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1
JAN 1 2 199
ST. LOUI COU 'TY UB ~ A f \
Occupation al
Compensation Survey:
Pay and Benefits
U.S Department of Labor
Bureau of Labor Statistics
B Jlletin 3065-10
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
St. Louis, Missouri-Illinois, I
Metropolitan Area,
March 1992
DEPos,rnRv
DEG 2 s 1992
4~
•
Preface
This bulletin provides results of a March 1992 survey of occupational pay
and employee benefits in the St. Louis, MO-IL Metropolitan Statistical
Area. The survey is part of the U.S. Bureau of Labor Statistics
Occupational Compensation Survey Program. The survey was conducted
by the Bureau's regional office in Kansas City, under direction of Stanley
W. Suchman, Assistant Regional Commissioner for Operations.
The survey could not have been conducted without the cooperation of the
many private firms and government jurisdictions that provided pay and
employee benefit data included in this bulletin. The Bureau thanks these
respondents for their cooperation.
The March 1992 pay and benefits survey reflects important changes
For sale by the Superintendent of Documents, U.S. Government
Printing Office, Washington, DC 20402, GPO Bookstores or the Bureau
of Labor Statistics, Publications Sale& Center, P.O. Box 2145, Chicago,
IL 60690.
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Federal Reserve Bank of St. Louis
from previous Area Wage Surveys in St. Louis, MO-IL. The changes,
made to provide data for use in implementing the Federal Employees Pay
Comparability Act of 1990, involve expanding the industrial and
occupational coverage of the surveys. The survey bulletin is now titled,
Occupational Compensation Survey: Pay and Benefits to distinguish it
from previous Area Wage Surveys.
Material in this bulletin is in the public domain and, with appropriate
credit, may be reprcxluced without permission. This information will be
made available to sensory impaired individuals upon request. Voice phone:
(202) (,()6-STAT; TDD phone: (202) 606-5897; TDD Message Referral
phone: 1-800-326-2577.
Occupational
Compensation Survey:
Pay and Benefits
U.S. Department of Labor
Lynn Marti n, Secretary
St. Louis, Missouri-Illinois,
Metropolitan Area,
March 1992
Contents
Bu reau of Labor Statistics
October 1992
Bulletin 3065-10
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Federal Reserve Bank of St. Louis
Page
Page
Introduction
2
Tables:
All establishments:
A- 1. Weekly hours and earnings of professional and
administrative occupations . . . . . . . . . . . . . . . . . . . . . . . . . . .
A- 2. Weekly hours and earnings of technical
occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A- 3. Weekly hours and earnings of clerical occupations . . . . . . . . . .
A- 4. Hourly earnings of maintenance and toolroom
occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A- 5. Hourly earnings of material movement and custodial
occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Establishments employing 500 workers or more:
A- 6. Weekly hours and earnings of professional and
administrative occupations............................
A- 7. Weekly hours and earnings of technical occupations . . . . . . . .
A- 8. Weekly earnings of clerical occupations . . . . . . . . . . . . . . . . . . .
A- 9. Hourly earnings of maintenance and toolroom
occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A-10. Hourly earnings of material movement and custodial
occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
4
5
8
9
11
12
13
15
16
Tables-Continued
State and local governments:
A-11. Weekly hours and earnings of professional,
administrative, technical, protective service,
clerical occupations ....... . .................... . . . . . 17
A-12. Hourly earnings of maintenance, toolroom, material
movement, and custodial occupations ............. .. . . . 19
Establishment practices and employee benefits:
8- 1. Late-shift pay provisions for full-time blue-collar
workers in manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8- 2. Scheduled weekly hours and days of full-time
first-shift workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8- 3. Annual paid holidays for full-time workers . . . . . . . . . . . . . . . .
B- 4. Paid vacation provisions for full-time workers . . . . . . . . . . . . .
B- 5. Insurance, health, and retirement plans offered to
full-time workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8- 6. Health plan participation by full-time workers . . . . . . . . . . . . .
8- 7. Other selected benefits for full-time workers . . . . . . . . . . . . . .
20
21
22
23
27
28
29
Appendixes:
A. Scope and method of survey .............. . .... . ......... A-1
8. Occupational descriptions ............. . .............. . ... 8-1
Introduction
by occupation. Tables A-1 through A-5 provide data for selected white- and bluecollar occupations common to a variety of industries. Tables A-6 through A-10
include similar information, but limited to establishments employing 500 workers or
more. Tables A-11 and A-12 present separate occupational earnings information for
State and local governments in the metropolitan area.
Occupational earnings information is presented for all industries covered by the
survey and, where possible, for private industry and for State and local governments.
Within private industry, more detailed information is presented (e.g., for
manufacturing and service-producing industries) to the extent that the survey
establishment sample can support such detail.
