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.. _■ , i $ f o National Survey of Professional, Administrative, Technical, and Clerical Pay, March 1977 U.S. Department of Labor Bureau of Labor Statistics 1977 > <\Cv' < rv Bulletin 1980 X> ' ^ National Survey of Professional, Administrative, Technical, and Clerical Pay, March 1977 U.S. Department of Labor Ray Marshall, Secretary Bureau of Labor Statistics Julius Shiskin, Commissioner 1977 Bulletin 1980 For sale by the Superintendent of Documents, U.S. Government Printing Office Washington, D.C. 20402 Stock No. 029-001-02122-4 Preface This bulletin summarizes the results of the Bureau’s annual salary survey of selected profession al, administrative, technical, and clerical occupations in private industry. The nationwide salary information, relating to March 1977, is representative o f establishments in a broad spectrum of industries throughout the United States, except Alaska and Hawaii. The results of this survey are used for a number of purposes, including general economic analysis and wage and salary administration by private and public employers. One important use is to provide the basis for setting Federal white-collar salaries under the provisions of the Federal Pay Comparability Act of 1970. Under this act, the President has designated the Secretary of Labor, the Director of the Office of Management and Budget, and the Chairman of the U.S. Civil Service Commission, to serve jointly as his agent for the purpose of setting pay for Federal white-collar employees. The agent is responsible for translating the survey findings into recommen dations to the President as to the appropriate adjustments needed in Federal pay rates to make them comparable with private enterprise pay rates for the same levels of work. The President’s agent also determines the industrial, geographic, establishment-size, and occupational coverage of the survey. The role of the Bureau of Labor Statistics in the pay-setting process is limited to conducting the survey and advising on the feasibility of proposed survey changes. 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 occupations selected were judged to be (a) surveyable in industry within fhe framework of a broad survey design, (b) representative of occupational groups which are numerically important in industry as well as in the Federal service, and (c) essentially of the same nature in both the Federal and private sectors. 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 collaborat ed in the preparation of the definitions. At the request of the President’s agent, the industrial and establishment-size coverage of the survey was expanded in 1977. This expansion was made to broaden the survey’s representativeness of private industry. Changes in survey scope are discussed in appendix B. 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 Philip M. Doyle and Felice Porter. Field work for the survey was directed by the Bureau’s Assistant Regional Commissioners for Operations. Material in this publication is in the public domain and may be reproduced without permission of the Federal Government. Please credit the Bureau of Labor Statistics and cite the name and number of the publication. iii Contents Page Summary ...................................................................................................................................................................................... Characteristics of the survey ..................................................................................................................................................... Changes in salary le v e ls .................................................................................................................................................................. Average salaries, March 1977 Salary levels in metropolitan a r e a s ............................................................................................................................................. Salary levels in large establishments ......................................................................................................................................... Salary distributions ...................................................................................................................................................................... Pay differences by i n d u s t r y ......................................................................................................................................................... Average standard weekly hours ................................................................................ 1 1 1 3 6 6 7 7 11 Text tables: 1. Percent increases in average salaries, 1961-77, by occupation and group ......................................................... 2. Percent increases in average salaries, 1961-77, by work level category ............................................................. 3. Distribution of work levels by degree of salary dispersion ................................................................................. 2 3 7 Reference tables: Average salaries: 1. United S t a t e s ................ - ............................................................................................................................. 12 2. Metropolitan a r e a s ............................................................ 14 3. Establishments employing 2,500 workers or m o r e ......................................................................................... 16 Employment distribution by salary: 4. Professional and administrativeoccupations ..................... 18 5. Technical support o c c u p a tio n s......................................................................................................................... 24 6. Clerical occupations ......................................................................................................................................... 26 7. Occupational employment distribution: By industry d iv is io n .................................................................................28 8. Relative salary levels: Occupation by industry division .........................................................................................29 9. Average weekly hours: Occupation by industry d iv is io n .........................................................................................30 Charts: 1. 2. 3. 4. Increases in average salaries for selected occupational groups, 1961 to 1977 Salaries in professional and technical occupations, March 1977 ......................................................................... Salaries in administrative and clerical occupations, March 1977 ......................................................................... Relative employment in selected occupational groups by industry division, March 1977 4 8 9 10 Appendixes: A. Scope and method of survey ..................................................................................................................................... 31 B. Survey changes in 1977 35 C. Occupational d e f in itio n s ............................................................................................................................................. 36 D. Comparison of average annual salaries in private industry with corresponding salary rates for Federal employees under the General S c h e d u le ............................................................................................................. 62 IV Professional, Administrative, Technical, and Clerical Pay, March 1977 from one for messengers to eight each for chemists and engineers. Most occupations have more than one work level; some occupations are purposely defined, however, to cover specific bands of levels which are not intended to represent all workers in those occupations. The survey is designed to permit separate presentation of data for metropolitan areas. These include the 276 Stan dard Metropolitan Statistical Areas in the United States, except Alaska and Hawaii, as revised through October 1975 by the U.S. Office of Management and Budget. Establish ments in metropolitan areas employed over four-fifths of all the workers and nine-tenths of the professional, administra tive, clerical, and supervisory employees within the scope of the survey. Ninety percent of the employees in the occupa tions chosen for study were employed in metropolitan areas. Selected occupations included more than 1,661,000 em ployees, or almost one-fifth of the estimated employment in professional, administrative, clerical, and related occupa tions in establishments within the scope of the survey. Em ployment in the occupations varied widely, reflecting not only actual differences among occupations, but also differ ences in the range of duties and responsibilities covered by the occupational definitions. Among professional and ad ministrative occupations, the eight levels of engineers in cluded 424,885 employees, whereas each of three other occupational categories (chief accountants, job analysts, and directors of personnel) included fewer than 5,000 em ployees. Accounting clerks and secretaries made up over one-half of the 796,216 employees in the clerical occupa tions studied. Selected drafting occupations had aggregate employment of 83,216; five engineering technician levels together had 90,018; and the six computer operator levels, 60,449. Although approximately one-half of all employees in the occupations studied were women, they were concentrated in clerical positions. Women filled more than 90 percent of the jobs at each level of keypunch operators, secretaries, stenographers, and typists. A percent distribution of wom en employees by occupation and level is shown in appen dix A. Summary Average salaries of workers in the occupations covered by this survey rose 6.9 percent from March 1976 to March 1977, the third largest annual increase recorded since the survey was begun in 1960. Increases for 8 of the 12 profes sional, administrative, and technical support occupations surveyed ranged from 6.0 to 7.8 percent; the average in crease was 7.1 percent. The average of the increases for the clerical occupations surveyed was 6.6 percent; the increases ranged from 5.5 to 7.9 percent.1 Average monthly salaries for the 78 occupational levels varied from $506 for clerks engaged in routine filing to $3,876 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 also were generally lower in the finance industries. Characteristics of the survey This survey, the 18th in an annual series, provides na tionwide salary averages and distributions for 78 work level categories covering 19 occupations. It relates to establish ments in all areas of the United States, except Alaska and Hawaii, in the following industries: Mining; construction; manufacturing; transportation, communications, electric, gas, and sanitary services; wholesale trade; retail trade; fi nance, insurance, and real estate; and selected services. The minimum size of the establishments surveyed is either 100 or 250 employees depending on the industry.2 Occupational definitions in this study permit employees to be classified by duties and responsibilities into appropri ate work levels—designated by Roman numerals, with lev el I as the lowest. Specific job factors determining classi fication, however, vary from occupation to occupation. The number of work levels in each occupation ranges ‘ Results o f the March 1976 survey were presented in N ation al Su rvey o f P rofessional, A d m in istra tive, Technical, an d Clerical Pay, March 1 9 7 6 , Bulletin 1931 (Bureau o f Labor Statistics, 1976). Changes in salary levels Text table 1 presents increases in average salaries that occurred between annual survey periods since 1961 for 2 For a full description o f the scope o f the 1977 survey’, see appendix A. 1 Text table 1. Percent increases in average salaries, 1961-77, by occupation and group Occupation and group All survey occupa tions2 .......... Professional, administrative, and technical support2 ............ Accountants . . Auditors .......... Chief ac countants . . . . Attorneys . . . . B u yers.............. Job analysts . . . Directors of personnel . . . . C h em ists.......... Engineers.......... Engineering techni cians .............. Drafters7 .......... Computer op erators ............ Clerical2 ............... Accounting cle rk s .............. File clerks . . . . Keypunch op erators ............ Messengers . . . . Secretaries . . . . Stenog raphers ............ Typists.............. 1973 to 1974 1974 to 1975 1975 to 1976 1976 to 1977 Average annual rate of increase, 1961 to 1977 5.4 6.4 9.0 7.0 6.9 5.3 5.5 5.6 5.5 5.4 4.9 5.2 6.3 6.1 5.2 8.3 9.8 6.8 6.7 6.4 5.5 7.1 7.8 6.8 5.3 5.5 5.2 9.1 5.0 7.0 7.7 3.9 6.1 6.3 6.8 5.8 6.3 5.0 5.2 7.2 5.8 6.0 6.1 8.6 7.6 9.2 7.5 6.6 6.1 6.7 6.0 10.5 5.4 •7.0 6.5 5.8 (4 ) (5) 5.0 7.4 5.9 5.5 8.0 5.5 5.7 3.9 5.1 5.2 7.5 3.7 5.1 7.2 7.1 5.4 6.1 10.1 8.4 7.8 6.6 6.8 9.1 7.0 6.4 5.6 5.4 5.1 5.8 5.8 6.3 4.9 6.5 5.6 5.1 7.2 4.7 6.2 6.0 6.7 9.0 8.0 8.1 7.4 7.2 6.0 6 5.3 (4 ) ( 5) 5.3 ( s) 5.5 (5) 6.2 ( 5) 6.5 ( s) 6.1 ( 5) 5.4 ( 3) 6.4 ( 5) 9.6 ( 3) 7.3 5.4 6.6 ( s) 5.2 3.3 5.1 4.7 6.8 4.7 5.5 6.2 5.5 6.0 6.1 6.0 5.5 4.6 5.9 6.9 5.4 7.7 9.6 7.2 6.4 6.9 5.5 4.8 6 5.2 3.7 2.8 (s) 5.2 5.4 ( 3) 4.9 6.2 4.6 5.3 6.7 5.3 6.4 6.3 6.4 7.0 6.7 6.6 6.8 6.3 6.1 5.4 5.1 5.1 7.3 5.6 ( 3) 9.9 10.1 (5) 7.6 7.4 ( 3) 5.9 7.5 6.4 6 5.5 5.4 ( 5) 2.9 2.6 4.6 5.4 4.9 5.8 5.9 5.7 5.8 6.0 7.5 6.1 6.4 5.7 5.2 4.0 6.5 6.7 11.6 9.9 8.0 7.1 7.9 6.2 6 5.6 5.1 1968 to 1969 1969 to 1970 1970 to 1971 5.4 5.7 6.2 6.6 5.8 4.2 4.6 4.8 5.5 5.7 5.5 5.8 7.0 7.2 6.2 6.7 7.0 6.7 6.7 7.0 3.3 4.0 ( 3) 5.4 5.1 3.2 4.2 3.4 5.5 5.3 4.9 7.0 5.8 ( 3) 6.6 2.1 7.1 7.1 6.1 4.1 3.5 3.9 3.2 3.6 4.8 3.7 3.8 4.4 4.3 5.4 5.1 5.4 5.4 6.5 6.2 3.6 2.6 2.3 ( 3) 2.8 1.5 3.7 3.5 5.1 5.3 (5) 2.6 ( 5) 2.7 (5) 2.4 (5) 3.0 (5) 4.8 3.0 ( 3) 2.5 2.6 2.8 3.1 2.2 2.2 3.0 2.9 ( 3) 2.6 ( 5) 2.5 2.8 (5) 2.7 2.3 (5) 2.3 3.0 (s) ( 3) 2.5 2.5 2.6 2.4 2.6 2.3 2.5 1961 to 1962 1962 to 1963 1963 to 1964 1964 to 1965 1965 to 1966 2.9 3.0 3.1 3.1 3.3 4.5 3.0 2.8 2.9 3.3 3.3 3.6 3.4 2.8 3.1 3.7 3.5 3.9 3.6 3.8 3.8 2.6 3.2 ( 5) 1.4 2.8 4.6 (5) 2.6 4.8 3.3 ( 5) 3.5 3.9 4.2 ( 5) 4.3 3.7 3.9 2.6 3.0 3.8 4.4 4.6 3.3 2.9 ( 5) 3.2 2.9 3.6 ( 5) 2.8 1966 1967 to to 19671 1968 1971 1972 to to 19721 1973 ‘ S u r v e y d a t a d i d n o t r e p r e s e n t a 1 2 - m o n t h p e r io d d u e t o a c h a n g e in s u r v e y t im in g . D a ta h a v e b e e n p r o r a t e d t o r e p r e s e n t a 1 2 - m o n t h in t e r v a l . 2 D a ta f o r 1 a d m in is t r a t iv e o c c u p a t i o n (m a n a g e r s o f o f f i c e s e r v ic e s , la s t s u r v e y e d in 1 9 6 8 ) , 1 c le r ic a l s u p e r v is o r y o c c u p a t i o n ( k e y p u n c h s u p e r v is o r s , s u r v e y e d f r o m 1 9 7 0 t o 1 9 7 6 ) , a n d 3 c le r ic a l o c c u p a t i o n s ( b o o k k e e p in g - m a c h i n e o p e r a t o r s , la s t s u r v e y e d in 1 9 6 4 , a n d s w i t c h b o a r d o p e r a t o r s a n d t a b u l a t i n g - m a c h in e o p e r a t o r s , la s t s u r v e y e d in 1 9 7 0 ) , n o t s h o w n a b o v e , a re in c lu d e d in t h e a ll- s u r v e y a n d t h e b r o a d o c c u p a t i o n a l g r o u p a v e ra g e s f o r t h e p e r io d s d u r in g w h ic h t h e y w e r e s u r v e y e d . 3 C o m p a r a b le d a t a n o t a v a ila b le f o r b o t h y e a rs . 4 C o m p a r is o n o v e r t h is p e r io d w a s n o t p o s s ib le b e c a u s e o f c h a n g e s in t h e d e f i n i t i o n o f t h e o c c u p a t i o n . 5 N o t s u rv e y e d . 6 A v e r a g e a n n u a l r a te o f in c r e a s e f r o m 1 9 6 2 t o 1 9 7 7 . 7 I n c lu d e s d r a f t e r - t r a c e r s . each survey occupation.3 Also shown are average percent changes for the two broad occupational groups covered by the survey (the professional, administrative, and technical support group; and the clerical group) and the average per cent change for the two groups combined. The 6.9-percent increase in white-collar salaries in the year ending March 1977 was the third largest recorded since the series was begun. It was exceeded only by the increases shown by the two previous surveys. Clerical salaries were up 6.6 percent; salaries of the professional, administrative, and technical support occupations were up 7.1 percent. For the first time in 6 years, the rate of increase for professional, administrative, and technical support jobs exceeded the rate of increase for clerical jobs. Among the 19 occupations surveyed, the smallest in creases were for attorneys and computer operators, at 5.4 percent, and file clerks, at 5.5 percent. Showing the largest increases were chief accountants, at 10.5 percent, and di rectors of personnel, at 9.1 percent. To show changes in salaries since 1961 for different lev els of work, occupational classifications were grouped into the three broad categories described in text table 2. N O T E : F o r m e t h o d o f c o m p u t a t i o n , see a p p e n d ix A . 3 Beginning in 1965, data are for establishments in metropolitan areas and nonmetropolitan counties; before 1965, data are for met ropolitan areas only. Establishments employing fewer than 250 workers were excluded before 1966. 2 Text table 2. Percent increases in average salaries, 1961-77, by work level category Work level category Group A (GS grades 1-4 in appendix D ) ........................ Group B (GS grades 5-10 in appendix D ) ........................ Group C (GS grades 11-15 in appen dix D ) ................. 1961 to 1962 1962 to 1963 1963 to 1964 1964 to 1965 1965 to 1966 2.8 2.7 2.7 2.2 2.9 4.5 2.6 4.0 2.6 3.3 3.7 3.5 3.7 3.5 4.2 4.2 in c re a s e s have ‘ A c tu a l s u r v e y -to -s u rv e y 1 2 - m o n t h p e r io d . been 1968 to 1969 1969 to 1970 1970 to 1971 1971 to 1972* 1972 to 1973 1973 to 1974 1974 to 1975 1975 to 1976 1976 to 1977 1961 to 1977 5.1 5.5 6.2 6.2 6.3 5.5 6.2 9.1 7.6 6.9 122.7 4.8 5.8 6.5 6.3 6.3 5.2 4.4 5.7 8.6 6.4 6.3 123.1 4.1 4.7 5.9 6.4 6.2 5.6 5.7 6.2 8.8 6.5 7.7 132.7 1966 1967 to to 19671 1968 p r o r a te d to a N O T E : F o r m e t h o d o f c o m p u t a t i o n , see a p p e n d ix A . Average salaries increased more for the higher occupa tional levels (group C) than for the two lower groups from 1961 through 1966, except for the 1962-63 period. Be tween 1966 and 1969, however, the middle occupational levels (group B) showed larger annual increases than did the lower or higher levels. Between 1969 and 1971, the in creases for all three groups were nearly identical, but since 1971, the middle group has trailed the other two. Although occupational levels in group C show the largest cumulative increase over the entire 1961-77 period, salaries of occupa tional levels in group A have increased the most (49.5 per cent) between 1971 and 1977. Another method of examining salary trends is to com bine the data into the four occupational groups shown in chart 1. Increases from 1976 to 1977 amounted to 7.6 percent for the experienced professional and administrative group; 5.1 percent for the entry and developmental profes sional and administrative group; 6.3 percent for the techni cal support group; and 6.8 percent for the clerical group.4 The entry and developmental professional and administra tive group continued the pattern shown since 1970 of re cording the smallest percent change. Increases in salaries for the entry and developmental pro fessional and administrative group averaged 5.0 percent over the 16-year period—less than the increases for the tech nical support group, 5.1 percent; the clerical group, 5.2 percent; and the experienced professional and administra tive group, 5.4 percent.5 Average salaries, March 1977 Average monthly salaries for the occupations studied (table 1) ranged from $506 for file clerks I to $3,876 for the top level of attorneys surveyed. These extremes reflect the wide range of duties and responsibilities represented by the work levels surveyed. Average salaries for workers in the various occupational levels and a brief indication of the duties and responsibilities these levels represent are sum marized in the following paragraphs.6 Among the five levels of accountants surveyed, average monthly salaries ranged from $1,013 for accountants I to $2,087 for accountants V. Auditors in the four levels de fined for survey had average salaries ranging from $1,047 a month for auditors I to $1,794 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. For level III, the most heavily populated group in both series, monthly sala ries averaged $1,379 for accountants and $1,426 for audi tors. Sixty-four percent of the accountants and 39 percent of the auditors were employed in manufacturing industries. Large numbers of auditors also were employed in the fi nance, insurance, and real estate industries (32 percent); and in public utilities (16 percent).7 Chief accountants—surveyed separately-' from accoun tants—include those who develop or adapt and direct the accounting program for a company or an establishment (plant) of a company. Classification levels are 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 with relatively few and stable functions and work processes (directing one or two accoun- “Work levels used to compute 1976-77 increases were: Cler ical-A ll clerical levels. Technical support-A ll levels o f drafters, en gineering technicians, and computer operators. Entry and develop mental professional and adm inistrative-Accountants I and II; audi tors I and II; attorneys I; job analysts II; chemists I and II; and engineers I and II. Experienced professional and administrative— Accountants III, IV, and 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 o f 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 o f the 4 occupational categories, were not used. '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. 6 Classification o f employees in the occupations and work levels surveyed is based on factors detailed in the definitions in appen dix C. 7 Establishments primarily engaged in providing accounting and auditing services are excluded from the survey. 3 Chart 1. Increases in average salaries for selected occupational groups, 1961 to 1977 Percent increase 8 --- 8 Technical support 6 ---- Mean increase 1961 to 1977 Mean increase 1961 to 1966 Mean increase 1966 to 1971 1971 to 19721 1972 to 1973 Data were adjusted to a 12-month period. 4 1973 to 1974 1974 to 1975 1975 to 1976 1976 to 1977 65 percent of the job analysts and 70 percent of the direc tors of personnel included in the study; the finance, insur ance, and real estate industries ranked next with 21 percent of the job analysts and 10 percent of the directors of per sonnel. C h em ists 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 com plex and diversified engineering or chemical program, with several subordinates each directing large and important seg ments of the program; or individual research and consult ation in difficult problem areas where the chemist or engi neer is a recognized authority and where solutions would represent a major scientific or technological advance.12 Av erage monthly salaries ranged from $1,073 for chemists I to $3,720 for chemists VIII, and from $1,218 for engineers I to $3,172 for engineers VIII. Although at level I the average salaries of engineers exceeded those of chemists by 14 per cent, the salary advantage of engineers over chemists de creased steadily with each level, until at level IV the average salaries for both occupations were nearly equal, and at level VIII the average salaries for chemists exceeded those for engineers by 17 percent. Level IV represents the largest group in each series; it includes professional employees who are fully competent in all technical aspects of their assignments, work with consid erable independence, and in some cases, supervise a few professional and technical workers. Manufacturing indus tries accounted for over 86 percent of all chemists and 69 percent of all engineers; the selected services, 7 and 13 percent; and public utilities, 1 and 12 percent, respectively. By definition, the five-level series for engineering tech n i cians is limited to employees providing semiprofessional technical support to engineers engaged in areas such as re search, design, development, testing, or manufacturing pro cess improvement, and whose work pertains to electrical, electronic, or mechanical components or equipment. Tech nicians engaged primarily in production or maintenance work are excluded. Engineering technicians I, who perform simple routine tasks under close supervision, or from de tailed procedures, averaged $811 a month. Engineering technicians V, the highest level surveyed, averaged $1,436 a month. That level includes fully experienced technicians performing more complex assignments involving responsi bility 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 outlined by the supervisor or a professional engineer. Salaries for intermediate levels III and IV, at which a majority of the technicians surveyed are classified, averaged $1,096 and $1,268, respectively. As might be expected, most of the technicians as defined were tants), averaged $1,880 a month. Chief accountants IV,8 who have authority to establish and maintain the account ing program, subject to general policy guidelines, for a com pany with numerous and varied functions and work pro cesses (directing as many as 40 accountants), averaged $3,066 a month. Over two-thirds of the chief accountants who met the requirements of the definitions for these four levels were employed in manufacturing industries. A tto r n e y s are classified into survey levels based upon the difficulty of their assignments and their responsibilities. At torneys I, which include new law graduates with bar mem bership and those performing work that is relatively uncom plicated due to clearly applicable precedents and wellestablished facts, averaged $1,336 a month. Attorneys in the top level surveyed, level VI, averaged $3,876 a month. These attorneys deal with legal matters of major impor tance to their organization, and are usually subordinate only to the general counsel or an immediate deputy in very large firms. Finance, insurance, and real estate industries employed over four-tenths of the attorneys; manufacturing industries employed about three-tenths; and public utilities, two-tenths.9 B u yers averaged $1,029 a month at level I, which in cludes those who purchase “off-the-shelf’ and readily avail able items and services from local sources. Buyers IV, who purchase large amounts of highly complex and technical items, materials, or services, averaged $1,826 a month. Man ufacturing industries employed 83 percent of the buyers in the four levels. In the personnel management field, four work levels of jo b an alysts and five levels of d ire c to rs o f p erso n n el were studied.10I Job analysts II, the lowest level for which data could be presented, averaged $1,131 compared with $1,742 for job analysts IV who, under general supervision, analyze and evaluate a variety of the more difficult jobs and may participate in the development and installation of evalua tion or compensation systems. Directors of personnel are limited by definition to those who have programs that in clude, at a minimum, responsibility for administering a job evaluation 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 representative are excluded. Provisions are made in the definition for weighting various combinations of duties and responsibili ties to determine the level. Among personnel directors, av erage monthly salaries ranged from $1,588 for level I to $3,149 for level IV.11 Manufacturing industries employed 8 Although chief accountants V, directors o f personnel V, and job analysts I were surveyed, as defined in appendix C, too few employees in each occupational level met requirements for the level to warrant presentation o f salary figures. 9 The survey excludes establishments primarily offering legal advice or legal services. I °See footnote 8. II See footnote 8. 12 It is recognized in the definition that top positions o f some companies with unusually extensive and complex engineering or chemical programs are above that level. 5 employed in manufacturing (77 percent) and in the selected services studied (14 percent), with public utilities em ploying nearly all the rest (7 percent). Although the ratio of such technicians to engineers studied was about 1 to 4 in all manufacturing industries, a ratio of approximately 1 to 3 was found in establishments manufacturing mechanical and electrical equipment, 1 to 8 in public utilities, and 1 to 3 in research, development, and testing laboratories. In the drafting field, the definitions used in the survey cover four levels of work—drafter-tracers, and drafters I, II, and III. Monthly salaries averaged $768 for drafter-tracers and ranged from $863 to $1,319 among the three levels of drafters. Drafter-tracers copy plans and drawings prepared by others or prepare simple or repetitive drawings of easily visualized items. The three drafter levels, as defined, range from employees preparing detailed 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 64 percent in manufacturing, 11 percent in public utilities, and 15 per cent in the selected services studied. Computer operators, surveyed in six levels, are classified on the basis of responsibility for solving problems and equipment malfunctions, the degree of variability of their assignments, and the relative level of sophistication of the equipment they operate. Computer operators I whose work assignments consist of on-the-job training averaged $665 a month. Computer operators III, the largest group surveyed, averaged $877. At the highest level, computer operator VI, the average monthly salary was $1,369; less than 2 percent of the operators, however, were at this level. Computer operators and keypunch operators were distributed by in dustry in approximately similar proportions. Nearly twothirds were employed in the manufacturing and the finance, insurance, and real estate industries; one-tenth were em ployed in both public utilities and selected services. Among the survey’s seven clerical jobs, secretary was the most heavily populated. Average monthly salaries for secre taries ranged from $777 at level I to $1,117 at level V. Average salaries of $757 and $848 were reported for gener al and senior stenographers; $678 and $866 for accounting clerks I and II; and $600 and $715 for the two levels of typists. Generally, average salaries for clerical workers were highest in the public utilities, manufacturing, and mining industries and lowest in the finance, insurance, and real estate, and retail trade divisions. In 12 of the 17 clerical work levels, employment in manufacturing exceeded that in any of the nonmanufacturing divisions within the scope of the survey; highest employment totals in the other five lev els were in the finance, insurance, and real estate division. Women constituted 95 percent or more of the employees in 11 of the clerical work levels; men constituted more than one-half in only one (messenger). Median monthly salaries (the amount below and above which 50 percent of the employees are found) for most work levels were slightly lower than the weighted averages (means) cited above (i.e., salaries in the upper halves of the arrays affected averages more than salaries in the lower halves). The relative difference between the mean and the median was less than 3 percent for 50 of the 78 work levels, from 3 to 5 percent in 18 work levels, and from 5 to 7 percent in the other 10 levels. Salary levels in m e tro p o lita n areas In most occupational levels, average salaries for employ ees 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 2 of the 78 work levels for which separate data could be presented were average salaries more than 1.5 percent higher in metropoli tan areas than in all areas combined. Employment in the survey occupations in metropolitan areas was about ninetenths of the total nationwide employment reported in these occupations. The proportions varied, however, among occupations and work levels. Nearly all attorneys, for exam ple, but less than four-fifths of the directors of personnel, were employed in metropolitan areas. In 68 of the 78 work levels, 85 percent or more of the employment was in metro politan 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. S alary levels in large establishm ents Table 3 presents separate data for 75 occupational work levels in large establishments—those with 2,500 employees or more. Included are the proportions of employees work ing in large establishments and their salary levels relative to the full survey averages. Large establishments accounted for 36 percent of all em ployees in the 75 occupational levels—ranging from 5 per cent for directors of personnel II to 71 percent for the highest level of engineering technicians studied. The propor tion was near one-third for most professional, administra tive, and technical support occupations although for the numerically important engineer and engineering technician occupations the proportions were 52 and 51 percent, re spectively. The proportion was 27 percent for employees in the clerical occupations. Salary levels in large establishments expressed as per cents of levels in all establishments, combined, ranged from 99 to 134 and averaged 109 for the 75 occupational levels. Salary levels in large establishments exceeded all-establish ment averages by 5 percent or more in all but one of the clerical levels, but in only 35 of 5 8 .nonclerical levels, as shown by the tabulation on the next page (all-establishment average for each occupational level =100 percent). 6 P rofessional, a d m in is tra tiv e , a n d te c h n ic a l C le ric a l Total number of levels . . . . 58 17 9 5 -9 9 p e rc e n t............................. 1 0 0 -1 0 4 p e rc e n t........................ 1 0 5 -1 0 9 p e rc e n t........................ 1 1 0 -1 1 4 p e rc e n t........................ 115 percent and o v e r................. 1 22 — 17 11 7 tional pay relationships as well as the typically greater de gree 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 median salary permits comparison of salary ranges and eliminates extremely low and high salaries from each comparison. As shown in text table 3, the degree of dispersion ranged from 15 to 30 percent of the median salary in 66 of the 75 work levels. The degree of dispersion tended to be greater in the clerical occupations than in the other occupations studied. Differences in salaries paid within work levels reflect a variety of factors other than duties and responsibilities. These include salary structures within establishments which provide for a range of rates for each grade level; variations in occupational employment among industries, as illustrat ed in table 7 and chart 4; and salary variations among re gions—particularly for clerical occupations.13 Clerical em ployees usually are recruited locally while professional and administrative positions tend to be recruited on a broader regional or national basis. 1 2 9 5 As expected, the pay relatives were close to 100 for those work levels where large establishments contributed heavily to the total employment and, consequently, to the all-establishment average. Salary d is trib u tio n s Percent distributions of employees by monthly salary are presented for the professional and administrative occu pations in table 4, for technical support occupations in table 5, and for the clerical occupations in table 6. Within all 78 work levels, salary rates for the highest paid employ ees were more than twice those of the lowest paid employ ees. 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 occupa tions showed a substantial degree of overlapping of individ ual 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 occupational work level, have been charted (charts 2 and 3). The charts point up occupa T e x t ta b le 3 . Pay d ifferences by ind u stry By combining the data for all levels of work studied in each occupation, relative salary levels in major industry di visions may be compared to each other and to salary levels in all industries combined (table 8). 