The full text on this page is automatically extracted from the file linked above and may contain errors and inconsistencies.
* /S ~ National Survey of Professional, Administrative, Technical, and Clerical Pay, March 1979 U.S. D epartm ents Labor Bureau of Labor Statistics 1979 Bulletin 2045 National Survey of Professional, Administrative, Technical, and Clerical Pay, March 1979 U.S. Department of Labor Ray Marshall, Secretary Bureau of Labor Statistics Janet L. Norwood, Commissioner October 1979 Bulletin 2045 For sale by the Superintendent of Documents, U .S. Government Printing Office Washington, D .C . 20402 Stock Number 020-001-02403-7 Preface This bulletin summarizes the results of the Bureau’s annual salary survey of selected professional, administra tive, technical, and clerical occupations in private industry. The nationwide salary information, relating to March 1979, represents 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, Director of the Office of Management and Budget, and Director of the Office of Personnel Management (formerly 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 recommendations to the President as to the appropri ate adjustments needed to make Federal pay rates compar able 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 the 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 to collect 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, 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 Office of Personnel Management worked jointly to prepare the definitions. 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 were involved 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 Occupa tional Wage Structures. The analysis in this bulletin was prepared by Philip M. Doyle and Robin Zoltek. 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 National Survey o f Professional, Administrative, Technical, and Clerical Pay, March 1979, Bulletin 2045. iii Contents Page Summary ...................................................................................................................................................................................... Characteristics of the survey .................................................................................................................................................... Changes in salary levels ........................................................................................................................................................... Average salaries, March 1979 Salary levels in metropolitan a r e a s ............................................................................................................................................... Salary levels in large establishments ........................................................................................................................................... Salary distributions ...................................................................................................................................................................... Pay differences by industry ........................................................................................................................................................ Average standard weekly hours ................................................................................................................................................. Text tables: 1. Percent increases in average salaries, 1961-79, by occupation and group .......................................................................................................................................... 2. Percent increases in average salaries, 1961-79, by work level category ....................................................................................................................................... 3. Distribution of work levels by degree of salary dispersion .................................................................................. 1 1 2 7 7 7 8 12 3 7 8 Reference tables: Average salaries: 1. United States ....................................................................................................................................................... 2. Metropolitan a r e a s ................................................................................................................................................. 3. Establishments employing 2,500 workers or more ......................................................................................... 13 15 17 Employment distribution by salary: 4. Professional and administrative o cc u p a tio n s...................................................................................................... 5. Technical support occupations .................................................................................................................. 6. Clerical occupations .............................................................................................................................................. 19 26 28 7. Occupational employment distribution: By industry division, United States, March 1979 .................................................................................. ................................................ 8. Relative salary levels: Occupation by industry division, United States, March 1979 ................................................................................................................................... 9. Average weekly hours: Occupation by industry division, United States, March 1979 ................................................................................................................................... Charts: 1. Increases in average salaries for selected occupational groups, 1961 to 1979 ................................................................................................................... 2. Salaries in professional and technical occupations, March 1979 ......................................................................... 3. Salaries in administrative and clerical occupations, March 1979 ......................................................................... 4. Relative employment in selected occupational groups by industry division, March 1979 .......................................................................................................................................... v 31 31 32 4 9 10 11 Contents— Continued Page Appendixes: A. Scope and method of survey .................................................................................................................................... B. Survey changes in 1979 .............................................................................................................................................. C. Occupational definitions .......................................................................................................................................... D. Comparison of salaries in private industry with salaries of Federal employees under the General Schedule ............................................................................................................. vi 33 37 38 68 Professional, Adm inistrative, Technical, and Clerical Pay, March 1979 level I as the lowest. Specific job factors determining classification, however, vary from occupation to occupa tion. The number of work levels in each occupation ranges 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 present separate data for all metropolitan areas combined. These include the 276 Standard Metropolitan Statistical Areas in the United States, except Alaska and Hawaii, as revised through June 1977 by the U.S. Office of Management and Budget. Establishments in metropolitan areas employed over fivesixths of all workers and nine-tenths of professional, administrative, technical and clerical employees within the scope of the survey. Similarly, metropolitan areas ac counted for nine-tenths of the employees in occupations for which salary data were developed. These occupations included more than 1,708,000 em ployees, or almost one-fifth of the professional, administra tive, technical, and clerical personnel in establishments covered by the survey. Employment in occupations varied widely, reflecting not only actual differences among occu pations, but also differences in the range of duties and responsibilities covered by the occupational definitions. Among professional and administrative occupations, the eight levels of engineers included 431,100 employees, whereas two other occupational categories (chief account ants and job analysts) each included fewer than 2,500 em ployees. Accounting clerks and secretaries made up just over one-half of the 791,100 employees in the clerical occupa tions studied. Selected drafting occupations had aggregate employment of 92,600; five engineering technician levels together had 100,900; and the five computer operator levels for which salary data could be published, 58,700. About one-half of the workers in the selected occupa tions were women.3 The proportion of women varied significantly, however, among the 21 survey occupations. For example, women accounted for more than 90 percent of the clerical employees but for less than 5 percent of the Summary Average salaries o f workers in occupations covered by this survey rose 7.8 percent from March 1978 to March 1979, the third largest annual increase recorded since the survey was begun in 1960. Increases for the 11 professional, administrative, and technical support occupations surveyed ranged from 6.5 percent for auditors to 8.6 percent for job analysts; the average increase was 7.7 percent. Increases for clerical occupations surveyed averaged 7.8 percent; in creases ranged from 5.5 percent for file clerks to 12.1 percent for stenographers.1 The unusually large gain for stenographers can be attributed partly to the decreasing incidence of the job and its concentration in higher paying industries. Average monthly salaries for the 89 occupational levels varied from $589 for clerks engaged in routine filing to $4,747 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 and reported standard weekly hours in finance industries were generally lower than those in other major industry divisions represented in the survey. Characteristics o f the survey This survey, the 20th in an annual series, provides nationwide salary averages and distributions for 89 work level categories covering 21 occupations. It relates to establishments in all areas of the United States, except Alaska and Hawaii, engaged in the following industries: Mining; construction; manufacturing; transportation, com munications, electric, gas, and sanitary services; wholesale trade; retail trade; finance, insurance, and real estate; and selected services. The minimum size of establishments surveyed is either 50, 100, or 250 employees, depending on the industry.2 Occupational definitions in this study permit employees to be classified by duties and responsibilities into appro priate work levels—designated by Roman numerals, with R esults of the March 1978 survey were presented in National Survey o f Professional, Administrative, Technical and Qerical Pay, March 1978, Bulletin 2004 (Bureau of Labor Statistics, 1978). 3Whenever possible, data were collected for men and women separately. Bureau field representatives were unable to obtain data by sex for about 6 percent of the workers. 2For a full description of the scope of the 1979 survey, see appendix A. 1 chief accountants and engineers. Salary levels for women were typically below those for men in the same occupa tion and level—generally by 5 percent or less; in 11 occu pational work levels average salaries for women exceeded those of men. Occupations and work levels in which women accounted for 5 percent or more of the employment identified by sex were distributed as follows:4 W omen (percen t) 95 or m ore ................ 90-94 ........................ 85-89 80-84 70-74 45-4 9 ....................... ........................ ....................... ....................... 40-4 4 35-39 ....................... ........................ 30-3 4 ....................... 25-29 ........................ 20-24 ....................... 15-19 ....................... 10-14 ....................... 5-9 ............................ Changes in salary levels Text table 1 presents increases in average salaries between annual survey periods since 1961 for the occupations studied.5 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 percent change for the two groups combined. The 7.8-percent increase in white-collar salaries in the year ended March 1979 was the third largest recorded since the series was begun. It was exceeded only by the increases in 1975 and 1978. Clerical salaries rose 7.8 percent in the March 1978-79 period; salaries of professional, administra tive, and technical support occupations were up 7.7 percent. O ccu pation and level A ccou n tin g clerks I, file clerks I and II, k ey entry operators I and II, personnel clerks I, II, and III, secretaries I, II, III, IV, and V, general stenographers, senior stenographers, and typ ists I and II A ccou n tin g clerks II, file clerks III, and personnel clerks IV and V A ccou n tin g clerks III A ccou n tin g clerks IV Job analysts II Messengers, buyers I, and com puter operators II Job analysts III A ccou n tan ts I, chem ists I, and drafters I Job analysts IV, and com puter operators I and III A ccou n tan ts II, auditors I, pub lic accountants I, and engineer ing technicians I A uditors II, public accountants II, attorn eys I, directors o f per son n el I, chem ists II, and drafters II A ccou n tan ts III, public a cco u n t ants III, attorneys II, buyers II, directors o f personnel II, engi neering technicians II, and com puter operators IV A uditors III, attorneys III, chem ists III, drafters III, and com puter operators V A ccou n tan ts IV, auditors IV, public accountants IV, buyers III, chem ists IV, engineers I and II, engineering technicians III, and drafters IV. Among the 17 occupations for which comparable data were available from the previous year, the smallest increases were for file clerks at 5.5 percent, and auditors at 6.5 percent. Largest increases were recorded for stenographers, at 12.1 percent, and attorneys at 8.9 percent. To show changes in salaries since 1961 for different levels of work, occupational classifications were grouped into the three broad categories described in text table 2. Group A contains survey classifications which equate to grades 1-4 of the General Schedule for Federal white-collar employees; group B covers GS grades 5-10; and group C, grades 11-15. (See appendix D, table D-l, for a listing of survey classifications that equate to each GS grade.) In general, average salaries increased more for higher occupational levels (group C) than for the two lower groups from 1976 to 1979. Between 1966 and 1971, however, the middle occupational levels (group B) typically showed larger annual increases than did the lower or higher levels. From 1971 to 1976 the largest gains were usually reported by the lower occupational group (group A). Salaries of occupational levels in group C show the largest cumulative increase over the entire 1961-79 period—173.4 percent, compared with 156.7 and 159.1 percent for groups A and B, respectively. Another method of examining salary trends is to combine the data into the four occupational groups shown in chart I. Increases from 1978 to 1979 amounted to 8.1 percent for the experienced professional and administrative group; 6.7 percent for the entry and developmental professional and administrative group; 7.2 percent for the ^Unlike earlier surveys, this distribution is limited to workers for which data by sex could be obtained. This change resulted in a somewhat higher proportion of women being reported in most occupational levels. In 78 occupational levels, these changes amounted to 5 percent or less. In the remaining 11 levels the differences were: Buyers I (6 percent); accounting clerks II, III, and IV (8, 6, and 8 percent, respectively); key entry operators (6 percent); personnel clerks IV and V (11 and 22 percent, respect ively); secretaries V (7 percent); general stenographers (8 percent), senior stenographers (8 percent); and typists I and II (6 and 8 percent, respectively). 5Beginning in 1965, data are for establishments in metropolitan areas and nonmetropolitan counties; before 1965, data are for metropolitan areas only. Establishments employing fewer than 250 workers were excluded before 1966. 2 T e x t table 1. Percent increases in average salaries, 1961-79, b y occu p a tio n and group 1961 to 1962 1962 to 1963 1963 to 1964 1964 to 1965 1965 to 1966 Ail survey occupations1 *3 ....................... 2.9 3 .0 3.1 3.1 3.3 Professional, administrative, and technical support3.................................................................... A ccountants..................................................... A uditors .......................................................... C h ief acc ou n t a n t s ........................................ A tto rn e y s .......................................................... B u y e rs ............................................................... Job an a ly s ts ..................................................... Directors o f p e rs o n n e l................................. C h e m is ts........................................................... Engineers .......................................................... Engineering te c h n ic ia n s .............................. Drafters* .......................................................... C om puter o p erato rs...................................... C lerical3........................................................................... Accounting clerks........................................... File clerks ....................................................... Key entry op erato rs...................................... Messengers....................................................... S ecreta rie s....................................................... S te n o g ra p h e rs ................................................ T y p is ts ............................................................... 3 .0 2.8 2.9 2.6 3.2 <4 > 1.4 3.7 3.9 2.6 (4 ) 3.2 (4 ) 2.8 3 .0 (3 ) (3 ) 2.6 (4 ) (3 ) 2.5 3.3 3.3 3.6 2.8 4 .6 (4 ) 2.6 3 .0 3 .8 4 .4 2.9 3.6 <4 ) 2.6 2.5 2.6 2.5 2.8 (4 ) 2.5 2.6 3 .4 2.8 3.1 4 .8 3 .3 (4 ) 3.5 4.6 3 .3 2.9 3.6 2.6 <4 ) 2.7 2.8 3.1 2.7 2.3 (4 ) 2.4 2.6 3.7 3.5 3.9 3.9 4.2 (4 ) 4.3 3 .5 3.9 3.2 2.3 (3 ) <4 ) 2.4 2.2 2.2 2.3 3 .0 (4 ) 2.3 2.5 1971 to 1972* 1972 to 1973 Occupation and group 1970 to 1971 1967 to 1968 1968 to 1969 19 to 1 9 70 4 .5 5.4 5.7 6.2 3.6 3.8 3.8 3.3 4 .0 (3 ) 5.4 3.6 4 .8 3.7 2.8 1.5 (4 ) 3 .0 3 .0 2.9 3.7 2.8 <4 ) 2.9 2.6 4 .2 4.6 4.8 5.1 3.2 4.2 3.4 3.8 4 .4 4.3 3.7 3.5 (4 ) 4.8 3.3 5.1 5.2 5.4 (3 ) 4.6 5.4 5.5 5.7 5.5 5.5 5.3 4.9 7.0 5 .4 5.1 5.4 5.1 5.3 (4 ) 5.3 4.7 6.8 4.9 6.2 4.6 4.9 5.8 5.8 7 .0 7.2 5.8 (3 ) 6.6 2.1 5.4 6 .5 6 .2 5.8 5.8 (4 ) 5.5 4.7 5.5 5.3 6.7 5.3 5.9 5.7 6.2 6.7 7 .0 7.1 7.1 6.1 4.1 7.4 5.9 1973 to 1974 1 9 74 to 1975 1975 to 1976 1976 to 1977 1 9 77 to 1978 1978 to 1979 6.9 7.9 7.8 8 .3 8 .3 8.2 8 .0 9.1 7.8 7.2 10.0 9 .0 9 .0 7.1 7.1 8 .5 7.4 6.2 9.7 7.1 6 .0 6 .5 8 .2 8 .0 7.7 8 .0 6 .5 7.7 8.9 7 .0 8.6 7.5 7.6 8 .4 7.6 <3 > 7.2 7.8 (3 ) 5.5 6.8 6.8 7.3 12.1 8 .5 1966 to 19671 A ll survey occupations3 ....................... 6.6 5.8 5.4 6 .4 9 .0 7.0 Professional, adm inistrative, and technical support3.................................................................... A cco un tan ts..................................................... A u d ito rs ............................................................ C hief accountants........................................... A tto rn e y s .......................................................... B u y e rs ............................................................... Job a n a ly s ts ..................................................... Directors o f p e rs o n n e l................................. Chem ists............................................................ E ng ineers.......................................................... Engineering te c h n ic ia n s .............................. D rafters*............................................................ C om pu ter op erato rs...................................... Clerical3 ......................................................................... Accounting clerks........................................... File c l e r k s ........................................................ Key entry o p erato rs...................................... Messengers....................................................... S ecreta rie s....................................................... Stenographers.................................................. T y p is ts ............................................................... 6.7 6.7 7.0 9.1 5 .0 7.0 7.7 8 .0 5.5 5.7 6 .5 5.6 (4 ) 6 .5 6 .0 6.1 7.0 6.7 6 .6 7.5 6.1 5.5 5.6 5.5 3.9 6.1 6.3 6.8 3.9 5.1 5.2 5.1 7.2 (4 ) 6.1 6 .0 5.5 6.8 6.3 6.1 6 .4 5.7 5.4 4 .9 5.2 5.8 6.3 5.0 5.2 7.5 3.7 5.1 4.7 6.2 <4 ) 5.4 4.6 5.9 5.4 5.1 5.1 5.2 4 .0 6.3 6.1 5.2 7.2 5.8 6 .0 6.1 7.2 7.1 5.4 6.0 6.7 <3 ) 6 .4 6.9 5.4 7.3 5.6 (3 ) 6 .5 6.7 8.3 9.8 6.8 8.6 7.6 9.2 7.5 6.1 10.1 8 .4 9.0 8 .0 (4 ) 9.6 7.7 9.6 9.9 10.1 (4 ) 11.6 9.9 6.7 6.4 5.5 6.6 6.1 6.7 6 .0 7.8 6.6 6 .8 8.1 7.4 (3) 7.3 7.2 6.4 7.6 7.4 (3 ) 8 .0 7.1 1 Survey data did n o t represent a 12-m onth period due to change in survey tim ing. Data have been prorated to represent a 12-m onth interval. 3 Data fo r 1 adm inistrative occupation (managers o f office services, last surveyed in 1 9 6 8 ), 1 clerical supervisory occupation (keypunch supervisors, surveyed fro m 1 9 7 0 to 1 9 7 6 ), and 3 clerical occupations (bookkeeping machine operators last surveyed in 19 64, and switchboard operators and tabulating-m achine operators, last 7.1 7.8 6.8 10 .5 5.4 7.0 6.5 9.1 7.0 6 . 4 ___ c 7.2 6 .0 5.4 6.6 6.9 5.5 5.9 7.5 6 .4 7.9 6.2 6 .3 4.9 (4 ) 6.2 6.2 5.5 6 .4 6 .3 6 .4 5.8 6 .0 surveyed in 1 9 7 0 ), no t shown above, are included in th e all sur vey and th e broad occupational group averages fo r th e periods during which th ey were surveyed. 3 Comparable data not available fo r both years. 4 N ot surveyed. 5 includes drafter-tracers. N O TE : For m ethod o f com putation, see appendix A. Chart 1. Increases in average salaries for selected occupational groups, 1961 to 1979 Percent increase ______ Experienced professional and administrative Entry and developmental professional and administrative —, 6 — 8 — 6 — Technical support 8 --Clerical 6 — Mean increase 1961 to 1979 Mean increase 1961 to 1966 Mean increase 1966 to 1971 Mean increase 1971 to 1976 4 1976 to 1977 1977 to 1978 1978 to 1979 technical support group; and 7.7 percent for the clerical group.6 Salary increases for the entry and developmental profes sional and administrative group averaged 5.2 percent over the 18 year period—less than the increases for the technical support (5.3 percent), clerical (5.4 percent), and the experienced professional and administrative groups (5.8 percent).7 plexity 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 accountants), aver aged $2,121 a month. Chief accountants IV,9 who have authority to establish and maintain the accounting pro gram, subject to general policy guidelines, for a company with numerous and varied functions and work processes (directing as many as 40 accountants), averaged $3,773 a month. Almost two-thirds of the chief accountants who met the requirements of the definitions for these four levels were employed in manufacturing industries. Public accountants were studied for the first time this year. Among the four levels surveyed, average monthly sal aries ranged from $1,162 for entry level employees who are receiving practical experience in applying the principles, theories, and concepts of accounting and auditing to spe cific situations (level I) to $2,015 for public accountants who direct the fieldwork for large or complex audits (level IV). This occupation was found only in public accounting firms in the selected service industry group. Attorneys are classified into survey levels based upon the difficulty of their assignments and their responsibilities. At torneys I, who include new law graduates with bar member ship and those performing work that is relatively uncompli cated due to clearly applicable precedents and wellestablished facts, averaged $1,562 a month. Attorneys in the top level surveyed, level VI, averaged $4,747 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 almost one-half of the attorneys, and manufac turing industries employed about one-fourth.10* Buyers averaged $1,155 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 $2,126 a month. Man ufacturing industries employed 81 percent of the buyers in the four levels. In the personnel management field, four work levels of job analysts and five levels of directors o f personnel were studied.11 Job analysts II, the lowest level for which data could be presented, averaged $1,278 compared with $2,019 for job analysts IV, who, under general supervision, analyze Average salaries, March 19 79 Average monthly salaries for occupations studied (table 1) ranged from $589 for file clerks I to $4,747 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 various occupational levels and a brief indication of duties and responsibilities these levels represent are summarized in the following paragraphs.8 Among the five levels of accountants surveyed, average monthly salaries ranged from $1,149 for accountants I to $2,479 for accountants V. Auditors in the four levels defined for the survey had average salaries ranging from $1,124 a month for auditors I to $2,058 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 salaries averaged $1,622 for accountants and $1,692 for auditors. Sixty-four percent of the accountants and 38 percent of the auditors were employed in manufacturing industries. Large numbers of auditors were also employed in the finance, insurance, and real estate industries (37 percent); and in public utilities (14 percent). C h ie f a c c o u n ta n ts —surveyed separately from accountants—include those who develop or adapt and direct the accounting program for a company or an establishment (plant) of a company. Levels are classified by the extent of delegated authority and responsibility, the technical com 6Work levels used to compute 1978-79 increases were: Clerical-All clerical levels except accounting clerks and personnel clerks. Technical support-All levels of engineering technicians, and computer operators I, II, III, IV, and V. Entry and developmental professional and administrative-Accountants I and II; auditors 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 of personnel I, II, III, and IV; chemists III, IV, V, VI, VII, and VIII; and engineers III, IV, V, VI, VII, and VIII. A few survey levels, not readily identifiable with any of the four occupational categories, were not used. n 1966-67 and 1971-72 did not represent 12-month periods due to changes in survey timing. Increases for these periods have been prorated to represent a 12-month period. *Classification of employees in the occupations and work levels surveyed is based on factors detailed in the definitions in appendix C. ’ Although chief accountants V, directors of 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 of salary figures. 10 The survey excludes establishments primarily offering legal advice or legal services. 11 See footnote 9. 5 and evaluate a variety of the more difficult jobs and who may participate in the development and installation of eval uation 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 in the definition weight various combinations of duties and responsibilities to determine the level. Among personnel directors, average monthly salaries ranged from $1,916 for level I to $3,661 for level IV.12 Manufacturing industries employed 57 percent of the job analysts and 68 percent of the directors of personnel in cluded in the study; the finance, insurance, and real estate industries ranked next with 26 percent of the job analysts and 13 percent of the directors of personnel. Technicians engaged primarily in production or mainte nance work are excluded. Engineering technicians I, who perform simple routine tasks under close supervision, or from detailed procedures, averaged $902 a month. Engi neering technicians V, the highest level surveyed, averaged $1,685 a month. That level includes fully experienced technicians performing more complex assignments involving responsibility for planning and conducting a complete project of relatively limited scope, or a portion of a larger and more diverse project in accordance with objectives, requirements, and design approaches as outlined by the supervisor or a professional engineer. Salaries for interme diate levels III and IV, at which a majority of the technicians surveyed are classified, averaged $1,258 and $1,469, respectively. As might be expected, most tech nicians defined were employed in manufacturing (81 percent) and in the selected services studied (12 percent), with public utilities employing nearly all the rest (5 percent). Although the ratio of such technicians to engi neers 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, and in research, development, and testing laboratories, and 1 to 5 in public utilities. The drafting series was revised this year and a new entry level position, drafter I, was added. Among the five levels currently surveyed, monthly salaries ranged from $783 for drafters I, who trace or copy finished drawings, to $1,606 for drafters V, who work closely with design originators in preparing unusual, complex, or original drawings. Drafters were distributed by industry in about the same proportion as engineers, with 69 percent in manufacturing, 8 percent in public utilities, and 18 percent in the selected services. Computer operators are classified on the basis of respon sibility for solving problems and equipment malfunctions, the degree of variability of their assignments, and the rela tive level of sophistication of the equipment they operate. Computer operators I whose work assignments consist of on-the-job training averaged $766 a month. Computer oper ators III, the largest of this group surveyed, averaged $1,001. At the highest publishable level, computer operator V, the average monthly salary was $1,415.14 Among the survey’s eight clerical jobs, secretary was the most heavily populated. Average monthly salaries for secre taries ranged from $863 at level I to $1,308 at level V. Av erage salaries of $911 and $1,038 were reported for general and senior stenographers; and $700 and $844 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. The accounting clerk definition was revised for the 1979 survey, incorporating two additional work levels. Average Chemists and engineers each are surveyed in eight levels. Both series start with a professional trainee level, typically requiring a B.S. degree. The highest level surveyed involves either full responsibility over a very broad and highly 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 consulta tion 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.13 Average monthly salaries ranged from $1,205 for chemists I to $4,080 for chemists VIII, and from $1,445 for engineers I to $3,768 for engineers VIII. Although at level I the aver age salaries of engineers exceeded those of chemists by 20 percent, the salary advantage of engineers over chemists de creased steadily with each level, until at levels IV, V, and VI, the average salaries for both occupations were nearly equal, and at level VIII the average salaries for chemists ex ceeded those for engineers by 8 percent. Level IV represents the largest group in both the chemist and engineer series; it includes professional employees who are fully competent in all technical aspects of their assign ments, work with considerable independence, and in some cases, supervise a few professional and technical workers. Manufacturing industries accounted for 90 percent of all chemists and 73 percent of all engineers; the selected ser vices accounted for 7 and 16 percent, respectively. By definition, the five-level series for engineering tech nicians is limited to employees providing semiprofessional technical support to engineers engaged in areas such as re search, design, development, testing, or manufacturing process improvement, and whose work pertains to electri cal, electronic, or mechanical components or equipment.1 12 See footnote 9. 