This survey of occupational pay and employee benefits in the St Louis, MO-IL
Metropolitan Statistical Area (St. Louis City; Franklin, Jefferson, St. Charles, and St
Louis Counties, MO; and Clinton, Jersey, Madison, Monroe, and St. Clair Counties,
IL) was conducted as part of the U.S. Bureau of Labor Statistics Occupational
Compensation Survey Program-previously called the Area Wage Survey Program.
The survey is one of a number of metropolitan areas surveyed annually throughout
the United States. (See listing of reports for other surveys at the end of this
bulletin.)
A major objective of the Occupational Compensation Survey Program is to
describe the level and distribution of occupational pay in a variety of the Nation's
local labor markets, using a consistent survey approach. Another Program objective
is providing information on the incidence of employee benefits among and within
local labor markets.
The Program develops information that is used for a variety of purposes including
wage and salary administration, collective bargaining, and assistance in determining
business or plant location. Survey results also are used by the U.S. Department of
Labor in making wage determination under the Service Contract Act, and by the
President's Pay Agent (the Secretary of Labor and Directors of the U.S. Office of
Personnel Management and the U.S. Office of Management and Budget) in
determining local pay adjustments under the Federal Employee Pay Comparability
Act of 1990. This latter use resulted in: (1) Expanding the survey's industrial
coverage to include State and local governments and (2) increasing the survey's
occupational coverage to include more professional, administrative, technical, and
protective service occupations in the tables specific to State and local governments.
Establishment practices and benefit tables
The B-series tables provide information on late shift provisions and practices for
blue-collar workers in manufacturing industries; as well as data on work schedules;
paid holidays and paid vacations; health insurance, retirement and other benefit plan
provisions for full-time, white- and blue-collar employees.
Appendixes
Appendix A describes the concepts, methods, and coverage used in the
Occupational Compensation Survey Program. It also includes information on the
area's industrial composition, the extent of labor-management agreement coverage,
and on the reliability of occupational earnings estimates.
Appendix B includes the descriptions used by Bureau field economists to classify
workers in the survey occupations.
Earnings
The A-series tables provide estimates of straight-time weekly or hourly earnings
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2
Table A-1. All establishments: Weekly hours and earnings of professional and administrative occupations, St. Louis, MO-IL, March 1992
Occupation and level
Average
Number weekly
of
hours 1
workers (standard)
Weekly earnings
(in dollars) 2
Mean
Median
Percent of workers receiving straight-time weekly earnings (in dollars) of-
400
and
Under
under
400
425
Middle range
425
450
475
500
550
600
650
700
750
800
850
900
950
1000
1050
1100
1150
1200
450
475
500
550
600
650
700
750
800
850
900
950
1000
1050
1100
1150
1200
1250
-
-
-
-
-
-
Administrative Occupations
0
Computer Programmers
Level 1....................................................
Private industry ...................... ............
Manufacturing ............... .... .. .... .. .... ..
Service producing ....... ....................
Transportation and utilities .........
Level 11 ................................. .. .......... ......
Private industry ..................................
Manufacturing .................................
Service producing ........ ...... .............
Transportation and utilities .........
State and local government ............
Level 111 ........ ............................ ......... .....
Private industry ................... ...............
Service producing .................. .........
Transportation and utilities .........
State and local government ....... .. ...
Level IV .................................................
Private industry ..................................
189
169
71
98
33
787
760
280
480
48
27
866
820
488
221
46
112
110
39.9
40.0
40.0
39.9
40.0
39.9
40.0
39.9
40.0
40.0
39.4
40.0
40.0
40.0
40.0
39.9
40.0
40.0
$480
485
507
470
551
586
587
572
596
575
564
680
681
672
670
662
771
772
$486
491
Computer Systems Analysts
Level 1....... ..... ....... .................................
Private industry ... .. ... ..........................
Manufacturing .. ..... ................ ..........
Service producing ................ .... .......
Level 11 ... .. ................... ......... ........ ..........
Private industry ..................................
Manufacturing .................................
Service producing .............. .... .........
State and local government .........
Level Ill .......... .......................................
Private industry .......................... ........
Manufacturing .................................
Service producing ...........................
Level IV ......................... .... ............. .......
Private industry ..... .. .. ...... ...................
Manufacturing ...... ................ .. .........