13For analysis o f interarea pay differentials in clerical salaries, see Area Wage Surveys: Metropolitan Areas, United States and Reg ional Summaries, 1973-74, Bulletin 1795-29 (Bureau o f Labor Sta tistics, 1976) and Wage Differences Among Metropolitan Areas, 1974-75, Summary 76-10 (Bureau o f Labor Statistics, 1976). D is trib u tio n o f w o r k levels by degree o f salary dispersion Number of levels having degree of dispersion1 of— Occupation Number of work levels Under 15 percent 15 and under 20 percent and under 25 percent 25 and under 30 percent 30 percent and over 11 20 All o ccupations......................................................... 78 1 13 32 21 A ccountants................................................................................. A u d ito rs ........................................................................................ Chief accountants....................................................................... Attorneys ...................................................................................... Buyers............................................................................................. Job analysts ................................................................................. Directors of personnel................................................................ Chem ists........................................................................................ Engineers ..................................................................................... Engineering technicians.............................................................. Drafters2 ........................................................................................ Computer operators ................................................................... Clerical workers .......................................................................... 5 — — — — — 1 3 — 2 2 1 2 4 4 6 4 3 4 8 8 5 4 6 17 1 Degree o f dispe rsion equals th e salary range o f th e m id d le 50 pe rce n t o f em ployees in a w o rk level expressed as a p e rc e n t o f the 2 1 — — — 1 1 5 — - 2 - — — 2 2 3 — 2 6 2 1 1 3 — 1 1 - 1 m edian salary fo r th a t level, 2 Includes d ra fte r-tra ce rs. 7 5 — — 3 3 8 _ — — — — — 1 — — — 1 1 8 Chart 2. Salaries in professional and technical occupations, March 1977 Median monthly salaries and ranges within which fell 50 percent and 80 percent of employees . Occupation and level Accountants Auditors Chief accountants Attorneys Chemists Engineers Engineering technicians Drafter-tracers Drafters Computer operators 8 Chart 3. Salaries in administrative and clerical occupations, March 1977 Median monthly salaries and ranges within which fell 50 percent and 80 percent of employees $500 Occupation and level Directors o f personnel I II III IV Job analysts II III IV Buyers I II III IV Secretaries I II III IV V Clerks, accounting $1,000 $1,500 $2,000 I II Stenographers, general Stenographers, senior Keypunch operators Clerks, file | II I II III Typists Messengers 9 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000 Chart 4. Relative employment in selected occupational groups by industry division, March 1977 Percent Occupational group Accountants and chief accountants Auditors Attorneys Buyers Directors o f personnel and job analysts Chemists Engineers Engineering technicians and drafters Computer operators Clerical employees Public utilities 10 Finance, insurance, and real estate Trade and selected services Relative salary levels for the 12 professional, administra tive, and technical support occupations tended to be closest to the average for all industry divisions in manufacturing. However, manufacturing contributed more to total employ ment than any other industry division for all but one (attor neys) of the 12 occupations. Relative salary levels in the mining and public utilities industry divisions were generally the highest. For most occupations studied, relative salary levels were lower in retail trade and in finance, insurance, and real estate than in other industry divisions'. Where retail trade and the finance industries contributed a substantial propor tion of the total employment in an occupation, the average salary for all industries combined was lowered, and the rela tive 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 (109 percent of the all-industry level in manufactur ing and 141 percent in public utilities) reflected the influ ence of lower salaries for the high proportion (63 percent) of these workers employed in the finance industries. 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 reg ular straight-time salary is based, was obtained for individ ual employees in the occupations studied. When individual weekly hours were not available, particularly for some higher level professional and administrative positions, the predominant workweek of the office work force was used as the standard workweek. The distribution of average weekly hours (rounded to the nearest half hour) is present ed in table 9 for each occupation by major industry division surveyed. Average weekly hours were lower in finance, in surance, and real estate (38 hours in most occupations) than in the other industry divisions (39 or 39.5 hours). Average weekly hours have been stable over the past de cade.14 14For information on scheduled weekly hours of office workers employed in metropolitan areas, see Area Wage Surveys, Selected Metropolitan Areas, 1975, Bulletin 1850-88 (Bureau of Labor Sta tistics, 1977). Although only nationwide salary data are presented in this bulletin, salary data for clerical and drafting occupations are available for each of the metropolitan areas in which the Bureau conducts area wage surveys. These area reports also include information on supplementary benefits such as paid vacations, holidays, and health, insurance, and pension plans relating to nonsupervisory office workers. A directory of occupational wage surveys, which contains a listing by State and area, is available at the Bureau’s regional offices listed on the inside back cover of this bulletin. 11 Table 1. Average salaries: United States (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry,1 United States except Alaska and Hawaii, March 1977) Monthly salaries4 Occupation and level2 ACCOUNTANTS I ............................................................................ I I ......................................................................... III ...................................................................... IV ......................................................................... CHI Eh ACCOUNTANTS CHIE F ACCOUNTANTS CH IE F ACCOUNTANTS CH IE F ACCOUNTANTS Annual salaries4 Middle range5 Mean Median First quartile Third quartile Middle range5 Mean Median First quartile Third quartile AND AUDITORS ACCOUNTANTS I .................................................................... ACCOUNTANTS I I ................................................................ ACCOUNTANTS I I I .............................................................. ACCUUNTANTS IV ................................................................. ACCOUNTANTS V .................................................................... AUDITORS AUDITORS AUDITORS AUDITORS Number of employees3 I ................................................... I I ................................................ I I I ............................................. I V ................................................ B «10 1 15,271 3 5 , 1B9 2 2,227 8 ,4 6 5 S I , 013 1,2 1 9 1 ,3 7 9 1 ,6 9 7 2 ,0 8 7 $ 1,0 00 1,1 8 3 1 ,3 5 0 1 ,6 6 7 2 ,0 8 2 $910 1 ,0 5 0 1 ,208 1,5 1 3 1 ,8 5 8 $ 1,1 00 1 ,37 5 1,5 2 3 1 ,8 5 0 2 ,2 8 9 $12 ,15 5 14,6 24 1 6,5 45 2 0,3 67 2 5,0 42 $ 12,000 1 4,194 1 6,2 00 20,0 04 2 4,9 87 $ 10,916 1 2,6 00 1 4,4 94 1 8,156 2 2,2 91 $13 ,20 0 16,500 18,276 1 ,5 3 9 2 ,9 0 3 5 ,6 1 2 3 ,6 4 6 1 ,0 4 7 1 ,2 0 9 1 ,4 2 6 1 ,7 9 4 1,0 2 5 1 ,1 3 8 1 ,4 0 0 1,7 5 5 883 1 ,0 3 4 1 ,2 6 0 1 ,5 9 0 1 ,1 5 5 1 ,3 4 2 1 ,5 4 5 1,9 8 3 12,5 70 14,503 17,108 2 1,5 26 1 2,3 00 1 3,6 56 16,800 21,060 1 0,596 12,410 1 5,1 20 19,080 1 3,860 1 6,104 1 8,540 2 3,800 568 1 ,1 9 7 782 360 1,8 8 0 , 110 2 ,6 1 0 3 ,0 6 6 1 ,8 0 0 2 ,0 8 6 2,5 1 1 3 ,0 0 7 1 ,7 1 8 1,841 2 ,2 9 1 2 ,7 0 8 2 ,0 5 7 2 ,2 9 1 2 ,9 0 1 3 ,3 0 7 22,5 58 2 5,320 31,324 3 6,789 21,6 00 25,0 27 3 0,1 37 3 6,086 2 0,621 2 2,0 92 2 7,4 93 3 2,4 96 2 4,681 2 7,4 89 3 4,8 10 3 9,6 84 1 ,3 3 6 1 ,6 6 1 1,1 7 3 1,4 7 5 1 ,8 8 3 2 ,2 8 7 2 ,9 1 6 3 ,4 4 0 1 ,45 5 1,825 2 ,3 0 8 2 ,8 6 5 3 ,5 4 2 4 ,2 6 2 16,0 33 19,938 25,460 3 0,973 3 8,8 28 46,5 09 1 5,6 00 1 9,500 2 4,9 96 3 0,7 20 3 7,9 92 4 6 ,5 00 1 4,0 78 17,7 00 2 2,5 91 27,4 39 3 4,986 4 1,2 83 17,460 2 1,9 00 2 7,700 3 4,3 80 42,5 04 51,1 44 1 ,1 6 3 1 ,4 0 2 1 ,6 4 3 2 ,0 1 8 1 2,3 46 15,099 18,021 21,9 07 11,992 1 4,7 60 1 7,675 21,1 80 10,555 13,184 1 5,7 60 1 8,916 13,953 1 6,823 1 9,716 2 4,211 2 22,200 27,4 69 ATTORNEYS ATTORNEYS 1 ......................................................................... ATTORNEYS I I ...................................................................... ATTORNEYS I I I ................................................................... ATTORNEYS IV ...................................................................... ATTORNEYS V ......................................................................... ATTORNEYS V I ...................................................................... 1 ,2 8 6 1 ,9 2 5 2 ,5 0 4 2 ,5 7 5 1 ,801 822 2 ,5 8 1 3 ,2 3 6 3 ,8 7 6 1 ,3 0 0 1 ,6 2 5 2 ,0 8 3 2 ,5 6 0 3 ,1 6 6 3 ,8 7 5 5 ,2 2 9 1 4,513 16,233 5 ,6 3 2 1 ,0 2 9 1 ,2 5 8 1 ,5 0 2 2o 1,8 9 99 1 ,2 3 0 1 ,4 7 3 1,7 6 5 880 1 ,0 9 9 1,3 1 3 1 ,5 7 6 240 558 569 1,131 1,418 1 ,7 4 2 1 ,08 5 1 ,3 7 5 1 ,7 2 4 1 ,2 5 0 1,5 3 4 1 ,2 5 8 1 ,5 8 5 1 ,9 3 5 13,572 1 7,016 2 0 ,9 08 1 3,0 20 16,500 2 0,6 92 1 4,994 1 8,405 15,094 19,020 23,220 1 ,1 3 9 2 ,2 3 9 1,038 3 38 1 ,5 8 8 1,9 8 0 2 ,4 3 2 3 , 14 9 1,582 1 ,9 1 6 2 ,3 4 0 3 , 1 00 1 ,3 9 8 1 ,7 1 4 2,200 1,7 4 7 2 ,8 2 5 2 ,7 5 0 3 ,5 0 0 1 9,0 62 2 3,7 55 2 9,1 88 37,7 85 1 8,9 79 2 2,9 91 28,0 82 37,2 00 1 6,7 79 2 0,5 69 24,0 00 3 3,900 20,9 67 2 6,4 00 3 3,000 4 2,0 00 1,0 5 9 1 ,191 1,4 5 8 1 ,7 8 5 2 ,1 5 8 2 ,4 9 9 3 ,0 2 5 3,6 5 7 12,872 1 4,4 39 17,6 00 2 1 ,6 74 2 6,2 14 3 0 ,5 26 3 6 ,3 29 44*642 12,708 14,292 17,493 21,4 20 25,8 96 2 9,9 93 3 6,3 00 43*884 11,210 1 2,895 1 5,642 19,200 2 3,280 2 7 ,4 89 3 1,9 87 38*460 1 4,5 99 16,080 19,344 24,0 00 2 8,8 96 3 3,0 00 39,765 4 8 ,2 33 1 4,6 13 1 6,221 1 8,6 96 2 2,0 72 2 5 ,6 20 2 9,3 76 32,9 99 3 8,063 14,4 00 16,026 1 8,420 1 3,500 1 4,904 16,800 19,892 2 3,1 12 2 6,3 89 2 9,232 3 3,1 20 15,600 1 7,363 2 0,4 00 2 4,1 20 27,881 3 1,9 87 3 6,097 41 , 4 9 6 2,122 BUYERS BUYERS BUYERS BUYERS BUYERS I .................................................................................. 11 ............................................................................... III ............................................................................ IV ............................................................................... PERSONNEL JOB ANALYSTS JOB ANALYSTS JOB ANALYSTS MANAGEMENT I I .............................................................. III ........................................................... I V .............................................................. DIRECTORS OF PERSONNEL DIRECTORS OF PERSONNEL DIRECTORS OF PERSONNEL DIRECTORS OF PERSONNEL I ..................................... I I .................................. III ............................... IV .................................. 1,000 2,000 12,000 CHEMISTS ANU ENGINEERS CHEMISTS CHEMISTS CHEMISTS CHEMISTS C HE MI S TS C HE M I ST S C HE MI S TS C HE M I ST S ENGINEERS ENGIN EERS ENGIN EERS ENGINEERS ENGIN EERS ENGINEERS ENGINEERS ENGIN EERS 2,110 1 ............................................................................ I I ......................................................................... III ...................................................................... I V ......................................................................... V ............................................................................ V I ......................................................................... V I I ...................................................................... V I I I ................................................................... 4 ,1 7 1 9 ,5 5 7 11,143 9 ,1 3 2 4 ,5 6 5 1 ,5 6 4 438 1,0 7 3 1 ,2 0 3 1,4 6 7 1 ,8 0 6 2 ,1 8 4 2 ,5 4 4 3 ,0 2 7 3 ,7 2 0 I ......................................................................... I I ...................................................................... III .................................................................... I V ...................................................................... V ......................................................................... V I ...................................................................... V I I .................................................................... V III ................................................................ 15,892 3 2,7 84 9 2,340 1 25,903 8 9,0 94 4 6,2 35 1 7,933 4 ,7 0 4 1 ,2 1 8 1,3 5 2 1 ,5 5 8 1,8 3 9 2 ,1 3 5 2 ,4 4 8 2 ,7 5 0 3 , 1 72 1,200 1,3 3 6 1,5 3 5 1 ,8 2 4 2 ,1 0 8 2 ,4 1 5 2 ,7 1 6 3 ,0 9 4 See footnotes at end o f table. 12 934 1,0 7 5 1 ,3 0 4 1 ,6 0 0 1,9 4 0 2 ,2 9 1 2,666 3 ,2 0 5 1,1 2 5 1,242 1 ,40 0 1 ,6 5 8 1 ,9 2 6 2 ,1 9 9 2 ,4 3 6 2 ,7 6 0 1 ,2 1 7 1 ,3 4 0 1,612 2,000 2 ,408 2 ,7 5 0 3 ,3 1 4 4 ,0 1 9 1,3 0 0 1 ,4 4 7 1 ,7 0 0 2,010 2 ,3 2 3 2,666 3 ,0 0 8 3 ,458 21,888 2 5,2 96 28,9 80 3 2,5 88 3 7,1 24 Table 1. Average salaries: United States—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry,1 United States except Alaska and Hawaii, March 1977) Annual salaries4 Monthly salaries4 Occupation and level2 TECHNICAL Number of employees3 Middle range3 Middle range5 Mean Median First quartile Third quartile Mean Median First quartile Third quartile $ 9 ,3 85 1 1,160 1 3,154 1 5,225 17,093 $8,400 9 ,8 7 6 1 1,5 13 13,695 15,705 $10,722 12,600 14,662 1 6,633 1 8,6 84 SUPPORT I .................................. I I ............................... III ............................. I V ............................... V .................................. 3 ,1 4 2 1 5,0 33 2 5,0 56 2 8,460 18,327 $811 946 1 ,0 9 6 1 ,2 6 8 1 ,4 3 6 $78 2 930 1 ,0 9 6 1,2 6 9 1 ,4 2 4 $700 823 959 1,1 4 1 1 ,3 0 9 $8 9 3 1 ,0 5 0 1,3 8 6 1 ,5 5 7 $9,727 1 1,3 55 13,151 1 5,221 1 7,2 37 DRAFTER-TRACERS .............................................................. UR AF Tt RS I ........................................................................... DRAFTERS I I ......................................................................... DRAFTERS I I I ...................................................................... 4 ,0 9 0 1 8,1 40 3 1,4 18 29,5 68 768 863 1 ,0 6 9 1 ,3 1 9 750 82 9 1,0 4 0 1 ,2 8 8 646 720 916 1 ,1 2 6 896 967 1 ,2 05 1 ,459 9 ,2 1 4 10,3 54 1 2,8 33 1 5,8 28 8 ,9 9 4 9 ,9 4 8 12,480 1 5,4 54 7 ,7 5 7 8 ,6 4 0 10,996 1 3,5 15 10,749 11,601 14,457 1 7,509 COMPUTER COMPUTER COMPUTER COMPUTER COMPUTER COMPUTER 4 ,8 9 0 8 ,8 8 9 2 5 ,6 36 16,251 3 ,7 7 5 1,0 0 8 665 789 8 77 1 ,0 4 6 1 ,1 7 5 1 ,3 6 9 634 770 852 574 66 2 74 2 89 7 1 ,0 0 4 1 ,2 4 5 71 5 895 980 1,1 8 6 1 ,3 0 4 1 ,511 7 ,9 7 9 9 ,4 6 3 1 0,5 29 1 2,5 57 1 4,0 99 16,423 7 ,6 1 2 9 ,2 4 0 1 0,219 6 ,8 8 2 7 ,9 4 7 8,901 1 0,7 64 12,044 14,940 8 ,5 8 0 10,741 11,758 1 4,234 15,653 1 8,1 37 9 6,1 81 8 2,4 19 2 9,073 1 6,834 5 ,4 4 6 6 3,3 25 46,5 23 21,9 49 4 1,7 02 78,7 26 85,4 80 54,0 97 19,589 3 3,2 28 3 8,1 19 4 8,651 3 4,874 678 767 8 ,1 3 8 1 0,388 6 ,0 6 8 7 ,1 6 8 9 ,0 8 2 8 ,0 4 5 9 ,3 3 7 7 ,1 6 6 9 ,3 2 9 EN GIN EERING ENG INEE RING EN GIN EER ING ENGINEERING ENGINEERING TE CH NI CI A NS T E CH NI CI A NS TE CH NI CIA NS TEC HN IC IA NS TE CH NI CIA NS OPERATORS I ................................................ OPERATORS I I ............................................. .......................................... OPERATORS I I I OPERATORS IV ............................................. OPERATORS V ................................................ OPERATORS V I ............................................. 1,010 1,1 5 6 1,3 6 9 1,222 12,120 13,867 1 6,424 CL ER ICAL CLERKS. ACCOUNTING I ................................................ CLERKS, ACCOUNTING I I ............................................. CLERKS, F I L E I ................................................................. CLERKS, F I L E I I .............................................................. CL ER KS, F IL E I I I ........................................................... KEYPUNCH OPERATORS I ....................................... KEYPUNCH OPERATORS I I ............................................. MESSENGERS ............................................................................ SECRETARIES I ................................................................... SECRETARIES I I ................................................................. SECRETARIES I I I .............................................................. SECRETARIES I V ................................................................. SECRETARIES V .................................................................... STENOGRAPHERS, GENERAL .......................................... STENOGRAPHERS, SENIOR ............................................. TY P IS TS I ............................................................................... TY P IS TS I I ............................................................................ 866 506 59 7 75 7 670 77 8 5 97 77 7 842 930 1,012 1 ,1 1 7 75 7 848 600 71 5 63 8 817 482 550 702 630 745 551 75 5 81 7 90 2 9 98 1,100 715 82 0 570 675 1 For scope of study, see table A-1 in appendix A. 2 Occupational definitions appear in appendix C. 3 Occupational employment estimates relate to the total in all establishments within the 4 1,000 543 660 881 739 873 660 869 943 1 ,045 1 ,1 5 0 1 ,2 7 5 879 969 652 8 12 10,100 1 1,1 59 1 2,1 38 1 3,4 07 9 ,0 8 6 10,178 7 ,2 0 2 8 ,5 8 5 7 ,6 5 6 9 ,8 0 2 5 ,7 8 8 6 ,6 0 0 8 ,4 2 4 7 ,5 6 0 8 ,9 4 0 6 ,6 1 1 9 ,0 6 0 9 ,8 0 2 1 0,8 24 1 1,972 1 3,2 00 8 ,5 8 0 9 ,8 4 0 6 ,8 4 0 8,100 6 ,5 9 7 8 ,3 4 0 5 ,2 8 0 5 ,8 3 9 7 ,3 5 2 6 ,7 5 7 7 ,7 9 5 5 ,8 8 0 7 ,8 6 0 8,551 9,5 4 3 1 0,2 60 11,400 7 ,3 4 4 8 ,5 7 7 6 ,0 4 8 7 ,0 3 9 9 ,2 0 4 12,000 6 ,5 1 8 7 ,9 2 0 10,572 8 ,8 6 4 10,476 7 ,9 2 5 10,428 11,314 12,540 13,800 1 5,3 00 1 0,548 11,627 7 ,8 2 1 9 ,7 4 0 Salaries reported are 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 earnings are included. The middle range (interquartile) is the central part of the array excluding the upper and lower fourths of the employee distribution. scope of the survey and not to the number actually surveyed. For further explanation, see appendix A. 550 695 440 487 613 563 650 490 655 713 79 5 855 950 612 71 5 5 04 587 5 13 Table 2. Average salaries: Metropolitan areas (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry, metropolitan areas,1 United States except Alaska and Hawaii, March 1977) Monthly salaries4 Occupation and level2 Annual salaries4 Number of employees3 Mean Median First quartile Third quartile 7 ,0 7 4 13,738 30,5 04 1 9,6 04 7 ,8 1 2 $ 1,014 1 ,2 3 0 1,3 8 8 1,7 0 4 2 ,0 9 4 $ 1,0 00 1 ,1 8 5 1 ,3 3 5 1 ,65 0 2 ,0 8 0 $905 1 ,0 5 8 1,2 0 8 1 ,5 0 0 1,8 5 0 $ 1,0 80 1 ,3 5 4 1 ,4 8 7 1 ,8 0 0 2 ,2 8 5 1 ,5 2 7 2 ,7 4 3 5 ,2 4 6 3 ,4 5 8 1,0 4 7 1 ,2 1 3 1 ,4 3 1 1 ,7 9 8 1,0 2 5 1,1 4 0 1 ,4 0 0 1 ,7 9 1 883 1 ,041 1 ,2 6 0 1 ,5 9 5 492 948 643 358 1 ,8 9 7 2 ,1 4 9 2 ,5 9 1 3 ,0 6 7 1 ,7 9 0 2 ,1 0 8 2 ,4 9 9 3 ,0 0 7 1,2 5 2 1,832 2 ,4 3 9 2 ,5 1 3 1 ,7 7 5 810 1 ,3 4 0 2 ,1 2 3 2 ,5 8 5 3 ,2 3 7 3 ,8 7 6 4 ,3 1 3 11,890 14,092 5 ,2 9 2 1 ,0 4 4 1,271 1,5 1 3 1 ,8 2 3 216 537 548 Middle range5 Middle range5 Mean Median First quartile Third quartile $ 12 ,17 0 1 4,755 1 6,661 2 0 ,4 43 25,127 $ 11,995 14,220 1 6,0 20 1 9,800 2 4 ,9 60 $ 10,860 1 2,6 95 14,494 1 8,000 22,200 $ 12 ,96 0 16,247 17,843 2 1,600 27,420 1 ,1 5 5 1,3 5 1 1 ,5 2 5 2,000 12,5 70 14,5 59 1 7,168 2 1,5 82 1 2,3 00 1 3 ,6 80 16,800 21,491 1 0,5 96 1 2,4 95 15,120 19,146 13,860 1 6,2 16 1 8,3 00 2 4,0 00 1 ,7 1 8 1 ,9 6 1 2 ,2 4 9 2 ,7 0 8 1 ,9 5 8 2 ,2 9 1 2 ,7 5 5 3 ,3 0 7 22,7 59 2 5 ,7 87 31,0 88 36,8 08 21,4 84 25,3 00 29,9 88 36,0 86 2 0,621 2 3,5 33 26,9 89 3 2,4 96 23,5 00 27,4 89 3 3,060 3 9,6 84 1 ,2 9 9 1 ,6 2 5 2 ,0 8 3 2 ,5 6 1 3 ,1 6 7 3 ,8 7 5 1 ,1 6 9 1,4 7 5 1 ,8 8 3 2 ,2 9 1 2 ,8 9 9 3 ,4 3 2 1 ,45 6 1 ,8 0 3 2 ,3 1 6 3 ,5 8 2 4 ,2 6 2 1 6,0 75 1 9,9 90 2 5,4 81 3 1,0 21 3 8,8 44 4 6,5 12 1 5,5 94 1 9,5 00 24,996 3 0,7 33 3 8,0 04 4 6,5 00 14,032 17,7 00 2 2,591 27,489 3 4,7 88 4 1,1 84 17,467 21,638 2 7,7 89 3 4,3 86 42,9 83 51,1 49 99 9 1 ,4 5 0 1,7 4 5 88 5 1 ,0 8 6 1,3 0 8 1 ,5 7 0 1 ,1 3 8 1 ,3 4 7 1 ,6 1 0 1 ,975 12,531 1 5,246 18,1 56 21,879 1 1,992 1 4,472 17,4 00 20,940 1 0,6 20 13,035 15,694 1 8,8 40 13,661 16,163 1 9,320 2 3,7 00 1 ,1 4 7 1 ,4 2 8 1 ,7 4 3 1,1 0 7 1 ,3 7 5 1 ,7 2 0 1 ,0 5 0 1,2 5 0 1 ,5 3 4 1, 6 0 0 1 ,2 8 7 1 ,9 3 5 13,7 68 1 7,1 37 2 0,9 18 1 3,284 1 6,500 20,6 40 1 2,595 15,0 00 1 8,4 05 1 5,444 19,200 23,220 717 1 ,7 5 3 90 3 2 98 1 ,6 1 3 1 ,991 2 , 4 36 3 ,1 5 7 1 ,5 8 3 1,9 5 8 2 ,4 1 6 3 ,1 0 0 1,4 9 9 1 ,7 2 5 2 ,0 5 0 2 ,8 3 3 1 ,7 1 6 2 ,2 8 5 2 ,8 3 2 3 ,4 5 3 1 9,3 53 23,8 97 29,2 28 3 7,882 1 8,992 23,491 2 8,9 88 37,2 00 17,993 20,7 00 2 4 ,6 00 33,9 96 2 0,5 95 2 7,420 3 3,9 86 4 1 ,4 36 1 ,8 9 4 3 ,7 4 7 8 ,3 5 3 9 ,3 3 0 7 ,8 0 7 4 ,0 1 7 1 ,45 9 397 1 ,0 6 0 1 ,2 0 4 1,4 7 4 1,811 2 ,1 7 4 2 ,5 4 5 3 ,0 3 2 3 ,7 3 2 1 ,0 4 3 1 ,1 7 2 1 ,4 3 3 1 ,7 6 1 2 ,5 1 5 3 ,0 4 1 3 ,6 7 4 904 1 ,0 6 6 1 ,3 0 0 1 ,5 9 0 1 ,9 0 8 2 ,2 9 5 2 ,6 9 1 3 ,1 9 8 1 ,1 9 1 1,3 2 2 1 ,5 7 9 1,9 3 5 2 ,3 1 6 2 ,7 4 9 3 ,2 9 9 4 ,0 1 9 12,722 14,4 50 1 7,687 2 1,7 35 26,090 3 0 ,5 44 3 6,3 81 44,7 81 1 2,5 16 1 4,0 64 1 7,1 93 21,1 32 2 5,3 44 3 0,1 80 36,492 44,0 88 1 0,853 12,795 15,600 19,080 22,891 27,541 3 2,2 87 3 8,3 76 1 4,294 15,864 1 8,952 2 3,2 20 2 7,7 89 3 2,9 87 39,5 84 4 8 ,2 33 1,1 9 6 1 ,3 2 5 1 ,5 1 7 1 ,8 0 0 2 ,0 8 6 2,3 9 2 2 ,7 0 0 3,0 9 2 1,1 2 3 1 , 2 36 1,3 9 9 1,6 5 0 1 ,9 1 6 2 ,1 8 6 2 ,4 2 5 2 ,7 6 3 1 ,2 7 9 1 ,4 2 0 ,6 6 0 1 ,9 6 5 2 ,2 6 6 2 ,6 1 6 2 ,9 8 6 3 ,4 5 0 1 4,6 34 1 6,2 73 1 8,807 2 2,205 2 5 ,6 59 29,3 63 3 2 ,9 59 38,040 14,352 1 5,9 00 1 8,2 09 2 1,6 00 25,0 27 2 8,7 04 3 2,4 00 3 7,100 1 3,475 1 4,834 1 6,793 1 9,800 22,991 2 6,2 26 2 9,1 00 33,161 15,351 1 7,040 1 9,917 2 3,580 27,1 89 3 1,388 3 5,832 41,4 00 ACCOUNTANTS AND AUDITORS ACCOUNTANTS I .................................................................... ACCOUNTANTS I I ................................................................. ACCOUNTANTS I I I .............................................................. ACCOUNTANTS I V ................................................................ ACCOUNTANTS V .................................................................... AUDITORS AUDITORS AUDITORS AUDITORS I ............................................................................ I I ......................................................................... III ...................................................................... IV ......................................................................... C HI E F ACCOUNTANTS CH IE F ACCOUNTANTS CH IE F ACCOUNTANTS CH IE F ACCOUNTANTS I ................................................... I I ................................................ III ............................................. I V ................................................ ATTORNEYS ATTORNEYS ATTORNEYS ATTORNEYS ATTORNEYS ATTORNEYS ATTORNEYS I ......................................................................... I I ...................................................................... III .................................................................... IV ...................................................................... V ......................................................................... VI ...................................................................... 1,666 2,866 BUYERS BUYERS BUYERS BUYERS BUYERS I ................................................................................. I I ............................................................................... III ............................................................................ I V ............................................................................... 1,206 PERSONNEL MANAGEMENT JOB ANALYSTS JOB ANALYSTS JOB ANALYSTS I I .............................................................. III ........................................................... IV ................. - ......................................... DIRECTORS OF DIRECTORS OF DIRECTORS OF DIRECTORS OF PERSONNEL PERSONNEL PERSONNEL PERSONNEL CHEMISTS I ..................................... I I .................................. III ............................... IV .................................. AND ENGINEERS CHEMISTS I ............................................................................ CHEMISTS I I ......................................................................... CHEMISTS I I I ...................................................................... CHEMISTS I V ......................................................................... CHEMISTS V ............................................................................ CHEMISTS V I ......................................................................... CHEMISTS V I I ...................................................................... CHEMISTS V I I I .................................................................... ENGINEERS ENGINEERS ENGINEERS ENGINEERS ENGINEERS ENGINEERS ENGINEERS ENGINEERS I ......................................................................... I I ...................................................................... III ................................................................... IV ...................................................................... V ......................................................................... V I ...................................................................... V I I .................................................................... V I I I ................................................................ 14,541 30,062 8 3,554 1 1 4,478 82,16 1 43,564 1 7,267 4 ,6 2 0 1,220 1 ,3 5 6 1,5 6 7 1,8 5 0 2 ,1 3 8 2 ,4 4 7 2 ,7 4 7 3 ,1 7 0 2,112 See footnotes at end of table. 14 1 Table 2. Average salaries: Metropolitan areas—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry, metropolitan areas,1 United States except Alaska and Hawaii, March 1977) Annual salaries4 Monthly salaries4 Number employees3 TECHNIC AL Middle range5 Middle range5 Occupation and level2 Mean Median First quartile Mean Median First quartile Third quartile 1 ,1 8 0 1 ,3 5 8 1 ,5 3 0 $9,7 65 1 1,2 90 1 3,104 15,266 17,2 50 $ 9,2 70 1 0,9 20 1 2,879 1 5,0 00 1 6,914 $8,400 9 ,6 1 5 11,395 1 3,634 15,642 $10,440 1 2,149 14,160 1 6,296 18,357 Third quartile SUPPORT 1 .................................. I I ............................... III ............................ IV ................................ V .................................. 2 ,6 1 1 1 2,8 79 2 2,1 71 2 6 , OS 8 17,055 $814 941 1 ,092 1 ,2 7 2 1,4 3 7 $77 3 910 1 ,0 7 3 1 ,2 5 0 1 ,4 1 0 $700 801 950 1 ,1 3 6 1 ,3 0 4 DRAFTER-TRACERS .............................................................. DRAFTERS I ............................................................................ DRAFTERS I I ......................................................................... DRAFTERS I I I ...................................................................... 3 ,4 2 2 15,633 2 6,6 00 2 6,9 32 781 872 1,0 8 6 1 ,3 3 4 779 81 9 1 ,1 0 7 1,2 7 5 667 71 7 953 1,121 909 93 2 1 ,3 4 7 1,4 2 5 9 ,3 7 7 1 0,4 68 1 3,026 1 6,003 9 ,3 4 3 9 ,8 2 3 1 3,2 85 1 5,3 00 8 ,0 0 3 8 ,6 0 3 1 1,4 36 13,452 1 0,908 11,179 16,163 17,100 COMPUTER COMPUTER COMPUTER COMPUTER COMPUTER COMPUTER 4 ,7 1 5 7 ,9 1 3 23,5 18 1 4,792 3 ,6 0 4 914 79 3 8 79 1 ,0 5 3 1 ,1 7 7 1,365 726 93 2 973 1 ,1 7 4 1 ,3 0 4 1,482 7 ,9 8 9 9 ,5 1 2 1 0,552 1 2,6 37 1 4,128 16,378 7 ,5 9 6 9 ,3 8 5 10,219 1,1 5 6 1,3 6 8 5 74 692 747 900 1,0 0 4 1 ,2 3 8 13,867 1 6,416 6 ,8 8 2 8 ,3 1 0 8,9 6 8 1 0,8 00 12,044 1 4,8 60 8 ,7 0 7 11,184 11,679 14,088 1 5,648 1 7,7 80 84,4 34 7 3,709 26,711 1 5,7 86 5 ,0 2 0 7 , 6o7 4 2,6 61 20,6 57 3 8,1 72 7 3 ,0 19 79,6 20 5 1,556 1 8,6 83 29,6 94 3 5,4 97 4 4 ,7 44 3 2,5 36 68 2 871 505 596 7 53 675 78 5 59 7 78 2 845 9 35 1,0 1 7 1 ,1 2 5 759 849 602 718 626 808 482 550 6 97 634 74 5 56 3 7 56 806 902 9 93 1,1 0 8 71 3 8 10 57 9 673 547 690 440 485 613 57 8 650 490 660 710 795 857 958 613 7 09 511 589 739 97 5 54 2 8 ,1 8 7 10,452 6 ,0 5 9 7 , 151 9 ,0 3 6 8 ,1 0 4 9 ,4 1 8 7 ,1 6 3 9 ,3 8 6 1 0,1 43 7 ,5 0 8 9 ,6 9 8 5 ,7 8 8 6 ,6 0 0 8 ,3 6 9 7,6 1 2 8 ,9 4 0 6 ,7 5 7 9 ,0 7 2 9 ,6 7 2 1 0,8 20 11,911 1 3,2 96 8 ,5 5 1 9 ,7 2 0 6 ,9 4 5 8 ,0 8 2 6 ,5 7 0 8 ,2 8 0 5 ,2 8 0 5 ,8 2 0 7,3 5 2 6 ,9 3 4 7 ,8 0 0 5 ,8 8 0 7,9 2 5 8 ,5 2 0 9 ,5 4 2 1 0,2 89 11,495 7 ,3 5 2 „ 8 ,5 1 2 6 ,1 2 6 7 ,0 6 8 8 ,8 6 4 11,700 6 ,5 0 7 7 ,9 4 7 1 0,616 8 ,8 6 4 10,355 8 ,0 6 4 10,365 1 0,996 12,409 13,661 15,360 10,445 1 1,3 16 8 ,0 5 7 9 ,5 4 2 EN GIN EER ING ENG INEE RING EN GIN EER ING ENGIN EER ING ENGIN EER ING TE C H N IC IA N S TE C H N IC IA N S TE CH NI CIA NS TEC HN IC IA NS TE CH NI CI A NS OPERATORS I ................................................ UPERATURS IT .............................................. .......................................... OPERATORS I I I OPERATORS IV .............................................. OPERATORS V ................................................ OPERATORS V I .............................................. 666 633 782 852 1,010 $870 1,012 12,120 CL ER ICAL CLERKS, ACCOUNTING I ................................................ CLERKS, ACCOUNTING I I ............................................. CL ERKS, F I L E I ................................................................. CLERKS, F I L E I I .............................................................. CLERKS, F I L E I I I ........................................................... KEYPUNCH OPERATORS I ................................................ KEYPUNCH OPERATORS I I ............................................. MESSENGERS ............................................................................ SECRETARIES I .................................................................... SECRETARIES I I ................................................................. SECRETARIES I I I .............................................................. SECRETARIES I V ................................................................. SECRETARIES V .................................................................... STENOGRAPHERS, GENERAL ........................................... STENOGRAPHERS, SENIOR ............................................. TY PI S TS I ............................................................................... TY PI S TS I I ............................................................................ 6 88 5 739 863 6 72 864 91 6 1 ,0 3 4 1,138 1 ,2 8 0 870 94 3 671 795 11,222 1 2,2 06 1 3,4 95 9 ,1 1 4 1 0,184 7 ,2 2 1 8 ,6 1 6 4 1 For scope of study, see table A-1 in appendix A. 2 Occupational definitions appear in appendix C. 3 Occupational employment estimates relate to the total in all establishments within the Salaries reported are 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 earnings are included. The middle range (interquartile) is the central part of the array excluding the upper and lower fourths of the employee distribution. scope of the survey and not to the number actually surveyed. For further explanation, see appendix A. 662 5 •» 15 Table 3. Average salaries: Establishments employing 2,500 workers or more (Employment and average monthly salaries for selected professional, administrative, technical, and clerical occupations in private industry,1 in establishments employing 2,500 workers or more,3 United States except Alaska and Hawaii, March 1977) Levels in establishments employing 2,500 workers or more expressed as percent of those in all establishments combined Monthly salaries5 Occupation and level3 Number of employees4 Middle range6 Median Mean First quartile Third quartile Employment Mean salaries ACCOUNTANTS AND AUDITORS 110 110 ACCOUNTANTS I ...................................................................... ACCOUNTANTS I I .................................................................... ACCOUNTANTS I I I ................................................................. ACCOUNTANTS I V ................................................................... ACCOUNTANTS V ....................................................................... 2 , 20 3 5 , 988 9 ,4 8 5 , 53 5 3 , 255 *1 ,1 1 8 1, 341 1 ,5 0 2 1,7 6 5 2 ,1 0 5 *960 1 ,0 9 5 1 ,2 5 0 1 ,5 0 8 1 ,9 2 0 *917 1,0 2 5 1 .3 6 9 1 ,4 1 6 1 ,7 7 9 *1 ,0 0 8 1 ,1 6 6 1 ,3 0 2 1 ,5 9 0 2 ,0 6 0 27 39 27 29 38 AUDITORS AUDITORS AUDITORS AUDITORS 695 1 ,2 4 6 1 ,9 8 6 1, 543 1 ,1 4 6 1 ,3 1 1 1 ,4 9 0 1 ,8 4 4 1 ,0 6 5 , 166 1 ,3 6 9 980 1 ,0 5 2 1 ,2 3 5 1,5 4 5 1 ,1 6 6 1 ,3 4 2 1 ,4 9 1 1 ,8 1 2 45 43 35 42 70 236 129 2,5 3 2 2,791 3 ,0 4 6 2 ,6 2 0 2 ,9 9 9 2 ,0 8 3 2 ,3 6 0 2 ,6 7 7 2 ,2 9 1 2 ,9 2 5 3 ,3 0 0 30 36 204 5 65 792 906 640 400 1 ,5 8 4 1,8 2 9 2,2 6 2 2 ,7 2 8 3 ,2 5 4 3 ,8 6 9 1 ,5 0 0 1 ,6 2 1 1 ,9 9 9 2 ,4 5 7 3 ,0 0 0 3 ,5 9 7 1 ,4 5 0 1 ,5 0 0 1,8 3 3 2 ,2 9 1 2 ,8 1 7 3,2 9 2 1 ,6 2 4 1 ,7 1 6 2 ,0 8 3 2 ,5 5 1 3 ,2 3 2 3 ,8 0 8 16 29 32 35 36 49 1 ,0 5 9 3 ,4 3 8 5 ,1 1 7 3* 4 9 6 1,2 3 2 1 ,4 0 6 1 ,5 8 8 1 ,8 3 6 1 ,0 3 3 , 120 1 , 325 1 ,6 8 0 956 1 ,0 3 4 20 24 32 62 106 1 ,5 4 9 1 ,1 0 8 1 ,1 7 7 1 ,4 1 3 1 ,8 4 5 127 327 364 1 ,1 8 0 1 ,5 0 8 l , 789 1 , 193 1 ,4 8 0 1 , 7 80 1,061 1,3 2 8 1 ,6 2 5 1 ,3 7 9 1 ,6 3 8 1 ,9 3 5 53 59 64 1 04 1 06 103 116 153 160 2 ,6 4 6 2 ,9 5 6 3 ,3 4 5 2 ,4 8 5 2 ,9 9 2 3 ,3 1 4 2 ,2 9 5 2 ,6 0 7 2 ,9 2 5 2 ,8 0 0 3 ,2 9 1 3 ,6 5 0 5 15 47 106 CHEMISTS I ............................................................................... CHEMISTS I I ............................................................................ CHEMISTS I I I ......................................................................... CHEMISTS IV ............................................................................ CHE MIS TS V ............................................................................... CHEMISTS VI ............................................................................ CHEMISTS V I I ......................................................................... 404 1, 150 2 ,9 7 2 3 , 738 3, 136 2 ,1 4 8 70 6 1 ,1 7 8 1 ,3 4 3 1 ,6 0 7 1 ,9 2 8 2 ,2 7 6 2 ,6 0 6 3 ,0 8 6 1 ,0 5 9 95 8 1 ,1 5 0 1 ,3 1 6 1 ,6 2 4 1 ,8 8 3 2 ,2 9 1 2 ,7 2 5 1 ,1 4 3 1 ,2 8 3 1 ,4 9 0 1 ,8 1 0 2 ,1 7 0 2 ,6 4 9 3 ,2 7 5 19 28 31 34 34 47 45 110 112 110 ENGINEERS I ............................................................................ ENGINEERS I I ......................................................................... ENGINEERS I I I ...................................................................... ENGINEERS IV ......................................................................... ENGINEERS V ............................................................................ ENGINEERS V I ......................................................................... ENGINEERS V I I ...................................................................... ENGINEERS V I I I .................................................................... 