific situations,
adjusts and correlates data, recognizes discrepancies in
results, and follows operations through a series of re­
lated detailed steps or processes.
R esponsibility fo r the direction o f others.

May be as­

sisted by a few aids or technicians.
Engineer III

General characteristics. Independently evaluates, selects,

and applies standard engineering techniques, procedures,




and criteria, using judgment in making minor adaptations
and modifications. Assignments have clear and specified
objectives and require the investigation of a limited
number of variables. Performance at this level requires
developmental experience in a professional position, or
equivalent graduate level education.
Receives instructions on specific
assignment objectives, complex features, and possible
solutions. Assistance is furnished on unusual problems
and work is reviewed for application of sound profes­
sional judgment.

D irection received.

Typical duties and responsibilities. Performs work which
involves conventional types of plans, investigations,
surveys, structures, or equipment with relatively few
complex features for which there are precedents. Assign­
ments usually include one or more of the following:
Equipment design and development, test of materials,
preparation of specifications, process study, research
investigations, report preparation, and other activities
of limited scope requiring knowledge of principles and
techniques commonly employed in the specific narrow
area of assignments.
R esponsibility fo r the direction o f others. May supervise

or coordinate the work of draftsmen, technicians, and
others who assist in specific assignments.
Engineer IV

General characteristics. As a fully competent engineer

in all conventional aspects of the subject-matter or the
functional area of the assignments, plans and conducts
work requiring judgment in the independent evaluation,
selection, and substantial adaptation and modification
of standard techniques, procedures, and criteria. Devises
new approaches to problems encountered. Requires
sufficient professional experience to assure competence
as a fully trained worker; or, for positions primarily of
a research nature, completion of all requirements for
a doctoral degree may be substituted for experience.
Direction received. Independently performs most as­

signments with instructions as to the general results
expected. Receives technical guidance on unusual or
complex problems and supervisory approval on proposed
plans for projects.
Typical duties and responsibilities. Plans, schedules, con­

ducts, or coordinates detailed phases of the engineering
work in a part of a major project or in a total project of
moderate scope. Performs work which involves conven­
tional engineering practice but may include a variety of
complex features such as conflicting design requirements,
unsuitability of standard materials, and difficult coordi­
nation requirements. Work requires a broad knowledge

of precedents in the specialty area and a good knowledge
of principles and practices of related specialties.
R esponsibility fo r the direction o f others . May super­

vise a few engineers or technicians on assigned work.

Engineer V

General characteristics. Applies intensive and diversified

knowledge of engineering principles and practices in
broad areas of assignments and related fields. Makes
decisions independently on engineering problems and
methods, and represents the organization in conferences
to resolve important questions and to plan and coordi­
nate work. Requires the use of advanced techniques and
the modification and extension of theories, precepts and
practices of his field and related sciences and disciplines.
The knowledge and expertise required for this level of
work usually result from progressive experience, in­
cluding work comparable to engineer IV.
Supervision and guidance relate
largely to overall objectives, critical issues, new concepts,
and policy matters. Consults with supervisor concerning
unusual problems and developments.

D irection received.

Typical duties and responsibilities. One or more of
the following: (1) In a supervisory capacity plans,
develops, coordinates, and directs a large and im­
portant engineering project or a number of small
projects with many complex features. A substantial
portion of the work supervised is comparable to that
described for engineer IV. (2) As individual researcher
or worker carries out complex or novel assignments
requiring the development of new or improved tech­
niques and procedures. Work is expected to result in
the development of new or refined equipment, mater­
ials, processes, products, and/or scientific methods.
(3) As staff specialist develops and evaluates plans
and criteria for a variety of projects and activities to
be carried out by others. Assesses the feasibility and
soundness of proposed engineering evaluation tests,
products, or equipment when necessary data are in­
sufficient or confirmation by testing is advisable. Usu­
ally performs as a staff advisor and consultant as
to a technical speciality, a type of facility or equip­
ment, or a program function.
R esponsibility fo r the direction o f others . 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.
Or, as individual researcher or staff specialist may be
assisted on projects by other engineers or technicians.




Engineer V I

General characteristics . Has full technical responsibility

for interpreting, organizing, executing, and coordinating
assignments. Plans and develops engineering projects
concerned with unique or controversial problems which
have an important effect on major company programs.
This involves exploration of subject area, definition of
scope and selection of problems for investigation, and
development of novel concepts and approaches. Main­
tains liaison with individuals and units within or outside
his organization with responsibility for acting independ­
ently on technical matters pertaining to his field. Work
at this level usually requires extensive progressive ex­
perience including work comparable to engineer V.
Direction received. Supervision received is essentially

administrative, with assignments given in terms of broad
general objectives and limits.
Typical duties and responsibilities ’ One or more of the
following: (1) In a supervisory capacity (a) plans,
develops, coordinates, and directs a number of large and
important projects or a project of major scope and
importance, or (b) is responsible for the entire engineering
program of a company when the program is of limited
complexity and scope. The extent of his responsibilities
generally require a few (3 to 5) subordinate supervisors
or team leaders with at least one in a position comparable
to level V. (2) As individual researcher or worker con­
ceives, plans, and conducts research in problem areas of
considerable scope and complexity. The problems must
be approached through a series of complete and concep­
tually related studies, are difficult to define, require
unconventional or novel approaches; and require sophis­
ticated research techniques. Available guides and prec­
edents; contain critical gaps, are only partially related
to the problem, or may be largely lacking due to the
novel character of the project. At this level, the individual
researcher generally will have contributed inventions,
new designs, or techniques which are of material signifi­
cance in the solution of important problems. (3) As a
staff specialist serves as the technical specialist for the
organization (division or company) in the application
of advanced theories, concepts, principles, and pro­
cesses for an assigned area of responsibility (i.e.,
subject matter, function, type of facility or equip­
ment, or product). Keeps abreast of new scientific
methods and developments affecting his organization
for the purpose of recommending changes in emphasis
of programs or new programs warranted by such
developments.
R esponsibility fo r the direction o f others. Plans, or­

ganizes, and supervises the work of a staff o f engineers

and technicians. Evaluates progress of the staff and
results obtained, and recommends major changes to
achieve overall objectives. Or, as individual researcher
or staff specialist may be assisted on individual projects
by other engineers or technicians.
Engineer V I I