521
499
203
296
1,905
1,850
513
1,337
55
965
951
332
619
105
104
61
39.7
39.7
39.9
39.6
39.7
39.7
39.9
39.6
39.7
39.8
39.8
39.8
39.8
40.0
40.0
40.0
661
664
701
638
806
806
850
790
797
950
952
979
937
1,102
1,103
1,096
$413
429
-
-
442
405
-
-
572
572
571
574
583
531
531
535
530
559
-
-
673
674
663
661
664
760
760
634
634
618
638
648
695
695
658
660
691
640
795
795
849
781
780
947
948
979
939
1,100
1,102
595
596
643
572
743
744
776
734
703
865
866
902
858
1,018
1,016
-
-
-
-
-
-
-
-
-
13
11
7
13
13
13
4
19
-
-
-
629
631
611
672
596
(4)
(4)
$536
537
536
729
728
710
684
731
834
835
716
724
762
699
874
873
924
848
900
1,031
1,031
1,053
1,018
1,190
1,190
-
3
-
1
1
1
-
1
4
-
-
(4)
(4)
(4)
(4)
-
13
14
7
19
9
3
2
5
(4)
15
-
-
7
6
3
8
9
4
4
6
2
4
-
11
11
10
12
12
5
5
5
6
8
1
1
1
2
-
25
26
55
5
9
23
24
24
24
4
15
2
2
2
(4)
13
13
14
11
15
39
28
27
25
29
56
48
8
8
12
4
4
-
-
8
7
1
11
(4)
(4)
15
15
11
18
1
1
(4)
1
5
-
-
(4)
(4)
-
-
-
-
-
-
-
-
-
-
-
(4)
(4)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2
2
4
(4)
(4)
-
-
-
-
-
-
1
Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of
pay for overtime at regular and/ or premium rates) , and the earnings correspond to these weekly hours.
2
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.
3
Workers were distributed as follows: 1 percent at $300 and under $325; 2 percent at $325 and under $350; 1
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Federal Reserve Bank of St. Louis
1250
and
over
-
-
-
-
2
2
1
3
9
15
15
19
12
15
15
27
27
29
37
20
1
-
3
3
1
4
12
8
9
13
6
28
28
26
40
33
25
25
18
18
16
19
3
3
1
4
5
(4)
(4)
25
25
28
23
7
7
5
7
7
(4)
(4)
-
-
(4)
(4)
-
-
-
-
-
-
-
-
8
8
2
11
8
4
18
18
15
10
22
20
20
6
6
(4)
9
14
14
14
15
18
18
8
22
18
2
2
1
3
-
4
8
9
4
2
(4)
(4)
(4)
7
7
10
7
-
-
20
19
22
23
10
11
17
7
23
23
18
25
20
5
5
2
7
3
3
5
5
5
11
2
16
16
19
15
4
12
12
8
14
-
-
-
-
-
-
1
1
1
1
(4)
(4)
7
5
5
1
1
2
13
13
17
12
5
15
15
13
17
6
6
7
-
-
(4)
(4)
-
6
6
1
1
1
1
11
10
14
8
33
16
16
14
17
4
4
5
1
1
6
6
14
3
2
15
15
20
12
6
6
7
-
-
-
-
-
2
2
4
1
13
14
15
13
15
14
13
(4)
(4)
(4)
-
-
-
(4)
(4)
(4)
(4)
-
-
11
11
14
10
16
16
15
6
6
8
5
12
13
10
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
3
3
2
16
16
11
1
1
2
(4)
9
9
13
-
-
-
5
13
13
15
percent at $350 and under $375; and 9 percent at $375 and under $400.
4
Less than 0.5 percent.
5 Workers were distributed as follows: 7 percent at $1 ,250 and under $1 ,300; and 8 percent at $1 ,300 and under
$1 ,350.
NOTE: Because of rounding , sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
3
Table A-2. All establishments: Weekly hours and earnings of technical occupations, St. Louis, MO-IL, March 1992
Occupation and level
Average
Number weekly
of
hours'
workers (standard)
Weekly earnings
(in dollars)2
Mean
Computer Operators
Level I ....
Private industry
Level II .... .
Private industry
Manufacturing
............... •... ..
Service producing ...
State and local government ...
Level 111 .....
Private industry ..................................
Manufacturing
Service producing
Level IV ........ .... ....... ......
Private industry
71
65
546
504
260
244
42
478
464
137
327
87
68
39.8
39.8
39.9
40.0
39.9
40.0
39.1
39.9
39.9
39.8
39.9
39.9
39.9
$327
329
417
418
426
410
404
505
506
507
505
562
572
Drafters
Level I ... ........ ... ... ............ .
Private industry
Service producing ..........
Level II
Private industry ......
Manufacturing .. ···· ··· ···· ··· ···· ···· ···· ·
Service producing ..
Transportation and utilities .
State and local government .
Level Ill.
Private industry . .. . . . . . ......•••.. . ••
Manufacturing
Service producing
Level IV ...............
Private industry ...........
Manufacturing
200
182
110
337
312
141
171
25
25
276
264
159
105
85
85
55
40.0
40.0
40.0
40.0
40.0
40.0
40.0
40.0
39.6
39.9
39.9
39.9
40.0
39.8
39.8
39.7
Engineering Technicians
Level II
Private industry .
Manufacturing
·····················
Level Ill .. . .. . .. .. . . ... . .• . ••• ••.
Private industry .... .........
Manufacturing ........
Level IV ····························
Private industry ...............
Service producing ........
Level V .....................................
Private industry .. ...................