7 ,0 7 8 14,513 44,323 6 5,6 35 4 4,7 76 2 5,9 09 11,542 3 , 05 8 1 ,2 7 5 1 ,3 9 2 0 1 ,9 0 0 2,1 8 1 2 ,4 9 8 2 ,7 5 6 3,2 3 1 1 ,1 9 5 1 ,3 0 0 1 ,5 0 5 1 ,8 1 6 45 44 48 52 56 56 64 65 105 103 10 4 10 3 CH IE F C HI E F CH IE F I ............................................................................... I I ............................................................................ III ......................................................................... IV ............................................................................ ACCOUNTANTS ACCOUNTANTS ACCOUNTANTS I I ................................................... III ................................................ I V ................................................... 6 1 1,686 2, 100 6 109 1 04 1.01 109 1 08 105 103 120 107 99 ATTORNEYS ATTORNEYS I ............................................................................ ATTORNEYS I I ......................................................................... ...................................................................... ATTORNEYS I I I ATTORNEYS IV ......................................................................... ATTORNEYS V ............................................................................ ATTORNEYS VI ......................................................................... 11 9 110 107 106 101 100 BUYERS BUYERS BUYERS BUYERS BUYERS I .................................................................................... I I .................................................................................. III ............................................................................... I V .................................................................................. PERSONNEL JOB ANALYSTS JOB ANALYSTS JOB ANALYSTS 1,220 120 112 101 MANAGEMENT I I ................................................................. III .............................................................. IV ................................................................. 0 I R E C T Jk S OF PERSONNEL DIRECTORS OF PERSONNEL DIRECTORS OF PERSONNEL CHEMISTS 1 I I ..................................... III .................................. IV ..................................... 1 34 122 AND ENGINEERS 1, 208 1 ,4 2 0 1 ,7 3 7 2 ,0 1 6 2 .4 9 0 3 ,0 4 0 1 , 150 1 ,2 5 6 1 ,4 3 6 1 ,7 2 0 1,62 2,000 2 ,2 9 5 2 ,5 8 2 2 ,9 5 0 See footnotes at end of table. 16 1,100 1,200 1 ,3 5 0 1 ,6 0 4 1 ,8 6 9 2 ,1 3 3 2 ,35 7 2 ,7 3 0 2,110 2 ,4 3 0 2 ,7 8 1 3 ,2 1 7 107 10 4 102 102 102 102 100 102 Table 3. Average salaries: Establishments employing 2,500 workers or more—Continued ( E m p l o y m e n t a n d a ve ra ge m o n t h l y s a la ri es f o r s e l e c t e d p r o f e s s i o n a l , a d m i n i s t r a t i v 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 i n p r i v a t e i n d u s t r y , 1 i n e s t a b l i s h m e n t s e m p l o y i n g 2 , 5 0 0 w o r k e r s o r m o r e , 2 U n ite d States e x c e p t A la sk a and H a w a ii, M a rc h 1977) Levels in e sta blishm ents M o n t h l y sa la ri es 5 e m ploying 2 ,5 0 0 workers o r m o r e e x p r e s s e d as Number e m p lo ye e s 4 T E C H N IC A L T E C H N IC IA N S I E N G IN E E R IN G T E C H N IC IA N S II quartile E m p lo ym e n t $865 $773 $723 $834 45 1 ,0 0 4 850 800 900 36 M ea n sal ar ies 107 106 ...................................... 1 0 ,9 0 8 1 ,1 2 7 1 ,0 2 0 942 1 ,0 9 6 44 103 .......................................... 1 5 ,4 0 9 1 ,2 9 7 1 ,2 2 5 1 ,1 3 6 1 ,2 9 3 54 102 .............................................. 1 2 ,9 7 5 1 ,4 5 1 1 ,4 0 0 1 ,3 0 9 1 ,4 9 0 71 101 768 667 870 I I I IV E N G IN E E R IN G T E C H N IC IA N S V ................................................................................ 1 ,6 9 5 849 41 111 ................................................................................................ 5 ,0 1 2 1 ,0 1 0 826 743 860 28 117 ............................................................................................. 9, 274 1 ,1 7 0 1 ,0 1 7 945 1 ,0 9 1 1 2 ,0 5 0 1 ,4 2 9 1 , 191 1 ,0 8 6 1 ,2 9 0 30 41 108 D R A FTE R -TR A C E R S I I I .......................................................................................... COMPUTER OPERATORS I COMPUTER OPERATORS II COMPUTER OPERATORS I I I COMPUTER OPERATORS IV COMPUTER OPERATORS V COMPUTER quartile 1 ,4 1 3 T E C H N IC IA N S DRAFTERS T h ird 5 ,3 4 9 T E C H N IC IA N S II p e r c e n t o f t h o s e i n a ll e sta blishm ents c o m b in e d F irst .......................................... E N G IN E E R IN G I M edia n .............................................. E N G IN E E R IN G DRAFTERS M ean SUPPORT E N G IN E E R IN G DRAFTERS M id d le range6 of O c c u p a tio n and level3 OPERATORS 109 ............................................................... 1 ,0 8 5 644 606 709 22 119 ........................................................... 2 ,4 4 8 872 695 643 739 28 ....................................................... 6, 589 997 799 743 850 26 111 114 792 .......................................... ................ 5 ,8 9 3 1 ,1 6 3 975 36 1» 7 o J 1 ,2 5 3 1 ,1 8 2 912 1 ,0 6 9 1 ,0 4 3 ............................................................... 1 ,2 7 6 47 111 107 1 , 369 1 ,2 8 7 1 ,4 6 5 54 103 1 ,4 1 5 ........................................................... VI C L E R IC A L CLERKS, ............................................................... 1 7 ,0 5 1 613 627 18 120 ........................................................... 1 9 ,1 1 6 1 ,0 0 5 732 645 797 23 116 ................................................................................... 2 ,9 6 9 608 478 469 495 10 120 ................................................................................ 3 ,5 2 8 695 520 475 547 21 116 ............................................................................ 2 , 199 861 671 617 794 40 114 A C C O U N TIN G I CLERKS, A C C O U N T IN G II CLERKS, F IL E I CLERKS, F IL E II CLERKS, F IL E I I I ............................................................... 1 3 ,0 3 0 825 580 547 ........................................................... 1 2 ,6 2 2 891 678 613 735 27 114 6, 460 550 700 504 29 110 109 OPERATORS I KEYPUNCH OPERATORS I I S E C R E T A R IE S I S E C R E T A R IE S I I S E C R E T A R IE S I I I S E C R E T A R IE S IV S E C R E T A R IE S V 1 2 ,6 7 5 650 ................................................................................... 2 4 ,7 9 2 2 9 ,9 5 7 929 752 700 800 31 ................................................................................ 1 ,0 0 7 813 758 871 35 108 ................................................................................... 1 7 ,1 6 0 1 ,1 4 0 916 826 993 32 113 6 , 139 ...................................................................................... 30 110 1 ,2 4 8 1 ,0 5 0 933 1 ,1 2 5 31 ........................................................ 1 1 ,4 1 9 832 652 593 110 1 5 ,4 7 4 885 752 695 708 819 34 ........................................................... 41 104 .................................................................................................... 9, 620 686 521 481 543 20 114 ................................................................................................. 1 2 ,2 3 5 792 610 556 663 35 111 S E N IO R I 123 ...................................................................................... GENERAL I I 21 630 747 STENOGRAPHERS, T Y P IS T S 635 660 849 STENOGRAPHERS, T Y P IS T S 495 ................................................................................................. KEYPUNCH MESSENGERS 575 1 F o r s c o p e o f s t u d y , see t a b l e A - 1 i n a p p e n d i x A . 2 I n c l u d e s d a t a f r o m 6 l ar g e c o m p a n i e s t h a t p r o v i d e c o m p a n y w i d e d a t a n o t i d e n t i f i e d b y si ze o f e s t a b l i s h m e n t . 3 O c c u p a t i o n a l d e f i n i t i o n s a p p e a r i n a p p e n d i x C. 4 O c c u p a tio n a l e m p lo y m e n t estim ates relate t o th e to ta l in all esta blis hm ents w i t h in t h e s c o p e o f t h e s u r v e y a n d n o t t o t h e n u m b e r a c t u a l l y s u r v e y e d . F o r f u r t h e r e x p l a n a t i o n , see 5 S a la r ie s r e p o r t e d a r e s t a n d a r d sa la ri es p a i d f o r s t a n d a r d w o r k s c h e d u l e s ; i.e., t h e s tr a ig h t- tim e salary c o rre s p o n d in g t o th e e m p lo y e e 's n o rm a l w o r k schedule ex c lu d in g o v e r tim e hours. N o n p r o d u c t io n bonuses are e x c lu d e d , b u t co st- of- liv in g p a y m e n ts and inc entive earn i ngs ar e i n c l u d e d . 6 T h e m i d d l e r a n g e ( i n t e r q u a r t i l e ) is t h e c e n t r a l p a r t o f t h e a r r a y e x c l u d i n g t h e u p p e r and lo w e r f o u r t h s o f th e e m p lo y e e d is trib u tio n . a p p e n d ix A . 112 17 Table 4. Employment distribution by salary: Professional and administrative occupations (P erc ent d i s t r i b u t i o n o f e m p lo y e e s in selected p ro fe ssio nal and a d m in is tr a ti v e o c c u p a tio n s b y m o n t h l y sala ry, U n ite d States e x c e p t A la s k a an d H a w a ii,1 M a rc h 1977) Accountants C h ie f a c c o u n ta n ts A u d ito rs M o n t h l y salary 1 UNDER $725 $725 AND ....................................... UNDER $750 . . . ............................ . II III IV 1 .2 - - - 2 .3 - - V 1 II III IV 1 II III _ - _ _ _ _ _ _ _ - - (1 .1 ) - 1 .9 - - - - — . - - - - - - IV $750 AND UNDER $775 . . . 2. 7 - $775 AND UNDER $800 . . . 3 .4 - - - - 2 .7 - - - - - - $800 AND UNDER $825 . . . 2 .4 - - - - 3 .1 _ _ _ - _ _ _ - - 3 .7 (2 .1 ) - - - - 5 .8 1 .7 - - - - - - - - - - - - _ _ _ - — - - - 3 .6 - - 4 . 1 (2 .1 ) - $825 AND UNDER $850 . . . $850 AND UNDER $875 . . . $875 AND UNOER $900 . . . 2 .9 1 .6 - - - 2 .8 1 .4 - - $900 AND UNOER $925 . . . 7 .8 3 .9 _ _ _ 6 .5 3 .0 _ _ 1 .6 1 .9 - - - - 2 .7 3 .2 - - - (1 .1 ) - - - - 2 .4 - _ - _ ................................ $925 AND UNDER $950 . . . 3. 8 1 .9 - $950 AND UNDER $975 . . . 9 .2 2 .9 (2 .5 ) $975 AND UNDER $ 1 ,0 0 0 - . 5 .8 3 .8 1 .0 - - 7 .5 5 .0 $ 1 ,0 0 0 AND UNDER $ 1 ,0 5 0 1 3 .4 7 .9 3 .0 - - 1 2 .0 1 0 .3 $ 1 ,0 5 0 AND UNDER $ 1 ,1 0 0 1 2 .4 9 .9 3 .9 - 1 1 .0 1 4 .0 3 .0 - - - - - $ 1 ,1 0 0 AN D UNDER $ 1 ,1 5 0 8 .2 9 .6 4 .7 - 7 .0 8 .4 3 .2 - - - - - $1. 150 AND UNDER $ 1 ,2 0 0 5 .0 8 .3 7 .5 (1 .4 ) 5 .2 3 .4 4 .5 - - - - $ 1 ,2 0 0 AND UNDER $ 1 ,2 5 0 3. 1 8 .0 8 .7 1 .6 4 .4 5 .2 9 .4 (1 .3 ) * - $ 1 ,2 5 0 AND UNDER $ 1 ,3 0 0 2 .7 6 .7 7 .5 1 .4 - 2 .7 3 .9 8 .8 1 .2 - _ - $ 1 ,3 0 0 AND UNDER $ 1 ,3 5 0 2 .5 5 .6 1 0 .4 3 .0 - 4 .9 6 .7 7 .2 1 .4 - 1 .2 4 .9 8 .8 2 .7 (0 .4 ) - — - - 1 .7 4 .7 1 0 .8 2 .7 3 .0 - - - • • • • • • • • • ............................. $ 1 ,3 5 0 AND UNDER $ 1 ,4 0 0 1. 1 5. 1 8 .5 3 .2 $ 1 ,4 0 0 AN D UNDER $ 1 ,4 5 0 (2 .6 ) 4 .1 7 .2 5 .7 4 .9 6 .9 6 .0 (2 .1 3 .6 6 .0 8 .1 1 .4 $ 1 ,4 5 0 AN D UNDER $ 1 ,5 0 0 $ 1 ,5 0 0 AND UNOER $ 1 ,5 5 0 - $ 1 ,5 5 0 $ 1 ,6 0 0 AND AND UNDER UNDER $ 1 ,6 0 0 $ 1 ,6 5 0 - 6 .3 4. 7 7 .1 1 .4 - 1 .5 3 .8 8 .1 2 .7 $ 1 ,6 5 0 AN D UNDER $ 1 ,7 0 0 - 1 .2 3. 3 8. 7 3 .7 ) 1 .4 9 .7 4 .0 2 .1 2 .2 - 6 .8 6 .2 .7 _ 2 .5 3 .2 4 .7 7 .4 4 .2 - 0 . 1 - 1 .6 4 .2 6 .7 7 .2 1 .1 3 .7 5 .5 4 .2 2 .1 2 .6 1 .2 2 .4 8 .0 2 0 .4 4 .4 - - .6 1 .7 8 .4 1 .9 5 .2 _ _ 5 .3 1 0 .7 AN D UNDER $ 1 ,7 5 0 - ( 1 .2 ) 2 .6 7 .0 3 .6 UNOER $ 1 ,8 0 0 - - 2 .3 7 .0 3 .9 1 .0 4 .0 5 .0 - ( 1 .8 ) 4 .4 6 .1 4 .2 6 .2 2 .3 5 .0 3 .5 6 .4 - - - 2 .7 AN D UNDER $ 1 ,8 5 0 AND UNDER $ 1 ,9 0 0 AN D UNDER $ 1 ,9 5 0 $ 1 ,9 5 0 AN D UNDER $ 2 ,0 0 0 $ 2 ,0 0 0 AN D UNDER $ 2 ,0 5 0 - - $ 2 ,0 5 0 AND UNOER $ 2 ,1 0 0 - - AND $ 2 ,1 0 0 - UNOER $ 2 ,1 5 0 $ 2 ,1 5 0 ANO UNDER $ 2 ,2 0 0 $ 2 ,2 0 0 AND UNDER $ 2 ,2 5 0 $ 2 ,2 5 0 AND UNOER $ 2 ,3 0 0 - ............................. - $ 2 ,3 0 0 AND UNDER $ 2 ,3 5 0 - - $ 2 ,3 5 0 AN D UNDER $ 2 ,4 0 0 - - $ 2 ,4 0 0 AND UNDER $ 2 ,4 5 0 $ 2 ,4 5 0 ANO UNDER $ 2 ,5 0 0 $ 2 ,5 0 0 AND UNOER $ 2 ,6 0 0 $ 2 ,6 0 0 AN O UNDER $ 2 ,7 0 0 ............................. ............................. _ - - $ 2 ,7 0 0 AN D UNOER $ 2 ,8 0 0 $ 2 ,8 0 0 AND UNOER $ 2 ,9 0 0 - $ 2 ,9 0 0 AND UNDER $ 3 ,0 0 0 AND UNDER $ 3 ,1 0 0 1 .4 _ 4 .4 4 .6 6 .6 2 .0 (0 .3 ) - 2 .1 9 .7 1 .2 - 2 .5 .4 6 .0 l. 7 1 .1 - 1 .5 1 .9 6 .8 6 .9 .3 9 .8 6 .1 4 .4 2 .0 2 .2 1 .8 6 .5 5 .5 - 7 .4 * - - 4 .0 - _ - 1 .4 - 4 .0 - - - - - - 1 .2 (3 .8 ) - - 3 .0 . 7 2 .5 1 .2 2 .8 3 .7 3 .6 .3 - .4 4 .0 8 .2 1 .9 - 1 .8 .6 1 1 .5 7 .5 2 .7 - 3 .8 * “ - - 3 .5 - - - - 1 .9 - - - 2 .6 - - - - - - 1 .3 - - 1. 1 1 .6 - (0 .8 ) 1 .9 2 .0 . 5 - - 3 .7 - .6 2 .2 8. 1 5 .0 4 .0 4. 1 5 .8 1 .9 .5 6 .4 - - .7 8 .6 9 .7 - - - .4 1 6 .9 - - - 5 .2 3 .3 .4 1 0 .6 - - .9 3 .6 - - - - _ - - - - .3 6 .7 - - - - - - - - — - - 3 .5 - - - - - - 1 .8 - - - “ .8 - - - - - _ _ - - - - ~ .3 3.3 AND UNDER $ 3 ,7 0 0 AND UNDER $ 3 ,8 0 0 $ 3 ,8 0 0 AND UNDER $ 3 ,9 0 0 ............................. ............................. * - - - * * - - * - _ ...................... “ 1 0 0 .0 1 0 0 .0 1 0 0 .0 100. 0 1 0 0 .0 1 0 0 .0 lo o .o .3 1 .3 - 1. 9 * * 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 5 .6 3 .9 1 .4 1 .1 4 .7 1 0 0 .0 8 ,1 0 1 1 5 ,2 7 1 3 5 ,1 6 9 2 2 ,2 2 7 8 ,4 6 5 1 ,5 3 9 2 ,9 0 3 5 ,6 1 2 3 ,6 4 6 568 1 ,1 9 7 782 360 $ 1 ,0 1 3 $ 1 ,2 1 9 $ 1 ,3 7 9 $ 1 ,6 9 7 $ 2 ,0 8 7 $ 1 ,0 4 7 $ 1 ,2 0 9 (1 ,4 2 6 $ 1 ,7 9 4 $ 1 ,8 8 0 $ 2 ,1 1 0 $ 2 ,6 1 0 $ 3 ,0 6 6 S ee f o o t n o t e a t e n d o f t a b l e . 2 .2 _ $ 3 ,7 0 0 . . . .5 1 .3 • • • • • • • • • $ 3 ,6 0 0 SALARY 5 .4 - $ 3 ,6 0 0 EMPLOYEES (2 .3 ) - - $ 3 ,5 0 0 MONTHLY - - UNDER OF 5 .0 - - UNDER AVERAGE 7 .3 - AN O NUMBER 1 .8 - AND ....................................... * 5 .9 - $ 3 ,5 0 0 TOTAL - 1 .4 - $ 3 ,4 0 0 OVER - - • • • • • • • • • ............................. • • • • • • • • • AND - .4 - $ 3 ,3 0 0 $ 3 ,4 0 0 $ 4 ,1 0 0 1. 7 9 .9 _ UNDER $ 4 ,0 0 0 1 .3 1 3 .0 _ UNDER $ 4 ,1 0 0 4 .2 5 .8 - UNDER UNOER 5 .3 1 .3 _ AND UNDER (1 .2 ) 1 .0 - - AND AND - 7 .9 ( 1 .4 ) - - AND AND - - $ 3 ,3 0 0 $ 3 ,9 0 0 1 .9 - - $ 3 ,1 0 0 $ 4 ,0 0 0 3 .2 .1 • • • • • • • • • $ 3 ,2 0 0 $ 3 ,2 0 0 - 5 .6 (3 .7 ) - - “ - - $ 3 ,0 0 0 - 6 .3 - 1 .6 AN D $ 1 ,9 0 0 - 1 .4 $ 1 ,7 0 0 $ 1 ,8 5 0 - 1 .5 $ 1 ,7 5 0 $ 1 ,8 0 0 _ 18 Table 4. Employment distribution by salary: Professional and administrative occupations— Continued (P ercen t d is t r i b u t i o n o f e m p lo y e e s in selected profes sion al and a d m in is tr a ti v e o c c u p a tio n s b y m o n t h l y salary. U n ite d States e x c e p t A la s ka an d H a w a ii,1 M a rc h 1977) A ttorneys M o n t h l y s a la r y II III IV V VI ^ .6 - - - - - ............................ 3 .9 _ - - - - 1 $975 AND UNDER $ 1 ,0 0 0 .................................... AND UNDER $ 1 .0 5 0 AND UNDER $ 1 ,1 0 0 . . . . . . . . . 6 .1 (1 .6 1 $1, 100 AND UNDER $ 1 ,1 5 0 ............................. 8. 9 1 .2 $ 1 ,1 5 0 AND UNDER $ 1 ,2 0 0 ............................. 8 .2 .8 $ 1 ,2 0 0 AND UNDER $ 1 ,2 5 0 ............................. 1 0 .0 1 .2 $ 1 ,2 5 0 AND UNDER $ 1 ,3 0 0 ............................. 1 0 .0 3 .5 - $ 1 ,3 0 0 AND UNDER $ 1 ,3 5 0 ............................. 15. 2 2 . 8 - $1, 350 4 .5 $ 1 ,0 0 0 $ 1 ,0 5 0 - AND UNDER $ 1 ,4 0 0 ............................. 5 .4 $ 1 ,4 0 0 AND UNDER $ 1 ,4 5 0 ............................. 5. 1 5 .7 - $ 1 .*5 0 AND UNDER $ 1 ,5 0 0 ............................. 5. 5 8 .3 (0 .4 ) $ 1 ,5 0 0 AND UNDER $ 1 ,5 5 0 ............................. 4 .5 7 .2 $ 1 .5 5 0 AND UNDER $ 1 ,6 0 0 ............................. 1 .6 8 .2 1 .2 1 .4 $ 1 ,6 0 0 AND UNDER $ 1 ,6 5 0 ............................. 2 .3 7 .8 - - - - ~ - - - $ 1 ,6 5 0 AN D UNDER $ 1 ,7 0 0 ............................. 5 .2 1 1 .1 5 .1 AN D UNDER $ 1 ,7 5 0 ............................. 2 .3 4 .8 3 .7 1. 1 $ 1 ,7 5 0 AND UNDER $ 1 ,8 0 0 ............................. .5 5 .1 1 .9 1. 1 $1. 800 AND UNDER $ 1 ,8 5 0 ............................. •1 .0 5.5 7 .0 .7 (1 .1 ) - 4 .4 1 .1 3 .2 6 .1 2 .3 - 2 .4 6 .7 .8 ~ - 1 .7 4 .1 1 .9 - - 2 .3 1 0 .5 1 .4 5 .9 AND UNDER $ 1 ,9 0 0 . . . . . . . . . 1 .2 $ 1 ,9 0 0 AND UNDER $ 1 ,9 5 0 ............................. (1 .5 ) $ 1 ,9 5 0 AND UNDER $ 2 ,0 0 0 ............................. $ 2 ,0 0 0 AND $ 2 ,0 5 0 ............................. 2 .3 $2. 050 AND UNDER UNDER $ 2 ,1 0 0 ............................. $ 2 ,1 0 0 AND UNDER $ 2 ,1 5 0 ............................. $ 2 ,1 5 0 AND UNDER $ 2 ,2 0 0 ............................. - 1 .2 3 .5 5 .1 $ 2 ,2 0 0 AND UNDER $ 2 ,2 5 0 ............................. - 1 .7 5 .5 3.3 1 .0 6 .3 3 .7 4 .5 4.5 2 .1 2 .4 4 .2 (3 .5 ) 7 .6 2 .4 $ 2 ,2 5 0 AN D UNDER $ 2 ,3 0 0 ............................. - $ 2 .3 0 0 AND UNDER $ 2 ,3 5 0 ............................ - $ 2 ,3 5 0 AND UNDER $ 2 ,4 0 0 ............................. $ 2 ,4 0 0 AND UNDER $ 2 ,4 5 0 ............................. $ 2 ,4 5 0 AND UNDER $ 2 ,5 0 0 ............................. $ 2 ,5 0 0 AND UNDER $ 2 ,6 0 0 AN D UNDER $ 2 ,6 0 0 $ 2 ,7 0 0 1 .3 (2 .2 ) 3 .1 ............................. ............................. - - ~ - 2 .9 3 .0 $ 2 ,7 0 0 AND UNDER $ 2 ,8 0 0 . . . . . . . . . - $2. 800 AND UNDER $ 2 ,9 0 0 ............................. - $ 2 ,9 0 0 AND UNDER $ 3 ,0 0 0 ............................. “ (2 .1 ) $ 3 ,0 0 0 AND UNDER $ 3 ,1 0 0 . . . . . . . . . - - - $ 3 ,1 0 0 AND UNDER $ 3 ,2 0 0 ............................. - - $ 3 ,2 0 0 AND UNDER $ 3 ,3 0 0 ............................. - $ 3 ,3 0 0 AND UNDER $ 3 ,4 0 0 ............................. - - $ 3 ,4 0 0 AND UNDER $ 3 ,5 0 0 ............................. - AND UNDER $ 3 ,6 0 0 $ 3 ,6 0 0 AND UNDER $ 3 ,7 0 0 ............................ $ 3 ,7 0 0 AND UNDER $ 3 ,8 0 0 ............................. $ 3 ,8 0 0 AND UNDER $ 3 ,9 0 0 ________________ $ 3 ,9 0 0 AND UNDER $ 4 ,0 0 0 ............................ $4. 000 AND UNDER $ 4 ,1 0 0 ............................. $ 3 .5 0 0 ............................. _ - - .9 $ 1 ,7 0 0 $ 1 ,8 5 0 - _ - 2 . 1 2 .1 - “ “ - - 3. 3 1 1 .8 7 .7 - 3 . 1 3 .7 _ - 1 .3 7 .0 6 .4 (3 .6 ) 1 .3 6 . 0 5 .6 1 .9 7 .6 1 0 .7 2 .8 4 .7 1 0 .3 3 .9 - 2 .4 7 .7 3 .3 2 .0 8 .3 4 .3 2 .1 5 .2 5 .2 2 .8 4 .4 1 .3 - - 1 .2 6 . 1 - - (1 .9 ) - 3 .5 6 .3 6 .3 2 .4 5 .5 5 .7 - _ - $ 4 ,1 0 0 AND UNDER $ 4 ,2 0 0 ............................. - - $ 4 ,2 0 0 AND UNDER $ 4 ,3 0 0 ............................. - - $ 4 ,3 0 0 AND UNDER $ 4 ,4 0 0 ............................. - $ 4 ,4 0 0 AND UNDER $ 4 ,5 0 0 ............................. - $ 4 ,5 0 0 - - 2 .8 “ 4 .0 3 .6 _ 1 .8 1 2 .0 - - 2 .2 5 .7 - - 2 .3 4 .6 - .4 5 .1 1 .7 3 .6 AND UNDER $4*600 ............................ - - - - $ 4 ,6 0 0 AN D UNDER $ 4 ,7 0 0 ............................. - - (0 .8 ) - 2 .3 AND UNDER $ 4 ,8 0 0 ............................. - - $ 4 ,7 0 0 - - - - 2 .4 - “ “ $4, 800 AN D UNDER $ 4 ,9 0 0 ............................. $ 4 ,9 0 0 AND UNOER $ 5 ,0 0 0 ............................. $ 5 .0 0 0 AND OVER TOTAL NUMBER AVERAGE OF - - 1 0 0 .0 .................. EMPLOYEES MONTHLY - ........................................... SALARY ............................... - - 1 0 0 .0 1 0 0 .0 .6 2 .6 ~ 1 0 0 .0 1 0 0 .0 4 .6 1 0 0 .0 1 .2 8 6 1 ,9 2 5 2 ,5 0 4 2 ,5 7 5 1 ,8 0 1 822 $ 1 ,3 3 6 $ 1 ,6 6 1 $ 2 ,1 2 2 $2,581 $ 3 ,2 3 6 $ 3 ,8 7 6 See f o o t n o t e a t e n d o f t a b l e . 1 .8 19 Table 4. Employment distribution by salary: Professional and administrative occupations— Continued (P erc ent d is t r i b u t i o n o f e m p lo y e e s in selected pro fe ss ional and a d m in is tr a tiv e o c c u p a tio n s b y m o n t h l y salary, U n ite d States e x c e p t A la s ka an d H a w a ii,1 M a rc h 197 7) B uyers M o n t h l y s a la r y 1 UNDER $675 ......................................................................... II III IV 0 .6 $675 AND UNDER $700 .......................................... 1. 8 - - - $700 AND UNDER $725 .......................................... .5 _ _ _ $725 ANO UNDER $750 ........................................... 3 .0 - - - $750 AND UNDER $775 ........................................... 2 .8 - - - $775 AND UNDER $800 ........................................... 3 .4 - - - $800 AND UNDER $825 ........................................... 2 .3 _ _ _ $825 ........................................... - AND UNDER $850 4 .6 - $850 AND UNDER $875 .......................................... 5 .4 (3 .0 ) - - $875 AND UNDER $900 ............................. 4 .7 1 .3 - - .......................................... AND UNDER $925 5 .3 1 .1 - _ $925 AND UNDER $950 ......................... ... 7 .6 1 .4 - $950 AND UNDER $975 ........................................... 5 .4 1 .9 - - $975 AND UNDER $ 1 ,0 0 0 4. 1 3 .3 (0 .7 ) - ............................. 9 .2 6 .2 l.D _ $900 $ 1 ,0 0 0 AND UNDER .................................... $ 1 ,0 5 0 $ 1 ,0 5 0 AND UNDER $ 1 ,1 0 0 ............................. 7 .2 7 .5 1 .7 - $ 1 ,1 0 0 ANO UNDER $ 1 ,1 5 0 ............................. 5 .5 9 .7 2 .7 - $ 1 ,1 5 0 AN D UNDER $ 1 ,2 0 0 . . . . . . . . . 7 .0 7 .9 4 .2 - $ 1 ,2 0 0 AND UNDER $ 1 ,2 5 0 ............................. 4 .6 1 0 .3 6 .1 - 4. 0 8 .3 6 .3 (1 .5 ) AND UNDER $ 1 ,3 0 0 ............................ $ 1 ,3 0 0 $ 1 ,2 5 0 ANO UNDER $ 1 ,3 5 0 . . . . . . . . . 2 .8 6 .1 7 .9 1 .5 $ 1 ,3 5 0 AN D UNDER $ 1 ,4 0 0 ............................. 2 .7 6 .2 6 .9 2 .7 $ 1 ,4 0 0 ANO UNDER $ 1 ,4 5 0 ............................. 1 .5 5 .9 9 .2 3 .4 $ 1 ,4 5 0 AND UNDER $ 1 ,5 0 0 ............................. 1 .5 4 .4 8 .2 5 .4 $ 1 ,5 0 0 AND UNOER $ 1 ,5 5 0 ............................. 4 .3 7 .2 5 .9 2 .9 6 .2 8 .0 2 .2 7 .3 1 .6 4 .3 6 .9 1 .1 3 .0 6 .9 $ 1 ,5 5 0 AND UNOER $ 1 ,6 0 0 ............................. (2 .6 ) - $ 1 ,6 0 0 AN D UNDER $ 1 ,6 5 0 ............................. - $ 1 ,6 5 0 AND UNDER $ 1 ,7 0 0 . . . . . . . . . $ 1 ,7 0 0 AND UNDER $ 1 ,7 5 0 . . . . . . . . . - $ 1 ,7 5 0 AN D UNDER $ 1 ,8 0 0 ............................. - $ 1 ,8 0 0 AND UNDER $ 1 ,8 5 0 ............................. $ 1 ,9 0 0 ............................. $ 1 ,8 5 0 6 .3 1 .0 3 .5 6 .4 (2 .5 ) - 2 .9 5 .9 2 .2 3. 7 AN D UNDER $ 1 ,9 0 0 AND UNDER $ 1 ,9 5 0 ............................. - 1 .7 3 .9 $ 1 ,9 5 0 AND UNDER $ 2 ,0 0 0 . . . . . . . . . - 1 .7 5 .6 $ 2 ,0 0 0 AN D UNDER $ 2 ,0 5 0 ............................. - - 1 .4 3 .1 $ 2 ,0 5 0 AND UNDER $ 2 ,1 0 0 ............................. - - 1 .0 $ 2 ,1 0 0 AN D UNDER $ 2 ,1 5 0 ............................. - - 1 2 .7 ) $ 2 ,1 5 0 AND UNDER $ 2 ,2 0 0 ............................. - $ 2 ,2 0 0 AN D UNDER $ 2 ,2 5 0 ............................. * $ 2 ,2 5 0 AND UNDER $ 2 ,3 0 0 ............................. _ $ 2 ,3 0 0 AND OVER ......................................................... - TOTAL NUMBER AVERAGE OF .............................................. .......................... EMPLOYEES MONTHLY ........................................... SALARY ................................ - - 2 .1 - 1 0 .4 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 5 .2 2 9 1 4 ,5 1 3 1 6 ,2 3 3 5 ,6 3 2 $ 1 ,0 2 9 $ 1 ,2 5 8 $ 1 ,5 0 2 $ 1 ,8 2 6 S ee f o o t n o t e a t e n d o f t a b l e . 2 .2 * _ 3 .6 2 .2 2 .6 20 Table 4. Employment distribution by salary: Professional and administrative occupations— Continued (Pe rc ent d i s t r i b u t i o n o f e m p lo y e e s in selected profes sion al an d a d m in is tr a tiv e o c c u p a tio n s b y m o n t h l y salary. U n ite d States e x c e p t A la s ka an d H a w a ii,1 M a rc h 1977) J o b analy sts D ir e c to rs o f pers onnel M o n t h l y salary II III IV 1 II III IV *775 AND UNDER *800 .......................................... 1 .3 - - - - - - *800 AND UNDER *825 .......................................... - - - - - - _ *825 AND UNOER *850 .......................................... 2 .9 - - *8 5 0 AND UNDER *875 .......................................... 3 .3 (0 .4 1 * - *875 AND UNDER *900 .......................................... .4 1 .1 ** - * - - *900 AND UNDER *925 ........................................... 6 .7 .9 - - - - - *925 AND UNDER *950 ................................ ... 3 .8 - AND UNDER *975 ........................................... 1 .7 2 .3 - - - *9 5 0 - - - *975 AND UNDER *1 ,0 0 0 ................................... 3 .8 .7 - - - 9 .2 AND UNDER $ 1 ,0 5 0 ............................. 2 .2 - - - *1 .0 5 0 AND UNDER *1 .1 0 0 ............................. 1 9 .6 .5 - 1 .0 - - *1 .1 0 0 AND UNDER (1 .1 5 0 ............................. 1 2 .5 3 .8 - 3 .8 - - - *1 ,0 0 0 1 .3 - - *1 ,1 5 0 ANO UNDER *1 ,2 0 0 ............................. 4 .6 3 .2 *1 .2 0 0 AN D UNDER *1 .2 5 0 ............................ 4 .6 1 1 .5 (2 .3 ) 3 .0 - - - *1 ,2 5 0 A NO UNDER (1 .3 0 0 ............................ 3 .3 1 1 .6 1 .2 3 .6 _ - - *1 .3 0 0 *1 .3 5 0 ............................. 6 .7 - - - - AND UNDER 9 .0 1 .6 2 .1 *1 ,3 5 0 AND UNDER (1 .4 0 0 ............................. 7 .5 5 .9 3 .9 8 .7 *1 .4 0 0 AND UNOER *1 ,4 5 0 ............................. 2 .5 6 .5 5 .3 4 .6 (2 .2 ) 1 .7 $ 1 ,4 5 0 AN D UNDER (1 .5 0 0 ............................ 1 .7 4. 1 3 .0 8 .1 4 .7 9 .5 1 1 .6 - - *1 .5 0 0 AN D UNDER *1 .5 5 0 ............................. 2 .1 7 .9 *1 .5 5 0 AND UNDER (1 ,6 0 0 ............................. 1 .3 4 .7 7 .4 6 .7 4 .8 - - *1 .6 0 0 AND UNDER *1 .6 5 0 ............................. ( 0 .8 ) 5 .9 4 .9 3 .5 3 .6 (1 .3 ) - ANO UNDER *1 .7 0 0 ............................. 2 .9 8 .6 - AND UNOER *1 .7 5 0 ............................ 4. 1 7. 7 AND UNDER (1 ,8 0 0 ............................ 2 .5 5 .3 *1 .6 5 0 *1 ,7 0 0 *1 .7 5 0 _ 3 .9 - 7 .5 1 .2 2 .5 1 2 .1 1 0 .2 3 .4 “ 4 .8 6 .1 2 .8 - $ 1 ,8 0 0 ANO UNDER *1 .8 5 0 ............................. - 2 .7 4 .0 4 .5 - AND UNDER (1 .9 0 0 ............................. 1 .1 4 .9 - UNDER (1 .9 5 0 ............................. 3 .0 8 .6 6 .1 4 .5 5 .1 1 .4 AND - 3 .7 - 4 .2 $ 1 .8 5 0 *1 ,9 0 0 3 .3 (2 .0 ) 3 .2 2 .1 7 .4 4 .5 (1 .2 ) - 5 .8 1 .0 4 .6 2 .6 - 1 .9 .6 4 .0 4 .5 - 2 .5 4 .1 2 .6 1 .2 .9 - $ 1 ,9 5 0 AND UNDER *2 ,0 0 0 . . . . . . . . . $ 2 .0 0 0 AND UNOER *2 .0 5 0 ............................. - *2 . 050 AND UNOER (2 .1 0 0 ............................ *2 .1 0 0 AND UNDER *2 .1 5 0 ............................ *2 .1 5 0 AN D UNDER *2 .2 0 0 ............................. - .9 .1 - 2 .1 2 .1 *2 .2 0 0 AN D UNDER $ 2 ,2 5 0 ............................. - - 1 .8 1 .7 3 .6 3 .7 .3 *2 ,2 5 0 AND UNDER *2 .3 0 0 ............................. _ - 1 .8 1 .3 3 .9 4 .4 3 .0 1 .4 *2 .3 0 0 ANO - - 1 .9 ( 0 .6 ) - 2 .6 2 .5 - - (0 .7 ) - 1 .3 3 .3 2 .7 4 .1 2 .1 5 .6 2 .4 $ 2 ,3 5 0 ............................. *2 .3 5 0 A NO UNDER *2 ,4 0 0 ............................. *2 ,4 0 0 AND UNDER *2 ,4 5 0 ............................. *2 .4 5 0 AND UNDER (2 .5 0 0 ............................. ~ * *2 .5 0 0 AND UNDER (2 ,6 0 0 ............................ - - UNOER *2 , 600 AND UNDER (2 .7 0 0 ............................. - - *2 ,7 0 0 AND UNOER *2 .8 0 0 ............................. *2 .8 0 0 ANO AND UNDER (2 ,9 0 0 . . . . . . . . . - - UNDER *3 .0 0 0 ............................. ~ *2 .9 0 0 2 .9 - 1 .3 - - 2 .1 — - - 6 .5 .9 1 .9 5 .0 3 .3 .8 7 .8 7 .1 1 .0 2 .8 2 .4 - 1 .4 6 .9 1 6 .0 *3 .0 0 0 AND UNOER $ 3 ,1 0 0 . . . . . . . . . - - - - 3 .8 AND UNDER (3 .2 0 0 ............................ - - - 1 .1 1 3 .9 *3 .2 0 0 AN D UNOER (3 .3 3 3 . . . . . . . . . - - (2 .7 ) - .9 *3 .1 0 0 - - 4 .0 - - - *3 .3 0 0 AND UNDER $ 3 ,4 0 0 ............................ $ 3 ,4 0 0 AND UNDER (3 .5 0 0 ............................. ANO ________________ _ (3 .7 0 0 ............................. ............................. ............................ - UNOER *3 .8 0 0 *3 .9 0 0 UNDER (4 ,0 0 0 ............................ *3 .5 0 0 *3 .6 0 0 AND UNOER UNDER *3 ,7 0 0 AND UNDER $ 3 ,8 0 0 AND *3 ,9 0 0 AND $ 3 ,6 0 0 - - .9 .3 6 .5 1 .0 5 .6 4 .7 4 .4 - _ _ - .7 - - - - 2 .4 - - - (0 .5 ) 5 .0 - 2 .1 - * * 1 .0 2 .7 *4 .0 0 0 AN D UNDER (4 ,1 0 0 . . . . . . . . . - - - - - - *4 ,1 0 0 AN D UNDER *4 .2 0 0 ............................. - - - - - - 1 .8 *4 .2 0 0 AND OVER - - - - - - 2 .7 TOTAL NUMBER AVERAGE OF E M P L O Y E E S ............................. MONTHLY SALARY ................................ 1 0 0 .0 1 0 0 .0 1 0 0 .0 240 558 * 1 . 131 *1 .4 1 8 See f o o t n o t e a t e n d o f t a b l e . 21 2 .7 1 0 0 .0 1 0 0 .0 1 0 0 .0 569 1, 139 2 ,2 3 9 1 ,0 3 8 338 *1 ,7 4 2 (1 ,5 8 8 *2 ,4 3 2 *3 ,1 4 9 *1 ,9 8 0 1 0 0 .0 Table 4. Employment distribution by salary: Professional and administrative occupations— Continued (P erc ent d is t r i b u t i o n o f e m p lo y e e s in selected profession al and a d m in is tr a tiv e o c c u p a tio n s b y m o n t h l y salary, U n ite d States e x c e p t A la s k a an d H a w a ii,1 M a rc h 1 977) M o n t h l y salary UNDER *725 ....................................... 2 .7 *725 ANO UNDER *7 5 0 . . . *750 ANO UNDER *775 . . . 1.8 1.6 *775 AND UNDER *800 . . . 1 .5 *8 0 0 AN O UNDER *825 . . . ( 1.2) 3 .2 *825 AND UNDER *850 . . . 1 .3 .3 *8 5 0 AND UNDER *875 . . . 5 .5 *875 AND UNDER *900 . . . 2.1 1 .3 . . . 7 .1 2 .3 *900 *925 .2 1 .3 AND UNDER *925 AND UNDER *950 . . . 5 .7 *950 AND UNDER *9 7 5 . . . 5 .3 1.2 *975 AND UNDER *1 .0 0 0 . 4 .4 2 .5 .4 *1 .0 0 0 AND UNDER *1 .0 5 0 8 .7 *1 .0 5 0 AND UNDER *1 ,1 0 0 9 .1 *1 ,1 0 0 AND UNDER *1 ,1 5 0 6 .5 8.2 8.8 10.2 *1 .1 5 0 AND UNDER *1 .2 0 0 7 .3 1 0 .5 (1 .7 ) 2.0 1 .4 3 .4 2 .9 6.6 6.1 *1 .2 0 0 AN D UNDER *1 ,2 5 0 8 .9 9 .3 *1 .2 5 0 AN O UNDER *1 ,3 0 0 6 .5 *1 .3 0 0 AND UNDER *1 .3 5 0 6. 1 8.1 7 .3 7 .6 1.6 *1 .3 5 0 AN D UNDER *1 ,4 0 0 3 .4 7 .3 9 .6 2 .9 *1 .4 0 0 AN D UNDER *1 ,4 5 0 1 .4 4 .6 7 .8 2 .4 *1 ,4 5 0 AND UNDER *1 ,5 0 0 3 .9 9 .5 4 .6 *1 .5 0 0 AN D UNDER *1 .5 5 0 2 .5 7 .6 3 .8 $ 1 ,5 5 0 AN D UNDER *1 .6 0 0 (1 .6 0 0 ANO UNDER *1 .6 5 0 *1 .6 5 0 AND UNDER $ 1 ,7 0 0 1.8 1. 1 *1 .7 0 0 AN D UNDER *1 ,7 5 0 (0 .4 ) $ 1 ,7 5 0 1.6 (1.0) 2 .3 (3 .0 ) ( 1 .5 ) 1.1 7 .0 6.0 5 .5 5 .8 1 .4 4. 5 5 .7 1 .3 3 .9 ANO UNDER $ 1 ,8 0 0 3 .3 (1 .8 0 0 AND UNDER *1 ,8 5 0 2 .9 (1 .8 5 0 AND UNDER *1 ,9 0 0 *1 .9 0 0 AND UNDER *1 ,9 5 0 *1 .9 5 0 AN D UNDER *2 .0 0 0 ANO UNDER 8.0 1 .3 2 .9 8 .4 2.2 7. 1 4 .2 4 .8 5 .6 5. 1 4 .9 4 .8 6 .3 (2 ,0 0 0 2.2 1.8 1.0 *2 .0 5 0 (1 .7 ) 5 .2 4 .5 ( 3 .3 ) 3 .8 *2 ,0 5 0 AN D UNDER *2 ,1 0 0 3 .8 6 .5 1 .7 (2 .1 0 0 AND UNDER $ 2 ,1 5 0 3 .5 5 .5 *2 .1 5 0 AND UNDER $ 2 ,2 0 0 2 .7 6.2 4 .5 (2 ,2 0 0 AND UNDER (2 ,2 5 0 2 .4 (2 .2 5 0 AN D UNDER *2 ,3 0 0 3 .0 *2 .3 0 0 AN D UNDER *2 ,3 5 0 1 .5 3 .7 5 .0 .9 *2 .3 5 0 AN D UNDER *2 .4 0 0 .7 4 .6 4 .8 4 .0 .6 1.0 ( 1.2) 2 .4 ( 1 .5 ) 5 .9 5 .8 1 .5 5 .1 3 .9 (2 .4 0 0 AN D UNDER (2 .4 5 0 *2 .4 5 0 AN D UNDER (2 .5 0 0 (2 .5 0 0 AND UNDER *2 .6 0 0 *2 .6 0 0 *2 .7 0 0 ANO AND UNDER UNDER $ 2 ,7 0 0 *2 .8 0 0 2.8 *2 .8 0 0 AN O UNDER *2 ,9 0 0 2 .4 9 .0 9 .4 5 .3 *2 .9 0 0 AND UNDER *3 ,0 0 0 1 .4 4 .6 *3 .0 0 0 AN D UNDER *3 ,1 0 0 3 .7 $ 3 ,1 0 0 AN D UNDER *3 .2 0 0 1.0 ( 1.0) *3 ,2 0 0 AN D UNDER *3 .3 0 0 (3 .3 0 0 AND UNDER *3 .4 0 0 .7 *3 ,4 0 0 AN D UNDER *3 .5 0 0 1 .3 *3 .6 0 0 (1.6) 3 .8 3 .2 5 .9 4 .3 6 .3 8.0 11.1 2.1 1.6 .8 3 .4 2 .7 (0 .7 ) 6.2 2 .3 5 .5 5 .7 7 .6 2 .3 8.2 1 0 .9 8 .7 9 .1 3 .9 6 .7 9 .8 AN D UNDER *3 .6 0 0 ANO UNDER *3 .7 0 0 *3 .7 0 0 AN D UNDER *3 ,8 0 0 (3 .8 0 0 AND UNDER (3 ,9 0 0 *3 .9 0 0 AND UNDER *4 .0 0 0 (4 .0 0 0 AND UNDER (4 .1 0 0 2.6 2.2 2 .9 1.2 .6 1.0 .8 (4 ,1 0 0 (4 .2 0 0 .4 (3 .5 0 0 1.1 1.6 2.1 8.2 3 .9 5 .5 6.8 5 .5 2.1 1 3 .5 5 .3 6 .4 AN O UNDER *4 ,2 0 0 AND UNDER *4 .3 0 0 (4 .3 0 0 AND UNDER *4 ,4 0 0 (4 ,4 0 0 ANO UNDER $ 4 ,5 0 0 *4 .5 0 0 AND UNDER (4 .6 0 0 AND UNDER *4 .7 0 0 1.6 (4 ,7 0 0 AND UNDER (4 ,8 0 0 1 .4 .6 2.1 (1.2) *4 ,6 0 0 3 .9 2 .5 .7 1.6 .5 (4 .8 0 0 AND UNDER (4 .9 0 0 .5 *4 .9 0 0 AND UNDER *5 .0 0 0 1 .4 *5 .0 0 0 AND OVER TOTAL NUMBER AVERAGE OF . . . . . . . 6 .4 100.0 .................. ... EMPLOYEES MONTHLY . . . S A L A R Y .. 2. 110 *1 ,0 7 3 4 , 171 9 ,5 5 7 1 1 ,1 4 3 9 ,1 3 2 4 ,5 6 5 1 .5 6 4 438 (1 .2 0 3 $ 1 ,4 6 7 (1 ,8 0 6 *2 ,1 8 4 *2 ,5 4 4 *3 ,0 2 7 *3 ,7 2 0 S ee f o o t n o t e a t e n d o f t a b l e . 22 Table 4. Employment distribution by salary: Professional and administrative occupations— Continued (Pe rc ent d i s t r i b u t i o n o f e m p lo y e e s in selected pro fe ss ional an d a d m in is tr a ti v e o c c u p a tio n s b y m o n t h l y sala ry. U n ite d States e x c e p t A la s ka an d H a w a ii,1 M a rc h 1977) Engineers II 1 UNDER $975 $975 AND 2 .7 UNDER $ 1 ,0 0 0 1 .6 ...................... III IV VI _ (0 .6 ) “ - $ 1 ,0 0 0 AND UNDER $ 1 ,0 5 0 ............................. 3 .7 1 .0 - $ 1 ,0 5 0 AND UNDER $ 1 ,1 0 0 ............................. 9 .6 2 .0 - UNDER 3 .9 ( 1 .4 ) 1 4 .4 V _ $ 1 ,1 0 0 AND $1, 150 AND UNDER $ 1 ,1 5 0 $ 1 ,2 0 0 ............................. ............................. 1 6 .0 7 .7 1 .5 $ 1 ,2 0 0 AND UNDER $ 1 ,2 5 0 ............................. 1 4 .8 1 1 .4 3 .0 $ 1 ,3 0 0 ............................. 1 1 .1 1 3 .9 V II V III _ - _ “ - _ - - - - - - - - - - - - AND UNDER 3 .9 - $ 1 ,3 0 0 AND UNDER $ 1 ,3 5 0 ............................. 8 .7 1 2 .3 6 .4 ( 1 .5 ) $1. 350 AND UNDER $ 1 ,4 0 0 ............................. 7. 1 1 1 .7 7 .8 1 .6 $ 1 ,4 0 0 AND UNDER $ 1 ,4 5 0 ............................. 4 .3 1 0 .9 8 .5 2. 1 - $ 1 ,4 5 0 AND UNDER $ 1 ,5 0 0 ............................. 2 .9 7 .8 9 .8 3 .2 * - S I. 500 AND UNDER $ 1 ,5 5 0 ............................. 1 .3 5 .3 1 0 .2 4 .1 - - - _ $ 1 ,5 5 0 AND UNDER $ 1 ,6 0 0 ............................. 4 .2 8 .3 5 .0 (2 .4 ) - - 1 .3 - $ 1 ,2 5 0 - - - - _ - AND UNDER ............................. (2 .0 ) - $ 1 ,6 5 0 AND UNDER $ 1 ,7 0 0 ............................ - $ 1 ,7 0 0 AND UNDER $ 1 ,7 5 0 ............................. $ 1 ,7 5 0 AND UNDER $ 1 ,8 0 0 ............................. _ - 5 .0 7 .7 3 .7 - _ _ $ 1 ,8 0 0 AN D UNDER $ 1 ,8 5 0 ............................. 3. 8 7 .6 4 .4 (2 .2 ) $ 1 .8 5 0 AND UNDER $ 1 ,9 0 0 ............................. - - 3 .5 7 .1 5 .5 1 .0 - - - $ 1 ,6 0 0 $ 1 ,6 5 0 2 .7 7 .0 6 .1 2 .0 6 .9 7 .2 1 .6 - - (2 .6 ) 5 .6 7 .9 2 .6 - - - - $ 1 ,9 0 0 AND UNDER $ 1 ,9 5 0 ............................. - 3 .3 6 .8 6 .3 1 .5 - $ 1 ,9 5 0 AND UNDER $ 2 ,0 0 0 . . . . . . ____ - - 1 .9 5 .7 6 .3 3 .3 - - $ 2 ,0 0 0 AND UNDER $ 2 ,0 5 0 ............................. _ - 5 .3 7 .0 3 .7 _ - $ 2 . 1 0 0 ......................... ... - (2 .2 ) - 4 .5 3 .9 7 .2 4 .1 ( 2 . 3) - 6 .8 4 .2 2 .7 - - 2 .9 6 .6 5 .2 3 .3 - AND UNDER $ 2 ,1 0 0 AND UNOER $ 2 , 1 5 0 ......................... ' . - $2. 150 AND UNDER $ 2 ,2 0 0 - $ 2 ,0 5 0 ............................. - $ 2 ,2 0 0 AND UNDER $ 2 ,2 5 0 ............................. - - - 2 .9 6 .2 5 .1 3 .0 - $ 2 ,2 5 0 AND UNDER $ 2 ,3 0 0 . . . . . . . . . _ - _ 2 .1 5 .0 5 .6 3 .7 (2 .0 ) AND UNDER $ 2 ,3 5 0 ............................. - - - 1 .9 4 .6 6 .2 3 .7 $ 2 ,3 5 0 AND UNDER $ 2 ,4 0 0 ............................. - ~ - 1 .1 4 .0 6 .1 3 .7 1 .0 $2, 400 AND UNOER $ 2 ,4 5 0 ............................. - ( 1 .8 ) 3 .6 5 .8 3 .5 1 .0 $ 2 ,4 5 0 AND UNDER $ 2 ,5 0 0 ............................. 5 .7 4 .5 1 .0 $ 2 ,3 0 0 _ AND UNDER $ 2 ,6 0 0 AND UNDER $ 2 ,7 0 0 ............................ $ 2 ,7 0 0 AN D UNDER $ 2 ,8 0 0 ............................. $ 2 ,8 0 0 AND UNDER $ 2 ,9 0 0 ............................. - $ 2 ,9 0 0 AND UNDER $ 3 ,0 0 0 ............................. - ............................. - $ 2 ,5 0 0 $ 2 ,6 0 0 3 .2 ............................. - _ - 4 .8 9 .9 9 .1 4 .9 - - - 3 .0 7 .9 8 .7 7 .8 - - - 2 .0 (1 .9 ) 6 .9 9 .6 4 .8 9 .3 8 .7 * 4 .1 8 .0 7 .9 - - - _ _ 2 .4 8 .4 $ 3 ,0 0 0 AND UNDER $ 3 ,1 0 0 5 .6 6 .5 $ 3 .1 0 0 AND UNDER $ 3 ,2 0 0 ............................. - - - 6 .9 $ 3 ,3 0 0 ............................. - 1 .2 5 .1 $ 3 ,4 0 0 ............................. - - AND UNDER UNDER - 4 .9 AND - 1 .6 $ 3 ,2 0 0 - - - - (1 .6 ) 2 .7 6 .3 AND UNDER $ 3 ,5 0 0 ............................. - - - - - - 2 .6 6 .5 $ 3 ,5 0 0 $ 3 ,6 0 0 ............................. $ 3 ,3 0 0 $ 3 ,4 0 0 7 .1 AND UNDER - - - - - _ 1 .7 3 .9 $ 3 ,6 0 0 AND UNDER $ 3 ,7 0 0 .................. ... - 1 .8 4 .1 UNDER $ 3 ,8 0 0 ............................. - - - - - AND - - $ 3 .7 0 0 - $ 3 ,8 0 0 AN D UNDER $ 3 ,9 0 0 ............................. - - - - - (1 .6 ) - 3 .3 1 .8 $3. 