General characteristics. Makes decisions and recommen­

dations that 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 com­
panies, requiring skill in persuasion and negotiation of
critical issues. At this level individuals will have demon­
strated creativity, foresight, and mature engineering
judgment in anticipating and solving unprecedented
engineering problems, determining program objectives
and requirements, organizing programs and projects,
and developing standards and guides for diverse engi­
neering activities.
D irection received. Receives general administrative direc­

tion.
Typical duties and responsibilities. One or both or the
following: (1) In a supervisory capacity is responsible
for (a) an important segment of the engineering pro­
gram of a company with extensive and diversified
engineering requirements, or (b) the entire engineering
program of a company when it is more limited in scope.
The overall engineering program contains critical prob­
lems the solution of which requires major technological
advances and opens the way for extensive related de­
velopment. The extent of his responsibilities generally
requires several subordinate organizational segments or
teams. Recommends facilities, personnel, and funds re­
quired to carry out programs which are directly related
with and directed toward fulfillment of overall company
objectives. (2) As individual researcher and consultant is
a recognized leader and authority in his company in a
broad area of specialization or in a narrow but intensely
specialized field. Selects research problems to further the
company’s objectives. Conceives and plans investigations
of broad areas of considerable novelty and importance
for which engineering precedents are lacking in areas
critical to the overall engineering program. Is consulted
extensively by associates and others with a high degree of
reliance placed on his scientific interpretations and
advice. Typically, will have contributed inventions, new
designs, or techniques which are regarded as major ad­
vances in the field.
R espon sibility fo r the direction o f others. Directs several

subordinate supervisors or team leaders, some of whom




are in positions comparable to engineer VI; or, as indi­
vidual researcher and consultant, may be assisted on
individual projects by other engineers and technicians.
Engineer V I I I

General characteristics. Makes decisions and recommen­

dations that are recognized as authoritative and have a
far-reaching impact on extensive engineering and related
activities of the company. Negotiates critical and con­
troversial issues with top level engineers and officers of
other organizations and companies. Individuals at this
level demonstrate a high degree of creativity, foresight,
and mature judgment in planning, organizing, and guid­
ing extensive engineering programs and activities of out­
standing novelty and importance.
Direction received. Receives general administrative di­

rection.
Typical duties and responsibilities. One or both of the
following: (1) In a supervisory capacity is responsible for
(a) an important segment of a very extensive and highly
diversified engineering program of a company, or (b) the
entire engineering program of a company when the pro­
gram is of moderate scope. The programs are of such
complexity and scope that they are of critical importance
to overall objectives, include problems of extraordinary
difficulty that often have resisted solution, and consist
of several segments requiring subordinate supervisors. Is
responsible for deciding the kind and extent of engi­
neering and related programs needed to accomplish the
objectives of the company, for choosing the scientific
approaches, for planning and organizing facilities and
programs, and for interpreting results. (2) As individual
researcher and consultant formulates and guides the
attack on problems of exceptional difficulty and marked
importance to the company or industry. Problems are
characterized by their lack of scientific precedents and
source material, or lack of success of prior research and
analysis so that their solution would represent an ad­
vance of great significance and importance. Performs ad­
visory and consulting work for the company as a rec­
ognized authority for broad program areas or in an in­
tensely specialized area of considerable novelty and
importance.
R esponsibility fo r the direction o f others. Supervises

several subordinate supervisors or team leaders some of
whose positions are comparable to engineer VII, or indi­
vidual researchers some of whose positions are com­
parable to engineer VII and sometimes engineer VIII. As
an individual researcher and consultant may be assisted
on individual projects by other engineers or technicians.

NOTE: Individuals in charge of a company’s engi­
neering program may match any of several of the survey
job levels depending on the size and complexity of
engineering programs. Excluded from level VIII are
engineers in charge of programs so extensive and com­
plex (e.g., consisting of research and development on a
variety of complex products or systems with numerous

novel components) that one or more subordinate super­
visory engineers are performing at level VIII. Also ex­
cluded from level VIII are individual researchers and
consultants who are recognized as national and/or inter­
national authorities and scientific leaders in very broad
areas of scientific interest and investigation.

Technical Support
E N G IN E E R IN G T E C H N IC IA N

To be covered by these definitions, employees
must meet all of the following criteria: (1) Pro­
vides semiprofessional technical support for engineers
working in such areas as research, design, develop­
ment, testing, or manufacturing process improvement.
(2) Work pertains to electrical, electronic, or mechan­
ical components or equipment. (3) Required to have
some knowledge of science or engineering. (Excludes
production or maintenance workers, quality control
testers, craftsmen, draftsmen, designers, and engineers.)
Engineering Technician I

Performs simple routine tasks under close super­
vision or from detailed procedures. Work is checked in
process or on completion. Performs at this level, one
or a combination of such typical duties as:
Assembles or installs equipment or parts requiring
simple wiring, soldering, or connecting.
Performs simple or routine tasks or tests such as
tensile or hardness tests; operates, and adjusts simple
test equipment; records test data.
Gathers and maintains specified records of engi­
neering data such as tests, drawings, etc.; performs
computations by substituting numbers in specified
formulas; plots data and draws simple curves and
graphs.
Engineering Technician il

Performs standardized or prescribed assignments,
involving a sequence of related operations. Follows
standard work methods or explicit instructions; technical
adequacy of routine work is reviewed on completion;
nonroutine work may also be reviewed in process.
Performs at this level, one or a combination of such
typical duties as:
Assembles or constructs simple or standard equip­
ment or parts. May service or repair simple instru­
ments or equipment.




Conducts a variety of standardized tests; may
prepare test specimens; sets up and operates standard
test equipment; records test data.
Extracts engineering data from various prescribed
sources; processes the data following well-defined
methods; presents the data in prescribed form.
Engineering Technician III

Performs assignments that are not completely stand­
ardized or prescribed. Selects or adapts standard pro­
cedures or equipment. Receives initial instructions,
equipment requirements 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 pro­
cedures; 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 anajysis
to check applicability, accuracy, and reasonableness
of data.
Engineering Technician I V

Performs nonroutine assignments of substantial variety
and complexity. Receives objectives and technical advice
from supervisor or engineer; work is reviewed for tech­
nical adequacy. May be assisted by lower level techr
nicians. Performs at this level, one or a combination of
such typical duties as:
Works on limited segment of development project;
constructs experimental or prototype models to meet
engineering requirements; conducts tests or experi­
ments; records and evaluates data and reports findings.

Conducts tests or experiments requiring selec­
tion and adaptation or modification of test equip­
ment and test procedures; records data; analyzes
data and prepares test reports.

with pen or pencil. (Does not include tracing limited to
plans primarily consisting of straight lines and a large
scale not requiring close delineation.)