14 Although a sixth level of computer operator was surveyed, too 13 It is recognized in the definition that top positions of some few establishments reported employees meeting requirements for companies with unusually extensive and complex engineering or chemical programs are above that level. this level to warrant presentation of salary figures. 6 monthly salaries ranged from $687 for those performing very simple and routine clerical accounting operations (level I) to $1,134 for employees who maintain journals or subsidiary ledgers of an accounting system (level IV). Three-fourths of the accounting clerks were classified in levels II and III, for which average salaries were $796 and $947 a monm, respectively. Levels II and III are most comparable to the two levels previously surveyed. Surveyed for the first time this year were personnel clerks (employment), who provide clerical and technical support to personnel professionals. Salaries for the five lev els surveyed ranged from $748 a month for clerks perform ing routine tasks while receiving training and gaining exper ience (level I) to $1,376 a month for clerks providing tech nical support in processing a variety of complicated personnel actions (level V). Nearly two-fifths of the classi fied personnel clerks were at level II, in which employees process a variety of personnel documents, by selecting the most appropriate precedent, rule, or procedure. They aver aged $890 a month. In 19 of the 24 clerical work levels, employment in man ufacturing exceeded that in any of the nonmanufacturing divisions within the scope of the survey; highest employ ment totals in the other 5 levels (file clerks I, II, III, mes senger, and typist I) were in the finance, insurance, and real estate division. Women constituted 90 percent or more of the employees in 14 of the clerical work levels; men consti tuted more than one-half in only one (messengers). T e x t table 2. Percent increases in average salaries, 1961-79, b y w ork level category. Period 19 61 -1 9 6 2 ....................... 1 9 62-1 963 ....................... 1 9 6 3 -1 9 6 4 ....................... 1 9 6 4 -1 9 6 5 ....................... 19 65 -1 9 6 6 ....................... 1 9 6 6 - 1 9 6 7 * ....................... 1967-1 968 ....................... 1 9 68-1 969 ....................... 1 9 6 9 -1 9 7 0 ....................... 19 70-1971 ....................... 1 9 7 1 - 1 9 7 2 '....................... 19 72 -1 9 7 3 ...................... 19 73 -1 9 7 4 ....................... 1974-1 975 ....................... 19 75 -1 9 7 6 ....................... 1976-1 977 ....................... 1977-1 978 ....................... 1 9 78-1 979 ....................... 1 9 6 1 -1 9 7 9 Group B (GS grades 5-10) Group C (GS grades 11-15) 2.8 2.7 2.7 2.2 2.9 4.5 5.1 5.5 6.2 6.2 6.3 5.5 6.2 9.1 7.6 6.9 7.5 7.2 2.6 4 .0 2.6 3.3 3.7 4.8 5.8 6.5 6.3 6.3 5.2 4 .4 5.7 8.6 6 .4 6.3 8 .0 7.5 3.5 3.7 3.5 4.2 4.2 4.1 4.7 5.9 6 .4 6.2 5.6 5.7 6.2 8 .8 6.5 7.7 8.8 8 .0 156.7 159.1 17 3.4 'A c tu a l survey-to-survey increases have been prorated to a 12m onth period. N O T E : For m ethod of com putation, see appendix A. For detail on GS grades, see appendix D. administrative, and technical support occupations although for the numerically important engineer and engineering technician occupations the proportion was 49 percent. The proportion was 27 percent for employees in the clerical occupations. Salary levels in large establishments expressed as a percent of those in all establishments combined ranged from 99 to 125 and averaged 108 for the 78 occupational levels. Salary levels in large establishments exceeded all establishment averages by 5 percent or more in all but two of the clerical levels (general and senior stenographers), but in only 33 of 56 nonclerical levels, as shown by the following tabulation (all-establishment average for each occupational level =100 percent): Salary levels in m etropolitan areas For most occupational levels, average salaries in metro politan areas (table 2) were slightly higher than the national averages (table 1). In only two instances (computer opera tors II and personnel clerks II), however, did these differences exceed 1.0 percent. About nine-tenths of the employment in the survey occupations was in metropolitan areas. The proportions var ied, however, among occupations and work levels. Nearly all attorneys, for example, but only about four-fifths of the directors of personnel and chief accountants, were em ployed in metropolitan areas. In 65 of the 89 work levels, 90 percent or more of the employment was in metropolitan areas. It is apparent, therefore, that for most work levels, salaries in nonmetropolitan counties could have little effect upon the averages for all establishments combined. Salary levels in large establishments Table 3 presents separate data for 78 occupational work levels in large establishments. Included are the proportions of employees working in large establishments and their salary levels relative to all employees covered by the survey. Large establishments accounted for 34 percent of all employees in the 78 occupational levels—ranging from 10 percent for file clerks I to 71 percent for the highest levels of engineers and engineering technicians studied. The proportion was near 33 percent for most professional, ....................... Group A (GS grades 1-4) Professional, adm in istrative, an d tech n ical Clerical T otal number o f levels . . . 56 22 95-99 p e r c e n t .............................. 100 -1 0 4 p e r c e n t ........................ 105 -1 0 9 p e r c e n t ........................ 110 -1 1 4 p e r c e n t ........................ 115 percent and over ............ 1 22 20 11 2 2 8 8 4 As expected, the pay relatives were close to 100 for those work levels where large establishments contributed heavily to total employment and, consequently, to the all-establishment average. Salary distributions Median monthly salaries (the amount below and above which 50 percent of the employees are found) for most work levels presented in table 1 were slightly lower than the 7 T e x t table 3. D istribu tion o f w o rk levels by degree o f salary dispersion Num ber o f levels having degree o f dispersion1 o f— Occupation Num ber of w ork levels Under 15 percent 15 and under 20 percent 2 0 and under 25 percent 2 5 and under 30 percent 30 percent and over 24 32 19 9 2 3 All o c c u p a tio n s ................................................ 89 5 Accountants ......................................................................... Public accountants............................................................... A u d it o r s ................................................................................ C hief a c c o u n ta n ts ............................................................... A tto rn eys................................................................................ B u y e rs ..................................................................................... Job analysts........................................................................... Directors of p e rs o n n e l....................................................... C h e m is ts ................................................................................ Engineers................................................................................ Engineering te c h n ic ia n s .................................................... D ra fte rs ................................................................................... C om puter operators .......................................................... Clerical w o rk e rs .................................................................... 5 4 4 4 6 4 3 4 8 8 5 5 5 24 _ 3 — 1 — — — 2 2 1 — — — — — 1 — — 1 1 4 7 2 — 1 1 2 1 4 4 2 2 3 — 3 2 — — — 6 — 1 — _ — — — — — 1 — — — — — — — — — 1 1 — — 3 4 9 — 8 1 Degree of dispersion equals th e salary range of th e m iddle 50 percent of employees in a w ork level expressed as a percent o f th e median salary fo r th at level. include salary structures within establishments which pro vide for a range of rates for each grade level; variations in occupational employment among industries, as illustrated in table 7 and chart 4; and salary variations among regions, particularly for clerical occupations.15 Clerical employees usually are recruited locally while professional and adminis trative positions tend to be recruited on a broader regional or national basis. weighted averages (means) cited earlier (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 2 percent for 36 of the 89 work levels, from 2 to 4 percent in 31 work levels, and from 4 to 7.8 percent in the other 22 levels. Percent distributions of employees by monthly salary are presented for professional and administrative occupa tions in table 4, for technical support occupations in table 5, and for clerical occupations in table 6. Within all 89 work levels, salary rates for the highest paid employees were more than twice those of the lowest paid employees. The absolute spread between highest and lowest paid workers within a given work level tended to widen with each rise in work level for most occupations. Individual salaries between work levels overlapped substantially in all occupations. Ranges in salary rates of employees in established pay grades or work levels within salary struc tures 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, are shown in charts 2 and 3. The charts point up occupational pay relationships as well as the typically greater degree of salary dispersion associated with the higher work levels in each occupational series. Expressing the salary range of the middle 50 percent of employees in each work level as a percent of the 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 75 of the 89 work levels. The degree of dispersion tended to be greatest among clerical occupations. Differences in salaries within work levels reflect a variety of factors other than duties and responsibilities. These Pay differences by industry By combining data for all levels of work studied in each occupation, relative salary levels in major industry divisions may be compared to each other and to salary levels in all industries combined (table 8). Relative salary levels for the 13 professional, administra tive, and technical support occupations in manufacturing industries tended to be closest to the average for all industry divisions. However, manufacturing contributed more to total employment than any other industry division for all but two (attorneys and public accountants) of the 13 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 total employment in an occupation, the average salary for all industries combined was lowered, and relative levels in industries such as manufacturing and public utilities tended to be above the all-industry level. For 15 For analysis o f interarea pay differentials in clerical salaries, see Area Wage Surveys: Metropolitan Areas, United States and Regional Summaries, 1976, Bulletin 1900-82 (Bureau o f Labor Statistics, 1979), and Wage Differences Among Metropolitan Areas, 1977, Summary 78-11 (Bureau o f Labor Statistics, 1978). 8 Chart 2. Salaries in professional and technical occupations, March 1979 Median monthly salaries and ranges within which fell 50 percent and 80 percent of employees 0 Occupation and level $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000 $5,500 $6,000 $6,500 Accountants I IV V Auditors I V Public accountants I II V Chief I accountants II IV Attorneys I II III IV V VI Chemists I II III IV V VI VII VIII Engineers I II IV V VI VII VIII Engineering I technicians II III IV V Drafters I IV V Computer | operators II III IV V 9 Chart 3. Salaries in administrative and clerical occupations, March 1979 Median monthly salaries and ranges within which fell 50 percent and 80 percent of employees Occupation and level 0 Buyers I II III IV Job analysts II III IV Directors I of personnel II III IV Accounting I clerks II III IV File clerks I II III Key entry I operators II Messengers Personnel I clerks H III IV V Secretaries I II III IV V Stenographers, general Stenographers, senior Typists I II 10 Chart 4. Relative employment in selected occupational groups by industry division, March 1979 Occupational group Accountants and chief accountants1 a ja a S iM Auditors Attorneys IJJJ.I'lTl.l.t.t. Buyers Directors of personnel and job analysts Chemists Engineers Engineering technicians and drafters r ' .'• X v . .vtfSW: Computer operators MMm m Wmmm W P* Clerical employees wMmmk __l and construction utilities Public accountants are not included. This occupation is found only in accounting, auditing, and bookkeeping services in the selected services industry group. V ////////y 11 insurance, and real estate selected services example, relative pay levels for file clerks (109 percent of the all-industry level in manufacturing and 120 percent in public utilities) reflected the influence of lower salaries for the large proportion (58 percent) of these workers em ployed in the finance industries. The finance industries, however, also reported lower average standard weekly hours than other industries surveyed, as shown in table 9. Average standard w eekly hours 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 presented in table 9 for each occupation by major industry division surveyed. Average weekly hours were lower in finance, insurance, and real estate (38 hours in most occupations) than in the other industry divisions (39 or 40 hours). Average weekly hours have been stable over the past decade.16 The length of the standard workweek, on which the regular straight-time salary is based, was obtained for individual employees in occupations studied. When indi vidual weekly hours were not available, particularly for some higher level professional and administrative positions, 1 4 For information on scheduled weekly hours of office workers employed in metropolitan areas, see Area Wage Surveys, Selected Metropolitan Areas, 1977, Bulletin 1950-76 (Bureau o f Labor Statistics, 1979). Although only nationwide salary data are presented in this bulletin, salary data for clerical, drafting, and computer operator 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 by State and area is available at the Bureau’s regional offices listed on the inside back cover of this bulletin. 12 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 1979) Annual salaries4 Monthly salaries4 Occupation and level2 Number of employees3 Middle range3 Middle range3 Mean Median Mean First quartile Median Third quartile First quartile Third quartile ACCOUNT AMT S AND A UD ITO R S 10, 279 I B , 202 31,749 19,512 6,5 94 S I , 149 1 ,3 9 2 1,6 22 2 ,0 0 4 2 ,4 79 $1,133 1,3 35 1 ,5 9 4 1,9 75 2 ,4 50 $1,032 1,2 08 1 ,4 30 1,7 97 2 ,2 07 $1,238 1 ,5 3 7 1 ,7 8 1 2 ,1 80 2 , 707 $ 13 ,7 9 0 16,706 19,468 24,045 29,744 $13,595 16,020 19,127 23,700 29,400 $12,383 14,495 17,160 21,561 26,48 9 $14,860 18,444 21,368 26,160 32,487 2 ,1 79 2 ,9 66 4 ,7 57 3 ,3 56 1, 124 1 ,374 1 ,6 92 2 ,0 58 1 ,100 1 ,3 5 0 1 ,6 7 3 2 ,0 42 1 ,0 0 7 1 ,2 0 8 1 ,4 9 9 1,8 74 1 ,2 01 1 ,5 0 0 1 ,8 85 2, 235 13,482 16,493 20,303 2 4,700 13,200 16,200 20,074 24,506 12,085 14,494 17,993 22,491 14,411 1 8 , QUO 22,620 26,820 I ............................................... I I ............................................ I I I .......................................... I V ............................................. 7,1 77 6 ,8 62 5,3 97 2 ,721 1, 162 1 ,3 1 8 1 ,5 98 2,0 15 1 ,166 1 ,2 92 1 ,5 6 6 1 ,9 16 1,1 25 1,2 33 1 ,4 5 0 1 ,7 0 8 1 ,2 08 1,3 75 1 ,6 6 7 2 , 249 13,939 15,817 1 9,174 24,183 13,994 15,504 18,792 22,991 13,495 14,794 17,400 2 0,496 14,494 16,505 20,004 26,989 I .................................................. I I ............................................... I I I ............................................. I V ............................................... 728 1 ,0 52 498 165 2 ,121 2 ,4 67 3,0 47 3 ,773 2 ,167 2 ,4 99 3 ,0 20 3,6 93 1 ,916 2 ,1 66 2 ,8 07 3 ,4 99 2 ,252 2 , 700 3 ,3 32 4 ,0 48 2 5,457 29,604 36,561 4 5,27 4 26,004 29,988 36,236 44,319 22,991 2 5,99 0 33,687 41,983 27,024 32,400 39,984 48,581 1.3 05 2 ,6 0 9 3 ,4 4 0 2 ,7 50 1 ,8 75 742 1 ,562 1 ,956 2 ,4 70 3 ,1 5 1 3 ,800 4,7 47 1,5 04 1 ,9 58 2 ,4 58 3 ,0 77 3 ,6 6 7 4 ,6 66 1,2 99 1,7 50 2,1 40 2 ,7 99 3 ,382 4 ,2 50 1 ,7 7 0 2, 129 2 ,7 49 3 ,4 48 4 ,1 65 5, 269 18,740 23,468 2 9,644 3 7,807 45,599 56,964 18,048 23,496 29,496 36,924 44,300 55,992 15,594 2 1,000 2 5,680 33,587 40,584 51,000 21,240 25,549 32,987 41,376 4 9 , 9B0 63,225 6 ,9 5 9 17,392 15,964 5 ,163 1 ,1 5 5 1 ,4 26 1,7 67 2,1 26 1 ,1 05 1 ,4 0 4 1 ,7 2 3 2,0 91 1,0 00 1 ,2 5 5 1 ,5 6 3 1 ,8 7 0 1 ,2 6 6 1 ,5 7 5 1,9 38 2 ,355 13,859 17,107 2 1,200 25,508 13,260 16,848 20,674 25,092 1 2,000 1 5,060 18,760 22,440 15,194 18,900 23,256 28,260 ACCOU NTAN TS I .................................................................. ACCO UNT AN TS I I ................................................................ A CCO UNT AN TS I I I ............................................................. ACCOU NTAN TS IN . ............................................................. A C CO U NT A N TS V .................................................................. A U D IT O R S A U D IT O R S A U D IT O R S A U D IT O R S P U B L IC P U B L IC P U B L IC P U B LI C I ........................................................................... I I ........................................................................ I I I ................................. ................................... I V ........................................................................ ACCOU NTAN TS AC COUNTANTS ACCO UNT AN TS ACCO UNT AN TS C r l l E F ACCOUNTANTS C H I E F ACCOUNTANTS C H I E F ACCOUNTANTS C H I E F AC COUNTANTS AT TO R N EY S A T T OR N EY S A T T OR N EY S A T T OR N EY S A T T O R N EY S A T T OR N EY S A T T O R N EY S I .................... ................................................... I I ............................ ........................................ I I I ................................................................... I V ..................................................................... V ........................................................................ VI ..................................................................... BUYERS BUYERS BUYERS BUYERS BUYERS I ................................................................................ I I ............................................................................. I I I ........................................................................... I V ............................................................................ PERSONNEL MANAGEMENT UOB A N AL YS TS UOB ANAL YS TS UOB A NA LYS TS I I ............................................................. I I I .......................................................... I V ............................................................. 395 667 484 1 ,2 7 8 1,6 75 2,0 19 1,2 08 1 ,649 1 ,9 8 0 1,1 50 1,478 1 ,800 1, 3 84 1 ,8 50 2 ,2 16 15,333 20,106 24,231 14,494 19,792 23,760 13,800 17,736 21,600 16,607 22,200 26,592 D IR EC T O R S D IR E C T O R S D IR E C T O R S D IR E C T O R S PERSONNEL I .................................... PERSONNEL I I .................................. PERSONNEL I I I ............................... PERSONNEL I V .................................. 1 ,1 60 1 ,6 56 893 292 1 ,9 1 6 2 ,3 3 2 2 ,657 3 » 6b 1 1,8 70 2,2 91 2 ,7 50 3 ,6 50 1 ,6 58 2 ,083 2 ,5 42 3 ,3 50 2 ,1 7 1 2 , 541 3 ,1 49 3 ,9 40 22,996 27,981 3 4,285 43,933 22,439 27,489 32,997 43,798 19,897 2 4,990 30,502 4 0,200 26,052 30,488 37,785 47,280 3 ,1 68 5 ,5 88 11,437 10,858 8 ,4 19 4 ,6 61 1,3 91 330 1,205 1 ,4 4 7 1,7 52 2 ,1 2 2 2 ,5 69 2,9 36 3 ,501 4 ,0 80 1,185 1,4 31 1,7 47 2 ,1 10 2,5 65 2 ,857 3 ,3 13 3 ,860 1 ,0 6 7 1 ,3 0 4 1 ,5 6 6 1 ,9 2 5 2 ,3 47 2 ,6 40 3 ,0 90 3 ,4 50 1 ,3 00 1,5 97 1,915 2 ,2 9 1 2, 78 5 3,1 90 3 ,8 32 4 ,5 23 14,455 17,365 21,025 25,459 30,828 3 5,232 42,016 48,961 14,225 17,176 20,968 25,320 30,780 34,286 39,759 46,320 12,799 15,642 18,792 2 3,10 0 28,165 31,680 3 7,080 4 1,400 15,600 19,161 22,980 27,489 33,420 38,280 45,982 54,278 OF OF OF OF C HE MI S TS C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H EM IS TS C H E M IS T S C H E M IS T S C H E M IS T S AND ENGI NE ERS I .......................................................................... I I ........................................................................ I I I ..................................................................... IV ........................................................................ V .......................................................................... VI ........................................................................ V I I ..................................................................... V I I I .................................................................. See footnotes at end of table. 13 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 1979) Monthly salaries4 Occupation and level1 2 Number of employees3 I ........................................................................ I I ..................................................................... I I I .................................................................. IV ..................................................................... V ........................................................................ VI ............................ ........................................ V I I ................................................................. V I I I ................................................................ Middle range5 Middle range5 Mean Mean Median First quartile EN GI N EE R S EN GIN EER S EN G IN EE R S EN GI N EE R S EN GI N EE R S EN GI N EE R S EN GI N EE R S EN GI N EE R S Annual salaries4 Third quartile First quartile Third quartile 21.203 39.636 94.991 123 .3 0 2 92.602 39.388 14,628 3 .3 28 *1,445 1 ,5 8 6 1,8 28 2 ,166 2 , 539 2.9U0 3,2 78 3 ,7 68 *1,450 1,570 1 ,8 0 8 2,1 50 2 ,5 1 1 2,8 76 3 ,2 80 3 ,750 *1,350 1,4 60 1 ,656 1 ,9 5 8 2.3 13 2 ,635 2,9 99 3 ,393 *1,547 1 ,7 0 0 1 ,980 2, 362 2 ,7 5 0 3, 132 3 ,5 4 1 4 , 050 *17,345 19,026 21,931 25,989 30,47 2 34,601 39,340 4 5,221 *17,100 18,840 21,691 25,800 30,137 34,517 39,366 45,000 * 1 6 ,2 0 0 17,520 19,872 23,496 27,757 31,620 35,986 40,721 *18 ,5 6 2 20,400 23,765 28,339 33,000 37,535 4 2,494 48,594 I ................................. I I ............................... I I I ............................ I V .............. ............... V ................................. 4 ,5 55 16,784 28,225 32,545 18,745 902 1,0 57 1 ,2 58 1,4 69 1,6 85 869 1 ,034 1 ,2 3 8 1 ,4 5 4 1,679 782 925 1 ,1 0 0 1 ,3 2 0 1,5 21 978 1, 147 1,3 90 1,603 1,8 22 10,825 12,690 15,094 17,624 2 0,222 10,428 12,409 14,860 17,446 20,148 9,3 85 11,100 13,200 15,840 18,249 11,732 13,765 16,680 19,240 21,864 DR AFT ER S DRAFTE RS D RA FTE RS DR AFT ER S DRAFTE RS 1 ........................................................................... I I ........................................................................ I I I ..................................................................... IV ........................................................................ V ........................................................................... 3,211 10,008 21.766 3 0 , 842 26,780 783 893 1.070 1 ,2 7 6 1 ,6 0 6 735 869 1,0 43 1 ,2 5 0 1 ,556 660 782 9 16 1,1 04 1 ,3 9 0 865 975 1,191 1 ,4 1 6 1,7 67 9 ,3 95 10,715 12,835 15,307 19,269 8 ,8 20 10,428 12,514 14,994 18,666 7 ,925 9 ,3 85 10,992 13,244 16,685 10,362 11,703 14,236 16,998 21,204 COMPUTER COMPUTER COMPUTER COMPUTER COMPUTER OPERATORS I ............................................... OPERATORS I I ............................................. OPERATORS I I I .......................................... OPERATORS I V ............................................. OPERATORS V ............................................... 5 ,713 7 ,3 70 26,299 15,616 3 ,7 12 766 906 1,001 1 ,2 43 1 ,4 15 740 875 969 1 ,195 1,369 691 791 857 1 ,0 5 9 1,2 08 827 1,0 33 1, 121 1 ,3 90 1, 580 9 ,1 98 10,875 12,013 14,921 16,975 8 ,880 10,500 11,627 14,340 16,424 8 ,2 9 0 9 ,4 96 10,285 12,708 14,495 9 ,9 27 12,393 13,452 16,685 18,960 I ............................................ .. I I ............................................... I I I ............................................ I V ............................................... 23,963 83,137 60,838 24,304 687 796 947 1 ,134 652 756 906 1 ,100 595 669 792 9 50 730 869 1,0 69 1 ,3 0 8 8 ,2 48 9 ,5 5 5 11,367 13,606 7 ,821 9 ,0 7 2 10,871 13,200 7 ,1 40 8 ,0 30 9 ,5 0 6 11,400 8 ,7 60 10,428 12,826 15,694 I .................................................................. I I ................................................................ I I I ............................................................. 25,362 16,187 4 ,3 5 8 589 689 874 564 651 835 520 583 733 625 743 969 7 ,0 63 8,2 65 10,483 6 ,772 7,818 10,020 6 ,2 38 6 ,9 93 8 ,7 94 7,5 00 8,9 19 11,627 I ............................................ I I .......................................... 74,572 4 7 , 037 758 903 704 855 6 30 743 83 7 1 ,0 24 9 ,0 9 4 10,833 8,4 47 10,261 7 ,5 6 0 8 ,9 16 10,044 12,283 MESSENGERS .......................................................................... T E C H N I C A L SUPPORT ENGINEERING E N G IN E E R IN G EN G IN E E R IN G ENGINEERING ENGINEERING TECHNICIANS TECHNICIANS TECHNICIANS TECHNICIANS TECHNICIANS CLERICAL A C C O U N T IN G A C C O U N T IN G A C C O U N T IN G A C C O U N T IN G CLERKS CLER KS CLERKS CLER KS F I L E CLERKS F I L E CLERKS F I L E CLERKS KE Y ENT RY OPERATO RS KE Y ENTRY OPERATO RS 18,869 676 624 556 721 8 ,1 12 7 ,487 6 ,6 7 4 8 ,6 55 I .................................................... I I .................................................. I I I ............................................... I V ............................ .................... V .................................................... 2 ,2 9 0 5,4 46 3 ,3 73 1 ,994 754 748 890 1 ,0 05 1,1 92 1 ,3 7 6 721 852 982 1 ,1 3 0 1,3 50 652 745 869 1 ,0 00 1 ,1 6 1 804 985 1, 143 1 ,3 6 5 1,4 65 6 ,979 10,683 12,060 14,298 16,518 8 ,655 10,219 11,784 13,556 l b , 200 7,8 21 8 ,9 40 10,428 12,000 13,932 9,6 46 11,820 13,713 16,378 17,580 S E C R E T A R I E S I .................................................................. S E C R E T A R I E S I I ................................................................ S E C R E T A R I E S I I I ............................................................. S E C R E T A R IE S IV ................................................................ S E C R E T A R IE S V .................................................................. 38,628 79,328 92,373 49.983 17,187 8b3 948 1,0 72 1 ,1 7 3 1 ,3 0 8 834 915 1 ,0 4 0 1 ,1 4 7 1 ,2 9 0 7 50 8 04 905 998 1,1 00 950 1,055 1» 201 1,3 25 1,5 00 10,354 11,375 12 v 361 14,075 15,693 10,011 10,980 12,480 13,765 15,475 8 ,9 96 9 ,6 46 10,860 11,971 13,200 11,400 12,660 14,411 15,903 18,000 ST ENOGRAPHERS. ST ENOGRAPHERS. G E N E R A L .......................................... SE N IO R ............................................ 24,495 22,316 911 1 ,0 3 8 865 1 ,0 2 6 735 869 1 ,0 5 1 1 ,1 8 7 10,931 12,458 10,380 12,313 8 ,8 2 0 10,428 12,616 14, 244 I ............................................................................. I I ........................................................................... 45,988 28,346 700 844 652 799 5 96 695 758 944 8 ,3 98 10,125 7,821 9,5 94 7 ,1 47 8,3 42 9 ,0 9 6 11,327 PERSONNEL PERSONNEL PERSONNEL PERSONNEL PERSONNEL TYPISTS TYPISTS CLERKS CLERKS CLERKS CLERKS CLERKS 1 For scope of study, see table A-1 in appendix A. 2Occupational definitions appear in appendix C. 3Occupational employment estimates relate to the total in all establishments within the scope of the survey and not to the number actually surveyed. For further explanation, see appendix A. 4 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. 5The middle range (interquartile) is the central part of the array excluding the upper and lower fourths of the employee distribution. 14 Table 2. Average salaries: M etropolitan areas (Employment and average la lariat for telactad professional, administrative, technical, and clerical occupations in private industry, metropolitan areas,' United States except Alaska and Hawaii, March 1979) Monthly salaries4 Occupation and level3 Number of employees3 Annual salaries4 Middle range5 Mean Middle range5 Mean Median First quartile Median First quartile Third quartile Third quartile AC COUNT AMTS ANO A UO IT O R S 9» 359 16« 4 84 27,881 17,594 6 ,0 54 $1,153 1 ,4 0 0 1 ,6 32 2 ,0 09 2,4 81 $1,137 1 ,3 40 1,6 00 1 ,9 81 2 ,4 50 $1,033 1 ,2 14 1 ,4 3 7 1 ,8 0 0 2 ,2 07 $1,243 1 ,5 5 8 1,7 99 2 ,1 89 2 , 718 $13,B31 16,796 19,580 24,109 29,767 $13 ,6 4 4 16,080 19,200 23,774 29,400 $12,400 14,568 17,243 2 1,600 2 6,489 $ 14,916 18,693 21,586 26,268 32,616 2 ,1 6 9 2,9 11 4 ,5 36 3 ,2 60 1, 122 1 ,374 1,6 96 2 ,0 6 1 1 ,100 1 ,350 1 ,6 8 3 2 ,0 50 1,0 07 1,2 07 1 ,500 1 ,874 1,2 01 1,500 1 ,894 2 ,236 13,470 16,487 20,356 2 4,730 13,200 16,200 20,196 24,595 12,085 14,489 18,000 22,491 14,411 18,000 22,728 26,834 I ................................................ I I ............................................ I I I .......................................... I V ............................................. 7 , 177 6 ,8 6 2 5 ,3 97 2,7 21 1, 162 1 ,3 1 8 1 ,5 9 8 2,0 15 1 ,166 1,2 92 1 ,5 66 1,9 16 1 ,1 25 1 ,2 3 3 1 ,4 50 1 ,7 0 8 1,2 08 1,375 1 ,6 6 7 2, 249 13,939 15,817 19,174 24,183 13,994 15,504 18,792 22,991 13,495 14,794 17,400 20,496 14,494 16,505 20,004 26,989 1 .................................................. I I ............................................... I I I ............................................. I V ................................................ 593 894 456 161 2 , 143 2,4 46 3 ,0 32 3,7 92 2 , 167 2 ,499 3 ,0 20 3 ,6 93 1 ,8 76 2 ,1 19 2,7 91 3 ,4 99 2 ,2 91 2 , 720 3 ,332 4 , 111 25,720 29,351 36,378 45,510 26,004 29,988 36,236 44,319 2 2,515 25,427 33,487 4 1,983 27,489 32,638 39,984 49,328 1 ,244 2 ,5 65 3 ,3 80 2 ,6 94 1 ,825 742 1 ,5 77 1 ,957 2 ,4 70 3 ,1 58 3,8 09 4 ,7 47 1,545 1 ,9 59 2 ,458 3 ,082 3,6 79 4 ,6 6 6 1,3 33 1 ,7 5 0 2 ,1 38 2 ,8 01 3 ,4 15 4 ,2 5 0 1 ,8 25 2, 129 2,7 49 3 ,4 58 4 , 165 5 ,2 6 9 18,925 23,486 29,646 37,895 45,706 56,964 18,541 23,511 29,496 36,985 44,148 55,992 15,994 2 1,00 0 25,652 33,617 40,98 4 51,000 21,900 25,549 32,987 41,496 49,980 63,225 6 ,121 14,747 14,134 4 , 927 1,1 59 1,435 1,7 77 2 ,1 30 1,105 1 ,4 0 7 1 ,7 3 3 2 ,1 00 1 ,0 0 5 1 ,259 1,5 71 1 ,868 1 ,2 7 3 1,582 1 ,9 4 9 2 ,3 6 6 13,908 17,217 21,327 25,563 13,260 16,882 20,793 25,200 12,059 15,114 18,854 22,420 15,277 18,982 23,391 28,389 JO B A NA LYS TS I I ............................................................. J O B ANAL YS TS I I I .......................................................... J O B ANAL YS TS I V .................... ....................................... 389 655 473 1,277 1 ,6 7 9 2 ,0 22 1,2 08 1,6 49 1,9 80 1 ,1 5 0 1,4 95 1 ,8 0 3 1,3 84 1 ,8 5 0 2 ,2 49 15,325 20,145 24,26 6 14,494 19,792 23,760 13,800 17,936 21,638 16,607 22,200 26,982 I .................................... I I .................................. I I I ............................... I V .................................. 810 1,4 29 B45 269 1,9 35 2 ,315 2 ,853 3 ,6 4 1 1,9 52 2 ,291 2 ,7 49 3 ,6 5 0 1 ,6 65 2 ,0 5 0 2 ,5 4 2 3 ,3 50 2 ,2 00 2 , 520 3 ,1 52 3 ,8 75 23,226 2 7,785 34,231 43,687 23,428 27,489 32,987 43,798 19,980 24,600 3 0,502 40,200 26,400 30,240 37,828 46,500 2 ,9 61 5 ,1 5 8 10,335 9 ,3 5 5 7,1 79 4 ,0 11 1 ,2 8 8 1,2 06 1,449 1,762 2 ,1 2 6 2 ,5 5 5 2 ,9 40 3,4 81 1 ,1 9 0 1,4 31 1 ,7 5 5 2 ,1 16 2 ,557 2 ,8 75 3 ,2 7 4 1 ,0 69 1 ,3 0 7 1,5 75 1 ,9 4 0 2,3 32 2,6 40 3 ,0 79 1,300 1,5 97 1,9 25 2 ,2 9 1 2 ,7 60 3 ,178 3,8 15 14,478 17,388 21,143 25,510 30,654 3 5,275 4 1,770 14,277 17,175 21,060 25,390 30,688 34,500 39,284 12,829 15,684 18,900 23,280 27,989 3 1,680 36,949 15,600 19,161 23,100 27,493 33,120 38,136 45,782 ACCO UNT AN TS I .................................................................. ACCO UNT AN TS I I ................................................................ A C CO U NT A N TS I I I ....................... ..................................... ACCO UNT AN TS I N ....................... ........................................ A C CO UNT AN TS V .................................................................. A U O IT O R S A U O IT O R S A U O IT O R S A U O IT O R S P U B L IC P U B L IC P U B L IC P U B L IC 1 ........................................................................... 11 ........................................................................ I I I .................................. ................................. I V ........................................................................ ACCOU NTAN TS ACCOU NTAN TS ACCO UNT AN TS ACCO UNT AN TS C H I E F ACCOUNTANTS C H I E F ACCOUNTANTS C H I E F ACCOUNTANTS C H I E F ACCOUNTANTS A TT OR N EY S A T T OR N EY S A T T O R N EY S A T T OR N EY S A T T OR N EY S AT TO R N EY S A T T OR N EY S I ........................................................................ I I ..................................................................... I I I .................................................................. I V ..................................................................... V ....................................................................... VI ...................................................................... BUYERS BUYERS I ................................................................................ BUYERS I I ............................................................................. BUYERS I I I ........................................................................... BUYERS IV ............................................................................. PERSONNEL MANAGEMENT 01 RECTORS 01 RECTORS DIR EC TO R S D IR E C T O R S OF OF OF OF PERSONNEL PERSONNEL PERSONNEL PERSONNEL C HE MI ST S C H E M IS TS C H E M IS T S C H E M IS TS C H E M IS TS C H E M IS T S C H E M IS TS C H E M IS T S AND EN GIN EER S I .......................................................................... I I ........................................................................ I I I ..................................................................... IV ........................................................................ V ........................................................................... V I ........................................................................ V I I ..................................................................... See footnotes at end of table. 15 Table 2. Average salaries: M etropolitan 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 1979) Monthly salaries4 Occupation and level1 3 * Number of employees3 Annual salaries4 Middle range3 Mean Middle range3 Mean Median First quartile Median Third quartile First quartile Third quartile 19.381 36,020 86,984 116.970 87,203 37,769 14,217 3 ,2 14 S I , 442 1,588 1 ,8 3 3 2, 171 2 ,5 43 2 ,903 3 ,2 79 3 ,7 6 2 $1,450 1 ,5 74 1,8 15 2,1 59 2 ,517 2 ,8 8 2 3 ,2 80 3 ,749 $1,349 1 ,464 1,6 60 1 ,964 2 ,3 20 2 ,6 39 2 .9 99 3,3 75 $ 1 , 541 1 ,7 03 1 ,9 91 2 ,3 67 2 , 751 3, 134 3,5 41 4 , 035 $ 17 ,3 0 5 19,059 21,99 4 26,052 30,518 34,838 39,346 45,14 4 $17,400 18,892 21,780 25,914 30,200 34,584 39,366 44,982 $16 ,1 9 4 17,571 19,920 23,567 2 7,840 31,667 35,986 40,500 $18,493 20,439 23,892 28,405 33,012 37,603 4 2,494 48,420 I .................................. I I .............................. I I I ............................ I V ............................... V ................................. 3 ,932 14,884 24,964 29,930 18,004 903 1 ,0 5 8 1,2 60 1,4 72 1 ,6 8 8 869 1,0 32 1,243 1 ,4 5 4 1,6 82 775 919 1 ,100 1 ,3 2 1 1,524 1 ,0 0 0 1 ,1 5 1 1 ,3 90 1 ,6 08 1,8 26 10,840 12,698 15,120 17,662 20,260 10,428 12,388 14,912 17,446 20,178 9 ,3 02 11,030 13,200 15,851 18,291 12,000 13,809 16,685 19,292 21,912 GR A F T ER S GRAFTERS GRA FT ERS GRAF TERS GR A FT ER S I ........................................................................... I I ........................................................................ I I I ..................................................................... IV ........................................................................ V ........................................................................... 2 ,7 6 4 8 ,9 60 19,353 27,995 25,179 783 898 1 ,0 7 2 1 ,280 1 ,6 1 4 730 869 1 ,0 4 3 1 ,2 5 0 1 ,564 660 7 82 918 1 ,100 1,390 86 5 978 1,191 1,427 1,7 75 9 ,3 95 10,777 12,868 15,359 19,366 8,761 10,428 12,514 15,000 18,770 7 ,925 9 ,3 85 11,016 13,200 16,685 10,382 11,732 14,286 17,123 21,300 COMPUTER COMPUTER COMPUTER COMPUTER COMPUTER OPERATORS OPERATORS OPERATORS OPERATORS OPERATORS 5 ,2 46 6,4 70 24,256 14,575 3 ,4 47 768 918 1,005 1 ,2 4 4 1 ,4 1 0 743 886 972 1,195 1 ,3 4 7 6 87 795 860 1 ,0 6 0 1 ,194 82 7 1 ,0 6 7 1,121 1 ,390 1 ,5 7 0 9 ,2 1 7 11,021 12,061 14,932 16,918 8 ,916 10,637 11,669 1 4 ,3 4 0 16,163 8,2 38 9 ,5 4 2 10,324 12,722 14,328 9 ,928 12,806 13,452 16,685 18,840 I .................................................. I I ............................................... I I I ............................................ I V ............................................... 22,375 73,914 55,399 22,643 689 801 953 1 ,1 3 5 652 760 912 1, 134 595 674 800 949 734 874 1 ,0 7 3 1 ,3 1 1 8 ,2 6 5 9 ,6 12 11,431 13,618 7,8 21 9 ,120 10,949 13,244 7 ,1 40 8,0 92 9 ,6 0 0 11,388 8 ,8 10 10,486 12,879 15,732 CLER KS I ................................................................... CLERKS I I ................................................................ CLERKS I I I ............................................................. 23,473 15,051 3 ,9 13 587 689 868 562 651 823 517 586 7 24 624 743 965 7 ,048 8,2 68 10,413 6 ,748 7,8 18 9,8 76 6 ,2 03 7 ,0 3 2 8,6 88 7,4 39 8 ,9 1 9 11,575 KEY ENTRY OPERATORS I ............................................ KEY ENTRY OPERATORS 11 .......................................... 68,023 43,391 763 908 713 859 634 7 47 847 1 ,0 3 6 9 , 156 10,891 8,5 51 10,313 7 ,6 12 8 ,9 68 10,167 12,430 M E S S E N G E R S ..................................... .................................... EN GIN EER S EN GI N EE R S EN G IN EE R S EN GI N EER S EN G IN EE R S E N GI N EE RS EN G IN EE R S EN GI N EE R S I ....................................................................... I I ..................................................................... I I I ............................................. .................... I f ............................... .................................... V .............. ......................................................... VI .......................................................... V I I .................................................................. V I I I ................................................................ T E C H N I C A L SUPPORT ENGINEERING E N G IN E E R IN G E N G IN E E R IN G ENGINEERING E N G IN E E R IN G TECHNICIANS TECHNICIANS TECHNICIANS TECHNICIANS TECHNICIANS I ............................................... 11 ............................................ I I I .......................................... I V ............................................. V ................................................ CLERICAL A C C O U N TI N G A C C O U N TI N G A C C O U N TI N G A C C O U N TI N G FILE F ILE F ILE CLERAS CLER KS CLER KS CLERKS 18,196 675 621 556 717 8 ,1 0 2 7 ,4 5 6 6 ,6 74 8 ,6 0 3 I .................................................... I I .................................................. I I I ............................................... I V .................................................. V .................................................... 1,9 35 4 ,5 32 2,7 37 1 ,897 733 751 900 1 ,0 0 3 1, 199 1,385 721 850 980 1,1 33 1 ,3 5 8 6 52 7 50 869 1 ,0 0 0 1 ,1 6 6 810 999 1,1 43 1,377 1,4 74 9 ,0 09 10,802 12,035 14,383 16,623 8 ,6 5 5 10,324 11,763 13,595 16,293 7 ,821 9 ,0 00 10,428 12,000 13,994 9,7 17 11,983 13,713 16,529 17,693 S E C R E T A R I E S I ................................................................... S E C R E T A R I E S I I ................................................................ S E C R E T A R I E S I I I ............................................................. S E C R E T A R I E S IV ................................................................ S E C R E T A R I E S V .................................................................. 35,629 72,338 87,764 47,826 16,524 864 946 1,0 74 1 ,1 79 1, 313 83 5 912 1 ,0 4 0 1,151 1 ,2 9 1 750 802 906 1 ,0 0 0 1,1 00 950 1 ,0 5 3 1,205 1,332 1 ,5 0 1 10,367 11,350 12,887 14,147 15,761 10,020 10,949 12,480 13,817 15,490 8 ,9 96 9 ,6 24 10,868 12,000 13,200 11,400 12,631 14,460 15,984 13,012 ST EN OGRAPHERS. STENOGRAPHERS. GENERAL .......................................... S EN IO R ............................................ 22,276 21,080 914 1,041 85 9 1,0 26 733 869 1,058 1,187 10,963 12,486 10,428 12,313 8 ,7 9 6 10,428 12,696 14,244 I ............................................................................. I I ........................................................................... 43,174 27,278 697 844 652 797 595 695 752 944 8 ,3 69 10,125 7,821 9 ,564 7 ,1 4 0 8,3 42 9 ,0 20 11,331 PERSONNEL PERSONNEL PERSONNEL PERSONNEL PERSONNEL TYPISTS TYPISTS CLERKS C l ERKS CLERKS CLERKS CLERKS 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. 5The middle range (interquartile) is the central part of the array excluding the upper and lower fourths of the employee distribution. 1For scope of study, see table A-1 in appendix A. 3Occupational definitions appear in appendix C. 3Occupational employment estimate* relate to the total in all establishments within the scope of the survey and not to the number actually surveyed. For further explanation, see appendix A. ‘ Salaries reported are standard salaries paid for standard work schedules; i.e., the 16 Table 3. Average salaries: Establishments em ploying 2 ,5 0 0 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,2 United States except Alaska and Hawaii, March 1979) Monthly salaries5 Occupation and level3 d Number of employees4 Middle range6 Mean Median First quartile Levels in establishments employing 2,500 workers or more expressed as percent of those in all establishments combined Third quartile Employment Mean salaries AC COUNTANTS ANO A U D IT O R S A C CO UNT AN TS I .......................................... .. ....................... AC COUNTANTS I I .................................................................. ACCO UNT AN TS I I I ............................................................... ACCO UNT AN TS IV .................................................................. ACCOUNTANTS V ..................................................................... 2 ,*13 *>» 467 8.5 67 5,7 82 2 ,8 28 S I , 2*1 1,563 1,7 *7 2,3 70 2 , 526 $1,212 1 ,552 1, 718 2 ,0 *0 2 ,5 0 0 S I ,1 1 0 1 ,3 *7 1 ,5 1 6 1 ,8 33 2,2 57 S I , 358 1 ,7 9 6 1 ,979 2 ,2 9 0 2,7 66 23 36 27 30 *3 108 112 108 103 102 A U D ITO RS A U D IT O R S A U D IT O R S A U D IT OR S *69 1 ,086 1 ,67* 1,1 55 1 ,1 7 5 1, **2 1 ,7 6 1 2 ,090 1 ,1 * 8 1 ,* 10 1,7 *1 2 ,0 60 1 ,0*3 1 ,25 1 1,5 29 1 ,82* 1,2 85 1,6 08 2 ,0 10 2 ,350 22 37 35 3* 105 105 10* 102 129 65 3,153 3*7 66 3,0 05 3 , 739 2 ,8 20 3 ,* 1 7 3 ,5 *7 * ,1 5 1 26 39 103 100 237 511 805 72* 603 268 1,8 08 2 ,097 2,6 20 3 ,2 1 6 3 ,3 01 *,b79 1 ,7 91 2 , 107 2 ,5 90 3 ,111 3 ,7 5 0 *,* 51 1 ,6 0 * 1 ,899 2 ,3 32 2 ,8 3 8 3 ,* 20 * ,123 2 ,0 00 2 ,2 9 9 2 ,8 75 3 ,52* * ,2 65 5 ,0 *0 18 20 23 26 32 36 116 107 106 102 103 99 6*8 * ,0 5 9 5 , *39 3 ,0 29 1 ,3 16 1,553 1,859 2 ,1 62 1 ,2 *0 1 ,5 09 1 ,8 25 2 ,1 07 1 ,1 0 0 1 ,37 3 1 ,6 2 9 1 ,8 6* 1 , *99 1 ,7 00 2 ,0 *0 2 , *5 7 12 23 3* 59 11* 109 105 102 UOB ANALYS TS I I ............................................................... UOB A N AL YS TS I I I ............................................................ UOB ANALYSTS I V .................... ........................................... 115 *29 330 1,3*5 1 ,7 55 2 ,0 *3 1 ,3 2 0 1 ,7 08 2 ,0 2 0 1 ,1 6 5 1,5*0 1 ,833 1,5 07 2 ,0 00 2 ,2 * * 29 6* 68 105 105 101 I I I ................................. I V .................................... 12* 135 3 ,1 05 *,0 67 3 , 115 3 ,9 58 2 ,7 27 3 ,7 * 9 3 ,3 67 *,* 50 1* *6 109 111 507 1,7 63 2 ,8 79 3 ,7 55 3 ,389 1 ,9 72 663 1 ,3 7 * 1,591 1,892 2 ,235 2 ,6 62 3 ,0 8 * 3,711 1 ,3 *2 1 ,5 63 1, 68 7 2 ,2 00 2 ,6 25 2 ,975 3 ,5 *2 1 ,2 3 * 1 ,* 1 6 1,685 2 ,01 9 2 ,3 70 2 ,739 3 ,2 60 1, *7* 1,7 50 2,0 83 2 ,* 25 2,9 30 3,3 90 * ,082 16 32 25 35 *3 *2 *3 11* 110 108 105 10* 105 106 CHIEF C HIEF I ............................................................................. I I .......................................................................... I I I ....................................................................... IV .......................................................................... ACCOUNTANTS ACCOUNTANTS I I I ............................................... I V .................................................. A TT ORN EYS AT TO R N EY S I .......................................................................... AT TO R N EY S I I ........................................................................ A T TOR NE YS I I I .................................................................... A T T OR N EY S IV ........................................................................ A T T O R N EY S V .......................................................................... A T TOR NE YS VI ....................................................................... BUYERS BUYERS I .................................................................................. BUYERS 11 ............................................................................... BUYERS I I I ............................................................................. BUYERS I V ............................................................................... PERSONNEL MANAGEMENT D IR EC T OR S OF PERSONNEL D IR EC T OR S OF PERSONNEL CH EMI ST S C H EM IS TS C H EM IS TS C H EM IS TS C H E M IS TS C H E M IS T S C H EM IS TS C H E M IS TS ANO EN GI N EE R S I ............................................................................. I I .......................................................................... I I I ....................................................................... IV .......................................................................... V ............................................................................. VI ......................................................................... V I I ....................................................................... See footnotes at end of table. 17 Table 3. Average salaries: Establishments employing 2 ,5 0 0 workers or m ore—Continued (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,1 2 United States except Alaska and Hawaii, March 1979) Monthly salaries5 Occupation and level3 Number of employees4 Middle range6 Mean Median First quartile Levels in establishments employing 2,500 workers or more expressed as percent of those in all establishments combined Third quartile Employment Mean salaries 8 ,196 16,710 40,002 61,887 48,895 22,67 4 9 ,2 52 2 ,368 S I , 494 1,637 1 ,8 92 2,221 2 ,5 7 8 2,9 64 3 ,3 1 4 3 ,8 6 6 S I , 483 1 ,6 03 1 ,8 6 1 2 ,2 03 2 ,5 64 2 ,9 42 3 ,2 99 3 ,8 1 5 S I ,399 1 ,50 0 1 ,7 0 8 2 ,012 2 ,3 5 2 2,7 10 3 ,0 50 3 ,524 S I , 5 86 1 ,747 2 ,0 5 2 2 ,4 2 5 2 ,7 96 3 ,1 83 3 ,5 64 4 ,1 3 0 39 42 42 49 53 58 63 71 103 103 104 103 102 102 101 103 I .................................... I I .................................. I I I .............................. IV ................................. V .................................... 1 ,5 01 5 ,8 23 11,409 17,233 13,237 971 1,1 35 1,297 1 ,5 0 0 1,697 934 1 , 100 1 ,2 86 1 ,4 90 1 ,6 9 5 829 1,0 03 1 ,1 37 1 ,3 5 0 1,535 1 ,0 9 1 1 ,2 30 1 ,4 45 1 ,639 1 ,8 4 6 33 35 40 53 71 108 107 103 102 101 GRAF TERS GRAFTERS GRAF TERS GRAFTERS GRAF TERS I ............................................................................. I I .......................................................................... I I I ........................................................................ IV .......................................................................... V ............................................................................. 738 2 ,4 0 4 6 ,3 7 9 8 ,9 89 10,208 939 1,G 1 G 1,1 96 1,405 1,7 28 899 980 1 ,1 70 1,3 85 1 ,667 761 865 1 ,024 1,222 1 ,4 7 4 1 ,1 49 1,1 33 1 ,3 58 1 ,559 1 ,9 0 8 23 24 29 29 33 120 113 112 110 108 COMPUTER COMPUTER COMPUTER COMPUTER COMPUTER OPERATORS OPERATORS OPERATORS OPERATORS OPERATORS I ....................... .. .................. ... I I ............................................... I I I ............................................ IV ................................. .. V .................................................. 1 ,4 9 2 2,1 14 6 ,4 9 0 5 ,7 51 1,8 84 851 1 ,0 2 9 1 ,1 4 1 1 , 3 59 1 ,4 93 818 1 ,107 1 ,1 14 1 ,317 1 ,4 62 711 890 960 1 ,1 6 4 1,3 04 945 1 ,1 4 3 1 ,252 1 ,5 18 1 ,5 9 7 26 2) 25 37 51 111 114 114 109 106 I I .................................................. I I I ............................................... I V ............ .. .................................. 14,036 14,208 7 ,4 67 932 1 ,0 5 2 1 ,2 83 897 1 ,055 1 ,2 53 754 869 1 ,11 0 1 ,096 1 ,169 1,4 82 17 23 31 117 111 113 CLERKS I ..................................................................... CLERKS I I .................................................................. CLERKS I I I ............................................................... 2 ,6 49 2 ,8 27 1 ,5 09 655 788 936 587 695 915 543 597 756 6 92 951 1 ,0 5 4 10 17 35 111 114 107 KEY ENTRY OPERATORS I ............................................... KEY ENTRY OPERATORS I I ............................................ MESSENGERS ............................................................................. 12,611 11,683 5 ,0 00 936 1 ,0 03 729 900 947 673 730 804 593 1 ,0 93 1, 164 816 17 25 26 123 111 108 I ..................................................... I I .................................................... I I I ................................................. I V .................................................... 367 1 ,0 04 665 434 839 1, 035 1 ,0 97 1 ,4 8 4 800 1 ,0 2 0 1 ,0 82 1 ,5 03 669 827 965 1 ,2 60 1 ,0 04 1 ,2 58 1,2 55 1 ,7 4 5 16 18 20 , 22 112 116 109 125 I .................................................................... 11 .................................................................. I I I ............................................................... IV .................................................................. V ..................................................................... 9 ,4 01 25,885 3 3 , 6 83 16,135 5 ,5 83 916 1 ,0 2 4 1,1 69 1,308 1 ,4 32 891 1 ,0 00 1 ,1 38 1 ,2 89 1 ,4 12 789 870 986 1 ,11 2 1 ,2 3 8 1 ,0 08 1 ,1 52 1, 325 1 ,477 1 ,595 24 33 36 32 32 106 108 109 111 110 G E N E R A L ............................................. S EN IOR ............................................... 10,846 11,224 9 34 1 ,0 5 6 900 1 ,0 40 759 872 1 ,0 74 1,1 98 44 50 103 102 I ............................................................................... I I ............................................................................. 10,990 9 ,7 50 765 902 710 860 621 705 845 1 ,0 64 24 34 109 107 ENGl Nc ERS EN GIN EER S EN GI N EE R S EN GI N EE R S EN GI N EER S EN GI N EE R S EN GI N EE R S EN GI N EE R S I .......................................................................... I I .................................. . .......................... .. I I I ..................................................................... IV ....................................................................... V .......................................................................... VI ........................................................................ V I I ..................................................................... VI I I .................................................................. T E C H N I C A L SUPPORT E N G IN E E R IN G E N G IN E E R IN G EN G IN E E R IN G E N G IN E E R IN G EN G IN E E R IN G TECHNICIANS TECHNICIANS TECHNICIANS TECHNICIANS TECHNICIANS CLERICAL A C C O U N T IN G CLERKS A C CO UN TI N G CLERKS A C CO UN TI N G CLERKS FILE FILE FILE PERSONNEL PERSONNEL PERSONNEL PERSONNEL CLERKS CLERKS CLERKS CLERKS S E C R E T A R IE S S E C R E T A R IE S S E C R E T A R IE S S E C R E T A R IE S S E C R E T A R IE S ST ENOGRAPHERS, STENOGRAPHERS, TYPISTS TYPISTS 1For scope of study, see table A-1 in appendix A. 2Includes data from 6 large companies that provide companywide data not identified by size of establishment. 3Occupational definitions appear in appendix C. 40ccupational employment estimates relate to the total in all establishments within the scope of the survey and not to the number actually surveyed. For further explanation, see appendix A. 18 5Salaries 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. 6The middle range (interquartile) is the central part of the array excluding the upper and lower fourths of the employee distribution. Table 4. Em ploym ent distribution by salary: Professional and adm inistrative occupations (Percent distribution o f employees in selected professional and administrative occupations b y m on thly salary. United States except Alaska and H a w a ii,' March 1979) Auditors Accountants Monthly salary 1 II III ANO AN0 $ NO AND UNOEX UNOEX UNOEX UNOEX $ 32 5 .................................. $ 85 0 .................................. $ 875 .................................. $ 90 0 .................................. (1 .3 ) 1 .4 .7 - — $90 0 ANO $92 5 ANO $95 3 4 NO $975 4 NO UNOEX UNOEX UNOEX UNOEX $ 925 ................................. $ 9 5 0 ................................. $ 975 .................................. $ 1 , 0 0 0 ............................ 3 .5 1 .9 2 .3 3 .4 (2 .5 ) 1 .3 - $80 0 $825 $850 $87 5 IV V 1 II III - - 0 .5 1 .0 .8 . 5 _ - _ - - 1 .9 1 .9 8 .4 5 .4 - - - - - - - 2 .9 4 .1 1 .0 1 .6 2 .5 10.7 7 .8 12.2 6 .5 6 .6 2 .3 4 .6 4 .4 4 .9 5 .2 (2 .5 ) ( 1 .9 ) - 5 .8 4 .5 2 .9 3 .3 2 .7 6 .0 7 .4 7 .0 7 .8 6 .9 1 .1 1 .5 2 .3 2 .2 4 .0 (1 .3 ) 1.1 1 .0 3 .0 2 .3 - 1 .0 1 .0 2 .0 (2 .1 ) " 5 .6 5 .9 4 .5 6 .1 3 .1 3 .3 6 .3 8. 6 5 .9 6 .0 6 .4 6 .6 4 .7 5 .4 4 .0 3 .2 4 .7 3 .7 3 .7 5 .0 - - “ “ 4 .0 3 .6 2 .6 1 .3 (2 .8 ) 7 .5 7 .4 6 .4 7 .4 4 .4 3 .8 2 .8 2 .3 3 .1 1 .6 4 .6 5 .6 4 .1 6 .3 5 .7 - _ - 3 .6 3 .8 3 .2 2 .3 2 .3 2 .2 1 .8 1 .0 (1 .0 ) “ 9 .6 9 .3 7 .6 4 .9 4 .6 - “ “ - 3 .5 1 .8 1 .1 (2 .2 ) “ - - 13.8 11.3 14.0 1 2.9 11.0 1 .5 3 .8 5 .2 8 .9 9 .6 (0 .9 ) 1 .9 2 .5 - - $1,253 $1,303 $1,350 $1,403 $1,450 ANO ANO ANO ANO ANO UNOEX UNOEX UNOEX UNOEX UNOEX $ 1,300 $1,350 $ 1,400 $1,450 $1,530 ...................... ...................... ....................... ....................... ...................... 7 .3 5 .2 2 .3 1 .9 2 .2 9 .4 9 .9 7 .6 5 .9 5 .3 4 .0 5 .4 6 .6 6 .1 8 .1 (0 .7 ) 1 .0 1 .1 - $ 1 , 5 0 3 ANO UNOEX $ 1 , 5 5 0 $ 1 , 5 5 0 ANO UNOEX $ l , b 0 0 $ 1 , 5 0 0 ANO UNOEX $ 1 , 6 5 0 $ 1 , 6 5 0 ANO UNOcX $ 1 , 7 0 0 $ 1 , 7 0 3 ANO UNOEX $ 1 , 7 5 0 ....................... ....................... ....................... ....................... ....................... 1 .6 (2 .1 ) 4 .8 3 .9 3 .0 2 .5 2 .5 8 .3 7 .1 7 .6 7 .3 6 .0 1 .2 2 .4 3 .3 5 .2 5 .8 - $1,750 $1,803 $1,850 $1,903 $1,953 ANO ANO ANO ANO ANO UNOEX UNOEX UNOEX UNOEX UNOEX $1,800 $1,850 $1,900 $1,950 $2,000 ...................... ...................... ...................... ....................... ....................... _ 2 .2 2 .6 4 .4 (3 .2 ) 5 .0 3 .9 3 .4 3. 1 2 .7 4 .8 7 .5 6 .0 7 .8 6 .6 $2,300 $2,350 $2,100 $2,150 $2,203 ANO AND AND ANO ANO UNOEX UNOEX UNOEX UNOEX JNOE X $2,050 $2,100 $2,150 $2,200 $2,250 ....................... ....................... ....................... ...................... ....................... - 2 .5 1 .9 2 .6 (3 .0 ) “ $2,250 $2,303 $2,350 $2,403 $2,450 ANO AND ANO ANO ANO UNOEX $ 2 , 3 0 0 UNOEX $ 2 , 3 5 0 UNOEX $ 2 , 4 0 0 UNOEX $ 2 , 4 5 0 UNOEX $ 2 , 5 0 0 ....................... ....................... ....................... ....................... ....................... - $2,500 $2,600 $2,700 $2,800 $2,903 ANO ANO ANO ANO ANO UNDER UNOEX UNOEX UNOEX UNOEX ....................... ....................... ....................... ...................... ....................... $3,000 $3,103 $3,200 $3,303 ANO ANO ANO ANO UNOEX $ 3 , 1 0 0 ....................... UNOEX $ 3 , 2 0 3 ....................... UNOEX $ 3 , 3 0 0 ...................... OVER ............................................. $2,600 $ 2,70 0 $2,800 $ 2,900 $3,000 “ - ” - - - - - * - * - - - - - - - - - - - - - 3 .3 2 .3 (2 .3 ) * 18,202 31,749 19,512 6 ,5 9 4 2 , 179 2,9 66 4 ,7 57 3 ,3 5 6 $1,392 $1,622 $2,004 $2,479 $1,124 $ 1 , 3 74 $1,692 $2,058 10,279 ......................... $1,149 See footnotes at end of table. 19 100.0 1 00.0 1 00 .0 1 00 .0 100. 0 1 00 .0 OF EMPLOYEES ................................. - 100.0 1 0 0 .0 A V E X A i E MONTHLY SALARY - - 1 00 .0 T O T A L .......................................................... NUM8EX - - ( 1 .7 ) 2 .3 ....................... ...................... ....................... ....................... ....................... - - UNOEX $ 1 , 0 5 0 UNOEX $ 1 , 1 0 0 UNOEX $ 1 , 1 5 0 UNOEX $ 1 , 2 0 0 UNOEX $ 1 , 2 5 0 - (1 .6 ) - 2 .4 2 .2 5 .4 11.7 7 .7 AND AND ANO AND ANO - * . - 14.5 1 3.9 9 .6 15.1 1 2.5 $1,003 $1,353 $1,103 $1,150 $1,203 - - IV Table 4. Em ploym ent distribution by salary: Professional and administrative occupations— Continued (Percent distribution of employees in selected professional and administrative occupations by monthly salary. United States except Alaska and Hawaii,1 March 1979) Monthly salary 1 UNDER $ 95 0 $953 4 NO UNDER $ 375 .................................. $975 ANO UNDER $ 1 , 0 0 0 ............................ ( 1 .2 1 1 .0 2 .8 Public accountants III II _ - - - - - IV - 1 Chief accountants II III - - - “ “ * “ - - - - - - IV _ “ “ “ $1,303 $1,353 $1,103 $1,153 $1,203 AND AND AND AN0 AND UNDER JNDER UNDER UNDER UNDER $1,050 $1,130 $1,150 $1,200 $1,250 ...................... ...................... ....................... ....................... ...................... 2 .2 9 .3 25.5 30.4 17.1 (0 .6 ) 1 .0 13. 1 18.9 $1,253 $1,303 $1,353 $1,433 $1,453 AND AND AND AND AND JNDER $ 1 , 3 0 0 UNDER $ 1 , 3 5 0 JNDER $ 1 , 4 0 0 JNOER $ 1 , 4 5 0 UNDER $ 1 , 5 0 0 ...................... ....................... ...................... ...................... ...................... 6 .4 2 .2 1 .0 1 1 .1 ) - 18.8 15.0 10.9 7 .7 6 .2 (1 .2 ) 3 .9 8 .9 10.4 12.7 0 .6 2 .9 2 .8 - $1,503 $1,553 $1,533 $1,653 $1,703 AND AND AND AND AND UNDER JNDER JNDER UNDER JNDER 3 .4 1 .9 (2 .5 ) 8 .9 14.0 10.1 7 .2 6 .4 3 .6 5 .6 3 .1 4 .9 7 .9 (1 .1 ) 2 .5 3 .6 $1,750 $1,803 $1,853 $1,903 $1,953 AND AND AND ANO AND UNDER $ 1 , 8 0 0 JNDER $ 1 , 8 5 0 UNDER $ 1 , 9 0 0 JNDER $ 1 , 9 5 0 UNDER $ 2 , 0 0 0 ...................... ....................... ....................... ....................... ...................... - 3 .3 3 .6 1 .4 1.1 1 .4 6 .2 5 .0 5 .4 6 .2 7 .1 8 .0 1 .1 4 .5 7 .6 3 .3 $2,303 $2,353 $2,103 $2,150 $2,233 ANO AND AND AND ANO JNOER $ 2 , 0 5 0 JNDER $ 2 , 1 0 0 JNDER $ 2 , 1 5 0 UNDER $ 2 , 2 0 0 JNDER $ 2 , 2 5 0 ....................... ....................... ...................... ...................... ...................... - .8 .8 1.6 .5 3 .4 3 .3 2 .2 3 .0 3 .0 4 .0 1 .6 9 .9 9 .8 12.6 4 .7 1 0.7 .9 5 .0 3 .2 - - (3 .4 ) - .3 1 .5 - 1 .5 1 .9 1 .0 2 .9 4 .4 11.3 .7 14.4 .5 3 .8 6 .0 5 .2 2 .0 1 1.2 1 .4 1 .0 4 .6 2 .4 “ - 2 .8 .7 1 .5 1 .6 2 .4 .8 2 .7 - 12.5 3 .6 7 .8 7 .3 .7 6 .0 2 .4 6 .6 12.9 ID . 8 1 .2 3 .6 1 .2 * (3 .1 ) “ 6 .2 2 .1 1 .3 (1 .0 ) - 7 .8 11.8 3 .6 3 .0 6 .6 2 .4 2 .4 3 .6 2 0.6 . - . - 3 .6 3 .2 2 .8 1 .4 (2 .4 ) 4 .8 1 3.9 5 .5 7 .9 1 .2 $ 1 , 5 5 0 ....................... $ 1 , 6 0 0 ....................... $ 1 , 6 5 0 ....................... $ 1 , 7 0 0 ...................... $ 1 , 7 5 0 ....................... - " - - - $2,250 $2,303 $2,353 $2,403 $2,450 ANO ANO AND ANO AND UNDER $ 2 , 3 0 0 UNDER $ 2 , 3 5 3 UNDER $ 2 , 4 0 0 UNDER $ 2 , 4 5 0 UNDER $ 2 , 5 0 0 ...................... ....................... ...................... ....................... ....................... “ $2,503 $2,603 $2,703 $2,803 $2,903 AND AND AND AND ANO JNDER $ 2 , 6 0 0 UNDER $ 2 , 7 0 0 JNDER $ 2 , 8 0 0 UNDER $ 2 , 9 3 0 UNDER $ 3 , 0 0 0 ...................... ...................... ....................... ....................... ...................... _ - - - - - $3,000 $3,103 $3,200 $3,333 $3,403 ANO AND AND AND AND UNDER JNDER UNDER JNDER UNDER $3,100 $3,200 $3,300 $3,400 $3,500 ...................... ....................... ...................... ...................... ...................... _ - - - - - $3,503 $3,600 $3,733 $3,803 $3,903 AND AND AND AND ANO UNDER UNDER JNDER JNDER JNDER $3,630 $3,700 $3,800 $3,900 $4,000 ...................... ....................... ...................... ...................... ...................... - - _ - - - - $4,000 133 $4,203 $4,303 $4,403 AND AND AND AND ANO UNDER JNDER UNDER JNDER JNDER $4,100 $4,200 $4,300 $4,400 $4,500 ...................... ...................... ....................... ...................... .............. .. _ - - _ - $4,533 $4,603 $4,700 $4,803 $4,903 ANO AND ANO ANO ANO JNDER UNDER JNDER UNDER JNDER $4,600 $4,700 $4,800 $4,900 $ 5,000 ...................... ....................... ...................... ....................... ...................... “ - - NUMBER QF EMPLOYEES .................................... AVERAGE MONTHLY SALARY ......................... “ * “ “ 100 .0 TOTAL - “ - " “ “ “ * - - - “ - - - 1 00.0 1 00.0 - * “ 2 .9 .9 .8 . 1 _ “ — - - - - - * — - _ - _ “ 100 .0 1 0 0 .0 “ - “ - * 1 00 .0 1 00 .0 _ - 6 .7 3 .6 3 .6 2 .4 4 .8 6 .7 1 .8 1 .8 1 00 .0 7, 177 6 , 862 5 ,3 97 2 ,7 21 728 1 ,052 498 165 $1, 162 $1,318 $1,598 $2,015 $2,121 $2,467 $3,047 $3,773 See footnotes at end of table. * - 20 Table 4. Em ploym ent distribution by salary: Professional and adm inistrative occupations—Continued (Percent distribution o f employees in selected professional and administrative occupations b y m o n th ly salary. U n ited States except Alaska and H a w a ii,1 March 1979) Attorneys Monthly salary 1 II _ - III IV V VI . “ “ . - - _ - - - S S S S I . 050 I . 103 I . 150 I . 203 $ 1 , 1 0 0 ....................... $1,150 . . . . . . . . . $1,200 . . . . . . . . . $ 1 , 2 5 0 .................... 4 .9 .6 .6 13.6 - S S S S S I . 250 ANO UNDER $ 1 , 3 0 0 ....................... I . 303 ANO UNDER $ 1 , 3 5 0 ....................... I . 350 AND UNDER $ 1 , 4 0 0 ....................... I . 4 0 3 ANO JNDER $ 1 , 4 5 0 ....................... I . *53 ANO UNDER $ 1 , 5 0 0 ....................... 5 .5 7 .3 5 .1 8 .1 3 .4 1 0.9) 2 .8 1 .6 • — — S S S S S I . 500 I . 553 I . 503 i .553 I , 700 ANO ANO ANO AND ANO UNDER $ 1 , 5 5 0 UNDER $ 1 , 6 0 0 UNDER $ 1 , 6 5 0 UNDER $ 1 , 7 0 0 UNDER $ 1 , 7 5 0 ....................... ....................... ............ .. ....................... ....................... 3 .8 4 .7 1 .7 8 .8 2 .6 2 .4 3 .9 2 .5 8 .5 1 .8 . 1 .2 1 .2 .4 - S I , 750 $1,833 S I . 853 S I , 903 S I , 950 ANO ANO ANO ANO ANO UNDER $ 1 , 8 0 0 UNDER $ 1 , 8 5 0 UNDER $ 1 , 9 0 0 UNDER $ 1 , 9 5 0 UNDER $ 2 , 0 0 0 ....................... ....................... ....................... ....................... ....................... 5 .3 .7 1 .7 8 .3 .8 5 .7 4 .1 6 .1 8 .1 6 .7 1 .0 .5 3 .8 2 .2 1 .2 - $2,003 $2,053 $2,100 $2,150 $2,200 AND ANO ANO ANO ANO UNDER $ 2 , 0 5 0 UNDER $ 2 , 1 0 0 UNDER $ 2 , 1 5 0 UNDER $ 2 , 2 0 0 UNDER $ 2 , 2 5 0 ....................... ....................... ....................... ....................... ....................... 