900 AND UNDER $ 4 ,0 0 0 ............................. - - - - - - 2 .6 $4, 000 AND UNDER $ 4 ,1 0 0 ............................. - - - _ - - - 2 .1 $ 4 ,2 0 0 ............................. - - - - - - - 1 .3 - - - - 3 .9 $ 4 ,1 0 0 AND UNDER $ 4 ,2 0 0 AN D OVER - TOTAL NUMBER AVERAGE 1 OF EMPLOYEES MONTHLY ........................................... SALARY ................................. 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 5 ,8 9 2 3 2 ,7 8 4 9 2 ,3 4 0 $ 1 ,2 1 8 $ 1 ,3 5 2 $1. 558 F o r s c o p e o f s t u d y , see t a b l e A - 1 i n a p p e n d i x A . 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 125, 903 8 9 ,0 9 4 4 6 ,2 3 5 1 7 ,9 3 3 4 ,7 0 4 $1. 839 $ 2 .1 3 5 $ 2 ,4 4 8 $ 2 ,7 5 0 $ 3 ,1 7 2 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 l a t e d a n d ar e s h o w n i n t h e i n t e r v a l a b o v e o r b e l o w t h e e x t r e m e i n t e r v a l c o n t a i n i n g a t l ea st 1 p e r c 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 N O T E : T o a v o id s h o w in g sm all p r o p o r t i o n s o f e m p lo y e e s sca tte red at o r nea r p l o y e e s a r e s h o w n i n p a r e n t h e s e s . B e c au s e o f r o u n d i n g , s u m s o f i n d i v i d u a l i t e m s m a y th e e x tr e m e s o f th e d is t r ib u t io n s f o r s om e o c c u p a ti o n s . T h e percen tage s o f e m p lo y e e s in n o t e q u a l 100. 23 Ta ble 5. Em ploym ent distribution by salary: Technical support occupations (Pe rc ent d i s t r i b u t i o n o f e m p lo y e e s in selected te c h n ic a l s u p p o r t o c c u p a tio n s b y m o n t h l y salary. U n ite d States e x c e p t A la s k a a n d H a w a ii,1 M a rc h 19 7 7 ) E n g in eering te c h n ic ia n s 1 $450 AND UNDER $ 4 7 5 ............................. $475 AND UNDER $500 ........................................... III II IV - _ tracers V _ - $500 AND UNDER $525 ............................. - - $525 AND UNDER $550 ........................................... (0 .3 ) - $550 AND UNDER $575 .......................................... 3 .8 - $575 AND UNDER $600 ........................................... 1 .3 $600 AN0 UNDER $625 ................................ 2 .0 - $625 AND UNDER $650 ........................................... 6 .3 (0 .7 ) - _ - - - $650 AND UNDER $675 ............................. ... 5 .0 1 .2 $675 AND UNDER $700 ............................. 5 .2 2 .7 “ $700 AND UNDER $725 ........................................... - - - 4 .7 2 .8 $725 AND UNDER $750 ........................................... 7 .6 3 .0 - $750 AND UNDER $775 ........................................... 1 1 .7 4 .5 ( 1 .3 ) _ ~ - $775 AND UNOER $800 ................................ ... 7 .0 5 .6 2 .0 AND UNDER $825 .......................................... 5 .6 4 .8 2 .2 _ $825 AND UNDER $850 ............................. 6 .4 5 .2 3 .2 - $850 AND UNDER $875 ........................................... 5 .3 5 .9 3 .2 $875 AND UNDER $900 ............... ........................... 4 .7 5 .4 3 .4 * $900 AND UNDER $925 ........................................... 4 . 5 7 .3 3 .9 (2 .3 ) - $925 AND UNDER $950 ........................................... 2. 1 4 .5 3 .8 1 .2 - $950 AND UNDER $975 ........................................... 2. 5 6 .9 4 .6 1 .3 $975 AND UNDER $ 1 ,0 0 0 ANO UNDER II 0 .2 _ 1 .3 - 2 .5 - 2 .7 (2 .0 ) 2 .2 2 .3 - III _ _ - - - - - - _ - 4 .8 3 .4 9 .0 3 .3 - 4 .5 3 .9 - 5 .0 - 6 .1 5 .5 (2 .8 ) - 5 .8 5 .1 5 .3 1 .1 - 1 .8 - 5 .8 3 .9 $800 $ 1 ,0 0 0 1 5 .3 “ - D ra ft e rs D ra ft e r- M o n t h l y salary - * 3 .7 6 .8 2 .1 - 4 .3 5 .1 2 .8 - 5 .0 6 .3 3 .4 - 2 .1 6 .4 4 .3 ' - 9 .2 4 .2 3 .6 6 .3 4 .1 4 .8 1 .1 (3 .2 ) 5 .1 3 .3 4 .2 1 .1 2 .5 4 .4 6 .0 1 .4 1 .6 4 .5 5 .0 1 .7 (0 .7 ) .7 2 .2 5 .9 2 .2 $ 1 ,0 5 0 . . . . . . . . . 3 .2 9 .1 9 .6 5 .3 1 .3 1 .1 3 .9 9 .9 5 .9 1 .9 ............... ... ................. AN D UNDER $ 1 ,1 0 0 ............................. 3. 3 8 .7 8 .2 2 .7 4 .0 8 .1 $ 1 ,1 0 0 AND UNDER $ 1 ,1 5 0 ............................. 2 .4 5 .5 1 0 .9 8. 1 2 .8 1 .1 4 .1 6 .6 7 .1 $ 1 ,1 5 0 AN D UNDER $ 1 ,2 0 0 ............................. 1 .5 3 .7 9 .8 9 .4 4 .4 1 .1 2 .3 6 .9 8 .3 $ 1 ,2 0 0 AN D UNDER $ 1 ,2 5 0 ............................. (2 .1 ) 3 .5 7 .9 1 0 .7 5 .7 (0 .7 ) 3 .1 5 .1 7 .4 ANO UNDER $ 1 ,3 0 0 . . . . . . . . . 7 .4 $ 1 ,0 5 0 6 .4 - 1 .6 9 .2 1 0 .2 $ 1 ,3 0 0 AN D UNDER $ 1 ,3 5 0 ............................. - 1 .2 4 .1 1 2 .0 $ 1 ,3 5 0 AND UNDER $ 1 ,4 0 0 ............................. - 1 .0 3 .7 8. 7 1 0 .9 - $ 1 ,4 0 0 AND UNDER $ 1 ,4 5 0 ............................. (0 .6 1 1 .5 6 .7 1 1 .3 $ 1 ,4 5 0 AND UNDER $ 1 ,5 0 0 ............................. 1 .0 6 .3 9 .9 - ( 1 .4 ) - 3 .7 $ 1 ,2 5 0 _ 6 .7 - 1 .0 4 .7 9.8 - 3 .3 8 .2 - (2 .8 ) - 2 .0 6 .3 1 .5 5 .0 8 .5 - - 1 .5 4 .4 2 .9 5 .3 - 5 .7 - (2 .2 ) - 2 .7 1 .3 ( 1 .9 ) 5 .2 - - $ 1 ,5 0 0 AND UNDER $ 1 ,5 5 0 ............................. $ 1 ,5 5 0 AN D UNDER $ 1 ,6 0 0 ............................. - $ 1 ,6 0 0 AN D UNDER $ 1 ,6 5 0 ............................. - $ 1 ,6 5 0 ANO UNDER $ 1 ,7 0 0 ............................. - $ 1 ,7 0 0 ANO UNDER $ 1 ,7 5 0 ............................. - $ 1 ,7 5 0 AND UNDER $ 1 ,8 0 0 ............................. _ - - - 2 .2 $ 1 ,8 0 0 AN D UNDER $ 1 ,8 5 0 ............................. - - ANO UNDER $ 1 ,9 0 0 ............................. - - - $ 1 ,8 5 0 - 2 .0 (1 .8 ) $ 1 ,9 0 0 AN D UNDER $ 1 ,9 5 0 . . . . . . . . . $ 1 ,9 5 0 AND UNDER $ 2 ,0 0 0 ............................. $ 2 ,0 0 0 AN D UNDER $ 2 ,0 5 0 ............................. - _ - - - - $ 2 ,0 5 0 A NO OVER ................................... .................... - - - - ~ - TOTAL NUMBER AVERAGE OF ......................................................................... EMPLOYEES MONTHLY .......................................... SALARY ................................ - - 1 0 0 .0 1 0 0 .0 1 0 0 .0 2 .5 1 .7 - _ - - 1 .5 1 .4 1 .0 .9 “ 1 .1 _ - 1 .0 - - “ 1 0 0 .0 1 0 0 .0 1 .6 1 0 0 .0 1 0 0 .0 1 0 0 .0 3 . 142 1 5 ,0 3 3 2 5 ,0 5 6 2 8 ,4 6 0 1 8 ,3 2 7 4 ,0 9 0 1 8 ,1 4 0 3 1 ,4 1 8 2 9 ,5 6 8 $811 $946 $ 1 ,0 9 6 $ 1 ,2 6 8 $ 1 ,4 3 6 $768 $863 $ 1 ,0 6 9 $ 1 ,3 1 9 See f o o t n o t e a t e n d o f t a b l e . 7 .9 1 .6 * 1 0 0 .0 5 .5 4 .0 - 6 .4 24 Table 5. Employment distribution by salary: Technical support occupations—Continued (Pe rc ent d is t r i b u t i o n o f e m p lo y e e s in selected te ch nic al s u p p o r t o c c u p a tio n s b y m o n t h l y salary, U n ite d States e x c e p t A la s k a and H a w a ii,1 M a rc h 1977) C o m p u t e r op e ra to rs M o n t h l y s al ar y UNDER $450 $475 $450 AND 1 II III IV V VI l . 8 _ _ _ - _ .................................... 1 .1 0 .7 - - .................................... 1 .6 1 .3 * ~ - - - - - - - .................................................................. UNDER $475 ANO UNDER $500 $500 AND UNDER $525 .................................... 6 .2 1 .5 $525 AND UNDER $550 .................................... 6 .4 .8 $550 AND UNDER $575 .................................... 8. 7 2 .9 (1 .5 ) $575 AND UNDER $600 ......................... ... 7 .5 3 .4 1 .2 $600 AND UNDER $625 .................................... 1 2 .6 4 .6 2 .2 $625 - * “ - - - A N D -U N D E R $650 .................................... 8. 2 4 .6 1 .9 (1 .4 ) - $650 ANO UNDER $675 ................................... 1 0 .7 8 .5 3 .8 1 .2 - - $675 AND UNDER $700 .................................... 7 .4 5 .6 5 .1 1 .1 $700 AND UNDER $725 .................................... 5 .0 7 .0 5 .4 1 .4 - - AND UNDER $725 - - $750 .................................... 2 .9 4 .7 6 .0 1 .6 $750 AND UNDER $775 ................................... 4 .2 7 .6 5 .4 2 .4 - $775 AND UNDER $800 .................................... 1 .8 5 .2 5 .8 2 .0 ( 1 .0 ) .................................... AND UNDER $825 1 .6 4 . 8 4 .9 AND UNDER $850 .................................... 1 .9 4 .7 6 .0 3 .6 2 .8 - $850 AND UNDER $875 .................................... 1. 1 4 . 5 7 .0 4 .1 1 .6 3 .3 $875 AND UNDER $900 ............................ 1 .0 3 .6 4 .0 3 .7 1 .0 .2 $900 AND UNDER $925 .................................... .9 3 .5 4 .9 4 .7 2 .9 1 .6 $925 AND UNDER $950 .................................... 1. 3 3 .7 4 .3 5 .6 4 .3 .8 $950 AND UNDER $975 .................................... 1 .4 3 .0 4 .6 5 .5 4 .8 . 3 $975 ANO UNDER $ 1 ,0 0 0 AN D UNDER .7 2 .9 3 .8 6 .7 4 .6 1 .6 4 .3 5 .5 8 .4 7 .8 ............................. $ 1 ,0 5 0 ...................... 1 .6 _ $800 $825 $ 1 ,0 0 0 2 .8 - 1 .0 .2 $ 1 ,0 5 0 AND UNDER $ 1 ,1 0 0 ..................... 1 .0 2 .0 3 .9 7 .8 8 .7 1 .0 $ 1 ,1 0 0 AND UNDER $ 1 ,1 5 0 ...................... 1 .6 3 .3 6 .9 8 .0 3 .6 $ 1 ,1 5 0 AND UNDER $ 1 ,2 0 0 ...................... (1 .3 ) - .6 3 .1 6 .1 8. 1 $ 1 ,2 0 0 AND UNDER $ 1 ,2 5 0 ...................... 1 .7 2 .2 4 .8 9 .0 9 .3 5 .7 - $ 1 ,2 5 0 AN D UNDER $ 1 ,3 0 0 (0 .9 ) 1 .5 4 .3 8 .5 $ 1 ,3 0 0 AN D UNDER $ 1 ,3 5 0 ...................... - 1 .1 4 .3 6 .3 $ 1 ,3 5 0 AN D UNDER $ 1 ,4 0 0 ...................... - - 3 .3 4.4 $ 1 ,4 0 0 AN D UNDER $ 1 ,4 5 0 ...................... - - (1 .6 ) - 1 .7 3 .6 7 .4 $ 1 ,4 5 0 AN D UNDER $ 1 ,5 0 0 ...................... - - 1 .1 2 .6 6 .5 ..................... 9 .8 7 .7 1 5 .1 $ 1 ,5 0 0 AND UNDER $ 1 ,5 5 0 . . . . . . . - _ _ 1 .2 5 .8 $ 1 ,5 5 0 AND UNDER $ 1 ,6 0 0 . . . . . . . ~ - - 1 .0 1 .0 7 .2 $ 1 ,6 0 0 AND UNDER $ 1 ,6 5 0 ...................... - - 2 .3 2. 3 $ 1 ,6 5 0 AND UNDER $ 1 ,7 0 0 ..................... - - - (1 .6 ) - .6 4. 8 $ 1 ,7 0 0 AND UNDER $ 1 ,7 5 0 ...................... - “ - - .4 1 .6 $ 1 ,7 5 0 AND UNDER $ 1 ,8 0 0 ...................... - _ _ - 1 .3 1 .6 $ 1 ,8 5 0 ...................... - - - ~ ( 1 .3 ) 1 .8 ................................................. - - - - - $ 1 ,8 0 0 AND UNDER $ 1 ,8 5 0 ANO OVER TOTAL NUMBER AVERAGE OF ........................................................ ... EMPLOYEES MONTHLY .................................... SALARY ......................... 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 .0 1 0 0 .0 1 0 0 .0 1 .2 100. 0 4 ,8 9 0 8 ,8 8 9 2 5 ,6 3 6 1 6 ,2 5 1 3 ,7 7 5 1 ,0 0 8 $665 $789 $877 $ 1 ,0 4 6 $ 1 ,1 7 5 $1 , 3 6 9 1 F o r s c o p e o f s t u d y , see t a b l e A - 1 i n a p p e n d i x A . h a ve b e e n a c c u m u l a t e d a n d ar e s h o w n i n t h e i n t e r v a l a b o v e o r N O T E : T o a v o id sh o w in g sm all p r o p o r t io n s o f e m p lo y e e s pe rcentages re pre se nting these E m plo y ees are s h o w n in pare n scatte red a t o r near th e ext re m e s o f th e d is t r ib u t io n s f o r som e theses. B ec a u se o f r o u n d i n g , s u m s o f i n d i v i d u a l i t e m s m a y n o t o c c u p a tio n s , th e percen tage s o f e m p lo ye e s in these intervals equal 100. b e l o w t h e e x t r e m e i n t e r v a l c o n t a i n i n g a t l ea st 1 p e r c e n t . T h e 25 Ta b le 6. Em ploym ent distribution by salary: Clerical occupations (Pe rc ent d is t r i b u t i o n o f e m p lo y e e s in selected clerical o c cu p a ti o n s , b y m o n t h l y salary, U n ite d States e x c e p t A la s ka an d H a w a ii,1 M a rch 1 977) Clerks, a c c o u n ti n g Clerks, file K e y p u n c h op e ra to rs M o n t h l y s a la r y M e ss en ge rs 1 UNDER *375 ......................................................................... *375 AND UNDER *400 ........................................... II _ 1 _ - II III 1 II _ _ _ . 4 .0 1 .0 - - (1 .2 ) 0 .5 *400 AND UNDER *425 ............... ... 1 1 .3 1 _ 8 .4 4 .3 0 .3 0 .5 *425 AND UNDER *450 .......................................... 2 .5 - 1 6 .3 5 .7 1 .2 1 .2 *450 AND UNDER *475 ...................... . ................ 3 .4 - 1 4 .6 9 .1 1 .8 2 .1 - _ *475 ANO UNDER *500 .......................................... 5 .3 - 1 3 .4 1 3 .9 2 .5 3 .3 (1 .4 ) 1 0 .5 (1 .5 1 1 2 .4 4 .0 5 .4 7 .6 *500 AND UNDER *525 .......................................... 6 .9 1 3 .9 4 .4 6 .9 1 .4 1 0 .2 *525 AND UNDER *550 ........................................... 5 .8 1 .3 7 .0 B .l 4 .0 7 .3 2 .4 9 .7 *550 AND UNOER *575 .......................................... 7 .5 2 .1 7 .1 S .5 3 .7 1 0 .8 3 .5 8 .5 *575 AND UNDER *600 ................................ 7 .1 2 .6 5 .4 5 .9 5 .2 8 .2 4 .2 6 .5 *600 AND UNDER *6 2 5 .......................................... 7. 1 3 .7 2 .5 5 .4 4 .9 7 .5 5 .6 4 .9 *6 2 5 AND UNOER *650 ........................................... 5 .2 4 .0 2 .2 5 .2 8. 8 6 .8 6 .8 5 .2 *650 AND UNDER *675 .......................................... 7 .0 5 .9 1 .2 4 .8 6 .7 7 .9 6 .8 3 .7 *675 AND UNDER *700 .......................................... 5 .1 5 .5 (4 .9 ) 3 .2 5. 6 5 .7 7 .1 3 .3 AND UNDER 6 .2 2 .1 *725 ......................... ... 4 .5 5 .3 - 2 .7 6 .7 4 .7 *725 AND UNDER *750 ........................................... 3 .8 5 .3 - 1 .5 3. 3 3 .7 5 .9 1 .8 *750 AND UNDER *775 .......................................... 3 .7 5 .1 1 .4 2. 9 3 .4 6 .2 2 .5 *775 AND UNDER *800 ........................................... 2 .9 4 .8 1 .6 3 .1 2 .6 5 .2 1 .5 *800 AND UNDER *825 ........................................... 2 .0 4 .0 - 1 .8 2 .8 1 .9 4 .3 1 .5 *825 AND UNDER *8 5 0 2 .2 2 .3 4 .9 1 .2 - 1 .2 3 .8 1 .6 3 .5 1 .0 1 .0 2 . 1 1 .4 3 .4 .7 2 .7 1 .8 2 .3 1 .2 *700 2 .1 3 .9 *850 AND UNDER *875 ........................................... 1 .8 4 .1 *875 AND UNDER *900 ........................................... ............... ... 2 .1 3 .0 *900 AND UNDER *925 ........................................... 1 .9 2 .9 *925 AND UNOER *950 ........................................... 2 .3 *950 AND UNDER *975 ............................. ... 2 .0 *975 AND UNDER *1 ,0 0 0 .................................... .9 _ .8 3 .7 - 1 .3 2. 4 1 .2 2 .0 3 .2 - .3 1 .7 1 .2 2 .6 1 .3 1 .3 2 .7 - .4 2. 3 .4 1 .3 (3 .6 ) .3 *1 .0 5 0 ............................. 1 .4 4 .1 _ 1 .7 2. 6 3 .0 _ *1 .0 5 0 AND UNDER *1 .1 0 0 ............................. 1 .4 3 .4 1 .3 3 .4 - AND UNDER *1 ,1 5 0 ............................ 3 .4 - 2 .4 *1 .1 0 0 3. 7 1 .2 2 .7 - *1 .0 0 0 AN D UNDER 1 .6 *1 .1 5 0 ANO UNDER *1 .2 0 0 . . . . . . . . . (2 .9 ) - 4 .0 - (2 .4 ) - 3 .9 (1 .5 ) 1 .3 *1 .2 0 0 AN D UNDER *1 ,2 5 0 . . . . . . . . . - 4 .4 - - 1. 0 - L .2 - *1 .2 5 0 AND UNDER *1 ,3 0 0 ............................. _ 1 .7 _ ( 1 . 1) _ (1 .5 ) _ - - - - - - - - - UNDER *1 .3 5 0 ............................ *1 .3 5 0 AN D UNDER *1 ,4 3 0 ............................. - 1 .1 - *1 .4 0 0 AND O V E R ........................................................ - (1 .6 ) - TOTAL ......................................................................... *1 .3 0 0 AND NUM8ER AVERAGE OF EMPLOYEES MONTHLY ....................................... SALARY . . . . . . . . . - 1 .5 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 9 6 .1 8 1 8 2 ,4 1 9 2 9 ,0 7 3 1 6 .8 3 4 5 ,4 4 6 6 3 ,3 2 5 4 6 ,5 2 3 2 1 ,9 4 9 *678 *866 *506 *5 9 7 *7 5 7 *670 *778 *597 See f o o t n o t e a t e n d o f t a b l e . - 26 Table 6. Employment distribution by salary: Clerical occupations—Continued (Percent distribution o f em ployees in selected clerical occupations, b y m o n th ly salary, U n ited States except Alaska and H a w a ii,1 March 1977) Secretaries M o n t h l y salary 1 II III IV V Steno g- Sten og - r a p h e rs , raphers, g e n e r al senio r T y p is ts 1 II *375 AND UNDER *400 .................. ... .................... - - - - - - - 0 .8 - *400 AND UNDER *425 ........................................... - - - _ - - - 1 .2 - 4 .0 0 .2 - - *425 AND UNDER *450 ............................. *450 AND UNDER *4 7 5 ........................................... (1 .1 ) *4 7 5 AND UNDER *500 ........................................... 1 .4 - - UNDER *525 1 .8 _ _ AND UNDER *550 ........................................... 2 .2 ( 1 .9 ) - *550 AND UNDER *575 ........................................... 2 .9 1 .2 *575 AND UNDER *6 0 0 . . . . . . . . . . . . . 3 .6 2 .3 AND .......................................... • - 2 .4 *525 *500 (1 .4 ) - - 1 .2 2 .5 3 .0 3 .9 1 0 .6 4 .0 ( 1 .4 ) 8 .3 5 .6 ~ 4 .8 1 .5 9 .9 7 .4 * 6 .2 1 .9 8 .2 7 .3 8 .0 7 .2 - ( 1 .5 ) - 5 .8 1 1 .2 *6 0 0 AND UNDER $625 ........................................... 4 .9 3 .1 1 .1 - - 6 .3 3 .0 *625 AND UNDER *6 5 0 ................................ 4 .9 3 .7 (2 .5 ) (1 .2 ) 6 .0 3 .1 5 .7 *650 AND UNDER *675 ............................. 6 .5 5 .0 1 .1 2 .8 2 .0 1 .7 7 .0 5 .6 5 .1 7 .2 5 .6 4 .5 3 .6 5 .6 $675 AND UNDER $700 .......................................... 6 .9 4 .5 2 .7 1 .0 .7 *700 AND UNDER *725 .......................................... 6 .1 5 .7 3 .0 «f.5 .8 4 .8 7 .3 6 .6 3 .3 *725 AND UNDER *750 .......................................... 6 .2 5 .7 3 .8 2 .4 .7 4 .5 6 .1 2 .0 5 .0 *750 AND UNDER *775 ........................................... 6 .3 6 .2 4 .5 2 .4 1 .7 4 .1 6 .0 1 .6 4 .2 5 .3 *775 AND UNDER *800 ............... .......................... 5 .6 5 .9 5 .0 2 .9 1 .7 3 .7 5 .3 1 .5 3 .7 6 .0 3 .5 1 .9 3 .6 5 .5 1 .6 2 .9 6 . 1 6 .4 *825 AND UNDER *850 .......................................... 5 .0 6 .1 6 .1 4 .7 4 .6 6 .0 1 .5 3 .7 *850 AND UNDER (8 7 5 .......................................... 4 . 5 5 .5 5 .9 4 .9 2 .9 2 .8 4 .3 1 .1 *875 AND UNDER (9 0 0 ........................................... 2 .9 4 .8 5 .5 4 .2 2 .7 4 .2 3 .5 (5 .1 ) 2 .1 3 .7 (9 0 0 AND UNDER *925 .......................................... 2 .8 4 .5 5 .5 * 4 .4 3 .3 3 .2 3 .2 - $925 AND UNDER *9 5 0 .......................................... 2 .8 3 .1 4 .7 4 .6 2 .9 2 .3 4 .7 2 .2 2 .8 4 .6 4 .3 5 .2 1 .7 4 .0 1 .9 2 .9 4 .7 4 .6 2 .8 1 .3 3 .0 2 .9 5 .1 7 .0 8 .8 8 .5 2 .4 6 .1 *800 ANO UNDER *825 .......................................... *950 AND UNDER *975 (9 7 5 AND UNDER $ 1 ,0 0 0 *1 .0 0 0 AND UNDER .......................................... ...................... *1 .0 5 0 ............................. 2 .5 $ 1 ,0 5 0 AND UNDER *1 .1 0 0 . . . . . . . . . 2 .7 3 .8 6 .0 8. 1 8 .2 2 .7 3 .8 $ 1 ,1 0 0 AND UNDER *1 .1 5 0 .................. 3 .0 3 .2 4 .6 7 .1 7 .4 4 .3 4 .0 *1 .1 5 0 AND UNDER *1 ,2 0 0 ............................. 1 .9 2 .4 4 .0 6 .6 8 .3 1 .9 2 .5 *1 .2 0 0 AN D UNDER $ 1 ,2 5 0 ............................. ( 1 .2 1 1 .5 3 .2 4 .6 6 .3 (1 .4 ) 2 .2 *1 ,2 5 0 AND UNDER $1 , 3 0 0 ............................. - (2 .6 ) *1 .3 0 0 AND UNDER $ 1 ,3 5 0 ............................. UNDER *1 .4 0 0 - *1 .3 5 0 AND ............................ - - - - (1 .1 ) l .4 - - - - *1 .5 5 0 AND UNDER *1 .6 0 0 ............................. AND UNDER *1 .6 5 0 ............................. . . . . . . . . . - “ TOTAL NUMBER AVERAGE OF EMPLOYEES - - - .5 “ 1 0 0 .0 1 0 0 .0 .......................................... 4 1 .7 0 2 7 8 ,7 2 6 8 5 .4 8 0 ................................ *777 $842 *930 SALARY 1 .9 .8 1 0 0 .0 ......................................................................... MONTHLY - - *1 .6 0 0 *1 ,7 0 0 ~ - 1 .3 _ UNDER “ 1 .1 . . . . . . . . . O V E R ................................................. - ” - *1 ,5 5 0 AN D - - UNDER AND - - AN D $ 1 ,6 5 0 1 .5 (0 .5 ) - *1 .5 0 0 * 1 ,7 0 0 - 4 .2 - - 6 .2 4 .3 * ( 1 .9 ) 5 .4 2 .4 ............................. . . . . . . . . . 1 .5 3 .7 1 .8 $ 1 ,4 5 0 (1 .5 0 0 1 .5 2 .3 3 .1 1. 1 UNDER UNDER - 1 .8 “ AND AND 2 .1 1 .0 2 .2 (2 .6 ) - *1 .4 0 0 *1 .4 5 0 1 .8 1 .9 - 2 .0 “ 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 5 4 ,0 9 7 1 9 ,5 8 9 3 3 .2 2 8 3 8 ,1 1 9 4 8 ,6 5 1 3 4 ,8 7 4 *1 .0 1 2 $ 1 .1 1 7 *7 5 7 $848 $600 *715 1 0 0 .0 1 F o r s c o p e o f s t u d y , see t a b l e A - 1 i n a p p e n d i x A . intervals have been a c c u m u la te d an d are s h o w n in th e inte rv al abo ve o r b e lo w th e e x tr e m e N O T E : T o av o id s h o w in g small p r o p o r t i o n s o f e m p lo ye e s sca tte red at o r near th e s h o w n i n p a r e n t h e s e s . B e c au s e o f r o u n d i n g , s u m s o f i n d i v i d u a l i t e m s m a y n o t e q u a l 1 0 0 . i n t e r v a l c o n t a i n i n g a t l ea st 1 p e r c 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 l o y e e s are extr e m e s o f th e d i s t r ib u tio n s f o r s om e o c c u p a ti o n s , th e percentages o f e m p lo ye e s in these 27 Table 7. Occupational em ploym ent distribution: By industry division (Percent distribution of employees in selected professional, administrative, technical, and clerical occupations1 by industry division,2 United States except Alaska and Hawaii, March 1977) Occupation Mining Con struction Manu facturing Public3 utilities Wholesale trade Retail trade Finance, insurance, and real estate Selected4 services PROFESSIONAL AND ADMINISTRATIVE ACCOUNTANTS ......................................................................... AUDITORS ................................................................................. CHIEF ACCOUNTANTS .......................................................... ATTORNEYS .............................................................................. BUYERS..................................................................................... JOB ANALYSTS ...................................................................... DIRECTORS OF PERSONNEL ............................................. CHEMISTS ................................................................................. ENGINEERS .............................................................................. l 5) (5 ) 4 ( 5) (5 ) ( 5) (5 ) 15) ( 5) 1 5) (5 ) (5 ) ( 5) (5 ) ( 5) (5 ) (5 ) 4 o4 39 68 30 d3 65 70 86 69 13 16 7 19 6 8 o (5 ) 12 5 ( 5) 6 (5 ) ( 5) (5) ( 5) ( 5) (5 ) (51 7 (5 ) (5 ) ( 5) (5 ) ( 5) (5 ) (5 ) 7 ( 5) 77 64 40 7 11 11 15 ) ( 5) (5 ) (5 ) 1 5) 15) (5 ) (5 ) (5 ) ( 5) (5 ) (5 ) (5 ) (5 ) 42 20 40 34 52 47 37 14 6 10 13 10 21 9 5 ( 5) (5 ) 8 32 6 42 (5 ) 21 10 ( 5) (5 ) (5 ) (51 5 (5 1 (51 4 (51 7 13 ( 5) (5 ) 7 (5 ) (5 ) 6 (5 ) (5 ) 25 14 15 10 9 4 9 4 6 4 ( 5) 13 5 8 5 4 (5 ) 4 17 63 21 38 22 19 42 (51 (5 ) 9 5 5 4 4 - TECHNICAL SUPPORT ENGINEERING TECHNICIANS ........................................... DRAFTERS................................................................................. COMPUTER OPERATORS ....................................................... CLER ICAL CLERKS, ACCOUNTING ........................................................ CLERKS, FIL E ....................................................................... KEYPUNCH OPERATORS ....................................................... MESSENGERS ............................................................................ SECRETARIES ......................................................................... STENOGRAPHERS .................................................................... TYPISTS..................................................................................... 1 Each occupation includes the work levels shown in table 1. 4 Limited to engineering, architectural, and surveying services; commercially operated research, development and testing laboratories; credit reporting and collection agencies; com Transportation (except U.S. Postal Service), communications, electric, gas, and saniputer and data processing services; management, consulting and public relations service*; and noncommercial educational, scientific, and research organizations. 5 Less than 4 percent. 1 For scope of study, see table A-1 in appendix A. 3 tary services. 28 Ta ble 8. Relative salary levels: Occupation by industry division (R elative salary levels fo r selected professional, adm inistrative, technical, and clerical occupations1 b y industry division,2 Un ited States except Alaska and Haw aii, March 1977) (Average salary for each occupation in all industries - 100) Occupation Mining Con struction Manu facturing Public3 utilities Wholesale trade Retail trade Finance, insurance, and real estate Selected4 services PROFESSIONAL AND ADMINISTRATIVE ACC CUNT ANTS......................................................................... AUDITORS.............................. .................................................. CHIEF ACCOUNTANTS.......................................................... ATTORNEYS.............................................................................. BUYERS..................................................................................... JOB ANALYSTS...................................................................... DIRECTORS of p e r s o n n e l ............................................. CH^MISTS................................................................................ ENGINEERS.............................................................................. 10U (5 ) 112 108 107 (5 ) 117 106 104 99 95 ( 5) (5 ) 100 (51 ( 5) 105 106 103 99 108 112 104 ( 5) 104 97 105 (5 ) (5 ) 100 (5 ) (5 ) (5 ) (5 ) 95 94 99 58 109 ( 5) 100 ( 51 54 92 97 94 (5 ) 85 (5 ) ( 5) 100 100 105 100 107 100 102 100 100 99 (5 1 (5 ) 108 102 100 94 103 ( 5) 91 99 110 109 103 ( 5) 107 (5 ) 98 98 105 114 108 115 <5 ) 92 100 (5 J ( 5) 95 59 84 90 103 95 93 124 113 112 100 105 103 109 97 106 102 94 94 96 98 102 109 104 104 103 101 107 124 141 123 129 113 114 124 94 99 97 101 98 103 106 88 106 95 94 89 90 103 85 91 89 87 90 83 88 92 109 89 98 101 91 100 95 TECHNICAL SUPPORT ENGINEERING TECHNICIANS........................................... DRAFTERS................................................................................ COMPUTER OPERATORS....................................................... CLERICAL CLERKS, ACCOUNTING ..................................................... CLERKS, F IL E ...................................................................... KEYPUNCH OPERATORS....................................................... MESSENGERS........................................................................... SECRETARIES......................................................................... STENOGRAPHERS.................................................................... TYPISTS................................................................................... 1 Each occupation includes the work levels shown in table 1. In computing relative salary levels for each occupation by industry division, the total employment in each work level in all industries surveyed was used as a constant employment weight to eliminate the effect of differences in the proportion of employment in various work levels within each occupation. 2 For scope of study, see table A-1 in appendix A. 3 Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary services. 4 Limited to engineering, architectural, and surveying services; commercially oper ated research, development and testing laboratories; advertising; credit reporting and collec tion agencies; computer and data processing services; management, consulting, and public relations services; and noncommercial educational, scientific, and research organizations. 5 Insufficient employment in 1 work level or more to warrant separate presentation of data. 29 Table 9. Average weekly hours: Occupation by indsutry division (Average standard weekly hours1 for employees in selected professional, administrative, technical, and clerical occupations2 by industry division,3 United States except Alaska and Hawaii, March 1977) Occupation Finance, insurance, and real estate Selected5 services (6 ) (6 ) 3 8 .0 3 8 .0 3 8 .0 3 8 .0 16) 3 8 .0 16) 16) 16) 3 9 .5 3 8 .5 3 9 .5 3 $ .0 3 9 .5 3 9 .5 16) 4 0 .0 3 9 .5 Con struction Manu facturing 4 0 .0 4 0 .0 ( 6) (6 ) 4 0 .0 ( 6) (6 ) (6 ) 39. 5 3 9 .0 3 9 .5 3 8 .5 4 0 .0 3 9 .0 4 0 .0 3 9 .5 40. 0 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 9 .5 40. 0 16) 3 9 .5 3 9 .5 40. 0 (6 ) (6 ) 39. 5 (6 ) (6 ) (6 ) (6 I 3 9 .5 3 9 .5 3 9 .5 3 9 .0 39. 5 16) Public4 utilities Wholesale trade Retail trade AUOITORS.............................................................................. CHIEF ACCOUNTANTS........................................................ ATTORNEYS............................................................................ BUYER S ............................................................ ...................... JOB ANALYSTS.................................................................... DIRECTORS OF PERSONNEL........................................... CHEMISTS....................................................... ...................... ENGINEERS............................................................................ 3 9 -0 * (6 ) 4 0 .0 3 9 .5 3 9 .5 ( 6) 3 9 .5 3 9 .0 4 0 .0 o o AND ADMINISTRATIVE a c c o u n t a n t s ....................................................................... o o p r o f e s s io n a l Mining TECHNICAL SUPPORT 4 0 .0 40. 0 39. 5 o o ENGINEERING TECHNICIANS......................................... DR ART ERS.............................................................................. COMPUTER OPERATORS..................................................... (6 ) (6 ) 4 0 .0 4 0 .0 3 9 .5 3 9 .5 3 9 .5 3 9 .0 16) 3 9 .5 39. 5 16) (6 ) 3 9 .5 3 6 .5 3 7 .0 3 8 .0 3 9 .5 4 0 .0 3 9 .5 3 9 .5 4 0 .0 3 9 .5 4 0 .0 37. 5 3 9 .5 3 9 .5 3 9 .5 4 0 .0 3 9 .5 3 9 .5 39. 5 3 9 .5 4 0 .0 3 9 .5 3 9 .5 3 9 .5 3 9 .0 3 9 .0 3 9 .5 39. 5 3 9 .5 3 9 .5 3 9 .5 3 9 .0 3 9 .0 3 9 .5 3 9 .0 40. 0 3 9 .5 3 9 .5 3 9 .0 3 9 .5 4 0 .0 3 9 .5 39. 5 3 9 .0 3 9 .5 39. 5 3 9 .0 39i, 5 39 .0 3 8 .0 3 8 .0 3 8 .0 3 7 .5 3 8 .0 3 8 .0 3 7 .5 3 9 .0 3 9 .0 3 9 .5 3 9 .0 3 9 .5 3 9 .0 3 9 .5 CLERICAL CLERKS, ACCOUNTING.......................................... .......... CLERKS, FIL E .................................................................... KEYPUNCH OPERA 1U K i..................................................... MESSENGERS......................................................................... SECRETARIES....................................................................... STENOGRAPHERS.................................................................. T Y PIST S................................................................................. 1 Based on the standard workweek for which employees receive their regular straight-time salary. If standard hours were not available, the standard hours applicable for a majority of the office work force in the establishment were used. The average for each job category was rounded to the nearest half hour. 2 Each occupation includes the work levels shown in table 1. 3 For scope of study, see table A-1 in appendix A. 4 Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary services. Limited to engineering, architectural, and surveying services; commercially oper ated research, development and testing laboratories; advertising; credit reporting and collec tion agencies; computer and data processing services; management, consulting, and public relations services; and noncommercial educational, scientific, and research organizations. 6 Insufficient employment in 1 work level or more to warrant separate presentation of data. 30 A ppendix A. Scope and M ethod of S urvey Employees were classified according to occupation and lev el, with the assistance of company officials, on the basis of the BLS job definitions which appear in appendix C. In comparing actual duties and responsibilities of employees with those enumerated in the survey definitions, extensive use was made of company occupational descriptions, organ ization charts, and other personnel records. Scope of survey The survey relates to establishments in the United States, except Alaska and Hawaii, in the following industires: Mining; construction; manufacturing; transportation, communications, electric, gas, and sanitary services (except the U.S. Postal Service); wholesale trade; retail trade; fi nance, insurance, and real estate; and selected services. Ex cluded are establishments employing fewer than the mini mum number of workers, as indicated for each industry division in table A-l, at the time of reference of the uni verse data (March 1975). The variable minimum employ ment size, which was first adopted in the 1966 survey, more nearly equalizes the white-collar employment of es tablishments among the various industry divisions. Estab lishments within the scope of the survey at the time of universe preparation are included even if they employed fewer than the specified minimum number of workers when visited for the survey. However, establishments found to be outside of the industrial scope of the survey during the visit are excluded. The estimated number of establishments and the total employment within the scope of this survey, and within the sample actually studied, are shown for each major industry division in table A-l. These estimates also are shown sepa rately for establishments employing 2,500 workers or more and for those located in Standard Metropolitan Statistical Areas (SMSA’s).1 Sampling and estimating procedures All establishments within the scope of the survey were stratified by major industry group and total employment (size-class) and then arranged by geographic region. A na tionwide sample of approximately 4,060 establishments (not necessarily companies) was systematically selected.3 Sampling rates varied by major industry group and by sizeclass. Industries which employed more of the employees in the survey occupations were sampled more heavily and a greater proportion of large than of small establishments was selected. In combining the data, each establishment was weighted according to the inverse of its probability of selec tion so that unbiased estimates of universe totals were gen erated. To illustrate, in strata where 1 establishment out of 4 was selected, each sample establishment was given a weight of 4, thus representing itself plus three others. If data were not provided by an original sample member, weights of sample establishments randomly selected from respond ing sample establishments within the same stratum were adjusted to account for the missing establishment. No ad justment was made for establishments which were out of business or out of scope of the survey at the time of data collection. In the March 1977 survey, data were not avail able from about 10 percent of the sample members (repre senting 2,311,000 employees in the total universe); an addi tional 3 percent (representing 450,000 employees) were either out of business or out of the scope of the survey. Tim ing o f survey and method o f collection Data collection was planned so that the data would re flect an average reference peirod of March 1977.12 Data were obtained by Bureau field economists who vis ited a nationwide sample of representative establishments within the scope of the survey between January and May. 1The metropolitan area data relate to all 276 SMSA’s (within the 48 States surveyed) as revised through October 1975 by the U.S. Office of Management and Budget. Earlier surveys represented SMSA’s ranging in number from 188 for surveys before 1963 to 263 in the 1975 and 1976 surveys. 2 The March payroll period has been used since the 1972 survey. The 1967 through 1971 surveys had a June reference period for all occupations. Before 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. Nature of data collected and reported Reported salaries are standard salaries paid for standard work schedules, i.e., the straight-time salary corresponding 3 A few o f the largest employers, together employing approxi mately 1,160,000 workers, gave data on a companywide basis. These companies were eliminated from the universe to which the procedure described applies. The sample count includes the estab lishments o f these companies within the scope o f the survey. 