Compiles and computes a variety of engineer­
ing 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.

and/or

Engineering Technician V

Performs nonroutine and complex assignments in­
volving responsibility for planning and conducting a
complete project of relatively limited scope or a por­
tion of a larger and more diverse project. Selects and
adapts plans, techniques, designs or layouts. May co­
ordinate portions of overall assignment; reviews, ana­
lyzes 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 tech­
nicians. 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 require­
ments, equipment modification and test procedures;
conducts tests, analyzes and evaluates data and pre­
pares reports on findings and recommendations.
Reviews and analyzes a variety of engineering
data to determine requirements to meet engineer­
ing 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.

DRAFTSM AN
Draftsman-tracer

Copies plans and drawings prepared by others by
placing tracing cloth or paper over drawings and tracing




Prepares simple or repetitive drawings of easily vis­
ualized items. Work is closely supervised during progress.
Draftsman 1

Prepares detail drawings of single units or parts for
engineering, construction, manufacturing, or repair pur­
poses. Types of drawings prepared include isometric
projections (depicting three dimensions in accurate
scale) and sectional views to clarify positioning or com­
ponents and convey needed information. Consolidates
details from a number of sources and adjusts or trans­
poses scale as required. Suggested methods o f approach,
applicable precedents, and advice on source materials
are given with initial assignments. Instructions are less
complete when assignments recur. Work may be spot
checked during progress.
Draftsman II

Performs nonroutine and complex drafting assign­
ments that require the application of most of the stand­
ardized drawing techniques regularly used. Duties typi­
cally involve such work as: Prepares working drawings of
subassemblies with irregular shapes, multiple functions,
and precise positional relationships between components;
prepares architectural drawings for construction of a
building including detail drawings of foundations, wall
sections, floor plans, and roof. Uses accepted formulas
and manuals in making necessary computations to
determine quantities of materials to be used, load
capacities, strengths, stresses, etc. Receives initial in­
structions, requirements, and advice from supervisor.
Completed work is checked for technical adequacy.
Draftsman III

Plans the graphic presentation of complex items
having distinctive design features that differ significantly
from established drafting precedents. Works in close
support with the design originator, and may recommend
minor design changes. Analyzes the effect of each
change on the details of form, function, and positional
relationships of components and parts. Works with a
minimum of supervisory assistance. Completed work is
reviewed by design originator for consistency with prior
engineering determinations. May either prepare drawings,
or direct their preparation by lower level draftsmen.

Clerical Supervisory
K E Y P U N C H S U P E R V IS O R

Supervises three or more keypunch operators who
keypunch or verify cards or tape for computer or
tabulating machine processing. May also, as an incidental
responsibility, supervise the operation of other types
of punching machines such as reproducers or gang
punches.
Excluded are: (a) Positions also responsible for
supervising the operation of equipment jsuch as com­
puters, tabulating machines, or other kinds of office
machines ;(b) positions responsible for supervising clerical
work not directly related to the kevounch function; and

(c) working supervisors, group leaders, or other over­
seers with more limited supervisory responsibility than
is described below.
Keypunch supervisory positions are classified in
five levels (I through V) on the basis of combinations
of three elements— level and Itind of supervisory re­
sponsibility, difficulty of keypunch work supervised,
and number of employees supervised. In the following
table two levels of supervision are described and each
is followed by a brief chart that shows the level of key­
punch supervisor for each combination of the other two
elements.

Text table C-4. Level and kind o f supervisory responsibility
Lower

Upper

Is responsible for the day-to-day operations and flow of work
wh'*n the organization of the work, assignment of employees to
positions, the job types and levels, instructions and procedures,
etc., are prescribed by higher authority. Within this prescribed
framework, assigns work to individual employees; instructs em­
ployees in specific tasks and procedures; insures work meets
established standards of quality; checks attendance; keeps
production records; provides information to higher levels for
use in budgeting, planning of personnel changes, adjusting to
variations in the workload, etc., reports problems to a higher
level supervisor. (Exclude positions in which keypunching rather
than supervisory responsibility is the most significant function.)
Number of
employees
supervised

In addition to being responsible for the functions of the lower
level of supervisory responsibility, plans and establishes the
organization and flow of work; plans changes to meet both
short- and long-term workload trends and changes; selects
employees and assigns them to positions; assigns and reviews
work of subordinates, initiates recommendations or formal
actions such as requests for Staff, job evaluation actions, pro­
motions, etc.; approves absences and vacation schedules; recom­
mends disciplinary actions; in some positions, assists program-'
mers, project planners, or other technical specialists in designing
card layouts and detailed punching instructions.

Difficulty of keypunch work
supervised

Difficulty of keypunch work
supervised
Less difficult1

More difficult2

Less difficult1

Level of keypunch supervisor
3 -1 5 .......................
2 0 -4 0 .....................
50 or m ore..............

1
II
III

II
III
IV

More difficult2

Level of keypunch supervisor
II
III
IV

III
IV
V

1 Less difficult keypunch work - W ork is routine and repetitive. Under close supervision or following specific^ procedures or
instructions, works from various standardized source documents which have been coded, follows specified procedures which have
been prescribed in detail and require little or no selecting, coding, or interpreting of data to be recorded. Refers to superivsor prob­
lems arising from erroneous items or codes or missing information. (This level is the same as the B L S Class B Keypunch Operator.)
2 More difficult keypunch work - Work requires the application of experience and judgment in selecting procedures to be fol­
lowed and in searching for, interpreting, selecting, or coding items to be keypunched from a variety of documents. On occasion may
also perform some routine keypunch work. May train inexperienced keypunch operators. (This level is the same as the B L S Class A
Keypunch Operator.)
N O TE:
If the keypunch activities include both "m ore difficult" and "less difficult" work, classification should be on the basis
of the more difficult work, provided that a significant proportion of the keypunch operators work at this level. The number of key­
punch operators performing more difficult work is considered significant when at least 25 percent of the operators work at this
level, provided there are at least two such operators in units with a total of 3 or 4 employees, 3 such operators in units with a total
of 5 to 12 employees, and 4 such operators in units with a total of 13 or more operators.