258
258
258
387
387
268
303
302
76
70
70
40.0
40.0
40.0
40.0
40.0
40.0
40.0
40.0
40.0
40.0
40.0
Median
Percent of workers receiving straight-time weekly earnings (in dollars) of250
and
Under
under
250
275
Middle range
6
6
$408
407
423
392
409
505
505
486
505
557
$352
352
371
345
363
446
446
442
454
517
$489
489
506
489
438
553
555
548
555
615
418
419
435
457
456
453
459
556
477
591
594
564
638
711
711
657
431
434
476
461
447
462
444
379
380
391
403
403
403
400
476
476
476
502
500
500
509
582
586
578
682
684
684
532
534
533
535
633
633
634
634
601
740
762
762
468
468
468
546
546
552
717
718
773
805
805
460
460
460
547
547
552
711
711
(3)
(3)
10
8
{3)
(3)
(3)
275
300
325
350
375
400
425
450
475
500
550
600
650
700
750
800
850
900
300
325
350
375
400
425
450
475
500
550
600
650
700
750
800
850
900
950
13
12
2
3
2
3
30
31
6
5
3
8
12
3
3
15
13
18
9
33
5
5
8
4
3
3
6
6
6
5
7
7
7
9
6
8
3
5
4
4
3
14
7
7
13
4
3
4
1
2
10
11
5
17
2
6
6
11
3
5
4
15
16
26
7
2
36
36
20
42
28
26
(3)
(3)
(3)
(3)
2
10
11
12
12
14
10
7
8
8
9
7
(3)
(3)
{3)
10
11
9
9
5
14
7
4
4
2
5
(3)
(3)
(3)
(3)
(3)
(3)
14
12
16
16
15
18
12
2
2
3
1
2
5
5
20
20
5
12
12
15
10
5
5
4
12
13
11
14
4
4
12
9
11
13
14
18
12
9
8
4
13
14
16
12
4
8
2
2
1
2
25
27
45
11
9
9
9
24
32
9
8
10
5
(3)
(3)
1
5
5
8
5
5
2
4
4
4
9
8
8
(3)
(3)
{3)
{3)
(3)
1
(3)
1
2
2
3
8
8
9
22
21
26
16
28
40
18
18
14
23
4
4
5
431
431
431
488
488
495
659
659
504
504
504
608
608
612
773
773
3
3
3
5
5
5
1
1
(3)
1
Standard hours reflect the workweek for which employees receive their regular straight-time salaries (excl usive of
pay for overtime at regular and / or premium rates) , and the earnings correspond to these weekly hours.
2
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appen-
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Federal Reserve Bank of St. Louis
7
7
5
5
6
4
7
11
11
11
6
6
6
22
22
22
6
6
5
20
20
20
9
9
10
12
12
12
6
6
7
20
20
20
22
22
21
2
2
2
1
3
11
11
9
13
26
26
1
1
2
2
6
6
1
9
18
22
1
2
2
4
4
4
4
8
36
29
29
43
9
16
16
24
6
6
6
21
21
22
4
4
950
and
over
(3)
3
3
6
2
5
4
3
3
9
1
5
6
17
17
24
7
16
16
16
8
8
3
16
19
19
29
12
13
2
2
32
11
11
9
5
11
11
15
4
4
2
16
16
13
14
14
12
12
16
24
24
25
19
20
20
33
33
8
8
13
27
27
2
1
(3)
(3)
(3)
1
19
19
(3)
(3)
(3)
24
25
20
23
23
4
4
16
4
4
1
5
6
6
(3)
(3)
1
7
7
dix A for definitions and methods used to compute means, medians, and middle ranges.
3 Less than 0.5 percent.
NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
4
Table A-3. All establishments: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992
Occupation and level
Clerks, Accounting
Level 1.. ..... ................... .........................
Private industry ..................................
Service producing ...........................
Level II ..................................... .. .. ..........
Private industry ................. .................
Manufacturing ...... ........... ................
Service producing ................. ..........
Transportation and utilities .........
State and local government ............
Level 111 ................................. .................
Private industry ..................................
Manufacturing .................................
Service producing ...........................
Transportation and utilities ...... .. .
State and local government ............
Level IV .............. ··································
Private industry ........... .......................
Manufacturing .................................
Service producing ...........................
Transportation and utilities .........
State and local government ............
Average
Number weekly
of
hours 1
workers (stan•
dard)
248
247
214
3,057
2,870
955
1,915
39.9
39.9
40.0
39.9
39.9
39.9
39.9
774
187
1,008
738
237
501
88
270
408
347
108
239
50
61
40.0
39.6
39.7
39.8
39.9
39.7
40.0
39.5
39.9
39.9
40.0
39.9
40.0
39.6
Clerks, General
Level I ·························· ·························
Private industry .......... ........................
Service producing .................... .... ..
Level 11 ............................ .......................
Private industry ........ ................ ........
Manufacturing .. .................. ... .....•...
Service producing .................. ........
Transportation and utilities .........
State and local government ............
Level 111 .. ................................................
Private industry .. ... ... .......... ..... ..... •..
Manufacturing .................................
Service producing ............. ·············
Transportation and utilities .........
State and local government ... .....
Level IV ............... ...................... ···········
Private industry .......................... .......
Service producing ...........................
Transportation and utilities .........