31 Table A -1 . Num ber o f establishments and workers w ith in scope o f survey and num ber studied, by industry division United States, March 1977 Within scope of survey2 Industry division Minimum employment in estab lishments in scope of survey Studied Workers in establishments Number of estab lishments Workers in establishments Total Professional, adminis trative, supervisory, and clerical3 Number of estab lishments 35,719 21,178,053 8,821,128 4 10 0 -2 5 0 18,155 12,378,811 250 250 429 588 5 1 0 0 -2 5 0 100 250 Total Professional, adminis trative, supervisory, and clerical3 3,547 6,847,481 3,086,243 3,893,886 1,799 4,031,583 1,456,667 305,390 243,392 94,485 87,151 86 77 94,158 66,395 27,043 35,084 3,726 3,616 2,887 2,603,734 777,252 2,552,964 1,297,069 422,523 828,320 487 214 326 1,165,850 59,058 727,317 616,259 35,742 252,197 100 100 4,968 1,350 1,864,827 451,683 1,818,059 379,635 405 153 528,959 174,161 521,410 141,841 — 28,189 17,553,863 7,977,947 2,980 6,319,598 2,945,955 4 1 00-250 12,782 9,504,018 3,330,247 1,399 3,632,457 1,361,780 250 250 218 528 153,514 194,219 57,443 78,011 42 63 48,678 50,062 14,851 31,770 5 1 0 0 -2 5 0 100 250 2,615 3,330 2,669 2,243,489 734,323 2,476,342 1,165,323 408,474 806,763 416 205 315 1,116,773 57,505 723,119 599,027 35,055 250,639 100 100 4,743 1,304 1,809,731 438,227 1,762,963 368,723 392 148 522,133 168,871 514,584 138,249 Establishments employing 2,500 workers or more — All industries....................................................... - 1,026 6,510,497 2,894,282 732 4,976,801 2,269,881 M anufacturing................................................ - 536 3,891,832 1,460,861 415 3,064,484 1,151,592 United States — All industries2 .................................................. M anufacturing..................................................... Nonmanufacturing: M in in g .............................................................. C o nstru ctio n .................................................. Transportation, communication, electric, gas, and sanitary services ......................................................... Wholesale t r a d e ............................................. Retail t r a d e ..................................................... Finance, insurance, and real estate .................................................. Selected services6 ......................................... Metropolitan areas — All industries7 .................................................. M anufacturing..................................................... Nonmanufacturing: M in in g .............................................................. Construction '.................................................. Transportation, communication, electric, gas, and sanitary services ......................................................... Wholesale t r a d e ............................................. Retail t r a d e ..................................................... Finance, insurance, and real estate .................................................. Selected services6 ......................................... - 1 A s d e f in e d in t h e 1 9 7 2 e d i t i o n o f t h e Standard Industrial Class ification Manual, U .S . O f f ic e o f M a n a g e m e n t a n d B u d g e t. 2 E s t a b lis h m e n t s m in i m u m l i m i t a t i o n s M in i m u m e m p lo y m e n t s iz e w a s 1 0 0 f o r r a il r o a d t r a n s p o r t a t i o n ; lo c a l and s u b u rb a n t r a n s it ; deep sea f o r e ig n and d o m e s t ic t r a n s p o r t a t i o n ; a i r t r a n s p o r t a t i o n ; c o m m u n ic a t io n s , e l e c t r ic , gas, and s a n it a r y s e r v ic e s ; and p ip e lin e s and 250 fo r a ll o th e r t r a n s p o r t a t io n in d u s t r ie s . U .S . P o s ta l S e r v ic e is e x c lu d e d f r o m t h e s u rv e y . w ith to ta l e m p lo y m e n t at o r above th e in d ic a t e d in t h e f i r s t c o l u m n ; e x c lu d e s A la s k a a n d H a w a ii. 3 I n c lu d e s e x e c u t iv e , a d m in is t r a t iv e , p r o f e s s io n a l, s u p e r v is o r y , a n d c le r ic 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 ic ia n s , d r a f t e r s , a n d s a le s p e r s o n n e l. 4 M in i m u m e m p lo y m e n t s iz e w a s 1 0 0 f o r c h e m ic a l a n d a llie d p r o d u c t s ; p e t r o le u m r e f i n in g a n d r e la t e d in d u s t r ie s ; m a c h in e r y , e x c e p t e l e c t r ic a l; e le c t r ic a l m a c h in e r y , e q u ip m e n t , a n d s u p p lie s ; t r a n s p o r t a t i o n e q u ip m e n t ; a n d i n s t r u m e n t s a n d r e la t e d p r o d u c t s . M in i m u m s iz e w a s 2 5 0 in a ll o t h e r m a n u f a c t u r i n g in d u s t r ie s . 6 L i m i t e d t o e n g in e e r in g a n d a r c h it e c t u r a l s e r v ic e s ; r e s e a r c h a n d d e v e lo p m e n t a n d c o m m e r c ia l t e s t in g la b o r a t o r ie s ; a d v e r t is in g ; c r e d it r e p o r t i n g a n d c o l l e c t i o n ; m a n a g e m e n t a n d p u b l i c r e la t io n s ; a n d n o n c o m m e r c ia l r e s e a r c h o r g a n iz a t io n s . ’ S t a n d a r d M e t r o p o l i t a n S t a t is t ic a l A r e a s in t h e U n it e d S ta te s , e x c e p t A la s k a a n d H a w a ii, as r e v is e d t h r o u g h O c t o b e r 1 9 7 5 b y t h e U .S . O f f ic e o f M a n a g e m e n t a n d B u d g e t. 32 to the employee’s normal work schedule excluding over time hours. Nonproduction bonuses are excluded, but costof-living payments and incentive earnings are included. Av erage salaries are for full-time employees for whom salary data are available. Data on year-to-year changes in average salaries are sub ject to limitations which reflect the nature of the data col lected. Changes in average salaries reflect not only general salary increases and merit or other increases given to indi viduals while in the same work level category, but they also may reflect other factors such as employee turnover, expan sions or reductions in the work force, and changes in staff ing patterns within establishments with different salary lev els. For example, an expansion in force may increase the proportion of employees at the minimum of the salary range established for a work level, which would tend to lower the average, whereas a reduction or a low turnover in the work force may have the opposite effect. Similarly, promotions of employees to higher work levels of profes sional and administrative occupations may affect the aver age 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 experi enced employees who may be paid the minimum. Occupa tions most likely to reflect such changes in the salary aver ages are the higher levels of professional and administrative occupations and single-incumbent positions such as chief accountant and director of personnel.4 Some companies had an established policy of not dis closing salary data for some of their employees. Often this policy related to higher level positions because these em ployees were considered part of the management group or were classified in categories which included only one em ployee. In nearly all instances, however, information was provided on the number of such employees and the appro priate occupational classification. It was thus possible to estimate the proportion of employees in each category for whom salary data were not available. In all but 6 of the 78 occupational levels surveyed, the proportion of employees for whom salary data were not available was less than 5 per cent.5 Comparisons between establishments that provided sala ry data for each specific occupational level and those that did not, indicate that the two classes of establishments did not differ materially in industries represented, employment, or salary levels for other jobs in this series for which data were available. Occupational employment counts generated by the sur vey are estimates of the total for all establishments within the scope of the survey and not just for the establishments actually studied. An occupational employment estimate was derived by multiplying the full-time employment in the occupation in each sample establishment by the establish ment weight and then summing these results. Employees whose salary data were not available were not taken into account in the estimates. Also not taken into account were the few instances in which salary data were available but there was no satisfactory basis for classi fying the employees by work level. In addition, survey oc cupations 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 struc ture among establishments, estimates of occupational em ployment obtained from the sample of establishments stud ied indicate only the relative importance of the occupations and levels as defined for the survey. These qualifications of the employment estimates do not materially affect the ac curacy of the earnings data. Wherever possible, data were collected for men and women separately. For clerical occupations in which both men and women are commonly employed, separate data by sex are available from the Bureau’s area wage survey reports compiled by metropolitan area. Occupations and work lev els in which women accounted for 5 percent or more of the employment were distributed according to the proportion of women employees as follows: W om en (percent) 95 or m o re ..................... 90-94 ............................... 85-89 80-84 55-59 45-49 40-44 35-39 30-34 ............................... 25-29 ............................... 20-24 ............................... 1 5 -1 9 ............................... 1 0 -1 4 ............................... File clerks I, senior stenographers, all levels of keypunch operators, secretaries, and typists Accounting clerks I, file clerks II, and general stenographers File clerks III Accounting clerks II Job analysts II Messengers Drafter-tracers Buyers I, chemists I, and computer operators II Auditors I and job analysts III Accountants I, engineering techni cians I, and computer operators I Accountants II, chemists II, and computer operators 111 Auditors II, attorneys I, job analysts IV, and engineering tech nicians II Accountants III, attorneys II, buyers II, chemists III, computer operators IV, and drafters I 6 Engineers, for example, are defined to classify employees en gaged in engineering work within a band o f eight levels, starting with inexperienced engineering graduates and excluding only those with in certain fields o f specialization or in positions above those covered by level VIII. In contrast, occupations such as chief accountants and directors o f personnel are defined to include only those with respon sibility for a specified program and with duties and responsibilities as indicated for each o f the more limited number o f work levels selected for study. 4 These types o f occupations also may be subject to greater sam pling error, as explained in the paragraph headed “Estimates o f sampling error.” 5 Those with 5 percent and over were: Chief accountants I, II, and III- 7 , 8, and 6 percent, respectively; and directors o f personnel II, III, and I V -9 , 7, and 12 percent, respectively. ............................... ............................... ............................... ............................... ............................... ............................... O ccupation and level 33 W omen (percent) — C o n tin u e d 5 - 9 .................................... Estimates of sampling error Occupation and level — t C ontinued The survey procedure yields estimates with widely vary ing sampling errors, depending on the frequency with which the job occurs and the dispersion of salaries. For the 78 surveyed occupational work levels, relative sampling errors of the average salaries were distributed as follows: 49 were under 2 percent; 19 were 2 and under 4 percent; 7 were 4 and under 6 percent; and 3 were 6 percent and over.7 Sam pling 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 sam pling error of 4 percent, the chances are 19 out of 20 that the interval of $960 to $1040 covers the true average. Accountants IV , auditors III, attorneys III and IV, buyers III, chemists IV , directors of personnel I and II, engineers I, engineering technicians III, drafters II, and computer operators V and V I. Conversion of salary rates Salary data were collected from company records in their most readily available form, i.e., weekly, biweekly, semimonthly, monthly, or annually. For the initial tabula tions, the salary data were First converted to a weekly basis for clerical and drafting occupations and to a monthly basis for all others. The factors used to convert these data are as follows: Methods of com putation 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 2 successive years and dividing the later sum by the earlier sum. The resultant relative, less 100, is the per cent increase. To eliminate the effects of year-to-year em ployment shifts, employment in the most recent year was multiplied by the average salaries in both years. Changes in the scope of the survey and in occupational definitions were incorporated into the series as soon as two comparable periods were available. Increases for each of the two broad occupational groups (the professional, administrative, and technical support group; and the clerical group) were ob tained by averaging the increases of the occupations within the group. Increases for all survey occupations combined were determined by ‘averaging the increases for the two broad occupational groups. Annual increases were then linked to obtain 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 com bined. Year-to-year percent increases for each group specified in text table 2 and chart 1 were determined by adding average salaries for all occupations in the group for 2 con secutive years, dividing the later sum by the earlier sum, shifting the decimal two places to the right, and subtracting 100. Changes in the scope of the survey or in occupational definitions were incorporated into the series as soon as comparable data for 2 consecutive periods were available. The 16-year trends in text table 2 were obtained by linking changes for the individual periods. Conversion factors P a yro ll basis To weekly basis Weekly .................................... 1.0000 B iw e e kly .................................. .5000 Semimonthly ........................ .................. 4602 Monthly .................................. .................. 2301 Annual .................................... .0192 T o m o n th ly basis 4.3450 2.1725 2.0000 1.0000 .0833 All salaries were rounded to the nearest dollar. Average monthly salaries in tables 1, 2, and 3 and annual salaries in tables 1 and 2 for clerical and drafting occupations were derived from average weekly salaries (to the nearest penny) by multiplying the salaries by 4.345 and 52.14, respective ly, and rounding the results. To obtain annual salaries for all other occupations in tables 1 and 2, average monthly salaries (to the nearest penny) were multiplied by 12 and rounded to the nearest dollar. Method o f determ ining median and quartile values Median and quartile values were derived from distribu tions of employees by salary using $1 class intervals. Week ly salary class intervals were used for drafting and clerical occupations and monthly salary class intervals were used for all other occupations. Weekly values were multiplied by 4.345 to obtain monthly values and by 52.14 to obtain annual values. Annual values for other than drafting and clerical occupations were obtained by multiplying monthly values by 12. 7The 6-percent-and-over group included: Chief accountants 1 -1 0 .6 percent; directors o f personnel I I I —7.5 percent; and engi neering technicians 1 -7 .5 percent. 34 A ppendix B. Survey C hanges in 1977 and Clerical Pav, March 1976. These test data provide a Changes in survey scope base for computing the 1976-77 changes in average salaries, thereby permitting the trend series for the survey to be continued. At the request of the President’s agent, the survey was expanded (1) to include a number of industries not current ly studied, and (2) to lower from 250 employees to 100 the survey’s minimum establishment size requirement for six of the manufacturing industries currently studied. (See listing below.) This request was made as part of a continuing ef fort by the President’s agent to improve the design of the survey and in response to recommendations from the Gen eral Accounting Office after its review of the survey pro cess.1 Data from a full-survey test of this scope expansion in 1976 are published as appendix E to BLS Bulletin 1931, Changes in occupational coverage A five-level keypunch supervisor job was dropped from the survey. Changes in occupational definitions National Survey o f Professional, Administrative, Technical, Exclusions of managerial positions from the job defini tions of chemists and engineers have been clarified. Evalua tion of survey data and collection experience reveals that the clarified definitions had little effect on matches made in the previous survey and did not adversely affect compari sons of data for trend purposes. 1Improvements Needed in the Survey o f Non-Federal Salaries Used as a Basis for Adjusting Federal White-Collar Salaries, Report B-167266 (General Accounting Office, 1973). Copies are available for $1 each from the U.S. General Accounting Office, Room 4518, 441 G Street, N.W. Washington, D.C. 20548. Table B-1. Survey scope expansions, March 1977 Industry division Minimum employment Current industries with lowered size cutoff Added industries C o nstru ctio n ................................................................ Pipe lin e s ........................................................... Advertising ................................................................... Consumer credit reporting agencies. mercantile reporting agencies, and adjustment and collection agencies................... Computer and data processing services ................. Management, consulting, and public relations services........................................................... Noncommercial educational, scientific, and research organizations................................. Chemicals and allied p ro d u c ts ................................. Petroleum refining and related industries.............. Machinery, except electrical .................................... Electrical and electronic machinery, equipment and supplies ...................................... Transportation equipm ent......................................... Measuring, analyzing and controlling instruments; photographic, medical and optical goods; watches and c lo c k s ........................................................................ 250 250 250 100 100 100 100 100 100 100 100 100 100 100 100 1 I n c lu d e s a ll b u t c u r r e n t l y s u r v e y e d r a ilr o a d , lo c a l a n d s u b u r b a n p a s s e n g e r, deep sea w a te r ( fo r e ig n and d o m e s t ic ) and a ir Minimum employment Industry division t r a n s p o r t a t io n s u rv e y . 35 in d u s t r ie s . U .S . P o s ta l S e r v ic e is e x c lu d e d f r o m th e A ppendix C. O ccupational Definitions The primary purpose of preparing job definitions for the Bureau’s wage surveys is to assist its field staff in classifying into appropriate occupations, or levels within occupations, work ers who are employed under a variety of payroll titles and different work arrangements from establishment to establishment and from area to area. This permits the grouping of occupa tional wage rates representing comparable job content. To secure comparability of job content, some occupations and work levels are defined to include only those workers meet ing specific criteria as to training, job functions, and responsibilities. Because of this empha sis on interestablishment and interarea comparability of occupational content, the Bureau’s occupational definitions may differ significantly from those in use in individual establish ments or those prepared for other purposes. Also see note referring to the definitions for the drafting and clerical occupations at the end of this appendix. Accountants and Auditors ACCOUNTANT A d v is in g o p e r a t in g o ffic ia ls o n a c c o u n t in g m a tte rs ; and R e c o m m e n d in g Performs professional accounting work requiring knowl edge 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 de gree in accounting or, in rare instances, equivalent experi ence 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 terminolo gy of accountancy, 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 several such duties as: A n a ly z in g th e e ffe c ts o f t r a n s a c t io n s u p o n s io n s in E v a lu a t in g s h o u ld be th e a cco u n t P r o je c t in g posed p la n s tio n , a n d a de qu a cy o f t r e a t in g w h ic h tr a n s a c t io n s ; a c co u n t s tru c tu re s need c a p it a l o f th e a c c o u n t in g s y s te m as m a n a g e m e n t; fo r n e w d a ta to o r changed show in v e s t m e n t s , th e c o n tr o ls ; e ffe c ts o f p r o in c o m e , cash p o s i o v e r a ll f in a n c ia l c o n d it io n ; In te r p r e tin g p o r ts , a n d th e to a c c o u n t in g on in o r m o d ifie d ; b a s is f o r r e p o r t i n g C o n s id e r in g m eans m a n n e r d e v e lo p e d A s s u r in g th e a lt e r n a t iv e th e th e m e a n in g o f a c c o u n t in g re c o rd s , re s ta te m e n ts ; im p r o v e m e n t s , a c c o u n tin g s y s te m and a d a p t a t io n s , o r r e v i p ro c e d u re s . (Entry and developmental level positions provide opportu nity to develop ability to perform professional duties such as those enumerated above.) In addition to such professional work, most accountants are also responsible for assuring the proper recording and documentation of transactions in the accounts. They, there fore, frequently direct nonprofessional personnel in the ac tual day-to-day maintenance of books of accounts, the ac cumulation of cost or other comparable data, the prepara tion of standard reports and statements, and similar work. (Positions involving such supervisory work but not includ ing professional duties as described above are not included in this description.) Excluded are accountants whose principal or sole duties consist of designing or improving accounting systems or other nonoperating staff work, e.g., financial analysis, fi nancial forecasting, tax advising, etc. (The criteria that fol low for distinguishing among the several levels of work are inappropriate for such jobs.) Note, however, that profes sional accountant positions with responsibility for record ing or reporting accounting data relative to taxes are in cluded, as are operating or cost accountants whose work includes, but is not limited to, improvement of the account ing system. Some accountants use electronic data processing equip ment to process, record, and report accounting data. In r e la t io n s h ip s ; P la n n in g th e 36 problems. Is expected to be competent in the application of standard procedures and requirements to routine transac tions, to raise questions about unusual or questionable items, and to suggest solutions. (Terminal positions are ex cluded.) some such cases the machine unit is a subordinate segment of the accounting system; in others it is a separate entity or is attached to some other organization. In either instance, provided that the primary responsibility of the position is professional accounting work of the type otherwise includ ed, the use of data processing equipment of any type does not of itself exclude a position from the accountant de scription nor does it change its level. Direction received. Work is reviewed closely to verify its general accuracy and coverage of unusual problems, to in sure conformance with required procedures and special in structions, and to assure professional growth. Progress is evaluated in terms of ability to apply professional knowl edge to basic accounting problems in the day-to-day opera tions of an established accounting system. Accountant I General characteristics. At this beginning professional level, the accountant learns to apply the principles, theories, and concepts of accounting to a specific system. The position is distinguishable from nonprofessional positions by the vari ety 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 practical experience. (Terminal positions are ex cluded.) Typical duties and responsibilities. Performs a variety of accounting tasks, e.g., prepares routine working papers, schedules, exhibits, and summaries indicating the extent of the examination and presenting and supporting findings and recommendations. Examines a variety of accounting docu ments to verify accuracy of computations and to ascertain that all transactions are properly supported, are in accor dance with pertinent policies and procedures, and are classi fied and recorded according to acceptable accounting stan dards. Direction received. Works under close supervision of an ex perienced accountant whose guidance is directed primarily to the development of the trainee’s professional ability and to the evaluation of advancement potential. Limits of as signments are clearly defined, methods of procedure are specified, and kinds of items to be noted and referred to supervisor are identified. Responsibility for the direction o f others. Usually none, although sometimes responsible for supervision of a few clerks. A ccountant III Typical duties and responsibilities. Performs a variety of accounting tasks such as: Examining a variety of financial statements for completeness, internal accuracy, and con formance with uniform accounting classifications or other specific accounting requirements; reconciling reports and financial data with financial statements already on file, and pointing out apparent inconsistencies 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 fi nancial statements not involving problems of analysis or presentation; and preparing charts, tables, and other exhib its to be used in reports. In addition to such work, may also perform some nonprofessional tasks for training purposes. General characteristics. Performs professional operating or cost accounting work requiring the standardized application of well-established accounting principles, theories, con cepts, and practices. Receives detailed instructions con cerning 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. Character istically, the accounting system or assigned segment is sta ble and well established (i.e., the basic chart of accounts, classifications, the nature of the cost accounting system, the report requirements, and the procedures are changed infrequently). Depending upon the workload involved, the accountant may have such assignments as supervision of the day-to-day operation of: (a) The entire system of a subordinate estab lishment, 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 special ized segment dealing with some problem, function, or por tion of work which is itself of the level of difficulty charac teristic of this level. Responsibility fo r direction o f others. Usually none. A ccountant II General characteristics. At this continuing developmental level the professional accountant makes practical applica tions of technical accounting practices and concepts be yond the mere application of detailed rules and instruc tions. Assignments are designed to expand practical experi ence and to develop professional judgment in the applica tion of basic accounting techniques to simple professional Direction received. A higher level professional accountant normally is available to furnish advice and assistance as 37 (e.g., employing several thousand persons) subordiante es tablishment which in other respects has an accounting sys tem of the complexity that characterizes level III. needed. Work is reviewed for technical accuracy, adequacy of professional judgment, and compliance with instructions through spot checks, appraisal of results, subsequent pro cessing, analysis of reports and statements, and other appro priate means. 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 results for ade quacy of professional judgment, compliance with instruc tions, and overall accuracy and quality. Typical duties and responsibilities. The primary responsibil ity of most positions at this level is to assure that the as signed day-to-day operations are carried out in accordance with established accounting principles, policies, and objec tives. The accountant performs such professional work as: Developing nonstandard reports and statements (e.g., those containing cash forecasts reflecting the interrelations of ac counting, cost budgeting, or comparable information); in terpreting and pointing out trends or deviations from stan dards; projecting data into the future; predicting the effects of changes in operating programs; or identifying manage ment informational needs, and refining account structures or reports accordingly. Within the limits of delegated responsibility, makes dayto-day decisions concerning the accounting treatment of financial transactions. Is expected to recommend solutions to complex problems and propose changes in the account ing system for approval at higher levels. Such recommenda tions are derived from personal knowledge of the applica tion of well-established principles and practices. Typical duties and responsibilities. As at level III, a primary characteristic of most positions at this level is the responsi bility 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 classifications or definitions; etc. Also makes day-to-day decisions concerning the accounting treatment of financial transactions and is expected to rec ommend solutions to complex problems beyond incum bent’s scope of responsibility. Responsibility for direction o f others. Accounting staff su pervised, if any, may include professional accountants. Responsibility for the direction o f others. In most instances is responsible for supervision of a subordinate nonprofes sional staff. A ccountant V General characteristics. Performs professional operating or cost accounting work which is of greater than average pro fessional difficulty and responsibility because of the pres ence of unusual and novel problems or the unusual magni tude or impact of the accounting program. Typically this level of difficulty arises from (a) the large size of the ac counting and operating organization, (b) the atypical nature of the accounting problems encountered, or (c) the unusu ally great involvement in accounting systems design and development. Examples of assignments characteristic of this level are the supervision of the day-to-day operation of: (a) The en tire accounting system of a subordinate establishment hav ing an unusually novel and complex accounting system, or (b) 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 complexi ty that characterizes level IV, or (c) the entire accounting system of a company or corporation that has a relatively stable and conventional accounting system and employs several thousand persons and has a few subordinate estab lishments which include accounting units, or (d) a major segment of an accounting system that substantially exceeds the characteristics described in any one of the preceding examples. A ccountant IV General characteristics. Performs professional operating or cost accounting work which requires the application of well-established accounting principles, theories, concepts, and practices to a wide variety of difficult problems. Re ceives instructions concerning the objectives and operation 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 relatively unstable, (b) must ad just to new or changing company operations, (c) serves or ganizations of unusually large size, or (d) is complicated by the need to provide 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 the company. Depending upon the workload and degree of coordina tion involved, the accountant IV may have such assign ments as the supervision of the day-to-day operation of: (a) The entire accounting system of a subordinate establish ment, or (b) a major segment (e.g., general accounting; cost accounting; or financial statements and reports) of an ac counting system serving a larger and more complex estab lishment, or (c) the entire accounting system of a large 38 normally do not require or permit professional audit work to be performed.) Direction received. An accountant of higher level normally is available to furnish advice and assistance as needed. Work is reviewed for adequacy of professional judgment, compli ance with instructions, and overall quality. Auditor I Typical duties and responsibilities. The work is character ized by its unusual difficulty or responsibility. Accountants V typically are directly concerned on a relatively continu ous basis with what the nature of the accounting 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 the accounting meaning of the reports and statements for which they are responsible. Accountants V are necessarily deeply involved in funda mental and complex accounting matters and in the manage rial problems that are affected. General characteristics. As a trainee auditor at the entering professional level, performs a variety of routine assign ments. Typically, the trainee is rotated through a variety of tasks under a planned training program designed to provide practical experience in applying the principles, theories, and concepts of accounting and auditing to specific situations. (Terminal positions are excluded.) Direction received. Works under close supervision of an ex perienced auditor whose guidance is directed primarily to the development of the trainee’s professional ability and to the evaluation of advancement potential. Limits of assign ments are clearly defined, methods of procedure are speci fied, and kinds of items to be noted and referred to super visor are identified. Responsibility for the direction o f others. Accounting staff supervised generally includes professional accountants. A U D IT O R 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 computa tions; checking transactions to assure they are properly doc umented and have been recorded in accordance with cor rect accounting classifications; verifying the count of inven tories; preparing detailed statements, schedules, and stan dard audit working papers; counting cash and other assets; preparing simple reconciliations; and similar functions. Performs professional auditing work requiring a bache lor’s degree in accounting or, in rare instances, equivalent experience and education combined. Audits the financial records and practices of a company, or of divisions or com ponents of the company, to appraise systematically and verify the accounting accuracy of records and reports and to assure the consistent application of accepted accounting principles. Evaluates the adequacy of the accounting system and internal financial controls. Makes appropriate recom mendations 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: Auditor II General characteristics. At this continuing developmental level the professional auditor serves as a junior member of an audit team, independently performing selected portions of the audit which are limited in scope and complexity. Auditors at this level typically have acquired knowledge of company operations, policies, and procedures. (Terminal positions are excluded.) The existen ce o f recorded assets (including the obser vation o f the taking o f physical inventories) and the allinclusiveness o f recorded liabilities; The accuracy o f financial statem ents or reports and the fairness o f presentation o f facts therein; The propriety or legality o f transactions; The degree o f com pliance w ith established policies and procedures concerning financial transactions. Direction received. Detailed instructions are furnished and the work is reviewed to the extent necessary to verify its general accuracy and coverage of unusual problems, to in sure conformance with required procedures and special in structions, and to assure the auditor’s professional growth. Any technical problems not covered by instructions are brought to the attention of a superior. Progress is evaluated in terms of ability to apply professional knowledge to basic auditing situations. Excluded are positions which do not require full profes sional accounting training because the work is confined on a relatively permanent basis to repetitive examinations of a limited area of company operations and accounting pro cesses, e.g., only accounts payable and receivable; demur rage 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 wheth er or not they conform to prescribed routines or proce dures. (Examinations of such a repetitive or limited nature Typical duties and responsibilities. Applies knowledge of accounting theory and audit practices to a variety of rela tively simple professional problems in audit assignments, 39 accounts receivable and accounts payable; or, the analysis and verification of assets and reserves; or, the inspection and evaluation of accounting controls and procedures. including such tasks as: The verification of reports against source accounts and records to determine their reliability; reconciliation of bank and other accounts and verifying the detail of recorded transactions; detailed examinations of cash receipts and disbursement vouchers, payroll records, requisitions, work orders, receiving reports, and other ac counting documents to ascertain that transactions are prop erly supported and are recorded correctly from an account ing or regulatory standpoint; or preparing working papers, schedules, and summaries. Auditor IV General characterisitcs. Auditors at this level are experi enced professionals who apply a thorough knowledge of accounting principles and theory in connection with a vari ety 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; exis tence of major specialized accounting functions (e.g., cost accounting, inventory accounting, sales accounting), in ad dition to general accounting; need to consider extensive and complicated regulatory requirements; lack of or difficulty in obtaining information; and other similar factors. Typical ly, a variety of different assignments are encountered over a period of time, e.g., 1 year. The audit reports prepared are comprehensive, explain irregularities, cite rules or regula tions violated, recommend remedial actions, and contain analyses of items of special importance or interest to com pany management. Auditor III General characteristics. Work at this level consists of the audit of operations and accounting processes that are rela tively stable, well-established, and typical of the industry. 