Clerical
C L E R K . A C C O U N T IN G

Performs one or more accounting clerical tasks
such as posting to registers and ledgers; reconciling bank
accounts; verifying the internal consistency, complete­
ness, and mathematical accuracy of accounting docu­
ments; assigning prescribed accounting distribution codes;
examining and verifying for clerical accuracy various
types of reports, lists, calculations, posting, etc.; or pre­
paring simple, or assisting in preparing more complicated,
journal vouchers. May work in either a manual or
automated accounting system.
The work requires a knowledge of clerical methods
and office practices and procedures which relates to the
clerical processing and recording of transactions and
accounting information. With experience, the worker
typically becomes familiar with the bookkeeping and
accounting terms and procedures used in the assigned
work, but is not required to have a knowledge of the
formal principles of bookkeeping and accounting.
Positions are classified into levels on the basis of
the following definitions.
Clerk, Accounting I

Under close supervision, following detailed instruc­
tions and standardized procedures, performs one or
more routine accounting clerical operations, such as
posting to ledgers, cards, or worksheets where identifi­
cation of items and locations of postings are clearly indi­
cated; checking accuracy and completeness o f standard­
ized and repetitive records or accounting documents;
and coding documents using a few prescribed accounting
codes.
Clerk, Accounting II

Under general supervision, performs accounting cler­
ical operations which require the application of ex­
perience and judgment, for example, clerically proc­
essing complicated or nonrepetitive accounting trans­
actions, selecting among a substantial variety of pre­
scribed accounting codes and classifications, or tracing
transactions through previous accounting actions to
determine source of discrepancies. May be assisted by
one or more accounting clerks I.
C L E R K , F IL E

Files, classifies, and retrieves material in an estab­
lished filing system. May perform clerical and manual
tasks required to maintain files. Positions are classified
into levels on the basis of the following definitions.




Clerk, File I

Performs routine filing of material that has already
been classified or which is easily classified in a simply
serial classification system (e.g., alphabetical, chrono­
logical, or numerical). As requested, locates readily
available material in files and forwards material; may
fill out withdrawal charge. May perform simple clerical
and manual tasks required to maintain and service files.
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 identi­
fied material in files and forwards material. May per­
form related clerical tasks required to maintain and
service files.
Clerk, File III

Classifies and indexes file material such as correspond­
ence, reports, technical documents, etc., in an established
filing system containing a number of varied subject
matter files. 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 OPERATO R

Operates a keypunch machine to record or verify
alphabetic and/or numeric data on tabulating cards or
on tape.
Positions are classified into levels on the basis o f the
following definitions.

Keypunch Operator I

Work is routine and repetitive. Under close super­
vision or following specific procedures or instructions,
works from various standardized source documents
which have been coded, and follows specified procedures
which have been prescribed in detail and require little
or no selecting, coding, or interpreting of data to be
recorded. Refers to supervisor problems arising from*
erroneous items or codes or missing information.
Keypunch Operator II

Work requires the application of experience and judg­
ment in selecting procedures to be followed and in

searching for, interpreting, selecting, or coding items to
be keypunched from a variety of source documents.
On occasion may also perform some routine keypunch
work. May train inexperienced keypunch operators.
M ESSEN GER

Performs various routine duties such as running er­
rands, operating minor office machines such as sealers
or mailers, opening and distributing mail, and other
minor clerical work. Exclude positions that require
operation of a motor vehicle as a significant duty.

SECRETARY

Assigned as personal secretary, normally to one
individual. Maintains a close and highly responsive
relationship to the day-to-day work of the supervisor.
Works fairly independently receiving a minimum of
detailed supervision and guidance. Performs varied cleri­
cal and secretarial duties, usually including most of
the following:
(a) Receives telephone calls, personal callers, and
incoming mail, answers routine inquiries, and routes
technical inquiries to the proper persons;
(b) Establishes, maintains, and revises the super­
visor’s files;
(c) Maintains the supervisor’s calendar and makes
appointments as instructed;
(d) Relays messages from supervisor to subor­
dinates;
(e) Reviews correspondence, memoranda, and re­
ports prepared by others for the supervisor’s signa­
ture to assure procedural and typographic accuracy;
(f) Performs stenographic and typing work.

May also perform other clerical and secretarial tasks
o f comparable nature and difficulty. The work typically
requires knowledge of office routine and understanding
of the organization, programs, and procedures related
to the work of the supervisor.
Exclusions

Not all positions that are titled “secretary” possess
the above characteristics. Examples of positions which
are excluded from the definition are as follows:
(a) Positions which do not meet the “ personal”
secretary concept described above;
(b) Stenographers not fully trained in secretarial
type duties;




(c) Stenographers serving as office assistants to a
group of professional, technical,or managerial persons;
(d) Secretary positions in which the duties are
either substantially more routine or substantially
more complex and responsible than those character­
ized in the definition;
(e) Assistant type positions which involve more
difficult or more responsible technical, administrative,
supervisory, or specialized clerical duties which are
not typical of secretarial work.
NOTE: The term “ corporate officer,” used in the
level definitions following, refers to those officials who
have a significant corporatewide policymaking role with
regard to major company activities. The title “vice
president,” though norm ally indicative of this role,
does not in all cases identify such positions. Vice presi­
dents whose prim ary responsibility is to act personally
on individual cases or transactions (e.g., approve or deny
individual loan or credit actions; administer individual
trust accounts; directly supervise a clerical staff) are not
considered to be “corporate officers” for purposes o f
applying the fo llo w in g level definitions:
Secretary I

1. Secretary to the supervisor or head o f a small or­
ganizational unit (e.g., fewer than about 25 or 30 per­
sons); or
2. Secretary to a nonsupervisory staff specialist, pro­
fessional employee, administrative officer, or assistant,
skilled technician or expert. {NOTE: Many companies
assign stenographers, rather than secretaries as described
above, to this level of supervisory or nonsupervisory
worker.)
Secretary II

1. Secretary to an executive or managerial person
whose responsibility is not equivalent to one of the
specific level situations in the definition for level III,
but whose organizational unit normally numbers a t least
several dozen em ployees and is usually divided into or­
ganizational segments which are often, in turn, further
subdivided. In some companies, this level includes a
wide range of organizational echelons; in others, only
one or two; or
2. Secretary to the head o f an individual plant,
factory, etc., (or other equivalent level of official) that
employs, in all, fe w e r than 5 ,0 0 0 persons .
Secretary III

1. Secretary to the chairman of the board or pres­
ident of a company that employs, in all, fe w e r than
100 persons; o r

2. Secretary to a corporate officer (other than chair­
man of the board or president) of a company that em­
ploys, in all, over 100 b u t few er than 5 ,0 0 0 persons; or
3. Secretary to the head (immediately below the
officer level) over either a major corporatew ide func­
tional activity (e.g., marketing, research, operations, in­
dustrial relations, etc.) or a major geographic or or­
ganizational segment (e.g., a regional headquarters; a
major division) of a company that employs, in all, over
5 ,0 0 0 b u t few er than 2 5 ,0 0 0 em ployees; or

4. Secretary to the head of an individual plant,
factory, etc. (or other equivalent level of official) that
employs, in all, over 5 ,0 0 0 persons; or
5. Secretary to the head of a large and important
organizational segment (e.g., a middle management
supervisor of an organizational segment often involving
as many as several hundred persons) of a company that
employs, in all, over 2 5 ,0 0 0 persons.