8 .4 .8 1 .1 1 .4 1 0.9) 5 .6 10.1 5 .2 5 .1 4 .2 5 .6 5 .0 3 .7 4 .8 5 .3 $2,250 $2,303 S2.353 $2,503 $2,453 ANO ANO ANO ANO ANO UNDER UNDER UNDER UNDER UNDER $ 2 , 3 0 0 ....................... $ 2 , 3 5 0 ....................... $ 2 , 4 0 0 ....................... $ 2 , 4 5 0 ....................... $ 2 , 5 0 3 ....................... - 2 .8 4 .3 1 .3 1.7 .6 3 .0 3 .6 2 .1 4 .7 5 .7 (2 .6 ) 1 .6 1 .2 2 .5 - - $2,503 $2,503 $2,700 $2,800 $2,900 ANO ANO ANO ANO ANO UNDER UNDER UNDER UNDER UNDER $2,600 $ 2,700 $2,80 0 $2,903 $ 3,000 ............ .. ....................... ....................... ....................... ....................... - 1 .9 1.1 (0 .8 ) - 8 .2 8 .8 7 .4 4 .6 4 .2 3 .8 4 .5 8 .8 9 .0 11.5 (0 .3 ) 1 .3 .3 1 .0 3 .7 . - $3,000 $3,100 $3,203 $3,300 $3,403 ANO ANO ANO ANO ANO UNDER $ 3 , 1 0 0 JNDER $ 3 , 2 0 0 UNDER $ 3 , 3 3 0 UNDER $ 3 , 4 0 0 JNDER $ 3 , 5 0 0 ....................... ....................... ....................... ....................... ....................... . - 3 .0 3 .4 2 .4 1 .7 (1 .9 ) 6 .8 7 .5 5 .2 6 .2 5 .7 2 .4 6 .1 4 .2 6 .7 8 .2 _ (2 .2 ) 5 .3 1 .5 $3,500 $3,603 $3,700 $3,800 $3,903 AND ANO ANO ANO ANO UNDER UNDER UNDER UNDER UNDER $3,600 $3,700 $3,800 $3,900 $4,000 ....................... ....................... ....................... ....................... ....................... - - - - — - “ “ 4 .4 3 .3 4 .8 1 .7 2 .1 9 .3 7 .6 4 .9 4 .8 5 .8 1 .6 .5 1 .5 1.1 1 .6 $4,000 $4,103 $4,203 $4,303 $4,403 ANO ANO ANO ANO ANO UNDER UNDER UNDER UNDER UNDER $ 4 .1 0 0 $4,230 $4,300 $4,430 $4,500 ....................... ....................... ....................... ....................... ....................... _ - • - * “ - .8 1 .6 .7 .6 1 .1 4 .7 5 .7 3 .9 2 .4 3 .6 3 .5 3 .1 8 .2 6 .6 4 .4 $4,503 $4,600 $4,700 $4,803 $4,903 ANO ANO ANO AND ANO UNDER UNDER UNDER UNDER JNDER $4,600 $ 4,700 $4,800 $4,900 $5,000 ....................... ....................... ....................... ....................... ....................... - - - (1 .6 ) “ 3 .8 2 .5 1.1 1 .7 .4 3 .6 9 .6 3 .1 3 .0 3 .8 $5,000 $5,103 $5,200 $5,300 $5,400 ANO ANO ANO ANO ANO UNDER $ 5 , 1 0 0 UNDER $ 5 , 2 3 0 JNDER $ 5 , 3 0 0 UNDER $ 5 , 4 0 0 UNDER $ 5 , 5 0 0 ....................... ....................... ....................... . . . . . . . . . ....................... - 1 .3 (2 .6 ) * ” 5 .1 1 .8 3 .5 5 .1 2 .3 $5,503 $5,600 $5,703 $5,803 $5,903 ANO ANO ANO ANO ANO UNDER UNDER JNDER UNDER JNDER $ 5,600 $ 5,70 0 $5,800 $ 5,900 $6,000 . . . . . . . . . ....................... ....................... ....................... . . . . . . . . . - * * * “ “ 3 .6 1 .9 .8 .1 1.1 $6,000 $6,103 $6,203 $6,303 $6,403 ANO ANO ANO ANO ANO UNDER $ 6 , 1 0 0 UNDER $ 6 , 2 0 3 UNDER $ 6 , 3 0 0 JNDER $ 6 , 4 0 0 UNDER $ 6 , 5 0 0 ....................... ....................... ....................... ................. .. ....................... - • - - * * “ “ • — * — 1 .6 1 .8 .3 .7 2 .0 $6,503 ANO OVER - - - - AND ANO ANO ANO UNDER UNDER UNO Et UNDER TOTAL - - - * - * - _ * * “ * - - - - * - _ - - - - - - - - * • - - - - - * - - _ - - - _ - • — ~ - “ “ “ - - 3 .6 1 00 .0 100 .0 1 00 .0 1 00.3 100.0 100.0 $1,562 $1,956 $2,470 $3,151 $3,800 $4,747 NUM8ER OF EMPLOYEES .................................. AVERASE MONTHLY SALARY .......................... See footnotes at end of table. 21 Table 4. Em ploym ent distribution by salary: Professional and administrative occupations—Continued (Percent distribution of employees in selected professional and administrative occupations by monthly salary. United States except Alaska and Hawaii,1 March 1979) Buyers Monthly salary UNOER $850 .......................................................... $853 AND UNDER $ 87 5 .................................. $875 4 NO UNDER $ 9 0 0 ................................. $900 $925 $953 $975 AND AND ANO AND UNDE4 UNDER UNDER RWJER $ 92 5 .................................. $ 9 5 0 .................................. $ 9 7 5 ................................. $ 1 , 0 0 0 ............................ 1 II III IV (2 .6 ) 2 .5 2 .2 - - - . * - - - “ “ “ 2 .1 2 .5 7. 1 4 .1 - - (3 .2 ) 4 .1 4 .4 5 .2 7.1 - 6 .7 4 .4 4 .4 3 .5 1 .8 8 .2 8 .6 8 .2 7 .5 8 .7 (2 .4 ) 2 .7 2 .8 3 .6 5 .0 “ (3 .8 ) 1 .2 1 .0 ....................... ....................... ...................... ....................... ....................... 2 .4 .7 . 7 1 .3 (2 .2 ) 6 .7 6 .0 5 .5 4 .0 2 .9 6 .8 8 .4 6 .4 9 .3 7 .1 2 .1 2 .0 2 .6 2 .8 3 .2 $1,800 $1,850 $1,900 $ 1,950 $2,000 ...................... ...................... ....................... ...................... ....................... - 2 .5 1 .8 1 .0 1 .2 (3 .1 ) 5 .3 6 .4 5 .0 5 .2 5 .2 3 .4 4 .4 4 .6 6 .1 5 .8 ANO ANO AND AND AND JNDER $ 2 , 0 5 0 UNDER $ 2 , 1 0 0 UNDER $ 2 , 1 5 0 JNDER $ 2 , 2 0 0 JNDER $ 2 , 2 5 0 ...................... ....................... ...................... ....................... ...................... - - 2 .9 2 .3 1 .8 2 .0 1 .4 6 .4 4 .0 5 .7 4 .8 4 .5 $2,250 $2,303 $2,353 $2,403 $2,453 AND AND AND AND AND UNDER $ 2 , 3 0 0 UNDER $ 2 , 3 5 0 UNDER $ 2 , 4 0 0 UNDER $ 2 , 4 5 0 JNDER $ 2 , 5 0 0 ....................... ...................... ...................... ...................... ....................... - - 1 .9 1.2 .8 1.1 (2 .9 ) 3 .8 5 .5 2 .7 3. 1 2 .4 $2,503 $2,603 $2,703 $2,803 $2,900 AND AND AND AND AND JNDER $ 2 , 6 0 0 JNDER $ 2 , 7 0 0 UNDER $ 2 , 8 0 0 JNDER $ 2 , 9 3 0 UNDER $ 3 , 0 0 0 ...................... ....................... ...................... ...................... ...................... - - - - - 2 .7 2 .9 2 .0 2 .0 1 .2 $3,003 $3,103 $3,203 $3,300 $3,403 AND AND AND AND ANO J N J E A $ 3 , 1 0 0 ....................... JNDER $ 3 , 2 0 0 ...................... JNDER $ 3 , 3 0 0 ...................... UNDER $ 3 , 4 0 0 ...................... OVER ............................................. - $1,000 $1,053 $1,103 $1,150 $1,203 AND AND AND AND ANO UNDER $ 1 , 0 5 0 J N3E 1 $ 1 , 1 0 0 UNDER $ 1 , 1 5 0 UNDER $ 1 , 2 0 0 JNDER $ 1 , 2 5 0 ...................... ...................... ...................... ...................... ...................... 11.0 12.2 9 .4 9 .7 6 .7 $1,250 $1,303 $1,350 $1,403 $1,453 AND AND ANO AND ANO UNDER UNDER UNDER JNDER UNDER $1,300 $1,350 $1,400 $1,450 $1,500 ...................... ....................... ....................... ....................... ....................... $1,503 $1,550 $1,603 $1,650 $1,700 AND AND AND AND ANO JNDER $ 1 , 5 5 0 UNDER $ 1 , 6 0 0 JNDER $ 1 , 6 5 0 UNDER $ 1 , 7 0 0 UNDER $ 1 , 7 5 0 $1,750 $1,833 $1,853 $1,903 $1,953 AND AND AND ANO AND UNDER JNDER UNDER UNDER UNDER $2,303 $2,350 $2,103 $2,153 $2,203 T O T A L .......................................................... NUMBER OF EMPLOYEES ................................. A V E R A iE MONTHLY SALARY . . . . . . . . . . - - - * - - 100.0 1 00 .0 1 .0 1 .0 1 .3 2 .5 1 00 .0 6 ,9 59 17,392 15,964 5 ,1 63 $1,155 $1,426 $1,767 $2,126 See footnotes at end of table. - - 1 00 .0 - 22 Table 4. Em ploym ent distribution by salary: Professional and administrative occupations—Continued (Percent distribution o f employees in selected professionel end administrative occupations b y m on thly salary. United States except Alaska and H aw aii,1 March 1979) Job analysts Directors of personnel Monthly salary II IV III 1 II III - . - - - - * 1 .3 - - - - - - (1 .2 ) 1 .0 .8 4 .7 1 .5 3 .0 6 .6 - - ( 0 . 5) 1 .5 - - - - 9 .0 4 .6 9 .6 8 .4 6 .7 3 .3 •6 3 .7 5 .6 5 .6 3 .2 1 .0 1 .6 11.5 4 .8 .5 .3 .7 3 .9 - • — - ~ 4 .6 3 .9 2 .8 3 .9 1 .8 . 8 9 .5 2. 7 6 .0 1 0.5 2 .7 4 .2 7 .1 6 .5 3 .8 1 .7 .7 .1 1 .8 4 .2 • 10 .3 ) - 3 .9 1 .9 3 .3 3 .0 (4 .6 ) 6 .8 5 .8 4 .8 2 .5 4 .8 4 .9 1. 1 2 .8 3 .5 3 .2 7 .6 9 .2 1 .2 6 .8 4 .0 1 .9 1.2 .2 6 .0 2 .2 — - _ - 5 .8 5 .6 1 .7 2 .3 1 .0 .2 2 .4 2 .9 6 .0 .9 8 .7 5 .3 5 .4 2 .2 6 .5 .2 1 .5 .2 3 .4 3 .6 1 .0 2.1 6 .2 5 .3 1 .9 4 .0 4 .5 5.2 19.6 5 .9 8 .0 4 .7 2 .7 2 .1 1 .4 1 .0 4 .5 7 .6 4 .9 6 .3 6 .9 2 .4 6 .2 1 .4 5 .8 9 .6 .3 1 .1 1 .0 2 .2 .7 7 .9 7 .9 10.6 8 .2 3 .4 - .7 .1 .1 1 .0 2 .4 3 .1 3 .4 2 .1 2 .7 - (0 .4 ) • - * 3 .4 .7 1 .7 2 .1 .7 - - UNDER $95 0 $950 AND UNOER $ 9 7 5 ............................. $975 AND UNDER $ 1 , 0 0 0 ....................... (0 .8 ) 1 .5 1 .3 ( 0 .6 ) - - $1,900 $1,050 $1,100 $1,150 $1,200 AND AND AND AND AND UNDER JN0ER UNDER UNDER UNDER $ 1,05 0 $ 1 ,1 0 0 $1,150 $1,200 $1,250 ................. .................. ................. .................. ................. 3 .3 4 .3 12.4 18.0 14.7 3 .3 .3 .7 .4 - $1,250 $1,300 $1,350 $1,400 $1,450 ANO AND AND AND AND J nder UNDER UNDER UNDER UNDER $1,300 $1,350 $1,400 $1,450 $1,500 ................. .................. ................. .................. .................. 11.6 5 .6 3 .3 4 .6 3 .3 .3 5 .4 2 .5 7 .9 6. 1 $1,500 $1,550 $1,600 $1,550 $1,700 ANO AND ANO AND AND UNDER UNDER UNDER UNDER UNDER $ 1,55 0 $1,600 $1,650 $1,700 $ 1,750 ................. .................. ................. ................. .................. 1 .3 5 .1 4 .3 1 .0 .3 $1,750 $1,800 $1,350 $1,900 $1,950 ANO AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,8 0 0 $1,850 $1,900 $1,950 $2,000 .................. ................. ................. .................. ................. 2 .3 (1 .3 ) $2,000 $2,050 $2,100 $2,150 $2,200 AND AND ANO ANO AND UNDER UNDER UNDER UNDER UNDER $ 2,050 $ 2,100 $2,150 $2,200 $2,250 ................. .................. .................. ................. .................. - $2,250 $2,300 $2,350 $2,400 $2,450 AND AND AND ANO AND UNDER $ 2 , 3 0 0 UNDER $ 2 , 3 5 0 UNDER $ 2 , 4 0 0 UNDER $ 2 , 4 5 0 UNDER $ 2 , 5 0 0 .................. .................. ................. .................. ................. - - - - * - - - $2,500 $2,600 $2,700 $2,800 $2,903 AND ANO AND AND AND UNDER $ 2 , 6 0 3 UNDER $ 2 , 7 0 0 UNDER $ 2 , 8 0 0 UNDER $ 2 , 9 0 0 UNDER $ 3 , 0 0 0 .................. ................. .................. . . . . . . . ................. $3,000 $3,100 $3,200 $3,300 $3,403 AND AND ANO AND ANO UNDER $ 3 , 1 0 0 UNDER $ 3 , 2 0 0 UNDER $ 3 , 3 0 0 UNDER $ 3 , 4 0 0 UNDER $ 3 , 5 0 0 ................. ................. ................. ................. .................. - - - - $3,500 $3,600 $3,700 $3,800 $3,900 AND AND AND AND AND UNDER $ 3 , 6 0 0 UNOER $ 3 , 7 0 0 UNDER $ 3 , 8 0 0 UNDER $ 3 , 9 0 0 UNDER $ 4 , 0 0 0 ................. ................. ................. .................. ................. - - $4,003 $4,103 $4,200 $4,303 $4,403 AND ANO AND ANO AND UNDER UNDER UNDER UNDER UNDER $4,100 $4,200 $4,300 $ 4,400 $4,500 .................. ................. ................. ................. .................. - “ “ - $4,503 $4,600 $4,700 $4,800 $4,903 AND AND AND AND AND UNDER $ 4 , 6 0 0 ................. UNDER $ 4 , 7 0 0 ................. UNDER $ 4 , 8 0 0 . . . . . . . UNDER $ 4 , 9 0 0 ................. UNDER $ 5 , 0 0 0 .................. - - - $5,000 $5,100 $5,200 AND UNOER AND UNDER AND UNDER $ 5,100 $5,200 $5,300 .................. .................. . . . . . . . TOTAL NUMBER OF EMPLOYEES ............................ AV ERA3 MONTHLY S A L A R Y .................... - - “ - 2 .3 1 .2 1. 7 .8 1 .7 6 .2 (2 .6 ) - - - 1. 1 ( 4 . 2) - _ - - - - - . - - - - _ - . - - “ * - - * - - - - - - - _ - “ “ “ - “ 1 00.0 1 00.0 1 00 .0 1 0 0 .0 1 00.0 - - - - - - - - . - .7 1 .0 0 .3 100.0 100 .0 395 667 484 1 ,1 60 1 ,6 5 6 8 93 292 $1,278 $1,675 $2,019 $1,916 $2,332 $2,857 $3,661 See footnotes at end of table. - IV 23 Table 4 . Em ploym ent distribution by salary: Professional and adm inistrative occupations—Continued (Percent distribution o f employees in selected profanional and administrat ive occupations b y m on thly salary. U nited States except Alaska and H aw aii,1 M arch 1979) V III 1 II III IV V VI UNDER $950 $95 0 $ NO UNDER $ 97 5 . . . . $97 5 ANO UNDER $ 1 , 0 0 0 . . . (3 .9 1 3 .1 6 .9 (1 .3 ) 2 .5 “ _ “ • - - - - - - _ - $1,000 $1,050 $1,100 $1,150 $1,200 AND AND AND AND AND UNDER $ 1 , 0 5 0 UNDER $ 1 , 1 0 0 UNDER $ 1 , 1 5 0 UNDER $ 1 , 2 0 0 UNDER $ 1 , 2 5 0 6 .7 1 1.5 8 .3 1 2.4 14.4 1 .4 2 .5 1 .7 2 .9 6 .4 _ (0 .4 ) 1 .0 - . - - . - • - “ - - - * $1,250 $1,300 $1,350 $1,400 $1,450 A NO AND AND AND AND UNDER $ 1 , 3 0 0 UNDER $ 1 , 3 5 0 UNDER $ 1 , 4 0 0 UNDER $ 1 , 4 5 0 UNDER $ 1 , 5 0 0 7 .3 6 .2 3 .5 3 .6 3 .3 4 .9 10.7 10.4 8 .9 10.5 1 .1 2 .0 2 .9 4 .1 5 .8 _ - — - - - - - - - - - $1,500 $1,550 $1,600 $1,650 $1,700 AND AND AND AND AND UNDER $ 1 , 5 5 0 UNDER $ 1 , 6 0 0 UNDER $ 1 , 6 5 0 UNDER $ 1 , 7 0 0 JNDER $ 1 , 7 5 0 2 .5 1 .8 2 .3 1 .1 ( 1 .2 ) 6 .0 5 .7 6 .1 3 .3 4 .8 4 .9 5 .6 8 .0 5 .8 8 .2 ( 1 .6 ) 1 .1 1 .9 2 .1 2 .8 - _ - - • - - - - $1,750 $1,300 $1,350 $1,900 $1,950 AND AND ANO ANO AND UNDER UNDER UNDER JNDER UNDER $ 1,80 0 $1,850 $ 1,900 $1,950 $2,000 - 6 .7 7 .8 7 .5 5 .8 5 .4 2 .9 4 .0 3 .3 7 .9 6 .6 • (2 .7 ) 1 .1 .7 1 .4 - - . • . “ 2 .4 2 .1 1 .4 1 .6 1 .0 - * - $ 2,000 $2,050 $2,100 $2,150 $2,200 AND ANO AND AND AND UNDER $ 2 , 0 5 0 JNDER $ 2 , 1 0 0 JNDER $ 2 , 1 5 0 UNDER $ 2 , 2 0 0 JNDER $ 2 , 2 5 0 - 1 .0 (0 .6 ) - 1 .4 1 .4 1 .7 3 .2 4 .1 (1 .4 ) 1 .2 .4 .7 1 .6 _ . - - 6 .0 8 .3 7 .3 8 .8 6 .0 _ - - 4 .4 2 .8 2 .2 1 .7 1 .2 $2,250 $2,300 $2,350 $2,400 $2,450 AND ANO ANO AND AND JNDER $ 2 , 3 0 0 JNDER $ 2 , 3 5 0 UNDER $ 2 , 4 0 0 JNDER $ 2 , 4 5 0 UNDER $ 2 , 5 0 0 - - 1 .3 (2 .2 ) - - - - 5 .8 5 .5 3 .1 1 .9 2 .6 3 .7 3 .7 4 .5 8 .2 4 .9 1 .2 .7 2 .4 2 .3 2 .7 $2,500 $2,600 $2,700 $2,300 $2,900 AND AND ANO AND ANO UNDER UNDER UNDER UNDER UNDER $ 2,600 $2,700 $2,800 $2,930 $3,000 - - - 3 .9 2 .8 1 .7 ( 2 . 0) “ 13.6 11.1 9 .1 6 .5 5 .2 6 .4 9 .3 11.2 11.3 7 .6 $3,000 $3,100 $3,200 $3,300 $3,400 AND ANO AND AND ANO UNDER UNDER UNDER UNDER JNDER $3,100 $ 3,200 $3,300 $3,400 $3,500 - “ _ - * * * 3 .5 2 .6 2 .3 1 .0 1 .2 8 .8 6 .7 4 .3 4 .2 3 .5 $3,503 $3,600 $3,700 $3,300 $3,900 AND AND AND ANO AND UNDER $ 3 , 6 0 0 JNDER $ 3 , 7 0 0 UNDER $ 3 , 8 0 0 UNDER $ 3 , 9 0 0 UNDER $ 4 , 0 0 0 “ “ . . - “ (1 .2 ) - $4,000 $4,103 $4,200 $4,300 $4,400 ANO AND AND AND AND UNDER $ 4 , 1 0 0 UNDER $ 4 , 2 0 0 UNDER $ 4 , 3 0 0 UNDER $ 4 , 4 0 0 JNDER $ 4 , 5 0 0 - - - - - - - $4,500 $4,603 $4,700 $4,300 $4,900 AND AND AND AND AND UNDER JNDER UNDER JNDER UNDER $4,600 $4,700 $4,800 $4,900 $5,000 . - - - - - “ “ - - $5,003 $5,100 $5,200 $5,300 $5,400 AND AND ANO ANO AND UNDER UNDER JNDER UNDER JNDER $5,100 $ 5,200 $5,300 $5,400 $5,500 * $5,500 $5,600 AND UNDER AND OVER $5,60 0 _ - ” _ ' “ “ “ - - TOTAL .. - . - _ - - * (1 .9 ) 1 .5 8 .2 7 .2 - 11.1 4 .7 14.2 8 .7 2 .9 (0 .3 1 1 3.6 .3 15.2 3 .6 3 .0 2 .3 (3 .5 ) - 3 .2 4 .2 4 .5 6 .3 1 .9 1 .8 3 .0 12. 7 5 .8 3 .6 • - 2 .3 4 .3 1 .9 2 .0 1 .1 8 .8 1 .2 •9 1 .8 4 .5 — — 2 .4 (5 .3 ) • • - - - 4 .8 1 .5 3 .3 2 .1 2 .4 - - - - - - - - - - . - - - - 2 .1 .9 1 .3 1 .2 .6 - - . • - - - - * 1 .2 (4 .2 ) 3 ,1 68 5 ,5 88 11,437 10,658 8 ,4 19 4,6 61 1,391 330 $1,205 1 1 ,4 4 7 $1,752 $2,122 $2,56 9 $2,936 $3,501 $4,080 24 1 30 .0 - 1 00 .0 See footnotes at end of table. * - 1 00 .0 1 00 .0 NUMBER OF EMPLOYEES ............ AV ERA6E MONTHLY SALARY - _ V II 100.0 100.0 1 00.0 1 00 .0 Table 4. E m ploym ent distribution by salary: Professional and adm inistrative occupations—Continued (Percent distribution o f employees in selected professional and administrative occupations b y m o n th ly salary. United States except Alaska and Haw aii,1 March 1979) Engineers 1 UNDER S I . 100 . . . . S I . 103 AND UNDER * 1 , 1 5 0 S I . 150 ANO UNDER * 1 . 2 0 0 S I . Z O O AND UNDER * 1 , 2 5 0 ANO ANO ANO ANO ANO I *250 I . 300 I . 350 I . *00 I .*50 S S S S S I . 500 ANO UNDER I . 550 ANO UNDER I . 600 ANO UNDER I . *50 ANO UNDER I . 700 ANO UNDER VI III IV _ - _ - — - * | _ “ - , - V VII VIII - - - - - - ...................... ....................... ....................... 12.11 1 .6 2 .1 3 .5 (0 .9 ) 1 .3 1 .8 ....................... ....................... ....................... ....................... ....................... 7 .0 8 .3 11.5 13.3 1*.0 2 .* 3 .5 * .9 7 .1 10.* (1 .3 ) 1 .2 1 .9 3 .* _ - S I . 550 *1.600 *1,650 *1,700 * 1,750 ....................... ....................... ....................... ....................... ....................... 12.2 9 .3 6 .6 * .0 1 .9 12.5 11.* 9 .5 8 .5 7 .1 t.l 5 .8 6 .1 7 .7 3 .d ( 1 .9 ) 1 .0 1 .8 2 .2 * - ....................... ....................... ....................... ....................... ....................... 1 .2 (1 .5 ) - * .9 * .l 3 .2 1 .8 1 .3 7 .6 3 .9 6 .9 7 .0 6 .3 3 .0 3 .9 * .l 5 .6 6 .6 — (3 .2 ) 1 .6 - - * * .8 3 .9 3 .* 3 .* 2 .* 6 .5 6 .* 6 .5 6 .9 6 .* 1 .7 2 .3 2 .8 3 .5 3 .9 _ (2 .6 ) 1 .2 - . - UNDER * 1 , 3 0 0 UNDER * 1 , 3 5 0 UNDER S I . * 0 0 UNDER S I . *50 UNDER * 1 , 5 0 0 S S S S S II - - - - - - • - - S I , 750 S I . 300 S I . 850 S I . 900 SI .950 ANO ANO ANO ANO ANO UNDER * 1 . 8 0 0 UNDER * 1 . 8 5 0 UNDER * 1 , 9 0 0 UNDER * 1 . 9 5 0 UNDER * 2 , 0 0 0 S2.000 S2.050 S2.100 S2.150 S2.200 ANO ANO ANO ANO ANO UNDER * 2 . 0 5 0 ....................... UNDER * 2 , 1 0 0 ....................... UNDER * 2 , 1 5 0 ....................... UNDER * 2 . 2 0 0 ...................... UNDER * 2 . 2 5 0 ....................... _ “ .9 1 .0 (1 .3 ) - S2.250 S2.300 S2.350 S2.S00 S2.S50 ANO AND ANO ANO ANO UNDER * 2 , 3 0 0 UNDER * 2 , 3 5 0 UNDER * 2 , * 0 0 UNDER * 2 , * 5 0 UNDER * 2 , 5 0 0 ....................... ....................... ....................... ....................... ....................... _ - - 1 .* 1 .0 (2 .6 ) - 5 .8 5 .* * .* * .2 3 .5 * .5 6 .3 6 .0 6 .3 6 .0 1 .* 1 .7 1 .9 2 .2 3 .* *2,500 *2,600 *2,700 *2,800 S 2.900 ANO ANO ANO ANO ANO UNDER UNDER UNDER UNDER UNDER ....................... ....................... ....................... ...................... ....................... - - - - - - 5 .8 * .8 1 .6 (1 .7 ) - 11.9 10.1 9 .0 6 .7 5 .0 S 3,000 ANO UNDER * 3 , 1 0 0 ....................... - - - - 3 .6 *2,600 *2,700 *2,80 0 *2.900 *3.000 - “ - - *3,100 *3.200 *3,300 S3,*00 ANO ANO ANO ANO UNDER * 3 , 2 0 0 UNDER * 3 . 3 0 0 UNDER * 3 , * 0 0 UNDER * 3 . 5 0 0 ....................... ...................... ....................... ....................... - - *3,500 S3.600 *3,700 *3,800 S3.900 ANO AND ANO ANO ANO UNDER S 3 . 6 0 0 UNDER * 3 , 7 0 0 UNDER * 3 . 8 0 0 UNDER * 3 , 9 0 0 UNDER * * , 0 0 0 ...................... ............ .. ....................... ....................... . . . . . . . . . “ - “ * **.000 $*,100 $*.200 **.300 **,*00 ANO ANO ANO ANO ANO UNDER * * . 1 0 0 ....................... UNDER * * . 2 0 0 ....................... UNDER * *• 3 00 ....................... UNDER * * , * 0 0 ....................... UNDER * * , 5 0 0 ....................... - - - - “ - * **,500 **.500 **.700 **.800 **,900 ANO ANO ANO ANO ANO UNDER * * , 6 0 0 UNDER * * , 7 0 0 UNDER * * , 8 0 0 UNDER * * , 9 0 0 UNDER * 5 , 0 0 0 ....................... ....................... ....................... ....................... ....................... - S5.000 *5.100 *5,200 $5,300 *5.*00 ANO ANO ANO ANO ANO UNDER * 5 . 1 0 0 UNDER * 5 , 2 0 0 UNDER * 5 . 3 0 0 UNDER * 5 , * 0 0 UNDER $ 5 , 5 0 0 ....................... ...................... ....................... ....................... ....................... *5,500 ANO UNDER *5,600 ....................... - * - - - _ (2 .7 ) 1 .0 - 6 .9 9 .9 10.8 10.0 10.3 2 .6 3 .1 3 .6 5 .1 7 .2 (0 .* ) 1 .0 1 .2 2 .5 3 .8 9 .9 8 .3 2 .* - “ “ “ - “ - * 2 .3 1 .6 1 .2 (2 .1 ) “ 7 .0 6 .3 * .3 3 .2 1 .9 7 .o 8 .4 7 .8 7 .7 7 .9 - - * “ * 2 .1 (3 .7 ) " 7 .0 * .8 3 .6 2 .8 3. 7 - “ “ “ * “ l.a 1 .1 .7 •d i.i “ “ ~ - - “ " - - t .l - - - 8 .7 11.* 10.* 7 .* - 7 .6 5 .6 * .2 3 .2 “ - - 2 .2 1 .3 (2 .3 ) ” - - * * - “ - - - “ “ - - “ “ - 1 00.0 “ 1 00 .0 .* •3 . ?. .2 .2 1 .4 1 00 .0 1 00 .0 1 00 .0 1 00 .0 1 0 0 .0 NUMBER OF EMPLOYEES ................................. 2 1,203 39,636 9*.991 1 25,302 92,602 39,388 1*,628 3 ,3 28 AV ER A Ut t 1 ,t*5 *1,586 *1,323 *2,166 *2,539 *2,900 *3,278 *3,768 T O T A L ............ MONTHLY SALARY .......................... intervals have been accumulated and are shown in the interval above or below the extreme interval containing at least 1 percent. The percentages representing these employees are shown in parentheses. Because of rounding, sums of individual items may not equal 100. 1For scope of study, see table A-1 in appendix A. N O T E : T o avoid showing small proportions of employees scattered at or near the extremes of the distributions for some occupations, the percentages of employees in these 1 00 .0 ** *. 1 5 .8 5 .5 25 Table 5. Em ploym ent distribution by salary: Technical support occupations (Percent distribution o f employees in selected technicel support occu pet ions b y m on thly selary. United Stetes except Alaska and H aw aii,1 March 1979) Engineering technician Drafters Monthly salary 1 * 50 0 *525 *55 0 *57 5 ANO AND ANO AND UNDER UNDER UNDER UNDER *52 5 * 55 0 *575 *600 * 60 0 *625 *650 *675 AND AND AND AND UNDER UNDER UNDER UNDER * 6 2 5 ............................ * 6 5 0 ............................ ( 6 7 5 ............................ ( 7 0 0 ............................. * 70 0 (7 2 5 *750 *775 AND AND AND AND UNDER UNDER UNDER UNDER *725 (7 5 0 (7 7 5 (8 0 0 *800 (3 2 5 * 85 0 *875 AND AND AND AND UNDER UNDER UNDER UNDER ............................ ................. ............................ ............................. - II III IV - - “ - 6 .3 .5 1 .8 2 .5 - - - V III IV (0 .9 ) - - 7 .6 2 .0 11.1 7 .2 1 .9 .6 2 .1 6 .8 (0 .2 ) 1.0 - - - - 11.6 6 .5 6 .0 7 .1 2 .9 5 .1 3 .7 11.3 .9 1 .0 1 .2 2 .6 - _ - 1 II V “ * (0 .3 ) 1 .0 6 .2 6 .3 _ - - - * — - ............................ ............................. ............................. ............................ 2 .6 4 .0 5 .1 7 .3 (1 .6 ) 1 .7 - _ - “ - - - - ( 8 2 5 ............................. * 8 5 0 ............................ * 87 5 ............................. * 9 0 0 ............................. 5 .9 _ (0 .8 ) _ - — - 2 .6 2 .1 5 .8 1 .5 6 .9 7 .7 6 .6 7 .2 2 .5 2 .9 5 .0 3 .1 (2 .3 ) - 3 .0 6. 1 2 .7 3 .6 6 .7 6 .1 *90 0 AND UNDER * 9 2 5 ............................. *925 AND UNDER ( 9 5 0 ............................. * 95 0 ANO UNDER * 97 5 ............................ *975 AND UNDER t i t 000 ....................... 7 .7 5 .6 6 .6 2 .6 6 .6 5 .6 5 .7 5 .0 1 .1 2 .3 2 .7 2 .7 _ (0 .2 ) - 5 .3 3 .1 6 .7 5 .0 6 .6 6 .0 6 .0 5 .3 1 .6 1 .6 1 .7 2 .1 - - 1 .8 1 .2 1 .1 1 .8 (itO O O ( 1 1D5D S i >103 *1.150 *1.200 AND AND AND AND ANO UNDER * i . 0 5 0 JNDER ( 1 , IDO UNDER ( l t l 5 0 UNDER * 1 . 2 0 0 UNDER * 1 , 2 5 0 .................. ................. .................. . . . . . . . ................. 6 .9 6 .7 6 .5 2. 1 2 .1 16.2 10.3 9 .9 6 .9 5 .2 7 .7 7 .3 8 .1 9 .0 10.1 1 .6 1 .8 2 .6 3 .6 6 .1 (1 .2 7 1 .9 3 .1 6 .6 .6 1 .0 3 .9 6 .5 2 .9 2 .3 2 .6 10.5 9 .3 7 .9 7 .6 6 .3 7 .0 7 .9 7 .9 8 .9 9 .3 (0 .6 ) 1 .2 1 .5 2 .3 3 .9 (1 ,2 5 0 (1 ,3 0 0 *1,350 *1,600 *1,650 ANO AND ANO AND AND UNDER UNDER UNDER UNDER UNDER * 1,300 * 1,350 (1 ,6 0 0 *1,650 (1 ,5 0 0 ................. ................. .................. .................. ................. .8 .8 1 .2 1 .1 (0 .8 ) 2 .8 2 .0 1 .5 1 .7 1 .2 9 .3 5 .7 9 .0 8 .5 10.1 10.1 2 .0 2 .6 3 .8 6 .3 8 .0 - 1 .6 (2 .6 ) - 6 .6 3 .8 2 .2 2 .5 1 .3 8 .5 7 .8 6 .0 5 .8 3 .6 6 .1 (1 ,5 0 0 *1,550 *1,600 *1,650 *1,700 AND AND AND AND And UNDER UNDER UNDER UNDER ................. .................. .................. ................. .................. - 1 .3 1 .2 (1 .0 ) * 8 .0 7 .6 6 .1 5 .7 6 .6 7 .6 7 .5 7 .9 9 .1 9 .3 _ - “ 3 .7 2 .2 1 .9 1 .2 (2 .6 ) . - under * 1,550 *1,600 (1 ,6 5 0 *1,700 * 1 ,7 5 0 2 .6 (2 .0 ) - 6 .6 2 .5 2 .8 1 .8 1.1 5 .6 7 .6 6 .5 5 .9 5 .5 (1 ,7 5 0 (1 ,8 0 0 * 1,850 *1,900 *1,950 AND AND ANO AND AND UNDER UNDER UNDER UNDER UNDER (1 ,8 0 0 *1,850 (1 ,9 0 0 *1,950 (2 ,0 0 0 ................. .................. ................. .................. .................. - - - 2 .9 1 .6 1 .6 1 .0 1 .0 8 .9 6 .2 5 .8 3 .9 2 .7 - _ - • - (3 .3 ) - 6 .5 3 .3 2 .3 2 .1 2 .2 (2 ,0 0 0 *2,050 *2,100 (2 ,1 5 0 (2 ,2 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER *2,050 *2,100 *2,150 *2,200 *2,250 .................. .................. .................. .................. .................. - - “ 2 .3 2 .1 2. 1 (2 .5 ) * - - - (1 .6 ) - *2,250 * 2,350 ANO UNDER ( 2 , 3 0 0 ................. AND OVER ........................................ - - _ _ - - - - - - - T O T A L ..................................................... 1 00 .0 1 00 .0 100.0 1 00.0 1 00.0 NUMBER OF EMPLOYEES ............................ 6 ,5 55 16,786 28,225 32,565 *902 (1 ,0 5 7 (1 ,2 5 8 *1,669 AVERAGE MONTHLY SALARY .................... 8.8 * - - 8.6 6 .7 6 .0 6 .2 - — - See footnotes at end of table. - 26 .3 1 .2 .1 - “ - - 6.6 6 .7 7 .6 B. 5 - - - _ - _ - _ - - - - - 2 .0 1 .2 1 .7 1 .6 1 .0 • - - - 1 .2 (3 .6 ) 100.0 1 00 .0 100 .0 1 00 .0 100 .0 18,765 3,2 11 10,008 21,766 30,862 26,780 *1,685 *783 *89 3 *1,070 *1,276 (1 ,6 0 6 Table 5. Em ploym ent distribution by salary: Technical support occupations—Continued (Percent distribution of employees in selected technical support occupations by monthly salary. United States except Alaska and Hawaii,1 March 1979) Computer operators Monthly salary 1 II III IV - . - - V - - - - - - - J NOE R $ 55 0 ..................................................... $55 0 4 NO UNDER $57 5 ............................ $575 4 NO UNDER $ 60 0 ................. 0 .8 2 .5 1 .6 1 .3 .5 $ 60 0 $625 $ 65 0 $675 4 NO 4 NO 4 NO 4 NO UNDER UN0ER UNDER UNDER $ 62 5 $$5 0 $675 $ 70 0 ............................ ............................ ............................. ............................. 4 .5 4 .3 8 .4 7 .2 .7 2 .3 3 .2 2 .3 (0 .6 ) 1 .2 .9 1 .0 $70 0 $725 $75 0 $775 4 NO 4 NO 4 NO 4 NO UNDER UNDER UNDER UNDER $72 5 $ 75 0 $77 5 $ 30 0 ............ ............... ............................ ............................ ............................ 1 2.7 1 4.5 8 .1 4 .9 2 .5 3 .7 6 .0 5 .6 2 .4 2 .6 3 .8 3 .0 $80 0 $825 $ 85 0 $875 4 NO 4 NO 4 NO 4 NO UN0ER UNDER UNDER UN0ER $ 82 5 $ 35 0 $875 $ 90 0 ............................ ............................ ............................ ............................ 3 .6 6 .0 4 .8 1 .9 8 .5 8 .6 4 .5 7 .0 3 .3 4 .5 7 .1 4 .5 (1 .9 ) 1 .5 1 .5 $90 0 $92 5 $950 $975 AND 4 NO 4 NO AND UNDER UNDER UNDER UNDER $ 92 5 ............................ $95 0 ............................ $ 97 5 ............................ $ 1 , 0 0 0 ....................... 3 .2 2 .3 1 .9 1 .3 4 .9 3 .9 4 .7 2 .9 5 .2 4 .9 6 .4 4 .4 2 .6 2 .4 2 .8 3 .0 (0 .9 ) 3 .9 2 .7 1 1.5 5 .9 1 .1 7 .9 8 .5 7 .4 5 .5 3 .9 3 .1 8 .8 9 .5 8 .5 6 .8 1 .8 4 .8 10.4 6 .2 6 .8 2 .9 1 .6 1.6 1 .0 (3 .8 ) 6 .6 7 .0 5 .2 4 .6 3 .1 6 .3 1 1.5 5 .3 5 .8 5 .9 - 2 .7 2 .7 1 .8 2 .1 1 .1 6 .0 8 .4 4 .3 3 .5 2 .9 - 1 .1 1 .4 1 .4 .6 .9 .9 1 .0 .9 .9 - - - . - - $1,000 $1,050 $1,100 $1,150 $ 1,200 AND AND AND AND ANO UNDER UNDER UNDER UNDER UNDER $1,050 $1,100 $1,15 0 $1,200 $1,250 ................. ................. .................. ................. ................. 1 .6 1 .3 1 2.6) - $1,250 $1,300 $ 1 ,3 5 D $1,400 $1,450 AND AND ANO AND ANO UNDER UNDER UNDER UNDER UNDER $1,300 $1,350 $1,400 $1,450 $1,500 ................. ................. .................. ................. ................. - (1 .9 ) - $1,500 $1,550 $1,600 $1,650 $ 1,700 AND ANO AND AND ANO UNDER UNDER UNDER UNDER UNDER $1,55 0 $1,600 $1,650 $1,700 $ 1,750 ................. ................. ................. .................. ................. - - - - $1,750 $ 1,800 $1,850 $1,903 $1,950 AND AND AND AND AND UNDER $ 1 , 8 0 0 UNDER $ 1 , 8 5 0 UNDER $ 1 , 9 0 0 UNDER $ 1 , 9 5 0 UNDER $ 2 , 0 0 0 .................. ................. .................. ................. ................. - - - - “ “ $2,000 $2,050 $2,100 $2,15J $2,200 ANO AND ANO AND AND UNDER UNDER UNDER UNDER UNDER ....................... - - - (0 .1 ) - - - TOTAL NUM3ER OF $ 2,05 0 $2,100 $2,150 $2,200 $2,250 EMPLOYEES - 1 . 0 - ...................... ...................... - ....................... - - * * .9 1 .4 1.1 1 .3 .1 100 .0 100.0 100.0 1 00 .0 100 .0 5 ,7 13 7 ,3 70 26,299 15,616 3 ,7 1 2 $766 $906 $1,001 $ 1,243 $1,415 ....................... .................................................................... .................................... AVERAGE MONTHLY SALARY - “ - .......................... - 1 Fo r scope o f sttrdy, see table A -1 in appendix A . N O T E : T o avoid showing small proportions of employees scattered at or near the extremes of the distributions for some occupations, the percentages of employees in these intervals have been accumulated and are shown in the interval above or below the extreme interval containing at least 1 percent. The percentages representing these employees are shown in parentheses. Because of rounding, sums of individual items may not equal 100. 27 Table 6. Em ploym ent distribution by salary: Clerical occupations (Percent distribution o f employees in selected clericel occupations, b y m on thly salary. U nited States except Alaska and H aw aii,1 March 1979) File clerks Accounting clerks Key entry operators Monthly salary 1 II IV III 1 II III 1 .7 2 .0 6 .6 _ - - - 0 .1 1 .0 * (0 .1 ) " 1 8 .2 1 4 .3 1 2 .4 1 1 .3 7 .1 6 .4 8 .3 6 .7 (1 .7 ) 1 .3 2 .5 3 .2 4 .7 5 .4 (2 .2 ) 8 .0 6 .6 5 .3 3 .6 1 1 .0 8 .3 1 1 .2 6 .7 2 .2 2 .0 5 .4 4 .7 7 .2 8 .8 8 .7 8 .4 1 .6 2 .6 4 .0 4 .9 1 II (1 .8 ) - - - - - - ( 5 2 5 ............................ * 5 5 0 ............................. * 5 7 5 ............................. * 6 0 0 ............................ 3 .4 4 .9 9 .9 8 .5 1 .4 1 .6 3 .6 3 .7 (1 .0 ) - 4 NO 4 NO 4 NO 4 NO UNDE* * 6 2 5 ............................. UNOE* ( 6 5 0 ......................... ... UNOE* * 6 7 5 ............................ UNOE* ( 7 0 0 ............................ 1 0 .4 8 .6 1 3 .2 9 .4 4 .5 5 .1 6 .4 8 .4 1 .2 .9 2 .1 3 .3 * 70 0 *725 * 75 0 *775 4NO 4 NO 4 NO 4ND UNOE* UNOE* UNOE* UNOE* *725 (7 5 0 (7 7 5 (3 0 0 ............................ ............................ ............................ ............................. 6 .8 5 .2 4 .0 3 .1 7 .0 6 .5 6 .6 6 .7 3 .0 4 .0 4 .8 5 .6 (4 .5 ) 1 .9 2 .1 2 .0 1 .2 (4 .8 ) 4 .5 7 .3 3 .1 2 .B 6 .9 5 .3 4 .3 8 .2 5 .1 6 .3 4 .5 4 .2 5 .1 6 .4 5 .0 5 .2 *800 (8 2 5 (8 5 0 (8 7 5 4 NO 4 NO 4 NO 4 NO UNOE* UNOE* UNOE* UNOE* *825 (3 5 0 (8 7 5 (9 0 0 ............................ ............................ ............................ ............................. 1 .8 1 .7 .9 .8 5 .2 5 .0 3 .9 3 .0 4 .8 6 .1 6 .3 5 .5 1 .9 2 .6 3 .0 3 .1 . * 1 .9 1 .4 2 .8 .6 5 .2 5 .8 5 .3 5 .7 3 .7 3 .7 3 .2 2 .1 5 .4 6 .3 5 .0 5 .8 ( 9 2 5 ............................ ( 9 5 0 ............................. 1 9 7 5 ............................ ( 1 . 0 0 0 ....................... .8 .7 .8 .4 2 .7 2 .0 1 .3 1 .8 5 .5 4 .5 4 .2 4 .7 4 .8 3 .0 4 .9 3 .6 “ - .7 .6 .8 .6 3 .5 1 .9 6 .3 3 .9 2 .5 1 .6 2 .1 1 .9 3 .8 3 .4 2 .5 3 .4 1 .3 1 .2 (3 .6 ) - 5 .0 3 .9 2 .4 1 .6 1 .4 2 .4 1 .6 1 .1 1 .0 (4 .1 ) 6 .6 3 .9 2 .9 2 .6 2 .6 . - 1 .0 1 .3 1 .6 1 .1 (1 .1 ) _ - 1 .5 3 .5 1 .2 (2 .7 ) - - *425 *450 *475 4 NO UNDE* * 4 5 0 ............................. 4 NO UNDE* * 4 7 5 ............................ AND UNDE* * 5 0 0 ............................. * 50 0 (5 2 5 *550 *575 4 NO 4 NO 4 NO 4 NO UNDE* UNDE* UN0E* UNOE* * 60 0 *625 *650 *675 *90 0 4 NO UNDE* *92 5 4 NO UNDE* ( 9 5 0 4 NO UNDE* *975 4 NO UNOE* * _ * - (1 .0 0 0 * 1 .0 5 0 * 1 .1 0 0 * 1 .1 5 0 * 1 .2 0 0 ANO ANO ANO A NO ANO U N D t* JN D E * JN D E * JN D E * UNDE* (1 .0 5 0 * 1 .1 0 0 * 1 .1 5 0 * 1 .2 0 0 (1 .2 5 0 ................. ................. ................. ................. ................. 1 .1 2 .8 (2 .3 ) - 2 .8 2 .2 2 .7 1 .6 (4 .3 ) 5 .8 5 .1 5 .7 4 .5 2 .7 8 .5 7 .8 8 .3 8 .1 4 .7 * 1 .2 5 0 * 1 .3 0 0 * 1 ,3 5 3 * 1 ,4 0 0 (1 ,4 5 3 ANO ANO ANO ANO ANO UNDE* JN D E* JN D E * JN D E* JN D E* * 1 .3 0 0 (1 .3 5 0 * 1 ,4 0 0 * 1 ,4 5 0 * 1 .5 0 0 .................. .................. .................. .................. . ............... “ * - 1 .8 1 .7 1 .5 1 .0 (2 .9 ) 3 .8 4 .6 3 .7 3 .5 3 .4 * * 1 ,5 0 3 * 1 .5 5 3 (1 ,6 0 0 * 1 ,6 5 3 (1 .7 0 0 ANO ANO ANO ANO ANO UNDE* JN D E * JN D E* JN D E * JN D E * (1 .5 5 0 * 1 ,6 0 0 * 1 ,6 5 0 (1 ,7 0 0 (1 ,7 5 0 .................. .................. ................. .................. ................. - - - - 3 .4 1 .8 1 .7 1 .3 1 .0 “ _ “ ( 1 .8 0 D ANO Q V E * - - - ( 1 .0 ) - 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 OP EM P LO YEES ............................. 