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 anticipat ed. The work performed requires the application of sub stantial knowledge of accounting principles and practices, e.g., bases for distinguishing among capital maintenance and operating expenses; accruing reserves for taxes; and other accounting considerations of an equivalent nature. Direction received. Within an established audit program, has responsibility for independently planning and executing au dits. Unusually 'difficult problems are discussed with the supervisor who also reviews completed assignments for ad herence to principles and standards and the soundness of conclusions. Typical duties and responsibilities. The auditor examines 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 recommendations for needed changes or improvements. Usually is responsible for selecting the de tailed 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 anal yses required to support reported findings and conclusions. Examples of assignments involving work at this level: Typical duties and 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 experi ence and plans are o f limited 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; evaluation of assets where original costs are unknown; evaluation of the reliability of accounting and reporting systems; analysis of cost accounting systems and cost reports to evaluate the basis for cost and price setting; evaluation of accounting procurement and supply management records, controls, and procedures; and many others. Examples of assignments involving work at this level: As a team leader or w orking alone, in d ep en d en tly con d u cts audits o f the com p lete accounts and related operations o f smaller or less com p lex com panies (e.g., involving a centralized accounting system w ith few or no subordinate, subsidiary, or branch accounting records) or o f com parable segm ents o f larger com panies. As a m em ber o f an audit team , indep en d en tly accom plishes varied audit assignm ents o f the above described characteristics, typically major segm ents o f com p lete au dits, or assignm ents otherw ise lim ited in scop e o f larger and m ore com plex com panies (e.g., com p lex in that the accounting system entails co st, inventory, and com para ble specialized s y s te m s integrated w ith the general ac counting system ). As a team leader or w orking alon e, in d ep endently plans and con d u cts audits o f the com p lete accou nts and related operations o f relatively large and com p lex com panies (e.g., com p lex in that the accounting system en tails co st, in ven tory, and com parable specialized ac cou n tin g s y s te m s integrated w ith the general accounting sy stem ) or o f com pany branch, subsidiary, or affiliated organizations w hich are individually o f com parable size and c o m p lex ity . Illustrative of such assignments are the audit and initial review of the accounting treatment and validity of re porting of overhead expenses in a large manufacturing or maintenance organization (e.g., major repair yard of a rail road); or, the checking, verification, and balancing of all 40 nonaccounting functions. (Positions of such breadth are sometimes titled comptroller, budget and accounting mana ger, financial manager, etc.) Some positions responsible for supervising general ac counting and one or more other major accounting activities but which do n o t fully meet all of the responsibilities of a chief accountant specified above may be covered by the descriptions for accountant. Chief accountant jobs which meet the characteristics de scribed are classified by level of work1 according to (a) authority and responsibility and (b) technical complex ity, using the table accompanying the definitions which fol low. As a member of an audit team, independently plans and accomplishes audit assignments that constitute ma jor segments of audits of very large and complex organi zations, for example, those with financial responsibilities so great as to involve specialized subordinate, subsidiary, or affiliate accounting systems that are complete in themselves. N O T E : E x c lu d ed from level IV are auditors who, as team leaders or working alone, conduct c o m p le te 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; or are team members as signed to major segments of audits of even larger or more complex organizations. Authority and responsibility A R -1 . The accounting system (i.e., accounts, procedures, CHIEF A CC O U N TA N T and reports to be used) has been prescribed in considerable detail by higher levels in the company or organization. The chief accountant has final, unreviewed authority within the prescribed system, to expand it to fit the particular needs of the organization served, e.g., in the following or compar able ways: As the top technical expert in accounting, is responsible for directing the accounting program for a company or for an establishment of a company. The minimum accounting program includes: (1) General accounting (assets, liabilities, income, expense, and capital accounts, including responsi bility for profit and loss and balance sheet statements); an d (2) at least one other m ajor accounting activity, typically tax accounting, cost accounting, property accounting, or sales accounting. It may also include such other activities as payroll and timekeeping, and mechanical or electronic data processing operations which are an adjunct of the account ing system. (Responsibility for an internal audit program is typically n o t included.) The responsibilities of the chief accountant include all of the following: Provides greater detail in accounts and reports or fi nancial statements; Establishes additional accounting controls, accounts, 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 of authority is typically found at a plant or similar subordinate establishment. A R -2. The basic accounting system is prescribed in broad 1. On own responsibility, developing or adapting or revising an accounting system to meet the needs of the organization; 2. Supervising, either directly or through subordinate supervisors, the operation of the system with full man agement responsibility for the quality and quantity of work performed, training and development of subordi nates, work scheduling and review, coordination with other parts of the organization served, etc.; 3. Providing, directly or through an official such as a comptroller, advisory services to the top management officials of the organization served as to: a. The status of financial resources and the finan cial trends or results of operations as revealed by ac counting data, and selecting a manner of presentation that is meaningful to management; b. Methods for improving operations as suggested by an expert knowledge of accounting, e.g., proposals for improving cost control, property management, credit and collection, tax reduction, or similar pro grams. 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 a u th o rity to decide the specific meth ods, procedures, accounts, reports, etc., to be used within the organizational segment served. Approval must be se cured from higher levels only for those changes which would basically affect the broad requirements prescribed by such higher levels. Typical responsibilities include: Evaluating and taking final action on recommenda tions proposed by subordinate establishments for changes in aspects of the accounting system or activities not prescribed by higher authority; Extending cost accounting operations to areas not previously covered; ' Changing from one cost accounting method to anoth er; Expanding the utilization of computers within the accounting process; and Preparing accounting reports and statements reflect ing the events and progress of the entire organization for E x c lu d ed are positions with responsibility for the ac counting 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 1Insufficient data were obtained for level V to warrant presenta tion o f average salaries. 41 Table C-1. Criteria for matching chief accountants by level Level Authority and responsibility1 Technical complexity1 1 AR-1 TC-1 Only one or two professional accountants, who do not exceed the accountant ill job definition. II AR-1 TC-2 About 5 to 10 professional accountants, with at least one or two matching the accountant IV job definition. AR-2 TC-1 About 5 to 10 professional accountants. Most of these match the accountant III job definition, but one or two may match the accountant IV job definition. AR-3 TC-1 Only one or two professional accountants, who do not exceed the accountant IV job definition. AR-1 TC-3 About 15 to 20 professional accountants. A t least one or two match the accountant V job definition. AR-2 TC-2 About 15 to 20 professional accountants. Many of these match the accountant IV job definition, but some may match the accountant V job definition. AR-3 TC-1 About 5 to 10 professional accountants. Most of these match the accountant III job definition, but one or two may match as high as accountant V. AR-2 TC-3 About 25 to 40 professional accountants. Many of these match the accountant V job definition, but several may exceed that level. AR-3 TC-2 About 15 to 20 professional accountants. Most of these match the accountant IV job definition, but several may match the accountant V and one or two may exceed that level. AR-3 TC-3 About 25 to 40 professional accountants. Many of these match the accountant V job definition, but several may exceed that level. Subordinate professional accounting staff or III or IV or V 1 AR-1, -2, and -3 and TC-1, -2, and -3 are explained in the accompanying text. the company’s accounting system suggested by subordi nate units; and Taking final action on all technical accounting mat ters. which incumbent is responsible; often consolidating data submitted by subordinate segments. This degree of authority is most typically found at inter mediate organizational levels such as regional offices, or division or subsidiary headquarters. It is also found in some company level situations where the authority of the chief accountant is less extensive than is described in A R -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 A R -1. Characteristically, participates extensively in broad com pany management processes by providing accounting ad vice, interpretations, or recommendations based on data ac cumulated in the accounting system and on professional judgment and experience. Technical complexity Has complete responsibility for establishing and maintaining the framework for the basic accounting system used in the company, subject only to general policy guid ance and control from a higher level company official re sponsible for general financial management. Typical respon sibilities include: A R -3 . TC-1. The organization which the accounting program serves has relatively few functions, products, work pro cesses, etc., and these tend to be stable and unchanging. The accounting system operates in accordance with wellestablished principles and practices or those of equivalent difficulty which are typical of that industry. Determining the basic characteristics of the com pany’s accounting system and the specific accounts to be used; Devising and preparing accounting reports and state ments required to meet management’s needs for data; Establishing basic accounting policies, interpretations, and procedures; Reviewing and taking action on proposed revisions to TC-2. The organization which the accounting program serves has a relatively large number of functions, products, 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 subsidi 42 Provide for the solution of problems for which no clear precedents exist; or Provide for the development or extension of account ing theories and practices to deal with problems to which these theories and practices have not previously been applied. ary records; revision of instructions 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 demand on the accounting organization for specialized and extensive adaptations of the basic sys tem to meet management needs. Such demands arise be cause the functions, products, work processes, etc., of the organization are very numerous, diverse, unique, or special ized, or there are other comparable complexities. Conse quently, the accounting system, to a considerable degree, is developed well beyond established principles and account ing practices in order to: Subordinate staff In table C-l the number of professional accountants su pervised 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 crite ria. 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 re lated personnel. Attorneys Attorney jobs which meet the above definition are to be classified in accordance with table C-2 and the definitions which follow. ATTORNEY Performs consultation and advisory work and carries out the legal processes necessary to effect the rights, privileges, and obligations of the company. The work performed re quires completion of law school with an LL.B. degree (or the equivalent) and admission to the bar. Responsibilities or functions include one or more o f the following or compar able duties: Difficulty D-l. Legal questions are characterized by: Facts that are well established; clearly'applicable legal precedents; and matters not of substantial importance to the organization. (Usually relatively limited sums of money, e.g., a few thous and dollars, are involved.) Preparing and reviewing various legal instruments and documents, such as contracts, leases, licenses, purchases, sales, real estate, etc.; Acting as agent of the company in its transactions; Examining material (e.g., advertisements, publica tions, etc.) for legal implications; advising officials of proposed legislation which might affect the company; Applying for patents, copyrights, or registration of company’s products, processes, devices, and trademarks; Advising whether to initiate or defend lawsuits; Conducting pre-trial preparations; defending the com pany in lawsuits; and Advising officials on tax matters, government regula tions, and/or corporate rights. Exam ples o f D - l work: Legal investigation, negotiation, and research prepara tory to defending the organization in potential or actual lawsuits involving alleged negligence where the facts can be firmly established and there are precedent cases di rectly applicable to the situation. Searching case reports, legal documents, periodicals, textbooks, and other legal references, and preparing draft opinions on employee compensation or benefit questions when there is a substantial amount of clearly applicable statutory, regulatory, and case material. Drawing up contracts and other legal documents 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. Excluded from this definition are: Patent work which requires professional training in addition to legal training (typically a degree in engineer ing or in a science); Claims examining, claims investigating, or similar 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 possible interpre tations that can be placed on the facts, the laws, or the precedents involved; the substantial 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 w o rk f o r which professional legal training and bar m e m bership is n o t essential; 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 formula tion 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.) 43 Table C-2. Criteria for matching attorneys by level Difficulty of legal work' Level Responsibility of job 1 This is the entry level. The duties and responsibilities after initial orientation and training are those described in D-1 and R-1. 1 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 competence as an attorney. D-1 R-2 D-2 R-1 D-2 R-2 D-3 R-1 D-2 R-3 D-3 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. II or III At least 1 year, usually more, of professional experience at the "D -2 ” level. or IV Extensive professional experience at the "D -2" or a higher level. or 1 D-1, -2, -3 and R-1, -2, -3, and -4 are explained in the accompanying text. or in negotiations by the individuals, corporations, or gov ernment agencies involved. Preparing and presenting a case before an appellate court where the case is highly im portant to the future operation o f the organization and is vigorously con tested by very distinguished (e.g., having a broad regional or national rep u tation ) legal talent. Serving as the principal counsel to the officers and staff o f an insurance com pany on the legal problem s in the sale, underw riting, and adm inistration o f group con tracts involving nationw ide or m ultistate coverages and laws. Perform ing the principal legal work in a nonroutine major revision o f the co m p a n y ’s charter or in effectu a t ing new major financing steps. Examples of D-2 work: Advising on the legal im plications o f advertising rep resentations w hen the facts supporting the representa tions and the applicable precedent cases are subject to different interpretations. R eview ing and advising on the im plications o f new or revised laws affecting the organization. Presenting the organization’s defense in court in a negligence law suit w hich is strongly pressed by counsel for an organized group. Providing legal counsel on tax questions com plicated by the absence o f precedent decisions that are directly applicable to the organization’s situation. Responsibility D-3. Legal work is typically complex and difficult because R -1. Responsibility for final action is usually limited to of one or more of the following: The questions are unique and require a high order of original and creative legal en deavor for their solution; the questions require extensive research and analysis and the obtaining and evaluation of expert testimony regarding controversial issues in a scientif ic, financial, corporate organization, engineering, or other highly technical area; the legal matter is of critical impor tance to the organization and is being vigorously pressed or contested (e.g., sums such as $1 million or more are general ly directly or indirectly involved). matters covered by legal precedents and in which little devi ation 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 assignment, e.g., in planning and organizing legal research and studies. Assignments are then carried out with moder ate 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 necessary legal documents, and developing conclusions and recommendations. Decisions having an im portant bearing on the organization’s business are reviewed. (Receives information from supervisor regarding unusual circumstances or important policy considerations pertaining to a legal problem. If trials are involved, may receive guid Examples of D-3 work: Advising on the legal aspects and im plications o f F ed eral antitrust laws to projected greatly expanded m arket ing operations involving jo in t ventures w ith several other organizations. Planning legal strategy and representing a u tility com pany in rate or governm ent franchise cases involving a geographic area including parts or all o f several States. 44 ance from a supervisor regarding presentation, line of ap proach, 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 organiza tion policy. Some (but not all) attorneys make assignments to one or more lower level attorneys, aids, or clerks.) ing completed briefs, opinions, contracts, or other legal products. To carry out assignments, represents the organiza tion at conferences, hearings, or trials and personally con fers and negotiates with top attorneys and top-ranking offi cials in private companies or in government agencies. On various aspects of assigned work may give advice directly and personally to corporation officers and top level manag ers, or may work through the general counsel of the com pany in advising officers. (Generally receives no preliminary instruction on legal problems. On matters requiring the con centrated efforts of several attorneys or other specialists, is responsible for directing, coordinating, and reviewing the work of the attorneys involved.) R-3. Carries out assignments independently and makes final legal determinations in matters of substantial importance to the organization. Such determinations are subject to review only for consistency with company policy, possible prece dent effect, and overall effectiveness. To carry out assign ments, 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 assigned work. (Receives little or no preliminary instruction on legal prob lems and a minimum of technical legal supervision. May assign and review work of a few attorneys, but this is not a primary responsibility.) OR As a primary responsibility, directs the work of a staff of attorneys, one, but usually more, of whom regularly per form D-3 legal work. With respect to the work directed, gives advice directly to corporation officers and top mana gerial officers, or may give such advice through the general counsel. (Receives guidance as to organization policy but no technical supervision or assistance except when request ing advice from, or briefing by, the general counsel on the overall approach to the most difficult, novel, or important legal questions. Usually reports to the general counsel or deputy.) R -4. Carries out assignments which entail independently planning investigations and negotiations on legal problems of the highest importance to the organization and develop Buyers N O T E : Some buyers are responsible for the purchasing BUYER of a variety of items and materials. When the variety in cludes items and work described at more than one of the following levels, the position should be considered to equal the highest level that characterizes at least a substantial portion of the buyer’s time. Purchases materials, supplies, equipment, and services (e.g., utilities, maintenance, and repair). In some instances items are of types that must be specially designed, pro duced, or modified by the vendor in accordance with draw ings or engineering specifications. Solicits bids, analyzes quotations received, and selects or recommends supplier. May interview prospective vendors. Purchases items and services at the most favorable price consistent with quality, quantity, specification require ments, and other factors. Prepares or supervises preparation of purchase orders from requisitions. May expedite delivery and visit vendors’ offices and plants. Normally, purchases are unreviewed when they are con sistent with past experience, and are in conformance with established rules and policies. Proposed purchase transac tions that deviate from the usual or from past experience 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. E x c lu d e d are: a. Buyers of items for direct sale, either wholesale or retail; b. Brokers and dealers buying for clients or for in vestment purposes; c. Positions that specifically require professional edu cation and qualifications in a physical science or in en gineering (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 up pers, etc. Expert personal knowledge of the item is re quired to judge the relative value of the goods offered and to decide the quantity, quality, and price of each purchase in terms of its probable effect on the organiza tion’s profit and competitive status; e. Buyers whose principal responsibility is the super vision of other buyers or the management, direction, or supervision of a purchasing program; f. Persons predominantly concerned with contract or subcontract adminsitration; g. Persons whose major duties consist of ordering, 45 The number of potential vendors is likely to be small and reordering, or requisitioning items under existing con tracts; and price differentials often reflect important factors (quality, h. Positions restricted to clerical functions or to pur delivery dates and places, etc.) that are difficult to evaluate. chase expediting work. The quantities purchased of any item or service may be large. Many of the purchases involve one or more of such com Buyer I plications as: Specifications that detail, in technical terms, thd required physical, chemical, electrical, or other compar Purchases “off-the-shelf’ types of readily available, com able properties; special testing prior to acceptance; grouping monly used materials, supplies, tools, furniture, services, of items for lot bidding and awards; specialized processing, etc. packing, or packaging requirements; export packs; overseas Transactions usually involve local retailers, wholesalers, port differentials; etc. jobbers, and manufacturers’ sales representatives. Is expected to keep abreast of market and product devel Quantities purchased are generally small amounts, e.g., opments. May be required to locate new sources of supply. those available from local sources. Some positions may involve assisting in the training or E xam ples of items purchased include: Common statio supervising of lower level buyers or clerks. nery and office supplies; standard types of office furniture E x a m p les of items purchased include: Castings; special and fixtures; standard nuts, bolts, screws; janitorial and common building maintenance supplies; and common extruded shapes of normal size and material; special for mula paints; electric motors of special shape or speeds; spe building maintenance or common utility services. cial packaging of items; and raw materials in substantial quantities. Buyer II Buyer IV Purchases “off-the-shelf’ types of standard, generally available technical items, materials, and services. Transactions usually involve dealing directly with manu facturers, distributors, jobbers, etc. Quantities of items and materials purchased may be rel atively large, particularly in the case of contracts for con tinuing supply over a period of time. May be responsible for locating or promoting possible new sources of supply. Usually is expected to keep abreast of market trends, changes in business practices in the as signed markets, new or altered types of materials entering the market, etc. E xam ples of items purchased include: Industrial types of handtools; electronic tube and component test instruments; standard electronic parts and components; electric motors; gasoline service station equipment; 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 purchased are large so that local sources of supply are generally inade quate and the buyer must deal directly with manufacturers on a broader than local scale. Purchases highly complex and technical items, materials, or services, usually those specially designed and manufac tured exclusively for the purchaser. Transactions require dealing with manufacturers and of ten involve persuading potential vendors to undertake the manufacturing of custom-designed items according to com plex 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 contracted for at any given period of time. Transactions are often complicated by the presence of one or more such matters as inclusion of: Requirements for spare parts, preproduction samples and testing, or technical literature; or patent and royalty provisions. Keeps abreast of market and product developments. De velops new sources of supply. In addition to the work described above, a few positions may also require supervision over a few lower level buyers or clerks. (No position is included in this level so le ly be cause supervisory duties are performed.) E x am ples of items purchased include: Special purpose high cost machine tools and production facilities; raw ma terials of critically important characteristics or quality; parts, subassemblies, components, etc., specially designed and made to order (e.g., communications equipment for installation in aircraft being manufactured; component as semblies for missiles and rockets; and motor vehicle frames). 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 manufacturers. 46 (2) unusually high individual or unit value. Such buyers of ten persuade suppliers to expand their plants or convert facilities to the production of new items or services. These types of buying functions are often performed by program managers or company officials who have primary responsi bilities other than buying. N O T E : E x c lu d ed are buying positions above level IV. Some buyers above level IV make purchases in such unusu ally large quantities that they can affect the market price of a commodity or produce other significant effects on the industry or trade concerned. Others may purchase items of. either (1) extraordinary technical complexity, e.g., involv ing the outermost limits of science or engineering, or Personnel Management or participate in conducting surveys of broad compensation areas. May assist in developing survey methods and plans. Receives general supervision but responsibility for final ac tion is limited. JOB A N A LY S T Performs work involved in collecting, analyzing, and de veloping occupational data relative to jobs, job qualifica tions, and worker characteristics as a basis for compensating employees in a fair, equitable, and uniform manner. Per forms such duties as studying and analyzing jobs and pre paring descriptions of duties and responsibilities and of the physical and mental requirements needed by workers; eval uating jobs and determining appropriate wage or salary lev els in accordance with their difficulty and responsibility; independently conducting or participating with representa tives of other companies in conducting compensation sur veys within a locality or labor market area; assisting in ad ministering merit rating programs; 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. (Positions also responsible for supplying manage ment with a high technical level of advice regarding the solution of broad personnel management problems should be excluded.) Job Analyst IV Analyzes and evaluates a variety of jobs in accordance with established evaluation systems and procedures, and is given assignments which regularly include responsibility for the more difficult kinds of jobs. (“More difficult” means jobs which consist of hard-to-understand work processes; e.g., professional, scientific, administrative, or technical; or jobs in new or emerging occupational fields; or jobs which are being established as part of the creation of new organi zations; or where other special considerations of these types apply.) Receives general supervision, but responsibility for final action is limited. May participate in the development and installation of evaluation or compensation systems, which may include those for merit rating programs. May plan survey methods and conduct or direct wage surveys within a broad compensation area. 2 Insufficient data were obtained for level I to warrant presenta tion o f average salaries. 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 applica tion of established methods and techniques of job analysis. Studies the least difficult jobs and prepares reports for re view by a job analyst of higher level.2 D IRECTOR OF PERSONNEL Directs a personnel management program for a company or a segment of a company. Serves top management offi cials of the organization as the source of advice and assis tance on personnel management matters and problems gen erally; is typically consulted on the personnel implications of planned changes in management policy or program, the effects on the organization of economic or market trends, product or production method changes, etc.; represents management in contacts with other companies, trade asso ciations, government agencies, etc., dealing primarily with personnel management matters. Typically the director of personnel for a company re ports 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 manage ment official who has responsibility for the operation of a plant, establishment, or other segment of the company. Job Analyst II Studies, describes, and evaluates jobs in accordance with established procedures. Is usually assigned to the simpler kinds of both wage and salaried jobs in the establishment. Works independently on such assignments but is limited by defined area of assignment and instructions of superior. 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 47 For a job to be covered by this definition, the personnel management program must include responsibility for all three of the following functions: overseeing cafeteria operations, recreational programs, industrial health and safety programs, e tc .). In ad d ition , p osition s covered b y this d efin ition m ay, but do n o t necessarily, include responsibilities in the fo l low ing areas: 1. A d m in isterin g a jo b evaluation sy s te m : i.e., a sys tem in w hich there are established procedures by w hich job s are analyzed and evaluated on the basis o f their duties, responsibilities, and qualification requirem ents in order to provide a fou n d ation for equitable com pensa tion . T ypically, such a system includes the use o f one or m ore sets o f job evaluation factors and the preparation o f form al job descriptions. It m a y also include such re lated functions as wage and salary surveys or m erit rating system adm inistration. The job evaluation system (s) does n o t necessarily cover all job s in the organization, but does cover a substantial portion o f the organization. 