Stenographer, Senior

Dictation involves a varied technical or specialized
vocabulary such as in legal briefs or reports on scien­
tific research. May also set up and maintain files, keep
records, etc.
OR

Performs stenographic duties requiring significantly
greater independence and responsibility than stenogra­
pher, general, as evidenced by the following: Work
requires a high degree of stenographic speed and
accuracy; a thorough working knowledge of general
business and office procedure and of the specific
business operations, organization, policies, procedures,
files, workflow, etc. Uses this knowledge in performing
stenographic duties and responsible clerical tasks such
as maintaining follow-up files; assembling material for
reports, memorandums, and letters; composing simple
letters from general instructions; reading and routing
incoming mail; answering routine questions, etc.

Secretary IV

1. Secretary to the chairman of the board or pres­
ident of a company that employs, in all, over 1 0 0 b u t
fe w e r than 5 ,0 0 0 persons; or

2. Secretary to a corporate officer (other than the
chairman of the board or president) of a company that
employs, in all, over 5 ,0 0 0 b u t fe w e r than 2 5 ,0 0 0 per­
sons; o r

3. Secretary to the head, immediately below the cor­
porate officer level, o f a major segment or subsidiary of
a company that employs, in all, over 2 5 ,0 0 0 persons.
STENOGRAPH ER

Primary duty is to take dictation using shorthand,
and to transcribe the dictation. May also type from
written copy. May operate from a stenographic pool.
May occasionally transcribe from voice recordings.
NOTE: This job is distinguished from that of a secre­
tary in that a secretary normally works in a confidential
relationship with only one manager or executive and per­
forms more responsible and discretionary tasks as de­
scribed in the secretary job definition.

T Y P IS T

Uses a typewriter to make copies of various materials
or to make out bills after calculations have been rrtade
by another person. May include typing of stencils,
mats, or similar materials for use in duplicating proc­
esses. May do clerical work involving little special train­
ing, such as keeping simple records, filing records and
reports, or sorting and distributing incoming mail.
Typist I

Performs one or m ore o f the fo llow in g: Copy typing
from rough or clear drafts; or routine typing of forms,
insurance policies, etc.; or setting up simple standard
tabulations; or copying more complex tables already set
up and spaced properly.
Typist II

Performs one or m ore o f the follow ing: Typing
material in final form when it involves combining
material from several sources; or responsibility for
correct spelling, syllabication, punctuation, etc., of
technical or unusual words or foreign language material;
or planning layout and typing of complicated statistical
tables to maintain uniformity and balance in spacing.
May type routine form letters, varying details to suit
circumstances.

Stenographer, General

Dictation involves a normal routine vocabulary. May
maintain files, keep simple records or perform other
relatively routine clerical tasks.




NOTE: The definitions for the drafting and clerical
occupations shown in this bulletin are the same as those
used in the Bureau’s program of occupational wage

surveys in metropolitan areas. (See the list of areas on the
order form at the back of this bulletin.) The level
designations used in this bulletin, however, differ from

Occupation
Draftsman

those used in the area bulletins. The equivalent level
designations for the occupations concerned are as
follows:

National Survey of
Professional, A dm ini­
strative, Technical, and
Clerical Pay

I

Occupational
Wage Surveys in
Metropolitan
Areas
C

II

B

III

A

I

B
A

Clerk, accounting

Clerk, file

II

C
B
A

I

B
A

I
Keypunch operator

Secretary

V

D
C
B
A

I

B
A

I
II

Typist




Appendix D. Com parison of Average Annual Salaries in
Private Industry, M arch 1973, with Corresponding
Salary Rates for Federal Em ployees
Under the General Schedule
The survey was designed to provide a basis for com­
paring salaries under the General Schedule classification
and pay system with salaries in private enterprise. To
assure collection of pay data for work levels equivalent
to the General Schedule grade levels, the Civil Service
Commission, in cooperation with the Bureau of Labor




Statistics, prepared the occupational work level defini­
tions used in the survey. Definitions were graded by
the Commission according to standards established for
each grade level. Table D-l shows the surveyed jobs
grouped by work levels equivalent to General Schedule
grade levels.

A v e ra g e
O c c u p a tio n a n d le v e l
s u rv e y e d b y BLS

1

s a la r ie s
in p r iv a t e
in d u stry 2

S a l a r y r a t e s f o r F e d e r a l e m p lo y e e s u n d e r th e G e n e r a l S c h e d u le 3
P e r annum r a te
G

J

*

and s te p 6

A v e ra g e 5
1

2

3

4

5

6

7

8

9

10

C l e r k s , f il e I -------------------------------------------------

$ 4 ,8 5 2
5 ,3 4 4

GS 1

$ 4 ,9 3 4

C l e r k s , f il e I I ------------------------------------------------K e y p u n c h o p e r a t o r s I -------------------------------------

5 ,3 4 9
6 ,0 4 2
5 ,4 3 4

GS 2

5 ,6 3 0

5 ,4 3 2

5 ,6 1 3

5 ,7 9 4

5 ,9 7 5

6 , 156

6 ,3 3 7

6 ,5 1 8

6 ,6 9 9

6 ,8 8 0

7 ,0 6 1

C l e r k s , a c c o u n tin g I -------------------------------------C l e r k s , f il e I I I -----------------------------------------------D r a f ts m e n - t r a c e r s ___________________________
E n g in e e r in g t e c h n ic ia n s I -----------------------------K e y p u n c h o p e r a t o r s II ---------------------------------K e y p u n c h s u p e r v i s o r s I --------------------------------S t e n o g r a p h e r s , g e n e r a l ---------------------------------T y p is ts I I ---------------------------------------------------------

6 , 188
6 ,5 9 3
6 ,6 8 7
7 ,5 0 0
6 ,9 2 2
8 ,2 8 6
6 ,5 2 1
6 ,3 3 9

GS 3

6 ,7 0 6

6 , 128

6 ,3 3 2

6 ,5 3 6

6 ,7 4 0

6 ,9 4 4

7 , 148

7 ,3 5 2

7 ,5 5 6

7 ,7 6 0

7 ,9 6 4

C l e r k s , a c c o u n tin g II ------------------- ---------------D r a f ts m e n I ----------------------------------------------------E n g in e e r in g t e c h n ic ia n s I I ----------------------------K e y p u n c h s u p e r v i s o r s I I --------------------------------S te n o g r a p h e r s , s e n i o r ------------------------------------