2 3 ,9 6 3 8 3 .1 3 7 6 0 .8 3 8 .................... *687 *796 *94 7 ........................................ T O T A L ..................................................... N JN 3 E * A V E * A JE MONTHLY SA LA RY . - * • “ - - - - 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 2 4 ,3 0 4 2 5 .3 6 2 1 6 , 187 4 ,3 5 8 7 4 ,5 7 2 4 7 ,0 3 7 * 1 , 134 *589 (6 8 9 *874 *758 *903 See footnotes at end of table. * 28 . - - Table 6 . Em ploym ent distribution by salary: Clerical occupations—Continued (Percent distribution of employees in selected clerical occupations, b y monthly salary. United States except Alaska and Hawaii,1 March 1979) Personnel clerk. Monthly salary Messengers II III _ - - . 1 $ ♦50 ANO UNDER $ 5 7 5 ............................ $ ♦75 AND UNDER $ 5 0 0 ............................ (0 .3 ) 2 .9 $500 $525 $550 $575 AND AND ANO AND UNDER UNDER UNDER UNDER $525 $550 $575 $600 ............................ ............................ ............................ ............................ 8 .9 9 .7 1 0 .7 8 .8 0 .5 2 .1 3 .7 5 .2 $600 $62 5 $650 $ 67 5 ANO AND AND AND UNDER UNDER UNDER UNDER $625 $650 $675 $700 ............................ . . . . . . . . . . . .............. .. ............................ 3 .8 7. 1 7 .5 5 .8 $700 $725 $750 $775 AND ANO ANO ANO UNDER UNDER UNDER UNDER $ 7 2 5 ............................ $ 7 5 0 ............................ $ 7 7 5 ............................ $ 8 0 0 ............ .................... 5 .1 3 .9 2 .6 $800 $825 $850 $ 87 5 ANO ANO AND AND UNDER UNDER UNDER UNDER $ 8 2 5 ..................................... $ 8 5 0 ............................ $ 8 7 5 ..................................... $ 9 0 0 ................... ... 1 .6 1 .8 $900 $ 92 5 $950 $975 ANO AND ANO ANO UNDER $ 9 2 5 UNDER $ 9 5 0 UNDER $ 9 7 5 UNDER $ 1 , 0 0 ..................................... .................................... ..................................... 0 .............................. $ 1 ,0 0 0 $ 1 ,0 5 0 $ 1 ,1 0 3 $ 1 ,1 5 0 $ 1 .2 0 3 AND ANO AND ANO ANO UNDER UNDER UNDER UNDER UNDER $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 $ 1 ,2 5 0 $ 1 ,2 5 3 $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 ANO ANO ANO ANO AND JND ER UNDER UNDER UNDER UNDER $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,5 0 0 $ 1 ,5 0 0 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 ANO AND AND ANO ANO UNDER UNDER UNDER UNDER JN D ER $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 $ 1 ,7 5 0 $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 ANO A ND ANO A ND AND $ 2 ,0 0 0 $ 2 ,0 5 3 $ 2 ,1 0 3 $ 2 ,1 5 0 $ 2 ,2 0 3 AND ANO ANO ANO ANO TO TA L NUMBER OF ....................... . . . . . . . .................. ................. 1 .8 1 .0 1 .1 1 .6 1 .6 (6 .3 ) _ - - - - - - - 6 .6 5 .6 1 1 .8 7 .0 1 .5 3 .5 3 .8 6 .5 1 .2 1 .2 .3 1 .3 1 0 .5 7 .7 8 .3 7 .3 5 .2 6 .0 6 .3 6 .6 3 .6 3 .0 3 .2 3 .9 6 .1 2 .1 3 .1 5 .7 6 .3 6 .8 2 .0 1 .9 7 .1 2 .6 6 .7 3 .6 2 .8 3 .1 7 .7 6 .5 3 .9 5 .8 .7 .6 2 .1 .9 2 .1 2 .6 8 .2 7 .1 6 .2 3 .6 3 .8 “ - 1 .1 ...................... - - ....................... - - 1 .3 .7 3 .8 (1 .5 ) “ * ....................... ...................... “ ....................... ...................... - - - - ....................... ...................... - - .................. * - UNDER UNDER UNDER JN D ER UNDER $ 1 ,8 0 0 ................. $ 1 ,8 5 0 .................. $ 1 ,9 0 0 .................. $ 1 ,9 5 0 ....................... $ 2 ,0 0 0 ....................... - - UNDER UNDER JN D ER UNDER JND ER $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 $ 2 ,2 5 0 2 .6 _ - - - — — - - * * . - (0 .8 ) - 1 .1 - 1 .2 * 2 .0 - 2 .6 - 1 .9 1 .0 2 .8 - 3 .8 9 .0 6 .8 7 .1 5 .3 5 .8 1 5 .7 6 .9 7 .7 8 .8 3 .6 9 .5 6 .1 6 .6 1 6 .2 1 .5 3 .6 2 .3 2 .2 .8 2 .7 2 .6 7 .2 2 .2 1 .0 1 .7 6 .6 1 7 .1 7 .6 5 .6 1 .6 (0 .3 ) 5 .0 1 .1 1 .3 .8 1 .1 .8 1 .3 3 .1 1 .5 1 .3 .8 1 .2 1 .3 .7 1 .6 8 e8 - 1 .2 - - - 1 .0 - - - - * - - ...................... - - ...................... 2 .6 (1 .6 ) - - - “ - - - - - “ . 1 .2 7 .2 2 .8 _ ....................... . . . . . . . - 1 .1 “ 1 .5 1 .3 1 .6 2 .8 0 .3 1 0 0 .0 1 0 0 .0 - .................................................................... 1 0 0 .0 1 0 0 .0 1 0 0 .0 EM P LO YEES ............................ 1 8 ,8 6 9 2 ,2 9 0 5 ,6 6 6 3 .3 7 3 1 ,9 9 6 756 $67 6 $76 8 $ 89 0 $ 1 ,0 0 5 $ 1 ,1 9 2 $ 1 ,3 7 6 AVERAGE MONTHLY SALARY .................... See footnotes at end of table. - - (0 .6 ) ...................... ....................... “ - ( 2 . 0 ) - ....................... V _ (1 .3 ) 1 .0 .9 1 .3 .5 - IV 29 1 0 0 .0 Table 6. Em ploym ent distribution by salary: Clerical occupations—Continued (Percent distribution o f amployeas in salactad darical occupations, b y m o n th ly salary. U nited States except Alaska and Haw aii,1 M arch 1979) Secretaries Monthly salary UNDER $ 5 0 0 ..................................................... 1 II III - - - - IV - V _ - - $500 $ 52 5 $550 $57 5 ANO AND $ NO AND UNDE* UNDER UNDE* UNDER $ 5 2 5 ............................ $ 5 5 0 ............................ $ 5 7 5 . .......................... $ 6 0 0 ............................ _ (1 .8 ) - $600 $625 $650 $ 67 5 AND AND AND A N0 UNDE* $ 6 2 5 ............................ UN0ER $ 6 5 0 ............................ UNDER $ 6 7 5 ............................ UNDER $ 7 0 0 ............................ 1 .8 2 .3 3 .7 6. 7 (1 .6 ) 1 .0 1 .6 2 .1 (1 .8 ) - - - - $709 $72 5 $750 $77 5 AND AN0 AND ANO UNDER $ 7 2 5 ............................. UNDER $ 7 5 0 .................... ... UNDER $ 7 7 5 ............................ UNDER $ 8 0 0 ............................ 6 .0 6 .8 5 .9 3 .0 3 .0 6 .0 6 .9 6 .7 1 .9 2 .1 2 .0 2 .8 (6 .1 ) $800 $ 82 5 $ 85 0 $ 87 5 AND ANO AND AND UNDER UNDER UNDER UNDER $825 $850 $875 $900 7 .6 6 .9 6 .3 6 .6 5 .3 5 .9 6 •6 6 .8 2 .7 3 .6 3 .9 3 .6 $ 90 0 $925 $950 $97 5 AND AND AND AND UNDER UNDER UNDER UNDER $ 9 2 5 ............................ $ 9 5 0 ............................ $ 9 7 5 ............................ $ 1 ,0 0 0 . . . . . . . . . 5 .3 5 .3 6 .6 3. 7 5 .9 6 .6 6 .5 5 .6 ............................ ................. ............................ ............................ Standoraphers, general Standoraphers, senior Typists II 1 - - (0 .6 ) - - . - (0 .6 ) 1 .0 1 .6 1 .9 (0 .6 ) 1 .1 1 .7 - 3 .8 5 .1 8 .1 8 .6 3 .1 3 .5 6 .6 6 .8 • (1 .6 ) 1 .0 1 .7 1 0 .6 9 .5 1 0 .7 6 .3 3 .6 5 .6 6 .5 5 .6 . - 6 .6 6 .3 6 .7 6 .2 2 .0 3 .1 3 .1 3 .3 5 .0 6 .9 6 .7 3 .6 7 .8 5 .5 6. D 5 .6 1 .7 2 .6 2 .6 2 .1 . (2 .6 ) 1 .1 .6 5 .2 5 .0 6 .8 3 .6 3 .3 2 .8 3 .9 3 .6 2 .9 2 .5 1 .2 1 .6 6 .0 5 .1 6 .7 3 .7 5 .1 6 .0 5 .1 6 .7 2 .9 2 .6 3 .8 6 .0 2 .1 1 .6 1 .8 6 .2 3 .5 2 .9 2 .9 6 .0 5 .2 3 .6 3 .6 3 .7 1 .2 .8 .9 .8 3 .0 2 .6 2 .6 2 .2 3 .5 3 .8 3 .0 1 .8 1 .6 - - - $ 1 ,0 0 0 $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 AND AND AND ANO AND UNDER UNDER UNDER UNDER UNDER $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 $ 1 ,2 5 0 ................. .................. ................. .................. .................. 6 .9 3 .7 2 .0 1 .7 2 .0 8 .0 6 .6 6 .8 6 .0 2 .5 9 .7 8 .0 8 .0 6 .6 5 .2 8 .6 8 .9 7 .1 7 .7 6 *6 5 .8 5 .2 6 .7 7 .1 7 .0 6 .0 6 .5 6 .2 2 .0 1 .5 1 0 .6 5 .9 9 .1 7 .2 5 .0 2 .0 1 .3 (3 .1 ) - $ 1 ,2 5 0 $ 1 ,3 0 9 $ 1 ,3 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 AND AND AND AND AND UNDER $ 1 ,3 0 0 UNDER $ 1 , 3 5 0 UNDER $ 1 ,6 0 0 UNDER $ 1 ,6 5 0 DN0ER $ 1 ,5 0 0 .................. ................. .................. ................. ................. 1 .1 1 .0 1 0 .8 ) - 6 .5 3 .2 2 .6 2 .2 1 .9 6*6 6 .2 6 .5 3 .9 3 .1 6 .1 6 .6 5 .6 5 .8 5 .0 2 .3 3 .0 3 .6 1 .6 (1 .0 ) 6 .0 2 .5 6 .6 2 .9 1 .7 - - 2 .5 1 .7 1 .3 1 .3 (1 .6 ) - 1 .1 1 .6 1 .0 1 .6 (0 .8 ) $ 1 ,5 0 0 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 AND AND AND AND ANO UNDER UNDER UNDER UNDER UNDER .................. . . . . . . . .................. ................. .................. - - 1 .3 1 .8 1 .0 1 .2 (0 .6 ) 2 .9 2 .0 1 .6 1 .6 (3 .2 ) 5 .6 3 .7 2 .9 2 .9 6 .3 • - _ - - ( 1 .9 ) - - - $ 1 ,7 5 3 $ 1 ,8 0 0 $ 1 ,9 0 0 AND UNDER $ 1 ,8 0 0 ................. AND UNDER $ 1 ,8 5 0 ................. AND OVER ........................................ - - - - - - - - . - - - 1 .3 1 .3 (3 .2 ) - - - f O T A L ..................................................... 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 NUMBER OF EM P LO YEES ............................ 3 8 .6 2 8 7 9 ,3 2 8 9 2 ,3 7 3 6 9 ,9 8 3 1 7 .1 8 7 2 6 ,6 9 5 2 2 ,3 1 6 6 5 ,9 8 8 2 8 ,3 6 6 $863 $968 $ 1 ,0 7 2 $ 1 ,1 7 3 $ 1 ,3 0 8 $ 91 1 $ 1 ,0 3 8 $700 $ 86 6 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 AVERAGE MONTHLY SALARY .................... - 1For scope of study, see table A-1 in appendix A. N O T E : T o avoid showing small proportions of employees scattered at or near the extremes of the distributions for some occupations the percentages of employees in these - - intervals have bean accumulated and are shown in the interval above or below the extreme interval containing at least 1 percent. The percentages representing these employees are shown in parentheses. Because of rounding, sums of individual items may not equal 100. 30 Table 7. Occupational em ploym ent distribution: By industry division, United States, March 19 79 (Percent distribution o f employees in selected professionel, administrative, technical, and clerical occupations1 b y industry division,2 U n ited States except Alaska and Hawaii) Occupation and level Mining Con struction Manu facturing Public utilities3 Wholesale trade Retail trade Finance, insurance, and real estate Selected services4 (5 ) (5 ) 100 15) 15) 5 (5 ) (5 ) 7 16 P R O F E S S IO N A L AND A D M IN IS T R A T IV E A C C O U N T A N T S -.................................................................... A U D IT O R S ................................................................................ P U B L IC A C C O U N T A N T S ................................................... C H IE F A C C O U N TA N TS .................................................... A T T O R N E Y S -.......................................................................... B U Y E R S ..................................................................................... J O B A N A L Y S TS ..................................................................... D IR E C T O R S OF P E R S O N N EL ......................................... C H E M IS T S .............................................................................. E N G IN E E R S .......................................................................... T E C H N IC A L 15) (5 ) (5 ) 15) 15) (5 ) 15) 15) (5 ) (5 ) (5 ) (5 ) (5 ) (5 ) 15) 15) (5 ) (5 ) 68 27 81 57 68 90 73 9 14 * 14 4 8 (5 ) 15) 6 (5 ) (5 ) (5 ) (5 ) (5 ) (5 ) 81 69 39 (5 ) 15) 15) 15) (5 ) (5 ) 15) 15) (5 ) (5 ) (5 ) 15) (5 ) (5 ) (5 ) (5 ) 42 21 35 32 62 49 49 40 64 33 - 5 (5 ) 4 5 - - 3 (5 ) (5 ) (5 ) (5 ) (5 ) (5 ) 4 4 (5 ) (5 ) (5 ) (5 ) 15) 10 37 9 47 (5 ) 26 13 (5 ) (5 ) 5 8 10 (5 ) •5 ) 8 (5 ) (5 ) 7 (5 ) (5 ) 22 12 18 13 13 7 7 9 9 10 23 8 ID 4 9 (5 ) (5 ) 6 7 (5 ) 14 15) 15 58 19 39 14 23 10 35 (5 ) 6 20 8 5 6 5 7 SUPPORT E N G IN E E R IN G T E C H N IC IA N S .................................... D R A FTE R S ............................................................................. COMPUTER O P E R A TO R S ................................................... C L E R IC A L A C C O U N TIN G C L E R K S -...................................................... F I L E C L E R K S ........................................................................ K EY EN TR Y O PERATO RS ................................................. M ES S EN G ER S .......................................................................... PERSONNEL C LER K S........................................................... S E C R E T A R IE S ......................................................................... STENOGRAPHER S ' ................................................................. T Y P I S T S ................................................................................. a 7 6 4 (5 ) 4 research, development, and testing laboratories; credit reporting and collection agencies; computer and data processing services; management, consulting, and public relations services; noncommercial educational, scientific, and research organizations; and accounting, auditing, and bookkeeping services. 5 Less than 4 percent. 1Each occupation includes the work levels shown in table 1. 2 For scope of study, see table A-1 in appendix A. 3Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary services. 4 Limited to engineering, architectural, and surveying services; commercially operated Table 8. Relative salary levels: Occupation by industry division, United States, March 19 79 (Relative salary levels for selected professional, administrative, technical, and clerical occupations' by industry division,2 United States except Alaska and Hawaii) (Average salary for each occupation in all industries = 100) Occupation and level P R O F E S S IO N A L Mining Con struction Manu facturing Public utilities3 Wholesale trade Retail trade Finance, insurance, and real estate Selected services4 92 92 92 96 99 86 100 (5 ) (5 ) 99 106 100 (5 ) 96 98 102 86 96 97 AND A D M IN IS T R A T IV E A C C O U N TA N TS ................................................................... A U D ITO R S ............................................................................. P U B L IC A C C O U N TA N TS ................................................. C H IE F A C C O U N TA N TS ................................................... A TTO R N E Y S BUYERS J O B A N A L Y S TS D IR E C TO R S OF PERSONNEL C H E M IS TS E N G IN E E R S 95 93 101 104 (5 ) 111 102 112 121 108 109 100 108 (5 ) (5 ) 103 90 (5 ) (5 ) 101 101 105 100 107 10J 105 101 100 100 105 107 110 96 109 108 109 (5 ) 102 (5 ) 95 10J 103 ( 5) (5 ) 95 99 102 102 102 102 (5 ) 96 (5 ) (5 ) 116 15) 113 (5 ) 105 90 99 100 106 112 105 112 (5 ) (5 ) 104 (5 ) (5 ) 98 88 92 91 102 97 87 117 111 110 98 122 110 95 106 100 113 97 95 (5 ) 93 93 103 100 109 105 107 102 103 102 105 120 120 126 124 110 112 106 121 99 104 103 115 (5 ) 97 108 111 94 101 99 97 83 89 84 98 88 92 91 89 91 90 81 88 95 102 90 96 97 102 88 101 T E C H N IC A L SUPPORT E N G IN E E R IN G T E C H N IC IA N S .................................... D R A FTE R S .......................................................................... COM PUTER O P E R A TO R S ................................................ C L E R IC A L A C C O U N TIN G C L E R K S .................................................... F I L E C LER K S ’ .................................................................. K EY EN TR Y O P E R A T O R S ............................................ M ES S EN G ER S ...................................................................... PERSON N EL C L E R K S ...................................................... S E C R E T A R IE S .................................................................... S TEN O G R A P H E R S .............................................................. T Y P I S T S ............................................................................. 4 Limited to engineering, architectural, and surveying services; commercially operated research, development, and testing laboratories; advertising; credit reporting and collection agencies; computer and data processing services; management, consulting, and public relations services; noncommercial educational, scientific, and research organizations; and accounting, auditing, and bookkeeping services. 3 Insufficient employment in 1 work level or more to warrant separate presentation of data. 'Each occupation includes the work levels shown in teble 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 . 3Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary services. 31 Table 9 . Average w eekly hours: Occupation by industry division. United States, March 19 7 9 (Average standard w eekly hours1 fo r employees in selected professional, administrative, technical, and clerical occupations3 b y industry division,3 U nited States except Alaska and Haw aii) Occupation and level Mining Con struction Manu facturing Public utilities4 Wholesale trade Retail trade Finance, insurance, and real estate Selected services3 P R O F E S S IO N A L AND A D M IN IS T R A T IV E A C C O U N TA N TS ................................................................ A U D IT O R S ........................................................................... P U B L IC A C C O U N TA N TS .............................................. C H IE F A C C O U N TA N TS ................................................... A TTO R N E Y S ...................................................................... BUYERS .............................................................................. J O B A N A L Y S TS ............................................................... D IR E C TO R S OF PERSON N EL...................................... C H E M IS T S ......................................................................... E N G IN E E R S ...................................................................... T E C H N IC A L * 0 .0 * 0 .0 (6 1 3 9 .5 * 0 .0 * 0 .0 * 0 .0 * 0 .0 * 0 .0 3 9 .5 * 0 .0 (6 ) (6 ) * 0 .0 * 0 .0 (6 ) (6 ) * 0 .0 3 9 .5 3 9 .0 3 9 .5 3 B .5 * 0 .0 3 9 .5 * 0 .0 * 0 .0 * 0 .0 3 9 .5 3 9 .0 3 9 .0 3 9 .0 3 9 .0 3 8 .5 * 0 .0 (6 ) 3 9 .5 3 9 .0 3 9 .5 3 9 .5 3 9 .5 3 8 .0 3 6 .5 (6 ) (6 ) 3 8 .5 3 9 .5 3 9 .5 (6 ) 3 8 .5 3 9 .0 (6 ) 3 9 .5 16) (6 ) 3 8 .0 3 8 .0 3 8 .5 3 8 .0 3 8 .5 3 8 .0 3 8 .5 (6 ) (6 ) 3 9 .5 3 9 .0 3 9 .5 (6 ) 3 9 .0 * 0 .0 3 9 .5 3 9 .5 3 9 .5 * 0 .0 * 0 .0 (6 ) * 0 .0 16) * 0 .0 * 0 .0 * 0 .0 * 0 .0 3 9 .5 * 0 .0 3 9 .0 3 B .5 16) (6 ) 3 9 .5 (6 ) (6 ) 3 9 .5 3 6 .5 3 8 .0 3 8 .5 3 9 .5 * 0 .0 3 9 .5 * 0 .0 * 0 .0 * 0 .0 * 0 .0 * 0 .0 * 0 .0 3 9 .0 * 0 .0 3 9 .5 * 0 .0 * 0 .0 3 9 .5 16) * 0 .0 3 9 .5 * 0 .0 3 9 .5 3 9 .5 3 9 .5 3 9 .0 * 0 .0 3 9 .5 3 9 .5 3 9 .5 3 9 .0 3 8 .0 3 9 .5 3 B .5 3 9 .5 3 8 .5 3 9 .0 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 9 .0 (6 ) 3 9 .5 3 9 .0 3 9 .0 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 9 .0 3 9 .0 * 0 .0 3 9 .5 3 8 .0 3 8 .0 3 8 .0 3 7 .5 3 8 .0 3 8 .0 3 8 .0 3 7 .5 3 9 .5 3 9 .5 * 0 .0 3 8 .0 3 9 .0 3 9 .5 3 9 .0 3 9 .0 SUPPORT E N G IN E E R IN G T E C H N IC IA N S .................................. D R A FTE R S ......................................................................... COMPUTER O P E R A TO R S ............................................... C L E R IC A L A C C O U N TIN G C L E R A S .................................................. F I L E C LER K S ................................................................. K E Y EN TR Y O P E R A TO R S ............................................. M ESSEN GERS .................................................................... PERSON N EL CLERK S .................................................... S E C R E T A R IE S ................................................................. S TEN OGRA PHERS ............................................................ T Y P I S T S .............................................................................. 5 Limited to engineering, architectural, and surveying services; commercially operated research, development, and testing laboratories; advertising; credit reporting and collection agencies; computer and data processing services; management, consulting, and public relations services; and noncommercial educational, scientific, and research organizations; and accounting, auditing, and bookkeeping services. ‘ Insufficient employment in 1 or more work levels to warrant separate presentation of data. 1Based on the standard workweek for which employees receive their regular straight-time salary. If standard hours ware 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. 1Each occupation includes the work levels shown in table 1. 3 For scope of study, see table A-1 in appendix A . 4Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary services. 32 A ppendix A . Scope and Method o f Survey address, employment, type of industry, or other informa tion. Scope The survey relates to establishments1 in the United States, except Alaska and Hawaii, employing at least a specified minimum number of workers, and engaged in the following industries: Mining; construction; manufacturing; transportation, communications, electric, gas, and sanitary services (except the U.S. Postal Service); wholesale trade; retail trade; finance, insurance, and real estate; and selected services (table A-l). Establishments which employed fewer than the minimum number of employees specified for each industry division were excluded. Establishments which met the minimum size criteria during the reference period of the information used in compiling the survey universe were included, even if they employed fewer than the specified minimum number of workers at the time of the survey. Establishments outside of the industrial scope of the survey at the time of data collection were excluded. Table A-l shows the estimated number of establishments and employees within scope of the survey and the number within the sample actually studied for each major industry division. Separate estimates are presented for establish ments employing 2,500 workers or more and for those located in Standard Metropolitan Statistical Areas (SMSA’s).12 Similar estimates of the number of full-time white-collar employees are also provided. Survey design The design for a survey consists of the method by which the individual establishments are classified into homo geneous groups or strata, how the sample sizes were chosen for the individual strata, and the method by which the sample of establishments was selected from each stratum. Establishments within scope of the 1979 survey were stratified by industry group and by total employment. Establishments were also stratified on a limited scale geographically to allow BLS to publish estimates for New York State and the New York area in a separate report. The sample size in a stratum was approximately propor tional to the total employment of all establishments within the stratum. Thus, a stratum which contained 1 percent of total employment within the scope of the survey received approximately 1 percent of total sample. Within each stratum, a random sample was selected systematically to maximize the probability of retaining establishments which were selected for the 1978 sample.3 This method of selection would reduce collection costs by decreasing the number of new establishments in the sample. Data collection The list of establishments (called the sampling frame) from which the sample was selected was developed by updating the 1978 survey sampling frame using data from the most recently available (usually March 1977) unem ployment insurance reports for 48 States and the District of Columbia. During the update process, some establishments were added, some were removed, while others changed Data for the survey were obtained by personal visits of the Bureau’s field representatives to a nationwide sample of establishments. Collection was scheduled during the months of January through April to reflect an average reference period of March 1979.4 Employees were classified by occupation and level using job descriptions (see appendix C) prepared jointly by the Bureau of Labor Statistics and the Office of Personnel 1 For this survey, an establishment is an economic unit which produces goods or services, a central administrative office, or an auxiliary unit providing support services to a company. In manufac turing industries the establishment is usually a single physical location. In nonmanufacturing industries, all locations of an individual company within a Standard Metropolitan Statistical Area (SMSA) or within a nonmetropolitan county are usually considered an establishment. 2 The metropolitan area data relate to all 276 SMSA’s within the 48 States as revised through June 1977 by the U.S. Office of Management and Budget. 3This method modifies the method introduced by Nathan Keyfitz in 1951 in his paper titled “Sampling with Probabilities Proportional to Size-Adjusting for Changes in the Probabilities”, Journal o f the American Statistical Association, 1951, No. 46, pp. 105-109. 4 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 designation “FebruaryMarch” was used. Sampling frame 33 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 19 79 Within scope of survey Minimum employment in establish ments within scope of survey Industry division1 U N IT E D S T A T E S - Studied Workers in establishments Number of establish ments Professional and administrative Total Workers in establishments Clerical and technical support Number of establish ments Total Professional and administrative Clerical and technical support A LL A 0 , 251 2 2 , 9 2 3 ,1 2 5 A , 6 6 2 ,2 7 9 A ,6 0 8 ,5 3 A 3 ,5 2 9 7 ,0 0 8 , 6 A 5 1 , A 5 6 , 781 1 , 6 A 7 •996 1 0 0 -2 5 0 1 9 , 8A5 1 2 ,9 7 1 ,7 8 0 1 , 6 2 5 , 9A8 2 .3 A 5 ,9 A 7 1 ,7 8 7 A , 1 0 5 ,8 0 3 5 5 1 ,7 1 5 9 A 0 , 092 250 250 5AT A5A 3 A 3 ,7 7 6 1 9 3 ,1 3 3 A 0 , 117 3 3 ,6 5 5 56 ,2 57 5 2 ,2 55 57 A1 7 1 ,7 2 2 3 9 ,9 7 1 9 ,9 1 0 8 ,7 7 0 1 5 ,6 7 3 1 6 ,9 1 2 S E R V IC E S ..................................................... WHOLESALE TR A D E ................................. R E T A IL TRAD E .......................................... F IN A N C E , 1 N S JR A N C E , AND R EA L E S T A T E ............................................. 1 0 0 -2 5 0 100 250 3 ,7 1 2 A , 606 3 ,5 1 7 2 ,6 9 2 , 6 3 1 9 6 3 , 1A2 2 , 9 9 9 , A77 6 0 9 , A98 2 7 0 ,0 8 1 5 8 0 ,1 2 1 5 9 8 ,8 9 5 2 5 1 ,3 9 7 3 6 9 ,6 7 2 A29 239 382 1 ,2 6 3 , 8 5 8 6 A ,926 7 5 0 ,8 3 8 3 1 8 , 8AA 2 1 »7 1 A 1 6 2 ,1 2 5 3 0 7 ,8 1 7 2 3 ,3 1 5 9 8 ,3 6 3 100 5 ,A 7 6 2 ,0 9 9 , 9 0 6 1 ,2 6 A , 2 7 5 6 0 9 .0 3 A A01 5 3 3 ,6 6 5 3 3 0 , A53 1 A 9 .1 5 A SELEC TED 50 - 1 0 0 2 ,0 9 4 6 5 9 ,2 8 3 2 3 8 , 58A 3 2 5 ,0 7 7 193 1 7 7 ,8 6 2 5 3 ,2 5 0 9 6 ,6 7 0 - 3 2 ,6 1 9 1 9 , 1 6 2 ,6 8 2 A , 3 0 8 , 335 A , 2 0 5 ,1 2 2 2 ,9 A A 6 .A 5 2 . 2 A A 1 ,3 9 8 ,70A 1 ,5 6 8 , 5 6 6 1 0 0 -2 5 0 1 A .3 9 5 9 ,9 8 2 , 0 1 5 1 , A 0 5 ,696 2 ,0 5 3 , 3 7 6 1 ,3 5 1 3 ,6 7 0 , 1 6 3 5 1 0 ,7 6 5 8 8 0 ,9 0 7 IN D U S T R IE S ............................................. 3 M A N U FA C TU R IN G ............................................... NDNMANUFACT U R IN S : M IN IN G .......................................................... C O N S TR U C TIO N .......................................... T R A N S P O R T A T IO N , C O M M U N IC A TIO N , E L E C T R I C , G A S , AND S A N ITA R Y A S E R V IC E S ............................ M E TR O P O L ITA N IN D U S T R IE S AREAS - A LL ............................................. 3 M A N U FA C TU R IN G ............................................... N O N M A N U FA C TU R IN G : M IN IN G .......................................................... C O N STR UC T I O N .......................................... T R A N S P O R T A T IO N , C O M M U N IC A TIO N , E L E C T R I C , G A S , AND S A N ITA R Y 250 250 261 36 7 1 6 1 ,7 5 9 1 6 5 ,6 5 9 2 8 ,0 1 0 3 1 ,7 3 3 3 7 ,0 1 1 A9 ,6 1 0 26 35 3 9 ,3 6 5 3 3 ,9 7 7 5 ,8 0 9 8 ,5 1 1 9 .A A 2 1 6 .5 0 A S E R V IC E S ..................................................... W HOLESALE TR A D E .................................. R E T A IL TR A D E .......................................... F IN A N C E , IN S J R A N C E , AND R EA L E S T A T E ............................................. 1 3 0 -2 5 0 100 250 2 ,7 3 0 A , 239 3 ,3 0 1 2 ,3 6 5 , 1 8 9 9 0 0 ,3 2 8 2 , 9 0 A , 355 5 6 1 ,5 6 1 2 5 9 ,0 1 2 5 6 2 , 0A3 5 5 2 ,0 6 7 2 A 5 ,5 2 2 3 5 9 ,5 9 0 36A 225 368 1 , 2 0 A , 162 6 3 .1 A A 7 3 7 , A 60 3 1 1 ,9 8 5 2 1 ,3 8 9 1 6 0 ,A 92 2 9 8 ,1 7 5 2 3 ,1 9 6 9 7 ,2 7 6 100 5 ,2 2 8 2 ,0 3 7 , 7 0 1 1 ,2 2 7 , 3 0 2 5 8 8 ,5 3 9 387 5 2 8 ,2 0 5 3 2 7 ,1 3 1 1A 7 , 351 S E L E C T E D S E R V IC E S ............................. 50 - 1 0 0 2 ,0 A S 6 A 5 .6 7 6 2 3 2 ,9 7 8 3 1 9 , A07 188 1 7 5 ,7 6 8 5 2 ,6 2 2 9 5 ,7 1 5 - 1 ,0 2 6 6 ,8 0 3 , 5 8 1 1 ,3 8 0 , 8 8 9 1 , 6 0 9 , A 33 7A5 5 , 2 1 7 , A27 1 ,0 7 3 , 9 1 9 1 , 2 7 8 , A51 1 0 0 -2 5 0 526 3 ,9 8 3 , 3 1 0 5 3 8 ,5 3 3 9 6 0 .A 0 7 AA2 3 , 1 7 7 ,2 9 6 A 2 8 , 566 7 8 5 ,5 7 9 A E S T A B L IS H M E N T S EM P LO YIN G 2 ,5 0 0 WORKERS OR MORE - A LL IN D U S T R IE S ............................................. 3 M A N U FA C TU R IN G ............................................... 1As defined in the 1972 edition of the Standard Industrial Classification Manual, U.S. Office of Management and Budget. 1 Establishments with total employment at or above the minimum limitation indicated in the first column; excludes Alaska and Hawaii. 3Minimum employment size was 100 for chemical and allied products; petroleum refining and related industries; machinery except electrical; electrical machinery, equipment, and supplies; transportation equipment; and instruments and related products. Minimum size was 250 in all other manufacturing industries. 4Minimum employment size was 100 for railroad transportation; local and suburban transit; deep sea foreign and domestic transportation; air transportation; communications, electric, gas. 3H and sanitary services; and pipelines; and 250 for all other transportation industries. U.S. Postal Service is excluded from the survey. 5 Limited to advertising; credit reporting and collection agencies; computer and data processing services; research and development laboratories; commercial tasting laboratories; management and public relations services, engineering and architectural services; noncommercial research organizations; and accounting, auditing, and bookkeeping services. 6 Minimum employment size was 50 for accounting, auditing, and bookkeeping services; and 100 in all other selected services. 7Standard metropolitan statistical areas in the United States, except Alaska and Hawaii, as revised through June 1977 by the U.S. Office of Management and Budget. Management (formerly the U.S. Civil Service Commission). The descriptions are designed to reflect duties and respon sibilities of employees in private industry and to be translatable to specific General Schedule grades applying to Federal employees (see appendix D). Thus, definitions of some occupations and work levels were limited to specific elements which could be classified uniformly among estab lishments. In comparing the actual duties and responsibilities of employees with those enumerated in the job descriptions, the Bureau’s field representatives, with the assistance of company officials, extensively used company position descriptions, organization charts, and other personnel records. The salaries reported for survey occupations are the standard salaries paid to full-time employees for standard work schedules, i.e., the straight-time salary corresponding to the employee’s normal work schedule excluding over time hours. Nonproduction bonuses are excluded, but cost-of-living payments and incentive earnings are included. Payroll basis Survey nonresponse Salary averages. The mean salary (average wage rate) for a specific occupational level was obtained by dividing total wages for that level by the corresponding total employ ment. Median and quartile values were derived from distributions of employees by salary using 10-cent class intervals. All salary averages in the tables were rounded to the nearest dollar. For all annual salary calculations, individual monthly salaries (to the nearest one-tenth cent) were multiplied by 12 before performing the necessary data aggregation. Weekly Biweekly Semimonthly Monthly Annual 4.3450 2.1725 2.0000 1.0000 .0833 Factors which reflect the normal work schedules for the month w re used to convert hourly rates to a monthly basis. Employment. Occupational employment counts, generated by the survey, are estimates of the total for all establish ments within the scope of the survey and are not limited to establishments actually studied. An occupational employ ment estimate was derived by multiplying the full-time employment in the occupation in each sample establish ment by the establishment weight and then summing these results. In the March 1979 survey, salary data were not available from about 15 percent of the sample members (represent ing 2,720,000 employees in the total universe). An addi tional 5 percent of the sampled establishments (represent ing 745,000 employees) were either out of business or outside the scope of the survey. If data were not provided by a sample member, the weights of responding establishments randomly selected from the same stratum were increased to adjust for the missing data. No adjustment was made for establishments which were out of business or out of the scope o f the survey at the time of data collection. Some sampled companies had an established policy of not disclosing salary data for certain employees. No adjustments were made to the salary estimates for the survey as a result of these missing data. In all but 8 of the 65 professional, administrative, and technical levels sur veyed, the proportion of employees for whom salary data were not available was less than 5 percent.5 Survey estim ation methods Data conversion. Salary data were collected from company records in the most readily available form, i.e., weekly, biweekly, semimonthly, monthly, or annually. Before initial tabulations, all salary data were converted to a monthly basis. The factors used to convert the salary data are as follows: s Those with 5 percent or more were: Chief accountants I and III— 12 and 13 percent, respectively; Attorneys V I-5 percent; Job analysts III-7 percent; and Directors of personnel I, II, III, and I V - 6, 5, 14, and 23 percent, respectively. Conversion factor 35 Salary trends. 