2. E m p l o y m e n t and p la cem en t fu n ctio n : i.e ., recruit ing actively for at least som e kinds o f workers through a variety o f sources (e.g., sch ools or colleges, em p loym en t agencies, professional societies, etc.); evaluating appli cants against dem ands o f particular job s by use o f such techniques as job analysis to determ ine requirem ents, interview s, w ritten tests o f aptitude, k n ow led ge, or skill, reference checks, experience evaluations, etc.; recom m ending selections and job placem ents to m anagem ent, etc. 3. E m p lo y e e relations and services fu n ctio n : i.e., fu n ction s designed to m aintain em p lo y ees’ m orale and productivity at a high level (for exam ple, adm inistering a form al or inform al grievance procedure; id en tifyin g and recom m ending solu tion s for personnel problem s such as absenteeism , high turnover, low p roductivity, etc.; ad m inistration o f beneficial suggestions system , retirem ent, pension, or insurance plans, m erit rating system , etc.; Table C-3. E m p l o y e e training and d e v e lo p m e n t; L abo r relations activities w hich are confined m ainly to the adm inistration, interpretation, and application o f th ose aspects o f labor union contracts that are essential ly o f the ty p e described under (3 ) above. May also parti cipate in bargaining o f a subordinate nature, e.g., to ne gotiate detailed settlem en t o f such m atters as specific rates, job classifications, work rules, hiring or la y o ff pro cedures, etc., w ithin the broad term s o f a general agree m ent reached at higher levels, or to supply advice and inform ation on technical p oin ts to the co m p a n y ’s princi pal representative. Equal e m p l o y m e n t o p p o r t u n it y (EEO); R e p o rtin g under the O ccupational S a fety an d Health A c t (OSHA). E x c lu d e d are p osition s in w hich responsibility for actual contract negotiation w ith labor u nions as the principal c o m pany representative is a significant aspect o f the jo b , i.e ., a responsibility w hich serves as a primary basis for qualifica tion requirem ents and com p en sation . D irector o f personnel job s w hich m eet the above d efin i tion are classified b y level o f w ork 3 in accordance w ith the criteria sh ow n in table C-3. 3 Insufficient data were obtained for level V to warrant presenta tion o f average salaries. Criteria for matching directors of personnel by level "Development level" personnel program1 23 "Operations level" personnel program1 Number of employees in work force serviced 250-750 ......................................... 1 000-5 000 ................................. 6 000-12 000 ............................... 15,000-25,000 ............................. "Type A" organization serviced3 "Type B" organization serviced4 I II III IV II III IV V Number of employees in work force serviced "Type B" organization serviced4 II III IV V III IV V 250-750 ........................................... 1,000-5,000 .................................... 6 ,000-12,000 .................................. 15,000-25,000 ............................... 1 " O p e r a t i o n s l e v e l " p e r s o n n e l p r o g r a m — director of personnel 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 some 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 effectively serve the local management needs. 3 " D e v e l o p m e n t l e v e l " p e r s o n n e l p r o g r a m — e ither: (a) Director of personnel servicing an entire company (with or without subordinate establishments) where the personnel di rector plays an important role in establishment oi basic per sonnel policies, plans, objectives, etc., for the company subject to policy direction and control from company officers, or (b) director of personnel servicing an intermediate organization be low the company level, e.g., a division or a subsidiary, to which a relatively complete delegation of personnel 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 personnel has essentially the same de gree of latitude and responsibility for establishment of basic per sonnel policies, plans, objectives, etc., as described above in (a). 3 " T y p e A " o r g a n i z a t i o n s e r v i c e d — most jobs serviced do not present particularly difficult or unusual recruitment, job evaluation. "Type A" organization serviced3 o r tr a in in g p r o b le m s u n d e rs ta n d w o rk because p ro c e s s e s , t h e jo b s c o n s is t o f r e la t iv e ly and an a d e q u a te a b le . T h e s e c o n d i t i o n s a r e m o s t l i k e l y in w h ic h th e w o rk fo rc e to la b o r s u p p ly be fo u n d e a s y - to is a v a i l in o r g a n i z a t i o n s a n d o r g a n iz a tio n a l s t r u c tu r e a re r e la t iv e ly s t a b le . 4 " T y p e B " o r g a n i z a t i o n s e r v i c e d — a substantial proportion of the jobs present difficult recruitment, job evaluation, or training problems because the jobs: Consist of hard-to-understand work pro cesses (e.g., professional, scientific, administrative, or technical); have hard-to-match skill requirements; are in new or emerging occu pations; or are extremely hard to fill. These conditions are most likely to be found in organizations in which the work force, organi zational structure, work processes or functions, etc., are compli cated or unstable. NOTE: There are gaps between different degrees of all three elements used to determine job level matches. These gaps have been provided purposely to allow room for judgment in getting the best overall job level match for each job. Thus, a job which services a work force of 850 employees should be matched with level II if it is a personnel program operations level job where the nature of the organization serviced seems to fall slightly below the definition for type B. However, the same job should be matched with level I if the nature of the organization serviced clearly falls well within the defi nition for type A. 48 Chemists and Engineers D irectio n received. Supervisor establishes the nature and CHEMIST extent of analysis required, specifies methods and criteria on new types of assignments, and reviews work for thor oughness of application of methods and accuracy of results. Performs professional work in research, development, in terpretation, and analysis to determine the composition, molecular structure, and properties of substances; to devel op or investigate new materials and processes; and to inves tigate the transformations which substances undergo. Work typically requires a B.S. degree in chemistry or the equiva lent in appropriate and substantial college level study of chemistry plus experience. T yp ica l d u tie s an d respon sibilities. Carries out a wide vari ety of standardized methods, tests, and procedures. In ac cordance 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 equipment, etc. Recom mends modifications of procedures, e.g., extending or cur tailing the analysis or using alternate procedures, based on knowledge of the problem and pertinent available litera ture. Conducts specified phases of research projects as an assistant to an experienced chemist. Chemist I G eneral characteristics. This is the entry level of profes sional work requiring a bachelor’s degree in chemistry and no experience, or the equivalent of a degree in appropriate education and experience. Performs assignments designed to develop professional capabilities and to provide experi ence in the application of training in chemistry as it relates to the company’s programs. May also receive formal class room or seminar type training. (Terminal positions are ex cluded.) R e sp o n sib ility f o r th e d ire ctio n o f oth ers. May be assisted by a few aids or technicians. Chemist III D irectio n received. Works under close supervision. Receives G eneral ch aracteristics. Performs a broad range of chemical tests and procedures utilized in the laboratory, using judg ment in the independent evaluation, selection, and adapta tion of standard methods and techniques. May carry through a complete series of tests on a product in its differ ent process stages. Some assignments require a specialized knowledge of one or two common categories of related substances. Performance at this level requires developmen tal experience in a professional position, or equivalent grad uate level education. specific and detailed instructions as to required tasks and results expected. Work is checked during progress, and is reviewed for accuracy upon completion. T ypical d u ties a n d respon sibilities. 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 assisting more experienced chemists to gain additional knowledge through personal ob servation and discussion. D irectio n received. On routine work, supervision is very general. Assistance is furnished on unusual problems and work is reviewed for application of sound professional judg ment. R e sp o n sib ility f o r th e d ire ctio n o f oth ers. Usually none. T yp ica l d u tie s an d respon sibilities. In accordance with in structions as to the nature of the problem, selects standard methods, tests or procedures; when necessary, develops or works out alternate or modified methods with supervisor’s concurrence. Assists in research by analyzing samples or testing new procedures that require specialized training be cause (a) standard methods are inapplicable, (b) analytical findings must be interpreted in terms of compliance or noncompliance with standards, or (c) specialized and advanced equipment and techniques must be adapted. Chemist 11 G eneral characteristics. At this continuing developmental level, performs routine chemical work requiring selection and application of general and specialized methods, tech niques, and instruments commonly used in the laboratory, and the ability to carry out instructions when less common or proposed methods or procedures are necessary. Requires work experience acquired in an entry level position, or ap propriate graduate level study. For training and develop mental purposes, assignments may include some work that is typical of a higher level. (Terminal positions are exclud ed.) R e sp o n sib ility f o r th e d ire ctio n o f oth ers. May supervise or coordinate the work of a few technicians or aids, and be assisted by lower level chemists. 49 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 procedures, extensive knowledge of special ty, and knowledge of related scientific fields. Chemist IV General characteristics. As a fully competent chemist in all conventional 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 select ing and evaluating approaches to unforeseen or novel prob lems, 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 ex perience 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. Responsibility for the direction o f others. Supervises, co ordinates, 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 analytical work. Estimates personnel 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 Direction received. Independently performs most assign ments with instructions as to the general results expected. Receives technical guidance on unusual or complex prob lems and supervisory approval on proposed plans for pro jects. General characteristics. Performs work requiring leadership and expert knowledge in a specialized field, product, or process. Formulates and conducts a systematic attack on a problem area of considerable scope and complexity which must be approached through a series of complete and con ceptually related studies, or a number of projects of lesser scope. The problems are complex because they are difficult to define and require unconventional or novel approaches or have other difficult features. Maintains liaison with indi viduals and units within and outside the organization, with responsibility for acting independently on technical matters pertaining to the field. Work at this level usually requires extensive progressive experience including work comparable to chemist V. Typical duties and responsibilities. Conducts laboratory as signments requiring the determination and evaluation of al ternative procedures and the sequence of performing them. Performs complex, exacting, unusual analytical assignments requiring specialized knowledge of techniques or products. Interprets results, prepares reports, and may provide techni cal advice in specialized area. Responsibility for the direction o f others. May supervise a small staff of chemists and technicians. Direction received. Supervision received is essentially ad ministrative, with assignments given in terms of broad gen eral objectives and limits. C hem ist V General characteristics. Participates in planning laboratory 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 com pounds, or a class of products), making recommendations and conclusions which serve as the basis for undertaking or rejecting important projects. Development of the knowl edge and expertise required for this level of work usually reflects progressive experience through chemist IV. Typical duties and responsibilities. One or both of the fol lowing: (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 chemical program of a com pany, when the program is of limited complexity and scope. Activities supervised are of such a scope that they require a few (3 to 5) subordinate supervisors or team lead ers with at least one in a position comparable to level V. (2) As individual researcher or worker determines, con ceives, plans, and conducts projects of major importance to the company. Applies a high degree of originality and inge nuity in adapting, extending, and synthesizing existing the ory, principles, and techniques into original combinations and configurations. May serve as a consultant to other chemists in specialty. Direction received. Supervision and guidance relate largely to overall objectives, critical issues, new concepts, and poli cy matters. Consults with supervisor concerning unusual problems and developments. Typical duties and responsibilities. One or both of the fol lowing: (1) In a supervisory capacity, plans, organizes, and directs assigned laboratory programs. Independently defines scope and critical elements of the projects and selects ap proaches to be taken. A substantial portion of the work Responsibility for the direction o f others. Plans, organizes, and supervises the work of a staff of chemists and techni cians. Evaluates progress of the staff and results obtained, 50 and recommends major changes to achieve overall objec tives. Or, as individual worker or researcher, may be assisted on individual projects by other chemists or technicians. in positions comparable to chemist VI; or, as individual researcher and consultant, may be assisted on individual projects by other chemists and technicians. Chemist V II Chemist V III General characteristics. Makes decisions and recommenda tions that are recognized as authoritative and have an im portant impact on extensive chemical activities. Initiates and maintains extensive contacts with key chemists and officials of other organizations and companies, requiring skill in persuasion and negotiation of critical issues. At this level individuals will have demonstrated creativity, fore sight, and mature judgment in anticipating and solving un precedented chemical problems, determining program ob jectives and requirements, organizing programs and pro jects, and developing standards and guides for diverse chem ical activities. General characteristics. Makes decisions and recommenda tions that are authoritative and have a far-reaching impact on extensive chemical and related activities of the com pany. Negotiates critical and controversial issues with top level chemists and officers of other organizations and com panies. Individuals at this level have demonstrated a high degree of creativity, foresight, and mature judgment in planning, organizing, and guiding extensive chemical pro grams and activities of outstanding novelty and importance. Direction received. Receives general administrative direc tion. Typical duties and responsibilities. One or both of the fol lowing: ( l) I n a supervisory capacity is responsible 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 diver sified scientific requirements, where programs 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 ob jectives of the company, for choosing the scientific ap proaches, for planning and organizing facilities and pro grams, and for interpreting results. (2) As individual re searcher and consultant formulates and guides the attack on problems of exceptional difficulty and marked importance to the company and/or industry. Problems are character ized by the lack of scientific precedents and source materi als, or the lack of success of prior research and analysis so that their solution would represent an advance of great sig nificance and importance. Performs advisory and consulting work for the company as a recognized authority for broad program areas of considerable novelty and importance. Has made contributions such as new products or techniques, development of processes, etc., which are regarded as major advances in the field. Direction received. Receives general administrative direc tion. Typical duties and responsibilities. One or both of the fol lowing: (1) In a supervisory capacity is responsible for (a) an important segment of a chemical program of a com pany with extensive and diversified scientific requirements, or (b) the entire chemical program of a company where the program is more limited in scope. The overall chemical pro gram contains critical problems the solution of which re quires major technological advances and opens the way for extensive related development. Makes authoritative techni cal recommendations concerning the scientific objectives and levels of work which will be most profitable in light of company 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 ob jectives. Conceives and plans investigations in which the phenomena and principles are not adequately understood, and where few or contradictory scientific precedents or re sults 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 the company, 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 pro grams. Has responsibility for exploring, evaluating, and jus tifying proposed and current programs and projects and furnishing advice on unusually complex and novel problems in the specialty field. Typically will have contributed inno vations (e.g., techniques, products, procedures) which are regarded as significant advances in the field. Responsibility for the direction o f others. Supervises several subordinate supervisors or team leaders some of whose posi tions are comparable to chemist VII, or individual re searchers some of whose positions are comparable to chem ist VII and sometimes chemist VIII. As an individual re searcher and consultant may be assisted on individual proj ects 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 pro grams. Excluded from the definition are: (1) Chemists in Responsibility fo r the direction o f others. Directs several subordinate supervisors or team leaders, some of whom are 51 rying out a sequence of related engineering tasks. Limited exercise of judgment is required on details of work and in making preliminary selections and adaptations of engineer ing alternatives. Requires work experience acquired in an entry level position, or appropriate graduate level study. For training and developmental purposes, assignments may include some work that is typical of a higher level. (Termi nal positions are excluded.) charge of programs so extensive and complex (e.g., consist ing of highly diversified or unusually novel products and procedures) that one or more subordinate supervisory chemists are performing at level VIII; (2) individuals whose decisions have direct and substantial effect on setting policy for the organization (included, however, are supervisors de ciding the “kind and extent of chemical programs” within broad guidelines set at higher levels); (3) individual re searchers and consultants who are recognized as national and/or international authorities and scientific leaders in very broad areas of scientific interest and investigation. Direction received. Supervisor screens assignments for unus ual or difficult problems and selects techniques and proce dures to b& applied on nonroutine work. Receives close supervision on new aspects of assignments. ENG INEER Typical duties and responsibilities. Using prescribed meth ods, 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 fol lows operations through a series of related detailed steps or processes. Performs professional work in research, development, design, testing, analysis, production, construction, maint enance, operation, planning, survey, estimating, application, or standardization of engineering facilities, systems, struc tures, processes, equipment devices, or materials requiring knowledge of the science and art by which materials, natu ral resources, and power are made useful. Work typically requires a B.S. degree in engineering 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.) Responsibility for the direction o f others. May be assisted 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 ob jectives 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. Engineer I General characteristics. This is the entry level of profes sional work requiring a bachelor’s degree in engineering and no experience, or the equivalent of a degree in appropriate education and experience. Performs assignments designed to develop professional work knowledges and abilities. May also receive formal classroom or seminar-type training. (Terminalj>ositions are excluded.) Direction received. Receives instructions on specific assign ment objectives, complex features, and possible solutions. Assistance is furnished on unusual problems and work is reviewed for application of sound professional judgment. Direction received. Works under close supervision. Receives specific and detailed instructions as to required tasks and results expected. Work is checked during progress and is reviewed for accuracy upon completion. Engineer II Typical duties and responsibilities. Performs work which involves conventional types of plans, investigations, surveys, structures, or equipment with relatively few complex fea tures for which there are precedents. Assignments usually include one or more of the following: Equipment design and development, test of materials, preparation of specifica tions, process study, research investigations, report prepara tion, and other activities of limited scope requiring knowl edge of principles and techniques commonly employed in the specific narrow area of assignments. General characteristics. At this continuing developmental level, performs routine engineering work requiring applica tion of standard techniques, procedures, and criteria in car Responsibility for the direction o f others. May supervise or coordinate the work of drafters, technicians, and others who assist in specific assignments. 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. Responsibility for the direction o f others. Usually none. 52 dinates, and directs a large and important engineering pro ject or a number of small projects with many complex fea tures. A substantial portion of the work supervised is com parable to that described for engineer IV. (2) As individual •researcher or worker carries out complex or novel assign ments requiring the development of new o r improved tech niques and procedures. Work is expected to result in the development of new or refined equipment, materials, pro cesses, 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 engineer ing evaluation tests, products, or equipment when necessary data are insufficient or confirmation by testing is advisable. Usually performs as a staff advisor and consultant as to a technical specialty, a type of facility or equipment, or a program function. 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 sub stantial adaptation and modification of standard tech niques, procedures, and criteria. Devises new approaches to problems encountered. Requires sufficient professional ex perience 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 assign ments with instructions as to the general results expected. Receives technical guidance on unusual or complex prob lems and supervisory approval on proposed plans for pro jects. Responsibility for the direction o f others. Supervises, coor dinates, and reviews the work of a small staff of engineers and technicians; estimates personnel 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. 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 convention al engineering practice but may include a variety of com plex features such as conflicting design requirements, un suitability of standard materials, and difficult coordination requirements. Work requires a broad knowledge of prece dents in the specialty area and a good knowledge of princi ples and practices of related specialties. Engineer VI General characteristics. Has full technical responsibility for interpreting, organizing, executing, and coordinating assign ments. Plans and develops engineering projects concerned with unique or controversial problems which have an im portant effect on major company programs. This involves exploration of subject area, definition of scope and selec tion of problems for investigation, and development of nov el concepts and approaches. Maintains liaison with individu als and units within or outside the organization, with re sponsibility for acting independently on technical matters pertaining to own field. Work at this level usually requires extensive progressive experience including work comparable to engineer V. Responsibility for the direction o f others. May supervise 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 in dependently on engineering problems and methods, and represents the organization in conferences to resolve impor tant questions and to plan and coordinate work. Requires the use of advanced techniques and the modification and extension of theories, precepts, and practices of own field and related sciences and disciplines. The knowledge and expertise required for this level of work usually result from progressive experience, including work comparable to engi neer IV. Direction received. Supervision received is essentially ad ministrative, with assignments given in terms of broad gen eral objectives and limits. Typical duties and responsibilities. One or more of the fol lowing: (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. Extent of responsibilities generally requires 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 conceives, plans, and conducts re search in problem areas of considerable scope and com Direction received. Supervision and guidance relate largely to overall objectives, critical issues, new concepts, and poli cy matters. Consults with supervisor concerning unusual problems and developments. Typical duties and responsibilities. One or more of the fol lowing: (1) In a supervisory capacity plans, develops, coor 53 plexity. The problems must be approached through a series of complete and conceptually related studies, are difficult to define, require unconventional or novel approaches, and require sophisticated research techniques. Available guides and precedents contain critical gaps, are only partially relat ed 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 significance in the solution of important problems. (3) As*a staff specialist serves as the technical specialist for the organization (divi sion or company) in the application of advanced theories, concepts, principles, and processes for an assigned area of responsibility (i.e., subject matter, function, type of facility or equipment, or product). Keeps abreast of new scientific methods and developments affecting the organization for the purpose of recommending changes in emphasis of pro grams or new programs warranted by such developments. funds required to carry out programs which are directly related with and directed toward fulfillment of overall com pany objectives. (2) As individual researcher and consultant is a recognized leader and authority in the 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 the incumbent’s scientific interpretations and advice. Typically, will have contributed inventions, new designs, or techniques which are regarded as major advances in the field. Responsibility for the direction o f others. Directs several subordinate supervisors or team leaders, some of whom are in positions comparable to engineer VI; or, as individual researcher and consultant, may be assisted on individual projects by other engineers and technicians. Responsibility for the direction o f others. Plans, organizes, and supervises the work of a staff of engineers and techni cians. Evaluates progress of the staff and results obtained, and recommends major changes to achieve overall objec tives. Or, as individual researcher or staff specialist may be assisted on individual projects by other engineers or techni cians. Engineer V III General characteristics. Makes decisions and recommenda tions that are recognized as authoritative and have a farreaching impact on extensive engineering and related activi ties of the company. Negotiates critical and controversial issues with top level engineers and officers of other organi zations and companies. Individuals at this level demonstrate a high degree of creativity, foresight, and mature judgment in planning, organizing, and guiding extensive engineering programs and activities of outstanding novelty and impor tance. Engineer V II General characteristics. Makes decisions and recommenda tions that are recognized as authoritative and have an im portant impact on extensive engineering activities. Initiates and maintains extensive contacts with key engineers and officials of other organizations and companies, requiring skill in persuasion and negotiation of critical issues. At this level individuals will have demonstrated creativity, fore sight, 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 di verse engineering activities. Direction received. Receives general administrative direc tion. Typical duties and responsibilities. One or both of the fol lowing: (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 program 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 engineering and related programs needed to accomplish the objectives of the com pany, for choosing the scientific approaches, for planning and organizing facilities and programs, and for interpreting results. (2) As individual researcher and consultant formu lates and guides the attack on problems of exceptional diffi culty and marked importance to the company or industry. Problems are characterized by their lack of scientific prece Direction received. Receives general administrative direc tion. Typical duties and responsibilities. One or both of the fol lowing: (1) In a supervisory capacity is responsible for (a) an important segment of the engineering program of a company with extensive and diversified engineering require ments, or (b) the entire engineering program of a company when it is more limited in scope. The overall engineering program contains critical problems the solution of which requires major technological advances and opens the way for extensive related development. Extent of responsibili ties generally requires several subordinate organizational segments or teams. Recommends facilities, personnel, and 54 NOTE: Individuals in charge of a company’s engineering program may match any of several of the survey job levels depending on the size and complexity of engineering pro grams. Excluded from the definition are: (1) Engineers in charge of programs so extensive and complex (e.g., consis ting of research and development on a variety of complex products or systems with numerous novel components) that one or more subordinate supervisory engineers are perform ing at level VIII; (2) individuals whose decisions have direct and substantial effect on setting policy for the organization (included, however, are supervisors deciding the “kind and extent of engineering and related programs” within broad guidelines set at higher levels); (3) individual researchers and consultants who are recognized as national and/or in ternational authorities and scientific leaders in very broad areas of scientific interest and investigation. dents and source material, or lack of success of prior re search and analysis so that their solution would represent an advance of great significance and importance. Performs advisory and consulting work for the company as a recog nized authority for broad program areas or in an intensely specialized area of considerable novelty and importance. Responsibility for the direction o f others. Supervises several subordinate supervisors or team leaders some of whose posi tions are comparable to engineer VII, or individual research ers some of whose positions are comparable to engineer VII and sometimes engineer VIII. As an individual researcher and consultant may be assisted on individual projects by other engineers or technicians. Technical Support also be reviewed in process. Performs, at this level, one or a combination of such typical duties as: 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) Provides semiprofes sional technical support for engineers working in such areas as research, design, development, testing, or manufacturing process improvement. (2) Work pertains to electrical, elec tronic, or mechanical components or equipment. (3) Re quired to have some knowledge of science or engineering. (Excludes production or maintenance workers, quality con trol testers, craft workers, drafters, designers, and engi neers.) Assembles or constructs simple or standard equip ment or parts. May service or repair simple instruments or equipment; Conducts a variety of standardized tests; may prepare test specimens; sets up and operates standard test equip ment; records test data; Extracts engineering data from various prescribed sources; processes the data following well-defined meth ods; presents the data in prescribed form. Engineering Technician III Performs assignments that are not completely standard ized or prescribed. Selects or adapts standard procedures or equipment. Receives initial instructions, equipment require ments, 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: Engineering Technician I Performs simple routine tasks under close supervision or from detailed procedures. Work is checked in process or on completion. Performs, at this level, one or a 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 ten sile or hardness tests; operates and adjusts simple test equipment; records test data; Gathers and maintains specified records of engineer ing data such as tests, drawings, etc.; performs computa tions by substituting numbers in specified formulas; plots data and draws simple curves and graphs. Constructs components, subunits, or simple models or adapts standard equipment. May troubleshoot and correct malfunctions; Conducts various tests or experiments which may re quire minor modifications in test setups or procedures; selects, sets up, and operates standard test equipment and records test data; Extracts and compiles a variety of engineering data; processes or computes data using specified formulas and procedures. Performs routine analysis to check applica bility, accuracy, and reasonableness of data. Engineering Technician II Performs standardized or prescribed assignments involv ing a sequence of related operations. Follows standard work methods or explicit instructions; technical adequacy of rou tine work is reviewed on completion; nonroutine work may Engineering Technician IV Performs nonroutine assignments of substantial variety and complexity. Receives objectives and technical advice 55 Prepares simple or repetitive drawings of easily visualized items. Work is closely supervised during progress. from supervisor or engineer; work is reviewed for technical adequacy. May be assisted by lower level technicians. Per forms, at this level, one or a combination of such typical duties as: Drafter I Works on limited segment of development project; constructs experimental or prototype models to meet engineering requirements; conducts tests or experiments; records and evaluates data and reports findings; Conducts tests or experiments requiring selection and adaptation or modification of test equipment and test procedures; records data; analyzes data and prepares test reports; Compiles and computes a variety of engineering data; may analyze test and design data; develops or prepares