7 ,8 1 2
7 ,9 8 8
8 ,6 1 3
9 , 107
7 ,4 2 5

GS 4

7 ,8 2 7

6 ,8 8 2

7, 111

7 ,3 4 0

7 ,5 6 9

7 ,7 9 8

8, 027

8 ,2 5 6

8 ,4 8 5

8 ,7 1 4

8 ,9 4 3

A c c o u n ta n ts I ---------------------------------------------------

GS 5

8 ,8 3 3

7 ,6 9 4

7 ,9 5 1

8 , 208

8 ,4 6 5

8 ,7 2 2

8 ,9 7 9

9 ,2 3 6

9 ,4 9 3

9 ,7 5 0 1 0 ,0 0 7

D r a f ts m e n II --------------------------------------------------E n g i n e e r s I ----------------------------------------------------E n g in e e r in g te c h n i c ia n s I I I ---------------------------J o b a n a ly s t s I ------------------------------------------------K e y p u n c h s u p e r v i s o r s III -------------------------------

9 ,4 1 7
1 0 ,3 1 0
9 ,6 0 3
1 0 ,0 2 8
9 ,8 3 2
1 1 ,2 0 3
1 0 ,0 0 5
9, 362
1 0 ,1 4 9

K e y p u n c h s u p e r v i s o r s IV -------------------------------

1 2 ,0 7 6

GS 6

9 ,9 7 3

8 ,5 7 2

8 ,8 5 8

9, 144

9 ,4 3 0

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

A c c o u n ta n ts II ------------------------------------------------

GS 7

1 0 ,8 0 1

9 ,5 2 0

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

C h e m is ts II ----------------------------------------------------D r a f ts m e n III ------------------------------------------------E n g i n e e r s II ---------------------------------------------------E n g in e e r in g te c h n ic ia n s I V ---------------------------J o b a n a ly s t s II -----------------------------------------------K e y p u n c h s u p e r v i s o r s V --------------------------------

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

A c c o u n ta n ts III ----------------------------------------------A tto rn e y s I -----------------------------------------------------A u d ito rs III ---------------------------------------------------B u y e r s III -------------------------------------------------------C h e m is ts I I I ----------------------------------------------------E n g i n e e r s I I I ---------------------------------------------------E n g in e e r in g t e c h n ic ia n s V ----------------------------J o b a n a ly s t s III -----------------------------------------------

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

GS 9

1 3 ,1 4 3

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

A c c o u n ta n ts I V -----------------------------------------------A tto rn e y s I I ----------------------------------------------------A u d ito rs IV -----------------------------------------------------

GS 11

1 5 ,8 6 9

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

C h e m is ts I V ----------------------------------------------------C h ie f a c c o u n ta n ts I ----------------------------------------D i r e c t o r s o f p e r s o n n e l I -------------------------------E n g i n e e r s I V ---------------------------------------------------J o b a n a ly s t s IV -----------------------------------------------

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

A c c o u n ta n ts V ------------------------------------------------A tto rn e y s III --------------------------------------------------C h e m is ts V ----------------------------------------------------C h ie f a c c o u n ta n ts II --------------------------------------D i r e c t o r s of p e r s o n n e l II ------------------------------E n g i n e e r s V -----------------------------------------------------

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

GS 12

1 8 ,8 1 4

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

B u y e r s I ----------------------------------------------------------

S e e f o o tn o te s a t e n d o f ta b l e .




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

S a l a r y r a t e s fo r F e d e r a l e m p lo y e e s u n d e r th e G e n e r a l S c h e d u le 3

A v e ra g e
O c c u p a tio n a n d le v e l
s u rv e y e d by B L S 1

s a la r ie s
in p r iv a t e
in d u s t r y 2

P e r annum r a te
G ra d e 4

and s te p 6

A v erag e 8
1

2

3

4

5

6

7

8

9

10

A tto rn e y s I V --------------------------------------------------C h e m is ts V I ----------------------------------------------------C h ie f a c c o u n ta n ts III ------------------------------------D i r e c t o r s of p e r s o n n e l III ---------------------------E n g i n e e r s V I ---------------------------------------------------

$ 2 4 , 693
2 2 ,6 0 2
2 2 ,6 8 7
2 1 ,9 8 4
2 2 ,5 8 6

GS 13

$ 2 2 , 259

$ 19.70C $ 20,357 $ 2 1 ,OH $ 2 1,671 |>22,328 $2 2 ,9 8 5 $ 2 3 ,6 4 2 $24 ,2 9 9 $24,956 $ 2 5 ,6 1 3

A tto rn e y s V ---------------------------------------------------C h e m is ts V II ------------------------------------------------C h ie f a c c o u n ta n ts IV ---------------------------------- —
D i r e c t o r s of p e r s o n n e l IV ----------------------------E n g in e e r s V II ----------------------------------- -------------

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

GS 14

2 6 ,1 0 0

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

A tto rn e y s V I ------------------------------------------------C h e m is ts V III -----------------------------------------------E n g i n e e r s V III -----------------------------------------------

3 7 ,0 4 8
3 2 ,0 9 9
2 9 ,4 9 9

GS 15

3 0 ,8 0 5

2 6 ,8 9 8 2 7 ,7 9 5 2 8 ,6 9 2 2 9 ,5 8 9 3 0 ,4 8 6 31, 383 32, 280 3 3 ,1 7 7 34, 074 3 4 ,9 7 1

1 F o r d e f in itio n s , s e e a p p e n d ix C.
2 S u rv e y f in d in g s a s s u m m a r i z e d in ta b le 1 of th is b u lle tin .
F o r s c o p e of s u r v e y s e e a p p e n d ix A.
3 S a l a r y r a t e s in e ff e c t in M a r c h 1973, r e f e r e n c e d a te o f th e B L S s u r v e y , a s e s ta b l is h e d b y E x e c u tiv e O r d e r 11691 i s s u e d u n d e r a u th o r i ty
of
S e c tio n 5305 o f t i t l e 5, U . S. C o d e ,
4 C o r r e s p o n d in g g r a d e s in th e G e n e r a l S c h e d u le w e r e s u p p lie d b y th e U. S. C iv il S e r v ic e C o m m is s io n .
5 M e a n s a l a r y o f a l l G e n e r a l S c h e d u le e m p lo y e e in e a c h g r a d e a s of M a r c h 31, 1973.
N o t l im it e d to F e d e r a l e m p lo y e e s in o c c u p a tio n s s u r ­
veyed by BLS.
6 S e c tio n 5335 of t i t l e 5 o f th e U. S. C ode p r o v id e s f o r w i t h in - g r a d e i n c r e a s e s on c o n d itio n th a t th e e m p l o y e e 's w o rk i s o f a n a c c e p ta b le le v e l
of c o m p e te n c e a s d e fin e d b y th e h e a d of th e a g e n c y .
F o r e m p lo y e e s w ho m e e t th is c o n d itio n , th e s e r v i c e r e q u i r e m e n ts a r e 52 c a le n d a r w e e k s e a c h
f o r a d v a n c e m e n t to s a l a r y r a t e s 2, 3, a n d 4; 104 w e e k s e a c h f o r a d v a n c e m e n t to s a l a r y r a t e s 5 , 6 , a n d 7; a n d 156 w e e k s e a c h f o r a d v a n c e m e n t to
s a l a r y r a t e s 8, 9, a n d 10.
S e c tio n 5336 p r o v id e s th a t a n a d d itio n a l w i t h in - g r a d e i n c r e a s e m a y b e g r a n t e d w ith in a n y p e r i o d of 52 w e e k s in r e c o g n i ­
tio n of h ig h q u a lity p e r f o r m a n c e a b o v e th a t o r d in a r il y fo u n d in th e ty p e of p o s itio n c o n c e r n e d .