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. To eliminate the effects of year-to-year employment shifts in this computation, average salaries in each year were multiplied by employ ment in the most recent year. Increases for each of the two broad occupational groups (the professional, administrative, and technical support group; and the clerical group) were obtained by calculating a simple mean of the increases reported for the occupations within the group. Increases for all survey occupations combined were determined by averaging the increases for the two broad occupational groups. Annual percentage increases were then linked to compute average annual rates of increase for each occupa tion and group and for all occupations combined. Year-to-year percent increases for each group specified in text table 2 and chart 1 were determined by adding average salaries for all occupational levels in the group for 2 consecutive years and, dividing the later sum by the earlier sum. The trends in chart 1 and text table 2 were obtained by linking changes for the individual periods. opposite effect. Similarly, promotions of employees to higher work levels of professional and administrative occupations may affect the average of each level. Estab lished salary ranges for such occupations are relatively wide, and employees who may have been paid the maximum of the salary scale for the lower level are likely to be replaced by less experienced employees who may be paid the minimum. Occupations most likely to reflect such changes are higher levels of professional and administrative occupa tions and single-incumbent positions such as chief account ant and director of personnel. Changes in the scope of the survey and in occupational definitions were incorporated into the various trend series as soon as two consecutive periods with comparable data were available. Lim itations Survey occupations were limited to employees meeting the specific criteria in each survey definition and were not intended to include all employees in each field of work.6 Employees whose salary data were not available, as well as those for whom there was no satisfactory basis for classification by work level, were not taken into account in the estimates. For these reasons, and because of differences in occupational structure among establishments, estimates of occupational employment obtained from the sample of establishments studied indicate only the relative importance of occupations and levels as defined for the survey. These qualifications of employment estimates do not materially affect the accuracy of the earnings data. Data on year-to-year changes in average salaries are subject to limitations which reflect the nature of the data collected. Changes in average salaries reflect not only general salary increases and merit or other increases in the same work level category, but also other factors such as employee turnover, expansions or contractions in the work force, and changes in staffing patterns within establish ments with different salary levels. For example, an expan sion 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 R eliability o f the estimates The relative standard error of an average salary estimate is a measure of the reliability of that estimate: The smaller the relative standard error, the greater the reliability of the estimate.7 Estimates of relative standard errors for the 1979 survey vary widely among various occupational work levels depending on a number of factors, which include: The frequency with which the job occurs, the dispersion of salaries for the job, and the survey design. For the 89 published occupational work levels, estimated relative standard errors for the average salary estimates were distributed as follows: 59 were under 1 percent; 17 were between 1 and 2 percent; 5 were between 2 and 3 percent; 5 were between 3 and 4 percent; and 3 were over 4 percent.8 The current method of estimating standard errors for this survey indicates there is a 70-percent chance that the true value of a salary average lies within a band of values defined by the reported average plus and minus two standard errors. 7 A replication technique with one replicate was used to obtain estimates o f relative standard errors for the 1979 survey. Standard ized survey wage rate estimates are, thus, approximately distributed as a student’s t random variable with one degree of freedom. Although no estimates o f the effects o f nonresponse are available, the reduction in the reliability of wage rate estimates should be small because o f the nature o f the data collected, the survey method, and the high response rate. ‘ Chief accountants II at 4.15 percent; Directors o f personnel IV at 4.46 percent; and Attorneys I at 5.49 percent. 6 Engineers, for example, include employees engaged in engineering work within a band of eight levels, starting with inexperienced engineering graduates and excluding only those within certain fields of specialization or in positions above those covered by level VIII. In contrast, occupations such as chief accountants and directors o f personnel include only those with responsibility for a specified program and with duties and responsi bilities as indicated for each o f the more limited number of work levels selected for study. 36 Appendix B. Survey Changes in 1979 personnel clerks, as defined in Appendix C, have been added to the survey. Three levels o f purchasing clerks were also surveyed but the definitions will require additional refinement and testing before they yield reliable results. Changes in occupational definitions The definitions of accounting clerks and drafters were revised and levels were added to both occupations to facilitate classification and better relate the definitions to duties and responsibilities as they exist in private industry. Data for these occupations are not comparable to those previously published and thus are not used in any trend comparisons. Industries added Firms in accounting, auditing, and bookkeeping services (SIC 8931) with a minimum employment o f 50 workers have been added to the industries surveyed. Occupations added Four levels of public accountants and five levels of 37 A ppendix C. Occupational Definitions The primary purpose of preparing job definitions for the Bureau’s wage surveys is to assist its field staff in classifying into appropriate occupations, or levels within occupations, 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 Advising operating officials on accounting matters; and Recommending improvements, adaptations, or revi sions in the accounting system and procedures. (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 ACCOUNTANT 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: Analyzing the effects of transactions upon account relationships; Evaluating alternative means of treating transactions; Planning the manner in which account structures should be developed or modified; Assuring the adequacy of the accounting system as the basis for reporting to management; Considering the need for new or changed controls; Projecting accounting data to show the effects of pro posed plans on capital investments, income, cash posi tion, and overall financial condition; Interpreting the meaning of accounting records, re ports, and statements; 38 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. 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.) 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. A ccountant 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 accord ance with pertinent policies and procedures, and are classified and recorded according to acceptable accounting standards. 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. Accountant I II 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 for 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 39 (e.g., employing several thousand persons) subordinate establishment which in other respects has an accounting system 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 standards; projecting data into the future; predicting the effects of changes in operating programs; or identifying management 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 o f 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 o f: (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 40 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. normally do not require or permit professional audit work to be performed.) A u d ito r 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. Responsibility for the direction o f others. Accounting staff supervised generally includes professional accountants. A U D IT O R 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. 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 stand ard 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: A u d ito r 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 existence of recorded assets (including the obser vation of the taking of physical inventories) and the allinclusiveness of recorded liabilities; The accuracy of financial statements or reports and the fairness of presentation of facts therein; The propriety or legality of transactions; The degree of compliance with 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 proc esses, 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 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.) Typical duties and responsibilities. Applies knowledge of accounting theory and audit practices to a variety of rela tively simple professional problems in audit assignments, 41 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. A uditor 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. A u d ito r I II 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 working alone, independently conducts audits of the complete accounts and related operations of smaller or less complex companies (e.g., involving a centralized accounting system with few or no subordinate, subsidiary, or branch accounting records) or of comparable segments of larger companies. As a member of an audit team, independently accom plishes varied audit assignments of the above described characteristics, typically major segments of complete au dits, or assignments otherwise limited in scope of larger and more complex companies (e.g., complex in that the accounting system entails cost, inventory, and compara ble specialized systems integrated with the general ac counting system). As a team leader or working alone, independently plans and conducts audits of the complete accounts and related operations of relatively large and complex com panies (e.g., complex in that the accounting system en tails cost, inventory, and comparable specialized ac counting systems integrated with the general accounting system) or of company branch, subsidiary, or affiliated organizations which are individually of comparable size and complexity. 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 42 As a member of an audit team, independently plans and accomplishes audit assignments that constitute major segments of audits of very large and complex organizations, for example, those with financial respon sibilities so great as to involve specialized subordinate, subsidiary, or affiliate accounting systems that are complete in themselves. accounts; and examining cash receipts and disbursements, payroll records, requisitions, receiving reports, and other accounting documents in detail to ascertain that transac tions are properly supported and recorded. Prepares selected portions of audit working papers. Public A ccountant II NOTE: Excluded from level IV are auditors who, as team leaders or working alone, conduct complete 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 assigned to major segments of audits o f even larger or more complex organizations. P U B L IC A C C O U N T A N T Performs professional auditing work in a public account ing firm. Work requires at least a bachelor’s degree in accounting. Participates in or conducts audits to ascertain the fairness of financial representations made by client companies. May also assist the client in improving account ing procedures and operations. Examines financial reports, accounting records, and related documents and practices of clients. Determines whether all important matters have been disclosed and whether procedures are consistent and conform to accept able practices. Samples and tests transactions, internal controls, and other elements of the accounting system(s) as needed to render the accounting firm’s final written opinion. Excluded are positions which do not require full professional accounting training. Also excluded are special ist positions in tax or management advisory services. Public Accountant I General characteristics. As an entry level public account ant, serves as a junior member of an audit team. Receives classroom and on-the-job training to provide practical experience in applying the principles, theories, and con cepts of accounting and auditing to specific situations. (Positions held by trainee public accountants with advanced degrees, such as MBA’s, are excluded at this level.) Direction received. Complete instructions are furnished and work is reviewed to verify its accuracy, conformance with required procedures and instructions, and usefulness in facilitating the accountant’s professional growth. Any technical problems not covered by instructions are brought to the attention of a superior. Direction received. Works under the supervision of a higher level public accountant who provides instructions and continuing direction as necessary. Work is spot checked in progress and reviewed upon completion to determine the adequacy of procedures, soundness of judgment, com pliance with professional standards, and adherence to clearly established methods and techniques. All interpreta tions are subject to close professional review. Typical duties and responsibilities. Carries out a variety of sampling and testing procedures in accordance with the prescribed audit program, including the examination of transactions and verification of accounts, the analysis and evaluation of accounting practices and internal controls, and other detail work. Prepares a share of the audit working papers and participates in drafting reports. In moderately complex audits, may assist in selecting appropriate tests, samples, and methods commonly applied by the firm and may serve as primary assistant to the accountant in charge. In more complicated audits concentrates on detail work. Occasionally may be in charge of small, uncomplicated audits which require only one or two other subordinate accountants. Personal contacts usually involve only the exchange of factual technical information and are usually limited to the client’s operating accounting staff and department heads. Public A ccountant I II General characteristics. At this level the public accountant is in charge of a complete audit and may lead a team of several subordinates. Audits are usually accomplished oneat-a-time and are typically carried out at a single location. The firms audited are typically moderately complex and Typical duties and responsibilities. Carries out basic audit tests and procedures, such as: verifying reports against source accounts and records; reconciling bank and other General characteristics. At this level, the public accountant carries out routine audit functions and detail work with relative independence. Serves as a member of an audit team on assignments planned to provide exposure to a variety of client organizations and audit situations. Specific assign ments depend upon the difficulty and complexity o f the audit and whether the client has been previously audited by the firm. On moderately complex audits where there is previous audit experience by the firm, accomplishes com plete segments of the audit (i.e., functional work areas such as cash, receivables, etc.). When assigned to more compli cated audits, carries out activities similar to Public Account ant I. 43 transaction volume. Clients are frequently large with a variety o f operations which may have different accounting systems. Guidelines may be general or lacking and audit programs are intricate, often requiring extensive tailoring to meet atypical or novel situations. there is usually previous audit experience by the firm. The audit conforms to standard procedural guidelines, but is often tailored to fit the client’s business activities. Routine procedures and techniques are sometimes inadequate and require adaptation. Necessary data are not always readily available. When assigned to more difficult and complex audits (see level IV), the accountant may run the audit of a major component or serve as a primary assistant to the accountant in charge. Direction received. Works under general supervision. The supervisor sets overall objectives and resource limits but relies on the accountant to fully plan and direct all technical phases of the audit. Issues not covered by guidelines or known precedents are discussed with the supervisor, but the accountant’s recommended approaches and courses of action are normally approved. Work is reviewed for soundness of approach, completeness, and conformance with established policies of the firm. Direction received. Works under the general supervision of a higher level public accountant who oversees the operation of the audit. Work is performed independently, applying generally accepted accounting principles and auditing stand ards, but assistance on difficult technical matters is avail able. Work may be checked occasionally during progress for appropriateness and adherence to time requirements, but routine analysis, methods, techniques, and procedures applied at the work site are expected to be correct. Typical duties and responsibilities. Is responsible for carrying out the operational and technical features o f the audit, directing the work of team members, and personally performing the most difficult work. Often participates in the development of the audit scope, and drafts complicated audit programs with a large number of concurrently executed phases. Independently develops audit steps and detailed procedures, deviating from traditional methods to the extent required. Makes program adjustments as neces sary once an audit has begun; selects specific methods, types and sizes of samples, the extent to which discrep ancies need to be investigated, and the depth of required analyses. Resolves most operational difficulties and unantic ipated problems. Assigns work to team members; reviews work for appropriateness, conformance to time requirements, and adherence to generally accepted accounting principles and auditing standards. Consolidates working papers, draft reports, and findings; and prepares financial statements, management letters, and other closing memoranda for management approval. Participates in “closing” meetings as a technical resource and may be called upon to sell or defend controversial and critical observations and recom mendations. Personal contacts are extensive and typically include top executives of smaller clients and mid-to-upperlevel financial and management officers o f large corpora tions, e.g., assistant controllers or controllers. Such contacts involve coordinating and advising on work efforts and resolving operating problems. Typical duties and responsibilities. Is responsible for carrying out the technical features of the audit, leading team members and personally performing the most difficult work. Carries out field work in accordance with the general format prescribed in the audit program, but selects specific methods and types and sizes of samples and tests. Assigns work to team members, furnishes guidance, and adjusts workloads to accommodate daily priorities. Thoroughly reviews work performed for technical accuracy and ade quacy. Resolves anticipated problems within established guidelines and priorities but refers problems of unusual difficulty to superiors for discussion and advice. Drafts financial statements, final reports, management letters, and other closing memoranda. Discusses significant recommend ations with superiors and may serve as technical resource at “ closing” meetings with clients. Personal contacts are usually with chief accountants and assistant controllers of medium size companies and divisions of large corporations to explain and interpret policies and procedures governing the audit process. Public Accountant IV General characteristics. At this level the public account ant directs field work including difficult audits, e.g., those involving initial audits of new clients, acquisitions, or stock registrations — and may oversee a large audit team split between several locations. The audit team usually includes one or more Level III public accountants who handle major components of the audit. The audits are complex and clients typically include those engaged in projects which span accounting periods; highly regulated industries which have various external reporting requirements; publicly held corporations; or businesses with very high dollar or NOTE: Excluded from this level are public accountants who direct field work associated with the complete range of audits undertaken by the firm, lead the largest and most difficult audits, and who frequently oversee teams perform ing concurrent audits. This type of work requires extensive knowledge of one or more industries to make subjective determinations on questions of tax, law, accounting, and business practices. Audits may be complicated by such 44 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 not 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. factors as: the size and diversity of the client organizations (e.g., multi-national corporations and conglomerates with a large number of separate and distinct subsidiaries); account ing issues where precedents are lacking or in conflict; and, in some cases, clients who are encountering substantial financial difficulties. They perform most work without technical supervision and completed audits are reviewed mainly for propriety o f recommendations and conformance with general policies o f the firm. Also excluded are public accountants whose principal function is to manage, rather than perform accounting work, and the equity owners of the firm who have final approval authority. A u th o rity and responsibility C H IE F A C C O U N T A N T AR-1. The accounting system (i.e., accounts, procedures, 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); and (2) at least one other major accounting activity, typically tax accounting, cost accounting, property accounting, or sales accounting. It may also include such other activities as payroll and timekeeping, and mechanical or electronic data processing operations which are an adjunct of the account ing system. (Responsibility for an internal audit program is typically not 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. 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. AR-2. The basic accounting system is prescribed in broad outline rather than in specific detail. While certain major financial reports, overall accounts, and general policies are required by the basic system, the chief accountant has broad latitude and authority 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 Excluded 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 nonaccounting functions. (Positions o f such breadth are 1Insufficient data were obtained for level V to warrant presenta tion of average salaries. 45 Table C-1. Criteria fo r matching chief accountants by level A u th o r ity and re s p o n s ib ility 1 T e c h n ica l c o m p le x ity 1 1 A R -1 TC -1 O n ly o n e or tw o professional a c c o u n ta n ts , w h o d o n o t exceed th e a c c o u n ta n t I I I jo b d e fin itio n . II A R -1 T C -2 A b o u t 5 to 1 0 professional a c c o u n ta n ts , w ith a c c o u n ta n t IV jo b d e fin itio n . A R -2 TC -1 A b o u t 5 to 1 0 professional a c c o u n ta n ts . M o s t o f these m a tc h th e a c c o u n ta n t I I I jo b d e fin itio n , b u t on e o r t w o m a y m a tc h th e a c c o u n ta n t IV jo b d e fin itio n . A R -3 T C -1 O n ly o n e or tw o professional a c c o u n ta n ts , w h o do n o t exceed th e a c c o u n ta n t IV jo b d e fin itio n . A R -1 T C -3 A b o u t 1 5 to 2 0 professional a cc o u n ta n ts . A t least on e or tw o m a tc h th e a c c o u n ta n t V jo b d e fin itio n . A R -2 T C -2 Level III S u b o rd in a te professional a c c o u n tin g s ta ff a t least o n e o r tw o m a tc h in g th e or A b o u t 1 5 to 2 0 professional a cc o u n ta n ts . M a n y o f these m a tc h th e a c c o u n ta n t IV jo b d e fin itio n , b u t som e m a y m a tc h th e a c c o u n ta n t V jo b d e fin itio n . IV A R -3 TC -1 A b o u t 5 t o 1 0 professional a c c o u n ta n ts . M o s t o f these m a tc h th e a c c o u n ta n t I I I jo b d e fin itio n , b u t o n e o r tw o m a y m a tc h as high as a c c o u n ta n t V . A R -2 T C -3 A b o u t 2 5 to 4 0 professional a c c o u n ta n ts . M a n y o f these m a tc h th e a c c o u n ta n t V jo b d e fin itio n , b u t several m a y exceed th a t level. A R -3 T C -2 A b o u t 1 5 to 2 0 professional acc o u n ta n ts . M o s t o f these m a tc h th e a c c o u n ta n t IV jo b d e fin itio n , b u t several m a y m atc h th e a c c o u n ta n t V and o n e or tw o m a y exceed th a t or level. V A R -3 T C -3 A b o u t 2 5 to 4 0 professional a c c o u n ta n ts . M a n y o f these m atc h th e a c c o u n ta n t V jo b d e fin itio n , b u t several m a y exceed th a t level. 1 A R -1, -2, and -3 and TC -1, -2, and -3 are explained in the accompanying te xt. which incumbent is responsible; often consolidating data submitted by subordinate segments. the company’s accounting system suggested by subordi nate units; and Taking final action on all technical accounting mat ters. 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 AR-3. More rarely it is found in plant level chief accountants who have been delegated more authority than usual for such positions as described in AR-1. 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 com plexity AR-3. Has complete responsibility for establishing and maintaining the framework for the basic accounting system used in the company, subject only to general policy guid ance and control from a higher level company official re sponsible for general financial management. Typical respon sibilities include: TC-1. The organization which the accounting program serves has relatively few functions, products, work proc esses, 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 subsidi46 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: D ifficu lty 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 thousand 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. Examples 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 not 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 work for which professional legal training and bar mem bership is not 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.) 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 47 Table C-2. Criteria fo r matching attorneys by level D iffic u lty o f legal w o r k 1 Level R es p o n s ib ility o f jo b 1 T h is is th e e n tr y level. T h e du ties and resp o n s ib ilitie s a fte r in itia l o rie n ta tio n and tra in in g a re th o se described in D-1 1 E x p e rie n c e req u ire d C o m p le tio n o f la w school w ith an L L B . o r J .D . degree plus adm ission t o th e bar. and R -1 . D-1 II R -2 S u ffic ie n t professional e x p e rie n c e (a t least 1 y e a r, usually m o re ) a t th e " D - 1 " level to assure c o m p e te n c e as an a tto r n e y . or 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 E xten s iv e professional e x p e rie n c e a t th e " D - 3 " level. VI D -3 R -4 E xten s iv e professional e x p e rie n c e a t th e " D - 3 " and " R - 3 ” levels. III A t least 1 y e a r, usually m o re , o f professional e xp e rien ce a t th e " D - 2 " level. or IV E x ten s iv e professional e x p e rie n c e a t th e " D - 2 " o r a higher level. or 1 D-1, -2, -3 and R-1, -2, -3, and -4 are explained in the accompanying text. Preparing and presenting a case before an appellate court where the case is highly important to the future operation of the organization and is vigorously contested by very distinguished (e.g., having a broad regional or national reputation) legal talent. Serving as the principal counsel to the officers and staff of an insurance company on the legal problems in the sale, underwriting, and administration of group con tracts involving nationwide or multistate coverages and laws. Performing the principal legal work in a nonroutine major revision of the company’s charter or in effectuat ing new major financing steps. or in negotiations by the individuals, corporations, or gov ernment agencies involved. Examples o f D-2 work: Advising on the legal implications of advertising rep resentations when the facts supporting the representa tions and the applicable precedent cases are subject to different interpretations. Reviewing and advising on the implications of new or revised laws affecting the organization. Presenting the organization’s defense in court in a negligence lawsuit which is strongly pressed by counsel for an organized group. Providing legal counsel on tax questions complicated by the absence of precedent decisions that are directly applicable to the organization’s situation. Responsibility D-3. Legal work is typically complex and difficult because of one or more of the following: The questions are unique and require a high order of original and creative legal 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). R-1. Responsibility for final action is usually limited to 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 o f D-3 work: Advising on the legal aspects and implications of Fed eral antitrust laws to projected greatly expanded market ing operations involving joint ventures with several other organizations. Planning legal strategy and representing a utility com pany in rate or government franchise cases involving a geographic area including parts or all of several States. 48 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.) 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-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.) 