State and local government .. ·········
178
127
96
1,909
1,226
490
736
92
683
2,243
1,248
474
774
297
995
1,079
805
436
330
274
Clerks, Order
Level I .................... ...............................
Private industry ... ..............................
Manufacturing .............. ................ ...
Level II .............................. ····················
Private industry ........ ..... . ... ... ........ .. ..
Manufacturing ············· ... . ..............
641
641
401
135
135
118
Weekly earnings
(in dollars) 2
Mean
$358
358
371
380
382
381
382
Median
$261
261
276
300
300
313
411
415
435
405
564
402
478
482
494
476
580
456
39.6
39.6
39.4
39.8
39.8
40.0
39.7
40.0
39.6
39.8
39.8
40.0
39.7
40.0
39.8
39.9
40.0
40.0
40.0
39.7
292
283
270
332
336
402
292
347
326
372
402
437
380
460
335
438
459
471
499
378
292
251
241
314
302
477
280
365
325
349
392
506
370
477
322
451
477
490
490
374
240
237
230
274
260
309
260
260
299
300
311
348
294
39.7
39.7
39.6
40.0
40.0
40.0
336
336
318
387
387
402
335
335
313
392
392
298
298
280
336
336
348
457
404
175
and
under
200
Middle range
$321
321
333
352
353
359
350
489
336
404
404
411
384
559
401
469
480
479
480
536
447
352
Percent of workers receiving straight-time weekly earnings (in dollars) of-
292
350
305
346
343
396
319
490
354
440
440
452
440
536
432
414
290
384
409
444
490
328
-
-
-
-
-
-
-
-
-
-
-
$476
476
476
489
489
493
489
553
396
465
490
492
490
620
450
530
536
538
519
675
525
322
318
273
367
414
477
321
401
353
435
506
506
477
507
374
490
499
511
539
418
375
375
350
446
446
454
200
225
250
225
250
275
300
4
4
2
1
1
10
10
6
2
3
2
3
3
16
16
17
12
12
6
10
9
10
9
9
9
9
5
10
5
6
1
8
(3)
(3)
(3)
(3)
-
-
-
-
(3)
(3)
4
2
-
(3)
-
-
5
-
-
(3)
(3)
-
(3)
(3)
-
-
30
41
52
7
9
3
13
15
8
12
13
16
22
9
30
12
7
6
4
18
7
7
16
16
10
20
12
16
18
15
4
22
4
22
2
2
4
4
1
1
-
(3)
1
-
6
(3)
1
9
(3)
(3)
(3)
(3)
(3)
(3)
-
-
-
-
(3)
(3)
8
8
10
2
2
-
1
(3)
5
5
7
4
4
-
See footnotes at end of table.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
-
3
(3)
(3)
-
-
-
-
(3)
(3)
(3)
(3)
(3)
15
5
10
3
4
(3)
3
-
5
7
8
2
2
(3)
(3)
-
1
2
2
1
2
1
-
-
-
1
1
-
-
-
-
-
-
-
1
1
1
275
5
325
350
375
400
425
450
475
500
550
600
650
700
750
800
325
350
375
400
425
450
475
500
550
600
650
700
750
800
850
13
13
4
4
4
11
11
15
9
5
13
8
8
4
10
2
2
2
7
8
9
7
5
(3)
(3)
1
1
-
(3)
(3)
-
-
-
-
-
-
300
14
14
13
15
13
5
19
9
8
1
11
-
-
11
1
9
5
5
5
5
(3)
-
(3)
-
-
-
16
3
3
2
4
-
3
5
15
10
5
15
10
11
9
8
7
8
-
4
11
9
7
10
-
17
13
13
15
1
1
23
23
30
9
9
7
12
12
13
19
19
20
12
12
18
10
10
11
-
20
6
1
2
(3)
4
-
4
-
5
4
4
7
10
8
7
4
17
13
13
3
9
9
10
1
1
1
6
6
9
4
(3)
13
14
15
7
11
9
22
12
14
7
-
11
5
-
4
3
5
15
21
19
13
22
7
28
4
3
1
2
2
1
1
-
(3)
5
35
6
8
8
6
9
14
9
. 8
8
2
10
-
(3)
1
5
(3)
5
2
3
2
4
1
5
17
13
13
26
7
8
16
4
6
8
(3)
(3)
(3)
1
-
(3)
1
1
1
2
4
9
9
7
2
1
12
4
4
8
8
19
19
22
1
1
2
1
2
3
6
2
(3)
(3)
-
-
3
5
1
3
1
1
1
1
7
6
5
6
19
-
18
11
9
12
7
4
15
7
4
8
-
3
6
1
-
24
14
9
9
9
-
7
9
5
4
5
2
17
9
8
7
9
2
10
7
5
3
1
13
-
7
7
5
7
1
19
10
10
17
7
2
-
11
7
3
10
-
-
4
4
4
-
-
7
8
1
5
2
2
3
19
19
21
40
40
46
13
13
2
19
39
-
-
-
-
-
(3)
1
5
5
7
4
23
6
16
18
7
22
-
7
1
1
1
15
23
56
12
18
9
23
3
20
20
28
16
52
23
1
1
3
(3)
-
2
-
(3)
(3)
(3)
1
(3)
1
7
-
(3)
1
-
5
9
1
14
37
15
28
50
14
27
-
-
-
25
33
(3)
(3)
(3)
58
4
16
21
27
35
1
-
-
-
1
1
4
4
4
-
-
-
(3)
(3)
(3)
48
-
1
1
3
-
-
(3)
(3)
(3)
1
2
-
-
-
1
2
3
1
6
3
4
1
5
26
-
-
-
-
-
-
(3)
(3)
(3)
-
-
-
-
-
-
1
1
1
1
-
1
-
-
-
-
-
-
-
-
-
-
-
-
(3)
1
-
-
-
1
1
1
-
-
-
-
-
-
-
-
-
-
1
2
-
-
-
-
-
-
-