U n d e r S e c tio n 5303 of t i t l e 5 of th e U n ite d S t a te s C o d e , h ig h e r m in im u m r a t e s (b u t n o t e x c e e d in g th e
m a x im u m s a l a r y r a t e p r e s c r i b e d in th e G e n e r a l S c h e d u le f o r th e g r a d e o r le v e l) a n d a c o r r e s p o n d in g
n ew s a l a r y r a n g e m a y b e e s ta b l is h e d f o r p o s itio n s o r o c c u p a tio n s u n d e r c e r t a i n c o n d itio n s .
T he con­
d itio n s in c lu d e a fin d in g t h a t th e G o v e r n m e n t 's r e c r u i t m e n t o r r e t e n ti o n o f w e l l- q u a li f ie d p e r s o n s is
s ig n if ic a n tly h a n d ic a p p e d b e c a u s e th e s a l a r y r a t e s in p r i v a t e in d u s t r y a r e s u b s ta n t ia l ly a b o v e th e s a l a r y
r a t e s of th e s t a t u t o r y p a y s c h e d u le s .
A s of M a rc h 1973, t h e r e w e r e no s p e c i a l r a t e s f o r th e o c c u p a ­
tio n s c o v e r e d b y th is s u r v e y .
I n f o r m a tio n o n s p e c i a l r a t e s m a y b e o b ta in e d f r o m th e U. S. C iv il S e r v ­
i c e C o m m is s io n , W a sh in g to n , D. C. 2 0 4 1 5 , o r i t s r e g io n a l o f fic e s .

Order Form for Area W age Surveys
TO:
Superintendent of Documents
U.S. Government Printing Office
Washington, D.C., 20402

or

Bureau of Labor Statistics—
1603 JFK Federal Building, Government
Center, Boston, Mass. 02203
1515 Broadway, New York, N.Y. 10036
406 Penn Square Building,
1317 Filbert St., Philadelphia, Pa. 19107
1371 Peachtree St., NE., Atlanta, Ga. 30309
911 Walnut St., Kansas City, Mo. 64106
8th Floor, 300 South Wacker Drive,
Chicago, 111. 60606
1100 Commerce St., Rm. 6B7
Dallas, Tex, 75202
450 Golden Gate Ave., Box 36017
San Franciseo, Calif. 94102

Enclosed find $ ________in |
1check or f
1 money order. (Make checks or money orders payable
to the Superintendent of Documents. Twenty-five percent discount for bundle order of 100 copies or more.)

Please send me copies of bulletins as indicated.

Number
of
copies

--------

1970- 71 A RE A WA GE SUR VEYS SUMMAR Y BULLETINS
Bulletin 1725-95. Area Wage Surveys, Selected Metropolitan Areas,
1971-72 (1973).

Consolidates information from the individual area bulletins for surveys made during the period
July 1970 to June 1971. 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 $1.10.

_____




Bulletin 1685-92. Area Wage Surveys, Metropolitan Areas,
United States and Regional Summaries, 1970-71 (1973).

Presents information on occupational earnings, establishment practices, and supplementary wage
provisions for all metropolitan areas combined and separately by industry division and region. Also
provides analyses of wage differences and trends of occupational earnings. Price $1.




Area and payroll period

Price
(in
cents)

Number
of
copies

1775-36

40

—

1775-62
1775-52

55
40

BLS
bulletin
number

Akron (Dec. 1 9 7 2 ) ................
Albany-Schenectady-Troy
(Mar. 1 9 7 3 ) ............................
Albuquerque (Mar. 1 9 7 3 ) ...
Allentown-Bethlehem-Easton
(May 1 9 7 3 ) ............................
Atlanta (May 1 9 7 3 )................
Austin (Dec. 1 9 7 2 ) ................
Baltimore (Aug. 19 7 2 )............
Beaumont-Port Arthur-Orange
(May 1 9 7 3 ) ............................
Binghamton (July 1972) . . . .
Birmingham fMar. 1973) . . . .

1775-90
1775-79
1775-42
1775-20

50
40
40
75

1775-82
1775-5
1775-65

40
45
55

Boise City (Nov. 1 9 7 2 ) ..........
Boston (Aug. 1 9 7 2 )................
Buffalo (Oct. 1972) ..............
Burlington (Dec. 1 9 7 2 ) ..........
Canton (May 1 9 7 3 ) .................
Charleston (Mar. 1 9 7 3 ) ..........
Charlotte (Jan. 1 9 7 3 ) ............
Chattanooga (Sept. 1 9 7 2 ) __
Chicago (May 1973)................

1775-32
1775-13
1775-18
1775-28
1775-73
1775-74
1775-39
1775-14
1775-88

50
75
65
50
40
40
40
55
50

Cincinnati (Feb. 1 9 7 3 ) .........
Cleveland (Sept. 1 9 7 2 ) ..........
Columbus (Oct. 1 9 7 2 )............
Dallas (Oct. 1 9 7 2 ) ...................
Davenport-Rock-Island-Moline
(Feb. 1 9 7 3 ) ............................
Dayton (Dec. 1972) ..............
Denver (Dec. 1 9 7 2 ) ................

1775-53
1775-15
1775-23
1775-25

50
75
55
75

1775-57
1775-34
1775-35

40
40
40

1775-72
1775-89
1775-61

40
80
35

Des Moines (May 1973) ____
Detroit (Mar. 1 9 7 3 )................
Durham (Apr. 1 9 7 3 ) ..............
Fort Lauderdale-Hollywood
and West Palm Beach
(Apr. 1 9 7 3 ) ............................
Fort Worth (Oct. 1972) . . . .
Green Bay (July 1 9 7 2 ) ..........
Greenville (May 1973) ..........
Houston (Apr. 1 9 7 3 )..............
Huntsville (Feb. 1973) .........
Indianapolis (Oct. 1972) ____
Jackson (Jan. 1973) ..............
Jacksonville (Dec. 1972) . . . .
Kansas City (Sept. 1972) ____
Lawrence-Haverhill
(June 1 9 7 3 )............................
Lexington (Nov. 1 9 7 2 ) ..........
Little Rock-North Little Rock
(July 1 9 7 2 ) ............................
Los Angeles-Long Beach and
Anaheim-Santa Ana-Garden
Grove (Oct. 1972) ..............
Louisville (Nov. 1 9 7 2 )............
Lubbock (Mar. 1 9 7 3 ) ............
Manchester (July 1972
Memphis (Nov. 1 9 7 2 ) ............
Miami (Nov. 1 9 7 2 ) ................
Midland and Odessa
(Jan. 1 9 7 3 ) ............................