schematics, designs, specifications, parts lists, or makes recommendations regarding these items. May review de signs or specifications for adequacy. Prepares detail drawings of single units or parts for engi neering, construction, manufacturing, or repair purposes. Types of drawings prepared include isometric projections (depicting three dimensions in accurate scale) and sectional views to clarify positioning of components and convey needed information. Consolidates details from a number of sources and adjusts or transposes scale as required. Suggest ed methods of approach, applicable precedents, and advice on source materials are given with initial assignments. In structions are less complete when assignments recur. Work may be spot checked during progress. Engineering Technician V Drafter 11 Performs nonroutine and complex assignments involving responsibility for planning and conducting a complete pro ject of relatively limited scope or a portion of a larger and more diverse project. Selects and adapts plans, techniques, designs, or layouts. May coordinate portions of overall as signments; reviews, analyzes, and integrates the technical work of others. Supervisor or professional engineer outlines objectives, requirements, and design approaches; completed work is reviewed for technical adequacy and satisfaction of requirements. May be assisted by lower level technicians. Performs, at this level, one or a combination of such typical duties as: Performs nonroutine and complex drafting assignments that require the application of most of the standardized drawing techniques regularly used. Duties typically involve such work as: Prepares working drawings of subassemblies with irregular shapes, multiple functions, and precise posi tional relationships between components; prepares architec tural drawings for construction of a building including de tail drawings of foundations, wall sections, floor plans, and roof. Uses accepted formulas and manuals in making neces sary computations to determine quantities of materials to be used, load capacities, strengths, stresses, etc. Receives initial instructions, requirements, and advice from supervi sor. Completed work is checked for technical adequacy. Designs, develops, and constructs major units, de vices, or equipment; conducts tests or experiments; ana lyzes results and redesigns or modifies equipment to im prove performance; reports results; Plans or assists in planning tests to evaluate equip ment performance. Determines test requirements, equip ment modification, and test procedures; conducts tests, analyzes and evaluates data, and prepares reports on findings and recommendations; Reviews and analyzes a variety of engineering data to determine requirements to meet engineering objectives; may calculate design data; prepares layouts, detailed specifications, parts lists, estimates, procedures, etc. May check and analyze drawings or equipment to determine adequacy of drawings and design. Drafter III Plans the graphic presentation of complex items having distinctive design features that differ significantly from es tablished 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 compo nents and parts. Works with a minimum of supervisory as sistance. Completed work is reviewed by design originator for consistency with prior engineering determinations. May either prepare drawings, or direct their preparation by low er level drafters. D R A FTE R S Drafter-tracer COMPUTER OPERATOR Copies plans and drawings prepared by others by placing tracing cloth or paper over drawings and tracing with pen or pencil. (Does not include tracing limited to plans primarily consisting of straight lines and a large scale not requiring close delineation.) Monitors and operates the control console of a digital computer, in accordance with operating instructions, to process data. Work is characterized by the following: Studies operating instructions to determine equip ment setup needed; AND/OR 56 structions or error conditions, applies standard operating or corrective procedure. Refers problems which do not re spond to preplanned procedures. Loads equipment with required items (tapes, cards, paper, etc.); Switches necessary auxiliary equipment into system; Starts and operates computer; Responds to operating instructions and computer output instructions; Reviews error messages and makes corrections during operation or refers problems; Maintains operating record. Computer Operator IV Work assignments are characterized by the frequent in troduction of new programs, applications, and procedures (i.e., situations which require the operator to adapt to a variety of problems) executed by serial processing. Selects from a variety of standard setup and operating procedures. In response to computer output instructions or error condi tions, deviates from standard procedures if standard proce dures do not provide a solution. Then refers problems or aborts program. OR Work assignments are characterized by the frequent in troduction of new programs, applications, and procedures (i.e., situations which require the operator to adapt to a variety of problems) executed by multiprocessing. In re sponse to computer output instructions or error conditions, applies standard operating or corrective procedure. Refers problems which do not respond to preplanned procedure. OR Work assignments are established production runs, (i.e., programs which present few operating problems) executed by multiprocessing. Selects from a variety of standard setup and operating procedures. In response to computer output instructions or error conditions, deviates from standard pro cedures if standard procedures do not provide a solution. Then refers problems or aborts program. May test-run new or modified programs and assist in modifying systems or programs. Included within the scope of this definition are fully qualified computer operators, trainees working to become fully qualified operators, and lead operators providing technical assistance to lower level operators. Computer Operator I Work assignments consist of on-the-job training (some times augmented by classroom training). Operator is provid ed detailed written or oral guidance before and during as signments and is under close personal supervision. Computer Operator II Work assignments typically are established production runs (i.e., programs which present few operating problems) executed by serial processing (i.e., one program is processed at a time). In response to computer output instructions or error conditions, applies standard operating or corrective procedure. Refers problems which do not respond to pre planned procedure. Computer Operator III Computer Operator V Work assignments are characterized by the frequent in troduction of new programs, applications, and procedures (i.e., situations which require the operator to adapt to a variety of problems) executed by serial processing. In re sponse to computer output instructions or error conditions, applies standard operating or corrective procedure. Refers problems which do not respond to preplanned procedure. Work assignments are characterized by the frequent test ing and introduction of new programs, applications, and procedures (i.e., situations which require the operator to adapt to a variety of problems). In responding to computer output instructions and error conditions or to avoid loss of information or to conserve computer time, operator devi ates from standard procedures or aborts program. Such ac tions may materially alter the computer unit’s production plans. Advises programmers and subject-matter experts on setup techniques. OR Work assignments typically are established production runs (i.e., programs which present few operating problems) executed by serial processing. Selects from a variety of stan dard setup and operating procedures. In response to com puter output instructions or error conditions, deviates from standard procedures if standard procedures do not provide a solution. Then refers or aborts program. OR Work assignments are established production runs (i.e., programs which present few operating problems) executed by multiprocessing (i.e., simultaneous processing of two or more programs). In response to computer output in Computer Operator V I In addition to level V characteristics, assignments at this level require a knowledge of program language, computer features, and software systems to a m srin : (1) Maintaining, modifying, and developing operating systems or programs; (2) developing operating instructions and techniques to cov er problem situations; (3) switching to emergency backup procedures. 57 Clerical CLERK, ACC O U NTIN G Clerk, File I Performs one or more accounting clerical tasks such as posting to registers and ledgers; reconciling bank accounts; verifying the internal consistency, completeness, and math ematical accuracy of accounting documents; assigning pre scribed accounting distribution codes; examining and veri fying for clerical accuracy various types of reports, lists, calculations, postings, etc.; or preparing 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 in formation. 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. Performs routine filing of material that has already been classified or which is easily classified in a simple serial classi fication system (e.g., alphabetical, chronological, or numeri cal). 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 main tain 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 crossreference aids. As requested, locates clearly identified ma terial in files and forwards material. May perform related clerical tasks required to maintain and service files. Clerk, File III Classifies and indexes file material such as correspon dence, 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 vari ous types in conjunction with the files. May lead a small group of lower level file clerks. Clerk, Accounting I Under close supervision, following detailed instructions and standardized procedures, performs one or more routine accounting clerical operations, such as posting to ledgers, cards, or worksheets where identification of items and loca tions of postings are clearly indicated; checking accuracy and completeness of standardized and repetitive records or accounting documents; and coding documents using a few prescribed accounting codes. KEYPUNCH OPERATOR Operates a keypunch machine to record or verify alpha betic and/or numeric data on tabulating cards or on tape. Positions are classified into levels on the basis of the following definitions. Clerk, Accounting II Under general supervision, performs accounting clerical operations which require the application of experience and judgment, for example, clerically processing complicated or nonrepetitive accounting transactions, selecting among a substantial variety of prescribed accounting codes and clas sifications, or tracing transactions through previous ac counting actions to determine source of discrepancies. May be assisted by one or more accounting clerks I. Keypunch Operator I Work is routine and repetitive. Under close supervision 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, cod ing, or interpreting of data to be recorded. Refers to super visor problems arising from erroneous items, codes, or miss ing information. C LER K, FILE Files, classifies, and retrieves material in an established filing system. May perform clerical and manual tasks re quired to maintain files. Positions are classified into levels on the basis of the following definitions. Keypunch Operator II Work requires the application of experience and judg ment in selecting procedures to be followed and in search 58 ing for, interpreting, selecting, or coding items to be key punched from a variety of source documents. On occasion may also perform some routine keypunch work. May train inexperienced keypunch operators. Table C-4. Level of secretary's supervisor LS-1 .................................................. L S -2 .................................................. L S -3 .................................................. L S - 4 .................................................. MESSENGER Performs various routine duties such as running errands, operating minor office machines such as sealers or mailers, opening and distributing mail, and other minor clerical work. Excluded are positions that require operation of a motor vehicle as a significant duty. Level of secretary's responsibility LR-1 LR-2 I II III IV II III IV V tant, skilled technician, or expert. {NOTE: Many companies assign stenographers, rather than secre taries as described above, to this level of supervi sory or nonsupervisory worker.) SEC R ETA RY LS-2 a. Secretary to an executive or managerial person whose responsibility is not equivalent to one of the specific level situations in the definition for LS-3, but whose organizational unit normally numbers at least several dozen employees and is usually divided into organizational segments which are often, in turn, further subdivided. In some companies, this level includes a wide range of orga nizational echelons; in others, only one or two; or b. Secretary to the head of an individual plant, fac tory, etc., (or other equivalent level of official) that employes, in all, fewer than 5,000 persons. Assigned as a personal secretary, normally to one indi vidual. Maintains a close and highly responsive relationship to the day-to-day activities of the supervisor. Works fairly independently, receiving a minimum of detailed supervision and guidance. Performs varied clerical and secretarial duties requiring a knowledge of office routine and understanding of the organization, programs, and procedures related to the work of the supervisor. LS-3 a. Secretary to a corporate officer (other than chair Exclusions. Not all positions that are titled “secretary” pos sess the above characteristics. Examples of positions which are excluded from the definition are as follows: man of the board or president) of a company that employs, in all, over 100 but fewer than 5,000 persons; or b. Secretary to the head (immediately below the offi cer level) of either a major corporatewide func tional activity (e.g., marketing, research, opera tions, industrial relations, etc.) or a major geo graphic or organizational segment (e.g., a regional headquarters; a major division) of a company that employs, in all, over 5,000 but fewer than 25,000 persons; or c. Secretary to the head of an individual plant, fac tory, etc., (or other equivalent level of official) that employs, in all, over 5,000 persons; or d. Secretary to the head of a large and important organizational segment (e.g., a middle management supervisor of an organizational segment often in volving as many as several hundred persons) of a company that employs, in all, over 25,000 per sons. a. Positions which do not meet the “personal” secretary concept described above; b. Stenographers not fully trained in secretarial-type du ties; c. Stenographers serving as office assistants to a group of professional, technical, or managerial persons; d. 'Assistant-type positions which entail more difficult or more responsible technical, administrative, or super visory duties which are not typical of secretarial work, e.g., administrative assistant, or executive assis tant; e. Positions which do not fit any of the situations listed in the section below titled “Level of Secretary’s Su pervisor,” e.g., secretary to the president of a com pany that employes, in all, over 5,000 persons; f. Trainees. Secretary jobs which meet the required characteristics are matched at one of the five levels according to (a) the level of the secretary’s supervisor within the company’s or ganizational structure and (b) the level of the secretary’s responsibility. Table C-4 indicates the level of the secretary for each combination of the factors. LS-4 a. Secretary to the chairman of the board or presi dent of a company that employs, in all, over 100 but fewer than 5,000 persons; or b. Secretary to a corporate officer (other than the chairman of the board or president) of a company that employs, in all, over 5,000 but fewer than 25,000 persons; or c. Secretary to the head, immediately below the cor porate officer level, of a major segment or subsidi ary of a company that employs, in all, over 25,000 persons. Leval of Secretary's Supervisor (LS) LS-1 a. Secretary to the supervisor or head of a small or ganizational unit (e.g., fewer than about 25 or 30 persons); or b. Secretary to a nonsupervisory staff specialist, pro fessional employee, administrative officer or assis Criteria for matching secretaries by level NOTE: The term “corporate officer” used in the above LS definitions refers to those officials who have a signifi cant corporatewide policymaking role with regard to major 59 NOTE: This job is distinguished from that of a secretary in that a secretary normally works in a confidential rela tionship with only one manager or executive and performs more responsible and discretionary tasks. company activities. The title “vice president,” though nor mally indicative of this role, does not in all cases identify such positions. Vice presidents whose primary responsibili ty is to act personally on individual cases or transactions (e.g., approve or deny individual loan or credit actions; ad minister individual trust accounts; directly supervise a cleri cal staff) are not considered to be “corporate officers” for purposes of applying the definition. Stenographer, General Dictation involves a normal routine vocabulary. May maintain files, keep simple records, or perform other rela tively routine clerical tasks. Level of Secretary's Responsibility (LR) This factor evaluates the nature of the work relationship between the secretary and the supervisor, and the extent to which the secretary is expected to exercise initiative and judgment. Secretaries should be matched at LR-1 or LR-2 described below according to their level of responsibility. Stenographer, Senior Dictation involves a varied technical or specialized vo cabulary such as in legal briefs or reports on scientific re search. May also set up and maintain files, keep records, etc. OR Performs stenographic duties requiring significantly greater independence and responsibility than stenographer, 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 proce dure and of the specific business operations, organizations, policies, procedures, files, workflow, etc. Uses this knowl edge in performing stenographic duties and responsible cler ical tasks such as maintaining follow-up files; assembling material for reports, memoranda, and letters; composing simple letters from general instructions; reading and routing incoming mail; answering routine questions, etc. LR-1. Performs varied secretarial duties including or com parable to most of the following: a. Answers telephone, greets personal callers, and opens incoming mail. b. Answers telephone requests which have standard an swers. May reply to requests by sending a form letter. c. Reviews correspondence, memoranda, and reports prepared by others for the supervisor’s signature to assure procedural and typographic accuracy. d. Maintains supervisor’s calendar and makes appoint ments as instructed. e. Types, takes and transcribes dictation, and files. LR-2. Performs duties under LR-1 and, in addition, per forms tasks requiring greater judgment, initiative, and knowledge of office functions including or comparable to most of the following: TYPIST Uses a typewriter to make copies of various materials or to make out bills after calculations have been made by another person. May include typing of stencils, mats, or similar materials for use in duplicating processes. May do clerical work involving little special training, such as keep ing simple records, filing records and reports, or sorting and distributing incoming mail. a. Screens telephone and personal callers, determining which can be handled by the supervisor’s subordi nates or other offices. b. Answers requests which require a detailed knowledge of office procedures or collection of information from files or other offices. M ay sign routine corre spondence in own or supervisor’s name. c. Compiles or assists in compiling periodic reports on the basis of general instructions. d. Schedules tentative appointments without prior clear ance. Assembles necessary background material for scheduled meetings. Makes arrangements for meetings and conferences. e. Explains supervisor’s requirements to other employ ees in supervisor’s unit. (Also types, takes dictation, and files.) Typist I Performs one or more o f the following: Copy typing from rough or clear drafts; or routine typing of forms, in surance policies, etc.; or setting up simple standard tabula tions; or copying more complex tables already set up and spaced properly. STENOGRAPHER 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. Typist II Performs one or more o f the following: Typing material in final form when it involves combining material from sev- 60 complicated statistical tables to maintain uniformity and balance in spacing. May type routine form letters, varying details to suit circumstances. e ra l so u rc e s ; o r r e s p o n s ib ility f o r c o rr e c t s p e llin g , s y lla b ic a t io n , p u n c t u a t io n , e t c ., o f te c h n ic a l o r u n u s u a l w o r d s o r fo r e ig n la n g u a g e m a te r ia l; o r p la n n in g la y o u t a n d t y p in g o f NOTE: The occupational titles and definitions for drafter-tracer, messenger, and stenographer are the same as those used in the Bureau’s program of occupational wage surveys in metropolitan areas. The occupations listed below have the same definition in both the national and area surveys; however, the level designations differ as shown: National Survey of Professional, Admini strative, Technical, and Clerical Pay Occupation Drafter .................................................................................................... Clerk, a ccou nting ................................................................................. Clerk, file ............................................................................................... Keypunch o perator............................................................................... Secretary1 ............................................................................................... T y p is t....................................................................................................... Occupational Wage Surveys in Metropolitan Areas I B III I II I II III I II I II III IV V I II A B A C B A B A E D C B A B A 1 T h is 5 - le v e l d e f i n i t i o n f o r s e c r e t a r y w i l l b e u s e d in t h e f u l l a re a s u r v e y s b e g in n in g in c a le n d a r y e a r 1 9 7 7 . 61 C II A p p e n d ix D. C o m p a ris o n o f A v e r a g e A n n u a l S a la rie s in P riv a te In d u s try w ith C o rre s p o n d in g S a la ry R a te s fo r F e d e ra 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 The survey was designed to provide a basis for compar ing 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 Commis sion, in cooperation with the Bureau of Labor Statistics, prepared the occupational work level definitions used in the survey. Definitions were graded by the Commission accord ing to standards established for each grade level. Table D-l shows the surveyed jobs grouped by work levels equivalent to General Schedule grade levels. 62 Table D-1. Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule Occupation and level surveyed by BLS1 Average annual salaries in private Grade4 industry,2 March 1977 Clerks, file 1 ................................................... Messengers..................................................... $6,068 7,166 Clerks, file II ................................................ Keypunch operators 1.................................. Typists 1 .......................................................... Salary rates for Federal employees under the General Schedule, March 1977 and October 19773 Annual rates and steps6 Average5 Mar. 1977 1 2 3 4 5 6 7 8 9 10 1 $5,917 $5,810 (6,219) $6,004 (6,426) $6,198 (6,633) $6,392 (6,840) $6,586 (7,047) $6,780 (7,254) $6,974 (7,461) $7,168 (7,668) $7,362 (7,875) $7,556 (8,082) 7,168 8,045 7,202 GS 2 6,775 6,572 (7,035) 6,791 (7,270) 7,010 (7,505) 7,229 (7,740) 7,448 (7,975) 7,667 (8,210) 7,886 (8,445) 8,105 (8,680) 8,324 (8,915) 8,543 (9,150) Clerks, accounting 1 .................................... Clerks, file I I I ................................................ Drafter-tracers .............................................. Engineering technicians 1 ........................... Keypunch operators I I ............................... Stenographers, g e n e ra l............................... Typists II ........................................................ 8,138 9,082 9,214 9,727 9,337 9,086 8,585 GS 3 7,955 7,408 (7,930) 7,655 (8,194) 7,902 (8,458) 8,149 (8,722) 8,396 (8,986) 8,643 (9,250) 8,890 (9,514) 9,137 (9,778) 9,384 (10,042) 9,631 (10,306) Clerks, accounting II .................................. Computer operators 1 .................................. Drafters 1 ........................................................ Engineering technicians II ........................ Secretaries 1 ................................................... Stenographers, s e n io r.................................. 10,388 7,979 10,354 11,355 9,329 10,178 GS 4 9,259 8,316 (8,902) 8,593 (9,199) 8,870 (9,496) 9,147 (9,793) 9,424 (10,090) 9,701 (10,387) 9,978 (10,684) 10,255 (10,981) 10,532 (11,278) 10,809 (11,575) Accountants 1 ................................................ Auditors 1 ........................................................ Buyers 1 .......................................................... Chemists 1 ..................................................... Computer operators II ............................... Drafters II ..................................................... Engineers 1 ..................................................... Engineering technicians 1I I ........................ Secretaries II ................................................ 12,155 12,570 12,346 12,872 9,463 12,833 14,613 13,151 10,100 GS 5 10,567 9,303 (9,959) 9,613 (10,291) 9,923 (10,623) 10,233 (10,955) 10,543 (11,287) 10,853 (11,619) 11,163 (11,951) 11,473 (12,283) 11,783 (12,615) 12,093 (12,947) Computer operators III ............................. Secretaries I I I ................................................ 10,529 11,159 GS 6 11,928 10,370 (11,101) 10,716 (11,471) 11,062 (11,841) 11,408 (12,211) 11,754 (12,581) 12,100 (12,951) 12,446 (13,321) 12,792 (13,691) 13,138 (14,061) 13,484 (14,431) S e e f o o t n o t e s a t e n d o f t a b le . GS Tabic D-1. Comparison of average artmtai salaries in private industry with salary rates for Federal employees under the General Schedule — Continued Occupation and level surveyed by BLS1 Average annual salaries in private Grade4 industry,2 March 1977 Salary rates for Federal employees under the General Schedule, March 1977 and October 19773 Annual rates and steps6 Mar. 1977 1 2 3 4 5 6 7 8 9 10 GS 7 $12,993 $11,523 (12,336) $11,907 (12,747) $12,291 (13,158) $12,675 (13,569) $13,059 (13,980) $13,443 (14,391) $13,827 (14,802) $14,211 (15,213) $14,595 (15,624) $14,979 (1*6,035) Buyers II ........................................................ Chemists I I ..................................................... Computer operators IV ............................. Drafters I I I ..................................................... Engineers II ................................................... Engineering technicians I V ........................ Job analysts II .............................................. Secretaries I V ................................................ $14,624 14,503 15,09© 14,438 12,557 15,828 16,221 15,221 13,572 12,138 Computer operators V ............................... Secretaries V ................................................ 14,099 13,407 GS 8 14,812 12,763 (13,662) 13,188 (14,117) 13,613 (14,572) 14,036 (15,027) 14,463 (15,482) 14,888 (15,937) 15,313 (16,392) 15,738 (16,847) 16,163 (17,302) 16,588 (17,757) Accountants 1II ............................................ Attorneys 1 ..................................................... Auditors III ................................................... Buyers I I I ........................................................ Chemists III ................................................... Computer operators V I ............................. Engineers I I I ................................................... Engineering technicians V ........................ Job analysts I I I .............................................. 16,545 16,033 17,108 18,021 17,600 16,423 18,696 17,237 17,016 GS 9 15,761 14,097 (15,090) 14,567 (15,593) 15,037 (16,096) 15,507 (16,599) 15,977 (17,102) 16,447 (17,605) 16,917 (18,108) 17,387 (18,611) 17,857 (19,114) 18,327 (19,617) Accountants IV ............................................ Attorneys I I ................................................... Auditors IV ................................................... Buyers I V ....................................................... Chemists I V ................................................... Chief accountants 1 .................................... Directors of personnel 1 ............................. Engineers I V ................................................... Job analysts I V .............................................. $20,367 19,938 21,526 21,907 21,674 22,558 19,062 22,072 20,908 GS 11 $19,205 $17,056 (18,258) $17,625 (18,867) $18,194 (19,476) $18,763 (20,085) $19,332 (20,694) $19,901 (21,303) $20,470 (21,912) $21,039 (22,521) $21,608 (23,130) $22,177 (23,739) Accountants V .............................................. Attorneys III ................................................ Chemists V ..................................................... Chief accountants I I .................................... Director of personnel II ............................. Engineers V ................................................... 25,042 25,460 26,214 25,320 23,755 25,620 GS 12 23,088 20,442 (21,883) 21,123 (22,612) 21,804 (23,341) 22,485 (24,070) 23,166 (24,799) 23,847 (25,528) 24,528 26,257 25,209 (26,986) 25,890 (27,715) 26,571 (28,444) Accountants I I .............................................. S e e f o o t n o t e s a t e n d o f t a b le . Table D-1. Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule — Continued Occupation and level surveyed by BLS1 Average annual salaries Grade4 in private industry,1 23 4 March 1977 Salary rates for Federal employees under the General Schedule, March 1977 and October 19773 Annual rates and steps6 Average5 Mar. 1977 1 2 3 4 5 6 7 8 9 10 Attorneys IV ................................................ Chemists V I ................................................... Chief accountants I I I .................................. Directors of personnel I I I ........................... Engineers V I ................................................... $30,9 7 3 30,526 31,324 29,188 29,376 GS 13 $27,7 1 7 $ 2 4 ,3 0 8 (26,022) $25,1 1 8 (26,889) $ 2 5 ,9 2 8 (27,756) $26,7 3 8 (28,623) $27,548 (29,490) $28,358 (30,357) $29,1 6 8 (31,224) $ 2 9 ,9 7 8 (32,091) $30,788 (32,958) $31,598 (33,825) Attorneys V ................................................... Chemists V II ................................................ Chief accountants I V .................................. Directors of personnel I V ........................... Engineers V I I ................................................. 38,828 36,329 36,789 37,785 32,999 GS 14 32,677 28,725 (30,750) 29,683 (31,775) 30,641 (32,800) 31,599 (33,825) 32,557 (34,850) 33,515 (35,875) 34,473 (36,900) 35,431 (37,925) 36,389 (38,950) 37,347 (39,975) Attorneys V I ................................................ Chemists V I I I ................................................ Engineers V I I I .............................................. 46,509 44,642 38,063 GS 15 38,956 33,789 (36,171) 34,915 (37,377) 36,041 (38,583) 37,167 (39,789) 38,293 (40,995) 39,419 42,201 40,545 (43,407) 41,671 (44,613) 42,797 (45,819) 43,923 (47,025) 05 cn 1 F o r d e f i n i t i o n s , see a p p e n d ix C . 2 S u r v e y f in d i n g s , as s u m m a r iz e d in t a b le 1 o f t h is b u l le t in . F o r s c o p e o f s u r v e y , see a p p e n d ix A . 3 T h e G e n e r a l S c h e d u le r a te s t h a t w e r e in e f f e c t in M a r c h 1 9 7 7 , t h e r e fe r e n c e d a t a o f t h e B L S P A T C s u r v e y , a r e s h o w n o n t h e f i r s t lin e f o r e a c h g r a d e . T h e n e w r a te s , as a d ju s t e d in O c t o b e r 1 9 7 7 , a r e s h o w n in p a r e n t h e s e s . 4 C o r r e s p o n d in g g r a d e s in t h 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 t h e U .S . C i v il S e r v ic e C o m m is s io n . s M e a n s a la r y o f a ll G e n e r a l S c h e d u le e m p lo y e e s in e a c h g ra d e as o f M a r c h 3 1 , 1 9 7 7 . N o t li m i t e d t o F e d e r a l e m p lo y e e s in o c c u p a t i o n s s u r v e y e d b y B L S . 6 S e c t io n 5 3 3 5 o f t i t l e 5 o f t h e U .S . C o d e p r o v id e s f o r w i t h in - g r a d e in c re a s e s o n c o n d it io n t h a t t h e e m p lo y e e 's w o r k is o f a n a c c e p ta b le le v e l o f c o m p e t e n c e as d e f in e d b y t h e h e a d o f t h e a g e n c y . F o r e m p lo y e e s w h o m e e t t h i s c o n d i t i o n , t h e s e r v ic e r e q u ir e m e n t s a re 5 2 c a le n d e r w e e k s e a c h f o r a d v a n c e m e n t t o s a la r y r a te s 2 , 3 , a n d 4 ; 1 0 4 w e e k s e a c h f o r a d v a n c e m e n t t o s a la r y r a te s 5 , 6 , a n d 7 ; a n d 1 5 6 w e e k s e a c h f o r a d v a n c e m e n t t o s a la r y r a te s 8 , 9 , a n d 1 0 . S e c t io n 5 3 3 6 p r o v id e s t h a t an a d d i t i o n a l w i t h in - g r a d e in c re a s e m a y b e g r a n t e d w i t h i n a n y p e r io d o f 5 2 w e e k s in r e c o g n i t i o n o f h ig h q u a l i t y p e r f o r m a n c e a b o v e t h a t o r d i n a r i l y f o u n d in th e ty p e o f p o s itio n c o n c e rn e d . U n d e r S e c tio n 5 3 0 3 o f t i t l e 5 o f t h e U n it e d S ta te s C o d e , h ig h e r m in i m u m r a te s ( b u t n o t e x c e e d in g t h e m a x im u m s a la r y r a t e p r e s c r ib e d in t h e G e n e r a l S c h e d u le f o r t h 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 e w s a la r y ra n g e m a y b e e s t a b lis h e d f o r p o s i t i o n s o r o c c u p a t i o n s u n d e r c e r t a in c o n d it io n s . T h e c o n d i t i o n s in c lu d e a f i n d i n g t h a t t h 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 t i o n o f w e ll- q u a li f i e d p e r s o n s ie s i g n i f i c a n t l y h a n d ic a p p e d b e c a u s e t h e s a la r y r a te s in p r iv a t e i n d u s t r y a re s u b s t a n t ia l ly a b o v e t h e s a la r y r a te s o f t h e s t a t u t o r y p a y s c h e d u le s . A s o f M a r c h 1 9 7 7 , s p e c ia l, h ig h e r s a la r y ra n g e s w e r e a u t h o r iz e d f o r p r o f e s s io n a l e n g in e e r s , a c c o u n ta n ts , a n d a u d it o r s a t t h e e n t r y g r a d e s ( G S -5 a n d G S - 7 ) . I n f o r m a t i o n o n s p e c ia l s a la ry ra te s , i n c lu d i n g t h e o c c u p a t i o n s a n d t h e a re a s t o w h ic h t h e y a p p ly , m a y b e o b t a in e d f r o m t h e U .S . C i v il S e r v ic e C o m m is s io n , W a s h in g t o n , D .C . 2 0 4 1 5 , o r it s r e g io n a l o f f ic e s . 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G P O 918 -896 A IV E W B L S HANDBOOK or MirriHH^ F o r S urveys and S tu d ie s • 1076 F d itio n Chapters contain a brief account of each m ajor program and what it attem pts to do, w here the basic data com e from , de fin itio n of term s and concepts. Sources of m ore in fo rm a tio n —some m ore popular, som e m ore te c h n ic a l—are listed. 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