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 NOTE: Some buyers are responsible for the purchasing 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. BUYER 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. Excluded 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 administration; g. Persons whose major duties consist of ordering, 49 reordering, or requisitioning items under existing con Transactions usually require dealing with manufacturers. tracts; and The number of potential vendors is likely to be small and h. Positions restricted to clerical functions or to pur price differentials often reflect important factors (quality, chase expediting work. delivery dates and places, etc.) that are difficult to evaluate. Buyer I The quantities purchased of any item or service may be large. Purchases “off-the-shelf’ types of readily available, com Many of the purchases involve one or more of such com monly used materials, supplies, tools, furniture, services, plications as: Specifications that detail, in technical terms, etc. thg required physical, chemical, electrical, or other compar Transactions usually involve local retailers, wholesalers, able properties; special testing prior to acceptance; grouping jobbers, and manufacturers’ sales representatives. of items for lot bidding and awards; specialized processing, Quantities purchased are generally small amounts, e.g., packing, or packaging requirements; export packs; overseas those available from local sources. port differentials; etc. Examples of items purchased include: Common station Is expected to keep abreast of market and product devel ery and office supplies; standard types of office furniture opments. May be required to locate new sources of supply. and fixtures; standard nuts, bolts, sjrews; janitorial and Some positions may involve assisting in the training or common building maintenance supplies; and common supervising of lower level buyers or clerks. building maintenance or common utility services or office Examples of items purchased include: Castings; special machine repair services. extruded shapes of normal size and material; special formula paints; electric motors of special shape or speeds; production Buyer II equipment; special packaging of items; and raw materials in Purchases “off-the-shelf’ types of standard, generally substantial quantities or with special characteristics. available technical items, materials, and services. Trans actions may involve occasional modification of standard and Buyer IV common usage items, materials, and services, and include a Purchases highly complex and technical items, materials, few stipulations about unusual packing, marking, shipping, or services, usually those specially designed and manufac etc. tured exclusively for the purchaser. Transactions usually involve dealing directly with manu Transactions require dealing with manufacturers and of facturers, distributors, jobbers, etc. ten involve persuading potential vendors to undertake the Quantities of items and materials purchased may be rel manufacturing of custom-designed items according to com atively large, particularly in the case of contracts for con plex and rigid specifications. tinuing supply over a period of time. Quantities of items and materials purchased are often May be responsible for locating or promoting possible large in order to satisfy the requirements for an entire large new sources of supply. Usually is expected to keep abreast organization for an extended period of time. Complex of market trends, changes in business practices in the as schedules of delivery are often involved. Buyer determines signed markets, new or altered types of materials entering appropriate quantities to be contracted for at any given the market, etc. period of time. Examples of items purchased include: Industrial types of Transactions are often complicated by the presence of handtools; standard electronic parts, components and com one or more such matters as inclusion of: Requirements for ponent test instruments; electric motors; gasoline service spare parts, preproduction samples and testing, or technical station equipment; PBX or other specialized telephone serv literature; or patent and royalty provisions. ices; special purpose printing services; and routine purchases Keeps abreast of market and product developments. De of common raw materials such as standard grades and sizes velops new sources of supply. of steel bars, rods, and angles. In addition to the work described above, a few positions Also included at this level are buyers of materials of the may also require supervision over a few lower level buyers types described for buyer I when the quantities purchased or clerks. (No position is included in this level solely be are large so that local sources of supply are generally inade cause supervisory duties are performed.) quate and the buyer must deal directly with manufacturers Examples of items purchased include: Special purpose on a broader than local scale. high cost machine tools and production facilities; specialized Buyer III condensers, boilers, and turbines; raw materials of critically important characteristics or quality; parts, subassemblies, Purchases items, materials, or services of a technical and components, etc., specially designed and made to order (e.g., specialized nature. The items, while of a common general communications equipment for installation in aircraft being type, are usually made, altered, or customized to meet the manufactured; component assemblies for missiles and rock user’s specific needs and specifications. ets, and motor vehicle frames). 50 NOTE: Excluded 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 (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. 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 L Y 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. Job Analyst I D IR E C T O R O F P E R S O N N E L 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 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 I II 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 2 Insufficient data were obtained for level I to warrant presenta tion of average salaries. 51 overseeing cafeteria operations, recreational programs, industrial health and safety programs, etc.). In addition, positions covered by this definition may, but do not necessarily, include responsibilities in the fol lowing areas: For a job to be covered by this definition, the personnel management program must include responsibility for all three of the following functions: 1. Administering a job evaluation system: i.e., a sys tem in which there are established procedures by which jobs are analyzed and evaluated on the basis of their duties, responsibilities, and qualification requirements in order to provide a foundation for equitable compensa tion. Typically, such a system includes the use of one or more sets of job evaluation factors and the preparation of formal job descriptions. It may also include such re lated functions as wage and salary surveys or merit rating system administration. The job evaluation system(s) does not necessarily cover all jobs in the organization, but does cover a substantial portion of the organization. 2. Employment and placement function: i.e., recruit ing actively for at least some kinds of workers through a variety of sources (e.g., schools or colleges, employment agencies, professional societies, etc.); evaluating appli cants against demands of particular jobs by use of such techniques as job analysis to determine requirements, interviews, written tests of aptitude, knowledge, or skill, reference checks, experience evaluations, etc.; recom mending selections and job placements to management, etc. 3. Employee relations and services function: i.e., functions designed to maintain employees’ morale and productivity at a high level (for example, administering a formal or informal grievance procedure; identifying and recommending solutions for personnel problems such as absenteeism, high turnover, low productivity, etc.; ad ministration of beneficial suggestions system, retirement, pension, or insurance plans, merit rating system, etc.; Table C-3. Employee training and development; Labor relations activities which are confined mainly to the administration, interpretation, and application of those aspects of labor union contracts that are essential ly of the type described under (3) above. May also par ticipate in bargaining of a subordinate nature, e.g., to ne gotiate detailed settlement of such matters as specific rates, job classifications, work rules, hiring or layoff pro cedures, etc., within the broad terms of a general agree ment reached at higher levels, or to supply advice and information on technical points to the company’s princi pal representative. Equal employment opportunity (EEO); Reporting under the Occupational Safety and Health A ct (OSHA). Excluded are positions in which responsibility for actual contract negotiation.with labor unions as the principal com pany representative is a significant aspect of the job, i.e., a responsibility which serves as a primary basis for qualifica tion requirements and compensation. Director of personnel jobs which meet the above defini tion are classified by level of work3 in accordance with the criteria shown in table C-3. 3 Insufficient data were obtained for level V to warrant presenta tion of average salaries. Criteria fo r matching directors o f personnel by level " D e v e lo p m e n t level" " O p e ra tio n s level" personnel p ro g ra m 1 N u m b e r o f e m p lo y e e s in w o r k fo rc e serviced 2 5 0 - 7 5 0 ............................................... 1 ,0 0 0 - 5 ,0 0 0 ...................................... 6 ,0 0 0 - 1 2 ,0 0 0 .................................... 1 5 ,0 0 0 - 2 5 ,0 0 0 ................................. "Type A " o rg a n iza tio n serviced3 I II III IV personnel p ro g ra m 1 23 N u m b e r o f e m p loyees in w o rk fo rc e serviced " T y p e B" o rg a n iz a tio n serviced4 II III IV V 2 5 0 - 7 5 0 ................................................. 1 ,0 0 0 - 5 ,0 0 0 ......................................... 6 ,0 0 0 - 1 2 ,0 0 0 ...................................... 1 5 ,0 0 0 - 2 5 ,0 0 0 .................................... 1 “ Operations le v e l" personnel program —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. 2 “ D evelopm ent level " personnel program —e ith e r : (a) Director of personnel servicing an entire company (with or w ith o u t subordinate establishments) where the personnel di rector plays an im portant role in establishment of basic per sonnel policies, plans, objectives, etc., fo r the company subject to policy direction and control from company officers, or (b) director o f 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 developm ent responsibility is made. In this situation only basic policy direction is given by the parent company and local officers. The director o f personnel has essentially the same de gree o f latitude and responsibility fo r establishment of basic per sonnel policies, plans, objectives, etc., as described above in (a). 3 " Type A " organization serviced—most jobs serviced do not present particularly d iffic u lt or unusual recruitm ent, job evaluation. "Type A " o rg a n iz a tio n serviced3 " T y p e B" o rg a n iz a tio n serviced4 II III IV V III IV V or training problems because the jobs consist of relatively easy-tounderstand w ork processes, and an adequate labor supply is avail able. These conditions are m ost likely to be found in organizations in which the w ork force and organizational structure are relatively stable. 4 "T yp e B " organization serviced—a substantial proportion of the jobs present d iffic u lt recruitm ent, job evaluation, or training problems because the jobs: Consist of hard-to-understand w ork pro cesses (e.g., professional, scientific, administrative, or technical); have hard-to-m atch skill requirements; are in new or emerging occu pations; or are extrem ely hard to fill. These conditions are most likely to be found in organizations in which the w ork force, organi zational structure, w ork processes or functions, etc., are com pli cated or unstable. N O T E : There are gaps between differen t degrees o f all three elements used to determ ine job level matches. These gaps have been provided purposely to allow room fo r judgm ent in getting the best overall job level match for each job. Thus, a job which services a w ork force of 8 5 0 employees should be matched w ith 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 w ith level I if the nature of the organization serviced clearly falls well w ithin the d efi nition fo r type A. 52 Chemists and Engineers Direction received. Supervisor establishes the nature and 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. C H E M IS T 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. Typical duties and responsibilities. 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 General 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.) Responsibility for the direction o f others. May be assisted by a few aids or technicians. Chemist I II 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. General characteristics. 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. Typical duties and responsibilities. Performs a variety of routine tasks that are planned to provide experience and familiarization with the chemistry staff, methods, practices, and programs of the company. The work includes a variety of routine qualitative and quantitative analyses; physical tests to determine properties such as viscosity, tensile strength, and melting point; and assisting more experienced chemists to gain additional knowledge through personal ob servation and discussion. Direction 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. Responsibility for the direction o f others. Usually none. Typical duties and responsibilities. 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 II General 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.) Responsibility for the direction o f others. May supervise or coordinate the work of a few technicians or aids, and be assisted by lower level chemists. 53 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 proj ects. 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. Chemist 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: ( l) I n 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, 54 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 I I Chemist V I I I 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. 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. 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 for the direction o f others. Directs several subordinate supervisors or team leaders, some of whom are 55 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 be applied on nonroutine work. Receives close supervision on new aspects of assignments. E N G IN E E R 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, mainte nance, 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 knowledge and abilities. May also receive formal classroom or seminar-type training. (Terminal positions 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. 56 dinates, and directs a large and important engineering proj ect 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 or improved tech niques and procedures. Work is expected to result in the development of new or refined equipment, materials, proc esses, 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 proj ects. 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 V I 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 57 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. 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. 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 I I I 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: ( l ) I n 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 58 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. 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., consist ing 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. Responsibility fo r 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 59 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: The following are excluded when they constitute the primary purpose of the job : Design work requiring the technical knowledge, skill, and ability to conceive or originate designs; Illustrating work requiring artistic ability; Work involving the preparation of charts, dia grams, room arrangements, floor plans, etc.; Cartographic work involving the preparation of maps or plats and related materials and drawings of geological structures; and Supervisory work involving the management of a drafting program or the supervision of drafters when either constitutes the primary purpose of the job. 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. Positions are classified into levels on the basis of the following definitions. D rafter I Working under close supervision, traces or copies finished drawings, making clearly indicated revisions. Uses appropriate templates to draw curved lines. Assignments are designed to develop increasing skill in various drafting techniques. Work is spot checked during progress and reviewed upon completion. Engineering Technician V Performs nonroutine and complex assignments involving responsibility for planning and conducting a complete proj ect 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: NOTE: Exclude drafters performing elementary tasks while receiving training in the most basic drafting methods. D rafter II Prepares drawings of simple, easily visualized parts or equipment from sketches or marked-up prints. Selects appropriate templates and other equipment needed to complete assignments. Drawings fit familiar patterns and present few technical problems. Supervisor provides de tailed instructions on new assignments, gives guidance when questions arise, and reviews completed work for accuracy. 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. D rafter 111 Prepares various drawings of parts and assemblies, including sectional profiles, irregular or reverse curves, hidden lines, and small or intricate details. Work requires use of most of the conventional drafting techniques and a working knowledge of the terms and procedures of the industry. Familiar or recurring work is assigned in general terms; unfamiliar assignments include information on methods, procedures, sources of information, and prece dents to be followed. Simple revisions to existing drawings may be assigned with a verbal explanation of the desired results; more complex revisions are produced from sketches which clearly depict the desired product. DRAFTER Performs drafting work requiring knowledge and skill in drafting methods, procedures, and techniques. Prepares drawings of structures, mechanical and electrical equip ment, piping and duct systems, and similar equipment, systems, and assemblies. Drawings are used to communicate engineering ideas, designs, and information in support of engineering functions. Uses recognized systems of symbols, legends, shadings, and lines having specific meaning in drawings. Drafter IV Prepares complete sets of complex drawings which include multiple views, detail drawings, and assembly drawings. Drawings include complex design features that require considerable drafting skill to visualize and portray. Assignments regularly require the use of mathematical 60 formulas to compute weights, load capacities, dimensions, quantities of materials, etc. Working from sketches and verbal information supplied by an engineer or designer, determines the most appropriate views, detail drawings, and supplementary information needed to complete assign ments. Selects required information from precedents, manufacturer’s catalogues, and technical guides. Independ ently resolves most of the problems encountered. Super visor or designer may suggest methods of approach or provide advice on unusually difficult problems. Com puter Operator I Work assignments consist of on-the-job training (some times augmented by classroom training). Operator is pro vided detailed written or oral guidance before and during assignments and is under close personal supervision. Com puter O perator 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 preplanned procedure. NOTE: Exclude drafters performing work of similar difficulty to that described at this level but who provide support for a variety of organizations which have widely differing functions or requirements. Com puter O perator I I I Work assignments are characterized by the frequent introduction 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 response to computer output instructions or error condi tions, applies standard operating or corrective procedure. Refers problems which do not respond to preplanned procedure. 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 standard setup and operating procedures. In response to computer output instructions or error conditions, deviates from standard procedures if standard procedures do not provide a solution. Then refers or aborts program. D rafter V Works closely with design originators, preparing draw ings of unusual, complex, or original designs which require a high degree of precision. Performs unusually difficult assignments requiring considerable initiative, resource fulness, and drafting expertise. Assures that anticipated problems in manufacture, assembly, installation, and opera tion are resolved by the drawings produced. Exercises independent judgment in selecting and interpreting data based on a knowledge of the design intent. Although working primarily as a drafter, may occasionally perform engineering design work in interpreting general designs prepared by others or in completing missing design details. May provide advice and guidance to lower level drafters or serve as coordinator and planner for large and complex drafting projects. 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 instruc tions or error conditions, applies standard operating or corrective procedure. Refers problems which do not re spond to preplanned procedures. COM PUTER O PERATO R 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; 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. Com puter Operator IV Work assignments are characterized by the frequent introduction 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 conditions, deviates from standard procedures if standard procedures do not provide a solution. Then refers problems or aborts program. OR 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. Work assignments are characterized by the frequent introduction of new programs, applications, and procedures (i.e., situations which require the operator to adapt to a 61 variety of problems) executed by multiprocessing. In response to computer output instructions or error condi tions, applies standard operating or corrective procedure. Refers problems which do not respond to preplanned procedure. OR 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 de viates from standard procedures or aborts program. Such actions may materially alter the computer unit’s production plans. Advises programmers and subject-matter experts on setup techniques. 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 procedures if standard procedures do not provide a solu tion. Then refers problems or aborts program. Com puter O perator V I In addition to level V characteristics, assignments at this level require a knowledge of program language, computer features, and software systems to assist in: (1) Maintaining, modifying, and developing operating systems or programs; (2) developing operating instructions and techniques to cover problem situations; (3) switching to emergency backup procedures.4 Com puter O perator V Work assignments are characterized by the frequent testing and introduction of new programs, applications, and Clerical Accounting Clerk II A C C O U N T IN G C L E R K Performs one or more routine accounting clerical opera tions, such as: Examining, verifying, and correcting accounting transactions to ensure completeness and accuracy of data and proper identification of accounts, and checking that expenditures will not exceed obligations in specified accounts; totaling, balancing, and reconciling collection vouchers; posting data to transaction sheets where employee identifies proper accounts and items to be posted; and coding documents in accordance with a chart (listing) of accounts. Employee follows specific and de tailed accounting procedures. Completed work is reviewed for accuracy and compliance with procedures. Performs one or more accounting tasks, such as posting to registers and ledgers; balancing and reconciling accounts; verifying the internal consistency, completeness, and mathematical accuracy of accounting documents; assigning prescribed accounting distribution codes; examining and verifying the clerical accuracy of various types o f reports, lists, calculations, postings, etc.; preparing journal vouchers; or making entries or adjustments to accounts. Levels I and II require a basic knowledge of routine clerical methods and office practices and procedures as they relate to the clerical processing and recording transactions and accounting information. Levels III and IV require a knowledge and understanding of the established and standardized bookkeeping and accounting procedures and techniques used in an accounting system, or a segment of an accounting system, where there are few variations in the types of transactions handled. In addition, some jobs at each level may require a basic knowledge and understanding of the terminology, codes, and processes used in an automated accounting system. Accounting Clerk I II Uses a knowledge of double entry bookkeeping in performing one or more of the following: Posts actions to journals, identifying subsidiary accounts affected and debit and credit entries to be made and assigning proper codes; reviews computer printouts against manually maintained journals, detecting and correcting erroneous postings, and preparing documents to adjust accounting classifications and other data; or reviews lists of transactions rejected by an automated system, determining reasons for rejections, and preparing necessary correcting material. On routine assignments, employee selects and applies established pro cedures and techniques. Detailed instructions are provided for difficult or unusual assignments. Completed work and methods used are reviewed for technical accuracy. Accounting Clerk I Performs very simple and routine accounting clerical operations, for example, recognizing and comparing easily identified numbers and codes on similar and repetitive accounting documents, verifying mathematical accuracy, and identifying discrepancies and bringing them to the supervisor’s attention. Supervisor gives clear and detailed instructions for specific assignments. Employee refers to supervisor all matters not covered by instructions. Work is closely controlled and reviewed in detail for accuracy, adequacy, and adherence to instructions. Accounting Clerk IV Maintains journals or subsidiary ledgers of an accounting system and balances and reconciles accounts. Typical duties include one or both of the following: Reviews invoices and 4Insufficient data were obtained for level VI to warrant presen tation of average salaries. 62 encoder to transcribe data into a form suitable for computer processing. Work requires skill in operating an alphanumeric keyboard and an understanding of trans cribing procedures and relevant data entry equipment. Positions are classified into levels on the basis of the following definitions. statements (verifying information, ensuring sufficient funds have been obligated, and if questionable, resolving with the submitting unit, determining accounts involved, coding transactions, and processing material through data process ing for application in the accounting system); and/or analyzes and reconciles computer printouts with operating unit reports (contacting units and researching causes of discrepancies, and taking action to ensure that accounts balance). Employee resolves problems in recurring assign ments in accordance with previous training and experience. Supervisor provides suggestions for handling unusual or nonrecurring transactions. Conformance with requirements and technical soundness of completed work are reviewed by the supervisor or are controlled by mechanisms built into the accounting system. Key Entry Operator I Work is routine and repetitive. Under close supervision or following specific procedures or detailed instructions, works from various standardized source documents which have been coded and require little or no selecting, coding, or interpreting of data to be entered. Refers to supervisor problems arising from erroneous items, codes, or missing information. NOTE: Excluded from level IV are positions responsible for maintaining either a general ledger or a general ledger in combination with subsidiary accounts. Key Entry O perator II Work requires the application of experience and judg ment in selecting procedures to be followed and in searching for, interpreting, selecting, or coding items to be entered from a variety of source documents. On occasion may also perform some routine work as described for level F IL E C L E R K Files, classifies, and retrieves material in an established filing system. May perform clerical and manual tasks required to maintain files. Positions are classified into levels on the basis of the following definitions. I. NOTE: Excluded are operators above level II using the key entry controls to access, read, and evaluate the substance of specific records to take substantive actions, or to make entries requiring a similar level of knowledge. File Clerk I Performs routine filing of material that has already been classified or which is easily classified in a simple serial classification system (e.g., alphabetical, chronological, or numerical). As requested, locates readily available material in files and forwards material; may fill out withdrawal charge. May perform simple clerical and manual tasks required to maintain and service files. M ESSEN G ER 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. File Clerk 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 material in files and forwards material. May perform related clerical tasks required to maintain and service files. P E R S O N N E L C L E R K (E M P L O Y M E N T ) Personnel clerks (employment) provide clerical and technical support to personnel professionals or managers in matters relating to recruiting, hiring, transfer, change in pay status, and termination of company employees. At the lower levels, clerks primarily provide basic information to current and prospective employees, maintain personnel records and information listings, and prepare and process papers on personnel actions. At the higher levels, clerks (often titled personnel assistants or specialists) may per form limited aspects of a personnel professional’s work, e.g., interviewing candidates, recommending placements, and preparing personnel reports. Final decisions on person nel actions are made by personnel professionals or man agers. Some clerks may perform a limited amount of work in other specialties, such as benefits, compensation, or employee relations. Typing may be required at any level. File Clerk I I I Classifies and indexes file material such as corres pondence, reports, technical documents, etc., in an estab lished filing system containing a number of varied subject matter files. May also file this material. May keep records of various types in conjunction with the files. May lead a small group of lower level file clerks. KEY E N TR Y OPERATOR Operates keyboard-controlled data entry device such as keypunch machine or key-operated magnetic tape or disc 63 managers on availability of applicants and status of hiring actions; may verify employment dates and places supplied on job applications; may maintain assigned personnel records; may administer typing and stenography tests. Completes routine assignments independently. Detailed guidance is available for situations which deviate from established precedents. Clerks are relied upon to alert higher level clerks or supervisor to such situations. Work may be spot checked periodically. Excluded are: Clerks who primarily compute and process payrolls or compute and/or respond to questions on company benefits or retirement claims; Workers responsible for maintaining and safeguarding personnel record files for a company; Workers whose duties do not require a knowledge