_
_
—

_
_
—

—
—

_
_
—

—

_
_
—
—
—
—
—
—
—

—
_
_
—
—

Area and payroll period

BLS
bulletin
number

Price
(in
cents)

1775-83

40

—

1775-4$

55

—

1775-91

50

—

1775-50
1775-46
1775-94
1685-89

55
40
40
65

_______

1775-51
1775-6

50
45

Omaha (Sept. 1 9 7 2 ) ..............
Paterson-Clif ton-Passaic
(June 1 9 7 3 )............................
Philadelphia (Nov. 1972) . —
Phoenix (June 1 9 7 1 ) ..............
Pittsburgh (Jan. 1 9 7 3 )............
Portland (Maine) (Nov. 1972).
Portland (Oreg.)(May 1972). .
Poughkeepsie-KingstonNewburgh (June 1972)
Providence-PawtucketWarwick (May 1973) .........

1775-16

40

1775-92
1775-45
1685-86
1775-67
1775-21
1775-87

55
55
30
75
40
35

---_
_
—
—
—
—
—

1775-85

35

—

1775-84

35

—

Raleigh (Aug. 1 9 7 2 ) ..............
Richmond (Mar. 1 9 7 3 ) ..........
Rochester (July 1972) .........
Rockford (June 1973) .........
St. Louis (Mar. 1 9 7 3 ) ............
Salt Lake City (Nov. 1972) . .
San Antonio (May 1973) . . . .
San Bernardino-RiversideOntario (Dec. 1 9 7 2 ) ............

1775-7
1775-68
1775-4
1775-80
1775-69
1775-33
1775-78

45
40
45
35
75
50
35

_
_
—
—
—
—
—
—

1775-60

65

—

San Diego (Nov. 1 9 7 2 ) .........
San Francisco-Oakland
(Mar. 1 9 7 3 ) ............................
San Jose (Mar. 1973) ............
Savannah (May 1 9 7 3 ) ............
Scranton (July 1972) ............
Seattle-Everett (Jan. 1973).. .
Sioux Falls (Dec. 1972) . . . .

1775-40

40

—

1775-81
1775-66
1775-77
1775-10
1775-56
1775-43

40
40
40
45
40
40

_
_
—
—
—
—
—

1775-54
1685-88
1775-11

40
30
45

_
_
—
—

1775-9
1775-63
1775-12

45
40
55

_
_
—
—_
_

1775-3

45

—

1775-75
1775-58
1775-26
1775-70
1775-76
1775-59

50
40
40
40
40
40

_
_
—
—
—
—
—

1775-19

40

_
_

Milwaukee (May 1 9 7 3 ) ..........
Minneapolis-St. Paul
(Jan. 1 9 7 3 ) ............................
Muskegon-Muskegon Heights
(June 1 9 7 3 )............................
Newark and Jersey City
(Jan. 1 9 7 3 ) ............................
New Haven (Jan. 1 9 7 3 ).........
New Orleans (Jan. 1973) . . . .
New York (Apr. 1971) . . . .
Norfolk-Portsmouth and New­
port News-Hampton
(Jan. 1 9 7 3 ) ............................
Oklahoma City (July 1972) . .

—

_
_
—
—

_
_
—
—

1775-64
1775-24
1775-1
1775-86
1775-71
1775-48
1775-27
1775-44

40
50
55
40
50
40
55
40

1775-31
1775-17

40
50

1775-93
1775-22

50
50

—

1775-2

55

_
_

1775-38

75

—

1775-37
1775-55
1775-8
1775-30
1775-29

40
40
55
40
55

1775-41

35

—
—
—
—
—
—
—

—

_
_
—

_
_

_
_
—
—
—
—

_
_

Number
of
copies

South Bend (Mar. 1973) . . . .
Spokane (June 19 7 1 )..............
Syracuse (July 1972) ............
Tampa-St. Petersburg
(Aug. 1972) ..........................
Toledo (Apr. 1 9 7 3 ).................
Trenton (Sept. 1972) ............
Utica-Rome (July 1972) . . . .
Washington, D.C.-Md.-Va.
(Mar. 1 9 7 3 ) ............................
Waterbury (Mar. 1 9 7 3 ) ..........
Waterloo (Nov. 1 9 7 2 ) ............
Wichita (Apr. 1 9 7 3 )................
Worcester (May 1 9 7 3 ) ............
York (Feb. 1 9 7 3 ) ..............
Youngstown-Warren
(Nov. 1 9 7 2 ) ............................

N a m e ____________________________________________ __________________________________
A ddress____________________________________________________________________________
C ity _________________________________ S ta te ______________________________ Zip Code

—
—
—

—
—

B U R E A U O F L A B O R S T A T IS T IC S
R E G IO N A L O F F IC E S

Region I
1603 J F K Federal Building
Government Center
Boston, Mass. 02203
Phone: 223-6762 (Area Code 617)

Region V
8th Floor, 3 0 0 South Wacker Drive
Chicago, III. 6 0 6 0 6
Phone: 35 3-188 0 (Area Code 312)

Region II
1515 Broadway
New Y ork, N.Y. 10036
Phone: 971-5405 (Area Code 212)

Region V I
1100 Commerce St., Rm. 6B 7
Dallas, Tex. 75 20 2
Phone: 749-3516 (Area Code 214)

Region III
P. O. B ox 13309
Philadelphia, Pa. 19101
Phone: 597-1154 (Area Code 215)

Regions V II and V I I I *
Federal Office Building
911 Walnut St., 15th Floor
Kansas City, Mo. 64 10 6
Phone: 374-2481 (Area Code 816)

Region IV
Suite 5 4 0
1371 Peachtree St., NE.
Atlanta, Ga. 30 30 9
Phone: 526-5418 (Area Code 404)

Regions IX and X * *
4 5 0 Golden Gate Ave.
Box 36017
San Francisco, Calif. 94 10 2
Phone: 556-4678 (Area Code 415)




Regions V II and V I I I are serviced by Kansas City.
Regions IX and X are serviced by San Francisco.

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