-
-
-
6
8
1
12
-
(3)
(3)
-
-
1
2
-
-
44
(3)
-
7
7
10
6
8
3
-
1
1
11
26
-
10
(3)
-
-
7
8
1
7
8
23
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
850
and
over
-
-
-
-
-
-
-
-
-
-
-
Table A-3. All establishments: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992-Continued
Occupation and level
Average
Number weekly
of
hours'
workers (standard)
Weekly earnings
(in dollars) 2
Mean
Median
Percent of workers receiving straight-time weekly earnings (in dollars) of175
and
under
200
Middle range
Key Entry Operators
Level 1........... ... ...............................
Private industry ....................... ...........
Manufacturing .... . ···················· ·······
Service producing .......... ......... ........
Transportation and utilities .... .....
State and local government ............
Level 11 ................................... .. .. . .........
Private industry ...... ............................
Manufacturing ....... ..........................
Service producing ..... .... ... ..... .. .... ...
Transportation and utilities .........
779
715
174
541
61
64
537
483
123
360
36
39.9
39.9
40.0
39.9
40.0
39.8
39.9
39.9
40.0
39.9
40.0
$293
291
293
291
388
310
369
374
433
353
405
$278
275
286
272
390
314
347
351
463
343
-
-
Secretaries
Level I ...... ................. ... ·························
Private industry ........... ...... ················
Manufacturing .. .. ........ ..... ................
Service producing ...........................
State and local government ........... .
Level 11 .... .. ....................................... ......
Private industry .... .. ................... ...... ...
Manufacturing .. .. .............. ..............
Service producing ....................... .. ..
State and local government ... .........
Level 111 ............................. ....... ...... .. .... ..
Private industry .......... ...... .... ..............
Manufacturing .................................
Service producing ................... ........
Transportation and utilities .........
State and local government ............
Level IV .............................. ...................
Private industry ........ ........................ ..
Manufacturing .................................
Service producing ......... ..................
Transportation and utilities .. .......
State and local government ....... .....
Level V ....... ...........................................
Private industry ..................................
Manufacturing .............. ...... ......... ... .
1,020
692
284
408
328
2,1 61
1,694
690
1,004
467
2,107
1,837
968
869
183
270
886
815
509
306
64
71
152
149
109
40.0
40.0
40.0
40.1
39.9
39.6
39.7
39.9
39.6
39.2
39.7
39.7
39.9
39.5
40.0
39.5
39.8
39.9
39.8
39.9
40.0
39.6
39.9
39.9
39.8
369
358
378
343
392
430
435
441
430
413
482
483
490
475
534
476
567
567
574
555
706
564
680
682
664
359
343
360
336
391
424
426
432
417
420
474
473
485
452
549
477
548
548
548
533
730
585
645
649
639
322
310
326
301
352
376
376
399
364
377
422
421
436
410
478
430
504
503
515
480
664
506
597
599
587
$246
246
246
247
263
282
320
320
358
320
-
-
-
-
-
-
-
-
-
-
$318
308
336
303
526
323
394
397
505
377
-
408
387
423
383
430
473
493
481
507
455
531
538
544
532
619
515
627
627
626
627
762
630
748
749
722
225
250
275
300
325
350
375
400
425
450
475
500
550
600
650
700
750
800
225
250
275
300
325
350
375
400
425
450
475
500
550
600
650
700
750
800
850
3
3
23
25
37
21
13
3
20
21
1
27
10
13
3
2
3
1
22
22
31
19
3
28
5
5
6
5
10
8
5
9
13
33
20
20
7