of the company’s personnel rules and procedures, such as receptionists, messengers, typists, or stenographers; Workers in developmental personnel professional po sitions, generally requiring a college degree or equivalent administrative experience; and Workers who are primarily compensated for duties outside the employment specialty, such as benefits, compensation, or employee relations. Personnel Clerk (Em ploym ent) I I I Type A Serves as a clerical expert in independently processing the most complicated types of personnel actions, e.g., temporary employment, rehires, and dismissals, and in providing information when it is necessary to consolidate data from a number o f sources, often with short deadlines. Screens applications for obvious rejections. Resolves con flicts in computer listings or other sources of employee information. Locates lost documents or reconstructs infor mation using a number of sources. May check references of applicants when information in addition to dates and places of past work is needed and judgment is required to ask follow-up questions. May provide guidance to lower level clerks. Supervisory review is similar to level II. Positions are classified into levels on the basis of the following definitions. The work described is essentially at a responsible clerical level at the low levels and progresses to a staff assistant or technician level. At Level III, which is transitional, both types of work are described. Jobs which match either type of work described at Level III, or which are combinations of the two, can be matched. Personnel Clerk (E m p loym ent) I Performs routine tasks while receiving training and gaining experience in applying company personnel proce dures and policies. Provides employment information and appropriate forms to applicants or employees on types of jobs being filled, procedures to follow, and sources of additional information. Ensures that the proper company forms are completed for name changes, locator informa tion, applications, etc. Reviews completed forms for signa tures, proper entries, etc. May maintain assigned segments of company personnel records, posting such items as dates of promotion, transfer, and hire; rates of pay; or personal data. (If this information is computerized, skill in coding or entering information may be needed as a minor duty.) May answer outside inquiries for simple factual information, such as verification of dates of employment in response to credit checks on employees. Some receptionist or other clerical duties may be performed. Detailed company rules and procedures are available for all aspects of the assignment. Guidance and assistance on unusual questions are available at all times. Work is spot checked, often on a daily basis. AND/OR Type B Performs routine personnel assignments beyond the clerical level, such as: Orienting new employees to company programs, facilities, rules on time and attendance, and leave policies; computing basic statistical information for reports on manpower profiles, EEO progress and accomplishments, hiring activities, attendance and leave profiles, turnover, etc.; and screening applicants, rejecting those who do not qualify for available openings for clear cut reasons, referring others to appropriate employment interviewer. Guidance is provided on possible sources of information, methods of work, and types of reports needed. Completed written work receives close technical review from higher level personnel office employees; other work may be checked occasionally. Personnel Clerk (E m p loym ent) IV Performs work in support of personnel professionals which requires a good working knowledge of personnel procedures, guides, and precedents. In representative assign ments: Interviews applicants, obtains references, and recommends placement of applicants in a few well-defined occupations (trades or clerical) within a stable organization or unit; conducts postplacement or exit interviews to identify job adjustment problems or reasons for leaving the company; performs routine statistical analyses related to manpower, EEO, hiring, or other employment concerns, e.g., compares one set of data to another set as instructed; Personnel Clerk (Em ploym ent) II Examines and/or processes personnel action documents, ensuring that all information is complete and consistent and determines whether further discussion with applicants or employees is needed or whether personnel information must be checked against additional files or listings. Must select the most appropriate precedent, rule, or procedure as a basis for action from a number of alternatives. Responds to questions from applicants, employees, or managers when such information is readily available or can be obtained from file material or manuals. May provide information to 64 and requisitions applicants through employment agencies for clerical or similar level jobs. At this level assistants typically have a range of personal contacts within and outside the company and with applicants, and must be tactful and articulate. May perform some clerical work in addition to the above duties. Supervisor reviews completed work against stated objectives. Table C-4. Leve l Level o f secretary's supervisor L S - 1 .......................................................... L S - 2 .......................................................... L S - 3 .......................................................... L S - 4 .......................................................... Workers at this level perform duties similar to level IV, but are responsible for more complicated cases and work with greater independence. Performs limited aspects of professional personnel work dealing with a variety of occupations common to the company which are clear-cut and stable in employment requirements. Typical duties include: Researching recruitment sources, such as employ ment agencies or State manpower offices, and advising managers on the availability of candidates in common occupations; screening and selecting employees for a few routine, nonpermanent jobs, such as summer employment; or answering inquiries on a controversial issue, such as a hiring or promotion freeze. These duties often require considerable skill and diplomacy in communications. Other typical duties may include: Surveying managers for future h irin g requirements; developing newspaper vacancy announcements or explaining job requirements to employ ment agencies for administrative or professional positions; or reviewing the effect of corporate personnel procedural changes on local employment programs (e.g., automation of records, new affirmative action goals). May incidently perform some clerical duties. Supervisory review is similar to level IV. o f s e c r e t a r y ' s r e s p o n s i b i l i t y L R - 1 Personnel Clerk (E m p loym ent) V L R - 2 II III IV I V V visory duties which are not typical of secretarial work, e.g., administrative assistant, or execu tive assis tant; e. Positions which do not fit any o f the situations listed in the section below titled “Level o f 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. Level o f 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 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.) SECRETARY 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. 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: LS-3 a. Secretary to a corporate officer (other than chair 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 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- Criteria fo r matching secretaries by level 65 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. May 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.) 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. 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. STENOGRAPHER 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 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. Primary duty is to take dictation using shorthand, and to transcribe the dictation. May also type from written copy. May operate from a stenographic pool. May occasionally transcribe from voice recordings. NOTE: This job is distinguished from that of a 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. Stenographer, General Level o f Secretary's Responsibility (L R ) Dictation involves a normal routine vocabulary. May maintain files, keep simple records, or perform other rela tively routine clerical tasks. 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 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. 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-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: 66 T Y P IS T surance policies, etc.; or setting up simple standard tabula tions; or copying more complex tables already set up and spaced properly. 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. T ypist II Performs one or more o f the following: Typing material in final form when it involves combining material from sev eral sources; or responsibility for correct spelling, syllabica tion, punctuation, etc., of technical or unusual words or foreign language material; or planning layout and typing of complicated statistical tables to maintain uniformity and balance in spacing. May type routine form letters, varying details to suit circumstances. Typist I Performs one or more o f the following: Copy typing from rough or clear drafts; or routine typing of forms, in NOTE: The occupational titles and definitions for messenger and stenographer are the same as those used in the Bureau’s program of occupational wage surveys in metropolitan areas.1 The occupations listed below have the same definition in both the national and area surveys; however, the level designations differ as shown: Occupation D ra fte r1 File clerk Key entry operator Secretary1.................. Typist National Survey o f Professional, Adm inis trative, Technical, and Clerical Pay Occupational Wage Su rveys in M etro po litan Areas I II III IV V I II III I II I II III IV V I II E D C B A C B A B A E D C B A B A 1 The 5-level d efin ition fo r drafter was introduced in the area surveys in calendar year 1979 and the 5-level d e fin itio n fo r secretary, in 1 9 77. Three years are required to bring new jo b definitions in to all areas covered by the program. 67 A ppendix D. Comparison o f Salaries in Private Industry with Salaries o f Federal Employees Under the General Schedule The survey was designed to provide a basis for com paring salaries under the General Schedule classification and pay system with salaries in private enterprise. To assure collection of pay data for work levels equivalent to the General Schedule grade levels, the Office of Personnel Management (OPM), in cooperation with the Bureau of Labor Statistics, prepared the occupational work level definitions used in the survey. Definitions were graded by OPM according to standards established for each grade level. Table D-l shows the surveyed jobs grouped by work levels equivalent to General Schedule grade levels. 68 Ta b le D-1. C o m p a riso n o f average annual salaries in private industry w ith salary rates fo r Federal em ployees under the General Schedule Occupation and level surveyed by B LS 1 Average annual salary in private industry,2 March 1979 Salary rates fo r Federal employees under the General Schedule, March 1 9 7 9 and October 1 9 7 9 3 Grade4 Average,5 March 1979 and October 1979 Step6 1 2 3 4 5 6 7 8 9 10 File clerks 1 ....................................................................... Messengers ....................................................................... $7,063 8,1 1 2 GS 1 $ 6 ,6 9 4 (7 ,3 4 8 ) $6,561 (7 ,2 1 0 ) $ 6 ,7 8 0 (7 ,4 5 0 ) $ 6 ,9 9 9 (7 ,6 9 0 ) $7 ,2 1 8 (7 ,9 3 0 ) $ 7 ,4 3 7 (8 .1 7 0 ) $ 7 ,6 5 6 (8 ,4 1 0 ) $ 7 ,8 7 5 (8 ,6 5 0 ) $ 8 ,0 9 4 (8 ,8 9 0 ) $8 ,313 (8 ,9 0 2 ) $8 ,5 3 2 (9 ,126 ) Accou nting clerks 1 ....................................................... D rafters 1 ......................................................................... File clerks II .................................................................... Key en try operators 1 .................................................. Typists 1 ........................................................................... 8,2 48 9,3 9 5 8 ,2 6 5 9 ,0 9 4 8,398 GS 2 7 ,6 3 0 (8 ,3 3 3 ) 7 ,4 2 2 (8 ,1 2 8 ) 7 ,6 6 9 (8 ,3 9 9 ) 7 ,9 1 6 (8 ,6 7 0 ) 8 ,1 6 3 (8 ,9 0 2 ) 8 ,4 1 0 (9 ,0 0 2 ) 8 ,6 57 (9 ,2 6 7 ) 8 ,9 0 4 (9 ,5 3 2 ) 9,151 (9 ,7 9 7 ) 9,3 98 (1 0 ,0 6 2 ) 9 ,6 4 5 (1 0 ,3 2 7 ) A ccounting clerks 11 ..................................................... D rafter II ......................................................................... Engineering technicians 1 ........................................... File clerks I I I .................................................................... Key entry operators II ................................................ Personnel clerks 1 .......................................................... Stenographers, g e n eral.................................................. Typists I I ............................................................................ 9 ,5 5 5 10 ,715 10,825 10,483 10,833 8 ,9 7 9 10,931 10,125 GS 3 8 ,9 9 8 (9 ,6 2 7 ) 8 ,3 6 6 (8 ,9 5 2 ) 8 ,6 4 5 (9 ,2 5 0 ) 8 ,9 2 4 '(9 ,548 ) 9 ,2 0 3 (9 ,8 4 6 ) 9 ,4 8 2 (1 0 ,1 4 4 ) 9,761 (1 0 ,4 4 2 ) 10 ,0 4 0 (1 0 ,7 4 0 ) 10,319 10,598 (1 1 ,0 3 8 ) (1 1 ,3 3 6 ) 10,877 (1 1 ,6 3 4 ) A ccounting clerks I I I ..................................................... C o m p u ter operators 1 .................................................. D rafters I I 1 ....................................................................... Engineering technicians I I ........................................... Personnel clerk I I ............................................................ Secretaries 1 ....................................................................... Stenographers, senior .................................................. 11,367 9,198 12,835 12,690 10,683 10,354 12,458 GS 4 10,460 (1 1 ,1 9 3 ) 9,391 (1 0 ,0 4 9 ) 9 ,7 0 4 (1 0 ,3 8 4 ) 10,017 (1 0 ,7 1 9 ) 1 0 ,3 3 0 (1 1 ,0 5 4 ) 10,643 (1 1 ,3 8 9 ) 10 ,956 (1 1 ,7 2 4 ) 11,269 (1 2 ,0 5 9 ) 11 ,582 (1 2 ,3 9 4 ) 11,895 (1 2 ,7 2 9 ) 12,208 (1 3 ,0 6 4 ) Accounting clerks I V ..................................................... Accountants 1 ................................................................. Auditors 1 ......................................................................... Buyers 1 .............................................................................. Chemists 1 ......................................................................... C om pu ter operators I I .................................................. Drafters IV ....................................................................... Engineers 1 ......................................................................... Engineering technicians I I 1 ........................................ Personnel clerks III ....................................................... Secretaries I I .................................................................... 13,606 13,595 13,482 13,859 14,455 10,875 15,307 17,345 15,094 12,060 11,375 GS 5 11,935 (1 2 ,7 7 3 ) 10,507 (1 1 ,2 4 3 ) 10,857 (1 1 ,6 1 8 ) 11 ,207 (1 1 ,9 9 3 ) 11 ,557 (1 2 ,3 6 8 ) 11 ,907 (1 2 ,7 4 3 ) 12,257 (1 3 ,1 1 8 ) 12 ,6 0 7 12,957 (1 3 ,4 9 3 ) (1 3 ,8 6 8 ) 13 ,3 0 7 (1 4 ,2 4 3 ) 13,657 (1 4 ,6 1 8 ) C om puter operators I I 1 ................................................ Personnel clerks IV ....................................................... Secretaries I I 1 ................................................................. 12,013 14,298 12,861 GS 6 13,498 (1 4 ,4 4 5 ) 11,712 (1 2 ,5 3 1 ) 12 ,102 (1 2 ,9 4 9 ) 12,492 (1 3 ,3 6 7 ) 12 ,882 (1 3 ,7 8 5 ) 13 ,272 (1 4 ,2 0 3 ) 13 ,662 (1 4 ,6 2 1 ) 14,052 14,442 (1 5 ,0 3 9 ) (1 5 ,4 5 7 ) 14 ,832 (1 5 ,8 7 5 ) 15,222 (1 6 ,2 9 3 ) See fo o tn o te s a t end o f ta b le . T a b le D-1. C o m p a riso n o f average annual salaries in private industry w ith salary rates fo r Federal em ployees under the General Schedule— C o n tin u e d Occupation and level surveyed by B LS 1 Average annual salary in private industry,3 March 1979 Salary rates fo r Federal employees under th e General Schedule, March 1 9 7 9 and October 1 9 7 9 3 Grade4 Average,5 March 19 79 and October 1979 Step6 1 2 3 4 5 6 7 8 9 10 Accountants II ................................................................ Auditors I I .......................................................................... Buyers I I ............................................................................ Chemists II ....................................................................... C om pu ter operators I V ................................................ D rafters V .......................................................................... Engineers I I ....................................................................... Engineering technicians I V ........................................... Job analysts I I .................................................................. Personnel clerks V .......................................................... Public accountants 1........................................................ Secretaries I V .................................................................... $ 1 6 ,7 0 6 16 ,493 17 ,107 17,365 14,921 19,269 19 ,026 17 ,624 15 ,333 16,518 13 ,939 14,075 GS 7 $ 1 4 ,7 3 6 (1 5 ,7 6 6 ) $ 1 4 ,0 1 4 (1 3 ,9 2 5 ) $ 1 3 ,4 4 8 (1 4 ,3 8 9 ) $ 1 3 ,8 8 2 (1 4 ,8 5 3 ) $ 1 4 ,3 1 6 (1 5 ,3 1 7 ) $ 1 4 ,7 5 0 (1 5 ,7 8 1 ) $ 1 5 ,1 8 4 $ 1 5 ,6 1 8 $ 1 6 ,0 5 2 (1 6 ,2 4 5 ) (1 6 ,7 0 9 ) (1 7 ,1 7 3 ) $ 1 6 ,4 8 6 (1 7 ,6 3 7 ) $ 1 6 ,9 2 0 (1 8 ,1 0 1 ) C om pu ter operators V ................................................... Secretaries V .................................................................... 16,975 15,693 GS 8 1 6 ,734 (1 7 ,9 0 7 ) 14 ,4 1 4 (1 5 ,4 2 3 ) 14 ,8 9 4 (1 5 ,3 9 7 ) 15,374 (1 6 ,4 5 1 ) 1 5 ,8 5 4 (1 6 ,9 6 5 ) 16 ,334 (1 7 ,4 7 9 ) 1 6 ,8 1 4 (1 7 ,9 9 3 ) 1 7 ,294 (1 8 ,5 0 7 ) 1 7 ,7 7 4 (1 9 ,0 2 1 ) 1 8 ,2 5 4 (1 9 ,5 3 5 ) 18 ,734 (2 0 ,0 4 9 ) Accountants I I I ............................................................... A ttorneys 1 . .................................................................... A uditors I I I ....................................................................... Buyers III .......................................................................... Chemists I I 1 ....................................................................... Engineers III ..................................................................... Engineering technicians V ........................................... Job analysts III ............................................................... Public accountants I I ................................. ................... 19,468 18 ,740 2 0 ,3 0 3 2 1 ,2 0 0 2 1 ,0 2 5 21,931 2 0 ,2 2 2 20 ,1 0 6 15,817 GS 9 17 ,869 (1 9 ,1 1 9 ) 1 5 ,9 2 0 (1 7 ,0 3 5 ) 16,451 (1 7 ,6 0 3 ) 16 ,982 (1 8 ,1 7 1 ) 17 ,513 (1 8 ,7 3 9 ) 18 ,044 (1 9 ,3 0 7 ) 18,575 (1 9 ,8 7 5 ) 19 ,106 (2 0 ,4 4 3 ) 19,637 (2 1 ,0 1 1 ) 2 0 ,1 6 8 (2 1 ,5 7 9 ) 20 ,699 (2 2 ,1 4 7 ) Accountants I V ............................................................... A ttorneys I I ....................................................................... A uditors I V ....................................................................... Buyers I V ............................................................................ Chemists I V ....................................................................... C hief accountants 1 ........................................................ Directors o f personnel 1 ................................................ Engineers IV .................................................................... Job analysts IV ............................................................... Public accountants I I I .................................................... 2 4 ,0 4 5 2 3 ,4 6 8 2 4 ,7 0 0 2 5 ,5 0 6 2 5 ,459 2 5 ,4 5 7 2 2 ,9 9 6 25 ,989 24 ,231 1 9 ,174 GS11 2 1 ,6 9 7 (2 3 ,2 1 5 ) 19,263 (2 0 ,6 1 1 ) 20 ,5 4 7 1 9 ,9 0 5 (2 1 ,2 9 8 ) (2 1 ,9 8 5 ) 2 1 ,1 8 9 (2 2 ,6 7 2 ) 21,831 (2 3 ,3 5 9 ) 2 2 ,4 7 3 (2 4 ,0 4 6 ) 2 3 ,1 1 5 (2 4 ,7 3 3 ) 2 3 ,7 5 7 (2 5 ,4 2 0 ) 2 4 ,3 9 9 (2 6 ,1 0 7 ) 25,041 (2 6 ,7 9 4 ) Accountants V .................................................................. A ttorneys I I I ........................................................................... Chemists V ................................................................................ C hief accountants I I ........................................................ Directors o f personnel I I .............................................. Engineers V .............................................................................. Public accountants I V ................................................... 2 9 ,7 4 4 29 ,644 3 0 ,8 2 8 2 9 ,6 0 4 27,981 3 0 ,4 7 2 2 4 ,1 8 3 GS 12 2 6 ,1 5 6 (2 7 ,9 8 4 ) 2 3 ,0 8 7 (2 4 ,7 0 3 ) 2 3 ,857 24 ,627 (2 5 ,5 2 6 ) (2 6 ,3 4 9 ) 2 5 ,3 9 7 (2 7 ,1 7 2 ) 2 6 ,1 6 7 (2 7 ,9 9 5 ) 2 6 ,9 3 7 (2 8 ,8 1 8 ) 27 ,7 0 7 2 8 ,4 7 7 (2 9 ,6 4 1 ) (3 0 ,4 6 4 ) 29 ,247 (3 1 ,2 8 7 ) 30,017 (3 2 ,1 1 0 ) See fo o tn o te s a t end o f ta b le . T ab le D-1. C om pa riso n o f average annual salaries in private industry w ith salary rates fo r Federal em ployees under the General Schedule— C o n tin u e d Average annual salary in private industry,3 March 1979 Occupation and level surveyed by B L S 1 Salary rates fo r Federal employees under the General Schedule, March 1 9 7 9 and October 1 9 7 9 3 Grade4 Average, s March 19 79 and October 19 79 Step6 1 2 3 4 5 6 7 8 9 10 A ttorneys I V .................................................................... Chemists V I ....................................................................... C hief accountants I I I ..................................................... Directors o f personnel I I I ............................................. Engineers V I .................................................................... $3 7,80 7 35 ,232 36,561 3 4 ,2 8 5 34,801 GS 13 $ 3 1 ,4 4 0 (3 3 ,6 4 1 ) $ 2 7 ,4 5 3 (2 9 ,3 7 5 ) $ 2 8 ,3 6 8 (3 0 ,3 5 4 ) $ 2 9 ,2 8 3 (3 1 ,3 3 3 ) $ 3 0 ,1 9 8 (3 2 ,3 1 2 ) $ 3 1,11 3 (3 3 ,2 9 1 ) $ 3 2 ,0 2 8 (3 4 ,2 7 0 ) $3 2,94 3 (3 5 ,2 4 9 ) $ 3 3 ,8 5 8 (3 6 ,2 2 8 ) $3 4,77 3 (3 7,20 7) $3 5,68 8 (3 8,18 6) A ttorneys V ...................................................................... Chemists V I I .................................................................... C hief accountants I V ..................................................... Directors of personnel I V ............................................. Engineers V I I .................................................................... 4 5 ,5 9 9 42,016 4 5 ,2 7 4 4 3 ,9 3 3 3 9 ,3 4 0 GS 14 3 7 ,1 1 2 (3 9 ,7 1 1 ) 3 2 ,4 4 2 (3 4 ,7 1 3 ) 3 3 ,5 2 3 (3 5 ,8 7 0 ) 3 4 ,6 0 4 (3 7 ,0 2 7 ) 3 5 ,6 8 5 (3 8 ,1 8 4 ) 3 6 ,7 6 6 (3 9 ,3 4 1 ) 3 7 ,8 4 7 (4 0 ,4 9 8 ) 3 8 ,9 2 8 (4 1 ,6 5 5 ) 4 0 ,0 0 9 (4 2 ,8 1 2 ) 4 1 ,0 9 0 (4 3,96 9) 42,171 (4 5 ,1 2 6 ) A ttorneys V I .................................................................... Chemists V I I I .................................................................... Engineers V I I I ................................................................. 56 ,964 48,961 45,221 GS 1 5 7 4 3 ,9 4 8 (4 6 ,8 8 7 ) 3 8 ,1 6 0 (4 0 ,8 3 2 ) 3 9 ,4 3 2 (4 2 ,1 9 3 ) 4 0 ,7 0 4 (4 3 ,5 5 4 ) 4 1 ,9 7 6 (4 4 ,9 1 5 ) 4 3 ,2 4 8 (4 6 ,2 7 6 ) 4 4 ,5 2 0 (4 7 ,6 3 7 ) 4 5 ,7 9 2 (4 8 ,9 9 8 ) 4 7 ,0 6 4 (5 0 ,3 5 9 ) 4 8 ,336 (5 1 ,7 2 0 ) 4 9 ,6 0 8 (5 3 ,0 8 1 ) 1 For definitions, see appendix C. 3 Survey findings, as summarized in table 1 of this bulletin. For scope o f survey, see appendix A. 3 General Schedule rates in effect in March 1979, the reference date o f the P A TC survey, are shown on th e first line fo r each grade. Rates as adjusted in October 1 9 7 9 are shown in parentheses. 4 Corresponding grades in the General Schedule were supplied by the O ffice o f Personnel Managem ent. 5 Mean salary o f all General Schedule employees in each grade as o f March 31 , 1979. N o t lim ited to Federal em ployees In occupations surveyed by BLS. October 19 79 averages are shown in parentheses. 6 Section 5 3 3 5 of title 5 o f the U.S. Code provides fo r within-grade increases on condition th at the employee's w ork is of an acceptable level o f competence as defined by the head o f the agency. For employees who m eet this condition, the service requirements are 52 calendar weeks each fo r advancement to salary rates 2, 3, and 4; 104 weeks each for advancement to salary rates 5, 6 , and 7; and 156 weeks each fo r advancement to salary rates 8, 9, and 10. Section 5336 provides th at an additional within-grade increase may be granted w ithin any period o f 52 weeks in recognition o f high quality performance above that ordinarily found in the type o f position concerned. 7The rate o f pay fo r employees at some steps is lim ited by section 5308 o f title 5 of the U.S. Code to the rate fo r level V o f the Executive Schedule. Under Section 5303 of title 5 of the U.S. Code, higher minimum rates (but not exceeding the maximum salary rate prescribed in the General Schedule for the grade or level) and a corresponding new salary range may be established for positions or occupations under certain conditions. The conditions include a finding that the Government’s recruitment or retention of well qualified persons is significantly handicapped because the salary rates in private industry are substantially above the salary rates of the statutory pay schedules. As of March 1979, special, higher salary ranges were authorized for professional engineers at the entry grades (GS-5 and GS-7), and at GS-9. Information on special salary rates, including the occupations and the areas to which they apply, may be obtained from the Office of Personnel Management, Washington, D.C. 20415, or its regional offices. 24 Hour CPI Mailgram Service Consumer Price Index data now are available by mailgram within 24 hours of the CPI release. The new service is being offered by the Bureau of Labor Statistics through the National Technical Information Service of the U.S. Department of Commerce. The CPI MAILGRAM service provides unadjusted and seasonally adjusted data both for the All Urban Consumers C O N SU M E R P R I C E A V ER A GE I N D E X ( 1 9 6 7 FOR ALL URBAN (CPI-U) and for the Urban Wage Earners and Clerical Workers (CPI-W) Indexes as shown on the CPI-U sample page below. The unadjusted data include the current month’s index and the percent changes from 12 months ago and one month ago. The seasonally adjusted data are the percent changes from one month ago. C O N S U M E R S ( C P I - U ) : U N AD J GROUP I N D E X MAY 1 9 7 9 ALL I T E M S 2 1 9 . 1 ALL I T E M S C 1 9 5 7 - 5 9 = 1 0 0 ) 2 9 9 . 0 FOOD AND B E V E R A G E S FOOD FOOD AT HOME C E R E A L S M E A T S . D A I R Y BAK E RY P O U L T R Y , P R O D U C T S F I S H , AND EGGS P R O D U C T S F R U I T S FOOD AND AND AWAY V E G E T A B L E S FROM HOME H O U S I N G R E N T , R E S I D E N T I A L HO ME OU IN ER SH IP FUE L AND FU E L O I L , GAS O T H E R ( P I P E D ) H O U S E H O L D A P P A R E L AND AND B O T T L E D GAS E L E C T R I C I T Y F U R N I S H I N G S AND AND O P E R A T I O N U P K E E P T R A N S P O R T A T I O N NEU CA RS U S E D CHG FROM MO 12 AGO 1 0 . 8 . 8 . 7 . 7 . 7 . 5 2 1 6 . 2 9 . 5 . 8 1 . 0 2 9 2 . 2 1 9 . 9 . 9 2 0 3 . 8 1 1 . 1 . 7 . 8 2 2 6 . 8 3 . 9 . 1 - . 2 1 1 . 7 1 . 1 1 . 1 2 2 2 . 9 1 1 . 3 1 . 2 1 . 2 1 7 3 . 8 6 . 8 1 . 0 2 5 9 . 9 2 7 1 9 . 6 5 6 9 . 3 2 3 . 2 2 5 1 . 6 1 8 9 . 2 1 . 3 7 . 7 8 . 2 7 . 5 P E R S O N A L C A R E S E R V I C E S J / C O M M O D I T I E S 9 . 8 2 . 6 2 . 6 . 9 2 . 9 . 3 . 9 8 . 9 . 9 . 3 3 . 9 2 3 6 AND 9 . 1 1 3 . 9 8 . 7 1 . 3 2 . 2 1 6 6 . 1 1 1 . 3 1 . 0 1 2 . 2 0 7 . 7 1 GOODS . 1 2 9 1 . 1 3 . E N T E R T A I N M E N T 1 . 1 - . 9 1 9 3 . 3 O T H E R 1 . 2 1 AGO 1 1 . 3 P U B L I C S E R V I C E S MO 1 1 . 9 1 CA RE CHG FROM AGO 1 1 . 2 2 9 . CA RE 1 ADJ P E R - - 2 9 7 . 7 M E D I C A L FROM MO S CHG 2 3 9 . 3 2 0 5 . 9 T R A N S P O R T A T I O N F E R 2 2 8 . 2 1 6 5 . 8 CA RS U N A D J U S T E D P E R G A S O L I N E M E D I C A L C I T Y 2 3 3 . 9 2 2 U T I L I T I E S C O A L , U . S . : IOC ) . 0 1 . 8 1 . 1 2 . 7 - 5 . 5 5 . 0 . 5 . 9 . 7 . 5 5 .6 2 5 9 . 9 9 . 9 187 . 8 6 . 6 . 7 . 5 1 9 3 . 9 7 . 5 . 9 . 5 1 9 3 . 9 7 . 5 . 6 .6 . 6 2 0 5 . 8 1 0 . 9 1 . 2 . 9 C O M M O D I T I E S L E S S FOOD AND E E V E R A G E S 1 9 2 . 9 1 0 . 9 1 . 5 1 . 0 NCN D UR A BL ES L E S S FOOD AND L E V E R A G E S 1 9 5 . 7 1 2 . 0 2 . 0 1 . 9 18 9 . 2 1 0 . 0 1 . 1 . 5 D U R A B L E S S E R V I C E S ALL I T E M S E N E R G Y ALL W I T E M S W L E S S L E S S NOT FOOD FOOD AND S E A S O N A L L Y E N E RG Y 2 2 9 . 5 1 0 . 3 2 0 3 . 9 1 0 . 5 2 6 0 . 8 1 9 . 8 2 0 9 . 1 9 . 5 1 . 1 1 . 3 9 . 2 . 9 1 . 3 1 . 2 9 . 2 . 9 A D J U S T E D . ORDER FROM: National Technical Information Service, 5285 Port Royal Road, Springfield, Virginia 22161 Please e n te r_____ subscription(s) to CONSUMER PRICE INDEX MAILGRAM (NTISUB/158). Subscription rates: $95.00 in contiguous U.S. and Hawaii, $110.00 in Alaska and Canada. NAME:__________________________________________________________________________ STREET ADDRESS:_______________________________________________________________ CITY, STATE, ZIP: _______________________________________________________________ ( ( ( ( ) ) ) ) ENCLOSED CHARGE CHARGE BILL ME .Purchase Order Num ber_________ .to my American Express Account ft _to my NTIS Deposit Account ft___ SIGNATURE REQUIRED ______ Characteristics of Major Collective Bargaining Agreements, July 1,1976 For the labor relations practitioner and student— A handy statistical reference on 1570 of the largest col lective bargaining agreements in the United States. More than 80 tables dealing with agreement characteristics: • Union security, management rights, and related provisions • Wages and wage-related clauses • Hours, overtime, and premium pay • Paid and unpaid leave • Seniority and seniority-related provisions • Job security arrangements m • Dispute settlement procedures All data are derived from a broad review of agreements currently on file with the Bureau of Labor Statistics covering at least 1,000 workers and in effect on July 1, 1976, or later. Bulletin 2013 reports the results of negotiations involving some of the largest companies and unions in the United States. Fill out and mail this coupon to BLS Regional Office nearest you or Superintendent of Documents, U.S. Government Printing Office, Washington, D.C. 20402. Make checks payable to Superintendent of Documents. Please s e n d __________copies of Characteristics of Major Collective Bargaining Agreements, July 1, 1976, Bulletin 2013 N o.029-001-22086-7, price $2.75. □ Remittance is enclosed □ Charge to GPO deposit account no._________ N a m e ___________________________________________________________________ A d d r e s s ____________________________________________ ____________________ City, State, and Zip Code ______________________________ ____________________ * U. S. GOVERNMENT P R IN T IN G O F F IC E : 1979 0 - 303-1+32 Bureau of Labor Statistics Regional Offices Region I 1603 JFK Federal Building Government Center Boston, Mass 02203 Phone: (617) 223-6761 Region IV 1371 Peachtree Street, NE. Atlanta. Ga 30309 Phone: (404) 881-4418 Region V Region II Suite 3400 1515 Broadway New York, N Y 10036 Phone: (212) 944-3121 Region III 3535 Market Street P O Box 13309 Philadelphia. Pa 19101 Phone: (215) 596-1154 9th Floor Federal Office Building 230 S Dearborn Street Chicago. III. 60604 Phone: (312) 353-1880 Regions VII and VIII* 911 Walnut Street Kansas City, Mo 64106 Phone: (816) 374-2481 Regions IX and X** 450 Golden Gate Avenue Box 36017 San Francisco, Calif. 94102 Phone: (415) 556-4678 Region VI Second Floor 555 Griffin Square Building Dallas. Tex 75202 Phone: (214) 767-6971 * Regions VII and VIII are serviced by Kansas City “ Regions IX and X are serviced by San Francisco