25
8
8
15
5
3
17
15
15
2
19
3
3
3
3
5
1
1
3
1
7
1
1
1
1
2
-
-
-
-
-
-
-
-
(3)
(3)
-
-
-
-
-
-
-
-
-
4
4
5
3
3
6
22
20
7
25
61
10
14
13
15
2
2
3
1
4
1
(3)
11
14
11
16
5
2
3
1
5
-
-
1
2
-
2
-
-
-
-
-
4
3
-
-
-
-
-
-
2
3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2
3
5
-
4
1
1
1
1
-
-
(3)
-
(3)
(3)
-
-
-
-
-
-
-
-
-
-
See footnotes at end of table.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
850
and
over
200
6
-
-
-
-
4
3
-
-
-
10
12
46
9
6
8
4
15
13
12
18
7
18
12
12
9
15
2
12
4
4
3
6
5
3
7
1
10
12
9
12
7
22
13
12
14
10
4
19
4
5
4
6
2
1
1
1
2
7
4
6
4
13
14
15
18
12
13
11
12
10
14
1
4
3
3
1
7
-
-
{3)
(3)
-
16
15
15
14
20
12
11
13
9
16
6
6
4
8
3
9
3
3
2
3
-
1
2
5
1
-
11
10
8
11
14
12
12
8
14
13
5
5
2
8
13
5
1
1
1
1
-
-
(3)
2
5
5
10
3
-
-
-
3
1
1
2
1
1
1
1
2
2
1
2
13
1
7
-
-
(3)
12
13
10
14
(3)
(3)
-
4
5
4
5
17
19
21
21
21
16
7
6
3
9
10
2
2
2
2
2
(3)
(3)
(3)
(3)
1
{3)
1
2
2
1
1
(3)
(3)
(3)
-
1
1
-
1
6
3
2
4
1
3
6
6
8
4
7
14
14
16
11
16
14
8
8
6
11
3
7
1
1
2
-
2
3
4
2
1
10
13
11
15
1
1
2
16
-
-
1
1
-
-
(3)
(3)
1
-
-
-
1
11
-
1
6
1
1
2
1
(3)
(3)
(3)
(3)
1
1
(3)
7
9
6
11
-
-
-
1
1
1
1
-
-
-
17
15
19
10
14
29
28
29
35
19
2
15
6
6
6
9
11
12
9
13
1
17
17
17
17
6
21
17
16
20
5
5
5
6
21
7
13
12
14
9
6
25
24
24
21
-
-
-
(3)
(3)
(3)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
3
2
5
11
1
1
2
(3)
1
(3)
1
(3)
1
-
-
-
6
5
5
5
16
18
11
11
11
5
5
4
8
30
6
7
7
7
31
-
-
14
14
15
-
-
-
-
-
8
8
6
-
-
-
-
-
-
(3)
(3)
(3)
1
1
1
2
5
4
4
4
-
4
12
12
10
Table A-3. All establishments: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992-Continued
Occupation and level
Average
Number weekly
of
hours 1
workers (standard)
Weekly earnings
(in dollars)2
Mean
Median
175
and
under
200
Middle range
Switchboard Operator-Receptionists ....
Private industry .............................. ....
Manufacturing ................... .. ............
Service producing ...... .................. ...
Transportation and utilities .........
State and local government ............
852
791
241
550
70
61
39.7
39.7
39.8
39.6
40.0
39.3
$324
320
310
325
286
366
$302
290
280
302
265
356
$265
265
260
270
231
312
Word Processors
Level I ................... .............. ..................
Private industry ............ .. . ..•.... ... ... .. .. .
Service producing ...........................
Level 11 ............... ......................... ...... ... ..
Private industry ..................................
Service producing .. .........................
State and local government ............
Level 111 .............. ....................................
Private industry ..................................
381
366
341
284
210
162
74
90
69
39.4
39.4
39.3
39.6
39.4
39.3
40.0
39.9
39.8
375
374
378
376
376
369
378
475
469
362
355
363
371
361
356
391
488
315
315
315
336
326
326
373
432
-
Percent of workers receiving straight-time weekly earnings (in dollars) of-
-
-
-
-
-
$366
361
346
384
326
433
457
457
459
391
415
386
391
515
-
-
200
225
250
275
300
325
350
375
400
425
450
475
500
550
600
650
700
750
800
225
250
275
300
325
350
375
400
425
450
475
500
550
600
650
700
750
800
850
2
2
1
2
3
10
20
22
30
18
31
13
12
12
12
3
20
9
8
10
7
9
26
9
10
6
12
20
2
8
8
9
7
8
9
5
11
3
2
3
5
1
1
3
2
3
3
(3)
(3)
1
1
5
(3)
(3)
-
11
17
9
29
9
8
9
7
9
7
12
13
8
6
7
9
4
2
3
15
16
4
5
7
-
-
-
(3)
(3)
(3)
-
-
-
-
-
2
2
2
-
-
-
8
8
9
(3)
-
1
-
-
-
-
1
Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of
pay for overtime at regular and/or premium rates), and the earnings correspond to these weekly hours.
2
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
-
17
18
23
27
4
-
13
-
12
12
13
22
22
26
23
6
7
7
7
7
24
10
9
65
7
9
-
4
4
4
5
6
5
1
8
6
-
-
4
2
3
3
-
-
-
25
15
2
1
1
10
13
13
1
8
10
14
13
14
3
4
-
5
-
4
4
5
1
2
-
-
13
16
24
20
-
20
3
(3)
4
-
-
-
-
10
-
-
-
11
12
1
1
1
29
25
1
-
(3)
(3)
-
2
3
-
-
-
-
-
(3)
1
2
2
3
-
-
-
-
-
-
-
-
-
-
-
-
1
1
-
-
-
-
-
-
-
850
and
over
-
-
-
-
-
3
Less than 0.5 percent.
Workers were distributed as follows: 6 percent at $850 and under $900; 1 percent at $900 and under $950; and 4
percent at $950 and under $1 ,000.
4
NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
7
Table A-4. All establishments: Hourly earnings of maintenance and toolroom occupations, St. Louis, MO-IL, March 1992
Hourly earnings
(in dollars) '
Occupation and level
Number
of
workers
Mean
Median
Percent of workers receiving straight-time hourly earnings (in dollars) of6.50
and
Under
under
6.50
7.00
Middle range
7.00
7.50
8.00
8.50
9.00
7.50
8.00
8.50
9.00
9.50
11
13
9
16
2
2
2
8
8
1
12
10
5
5
3
6
7
8
5
7
4
20
General Maintenance Workers ..... .
Private industry ...........................
Manufacturing ..........................
Service producing ........ ............
State and local government .....
1,259
1,003
379
624
256
$9.72
9.60
11.12
8.67
10.18
$9.79
9.59
11.00
8.20
9.98
$8.00
7.25
9.63
7.00
9.08
-
Maintenance Electricians ................
Private industry ... ................. .. .....
Manufacturing .... ........... ......... ..
State and local government .....
1,935
1,815
1,541
120
17.84
18.09
17.98
14.20
19.24
19.33
19.33
13.96
16.35
16.92
16.92
12.15
-
908
862
228
634
16.41
16.48
15.47
16.84
17.08
17.08
16.54
17.08
15.53
16.08
13.77
17.08
-
-
-
17.83
17.83
16.54
17.83
-
-
562
46
213
206
96
17.47
14.99
16.74
16.73
17.05
17.08
15.10
17.20
17.32
17.91
17.08
13.77
14.50
14.50
14.77
-
17.83
15.18
18.85
18.85
19.26
-
-
-
-
-
Maintenance Machinists .................
Private industry ..... ................ ......
Manufacturing ..........................
891
876
841
17.30
17.34
17.27
18.62
18.62
18.62
15.64
15.64
15.64
-
20.01
20.01
20.01
-
-
-
-
-
-
-
-
Maintenance Mechanics,
Machinery ...... .. .................... ............
Private industry ...........................
Manufacturing ..........................
Service producing .......... ....... ...
State and local government .... .
2,330
2,290
2,012
278
40
14.97
15.01
14.68
17.38
12.82
14.72
14.72
14.72
16.38
12.66
14.37
14.37
13.97
15.45
11 .61
-
-
-
-
-
1,460
1,075
128
947
14.46
14.78
16.51
14.54
14.13
15.13
17.08
15.13
12.00
11 .80
15.64
11 .80
-
886
385
14.51
13.56
15.13
13.40
Maintenance Electronics
Technicians
Level II ...........................................
Private industry ......... .......... .. ......
Manufacturing ..........................
Service producing ....................
Transportation and
utilities ...................................
State and local government .....
Level Ill ..........................................
Private industry ...... .....................
Manufacturing ..........................
Maintenance Mechanics, Motor
Vehicle .............'..... ...........................
Private industry ... .......... ,.............
Manufacturing ..........................
Service producing ....................
Transportation and
utilities .. ....................... ...... ....
State and local government .....
-
-
19.63
19.73
19.74
14.65
-
-
-
4
5
9
8
10
-
15
-
-
-
-
16.00
16.00
14.72
19.63
14.12
-
-
-
16.54
16.56
17.75
16.56
-
11 .80
13.20
-
16.56
13.41
-
-
19.63
19.63
19.75
-
-
Maintenance Pipefitters ................
Private industry ........... ..... ....... ..
Manufacturing ..........................
State and local government .... .
737
708
619
29
17.67
17.67
17.46
17.58
17.99
17.99
17.08
15.78
15.78
15.78
Tool and Die Makers ......................
Private industry ...... ....................
Manufacturing ...... ..... .. .............
628
628
628
18.43
18.43
18.43
19.24
19.24
19.24
18.05
18.05
18.05
-
-
$11 .25
11.44
11 .72
10.09
11.00
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
2
-
-
-
-
-
-
-
-
(2)
-
-
-
1
(2)
(2)
-
-
-
-
-
-
-
-
-
-
-
-
(2)
-
(2)
(2)
-
2
-
-
-
-
1
1
1
-
-
(2)
-
-
-
-
-
-
(2)
(2)
(2)
-
-
-
(2)
-
-
-
-
-
-
-
19.24
19.24
19.24
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
2
-
-
7
1
1
(2)
2
-
(2)
5
5
6
(2)
-
-
3
7
8
3
2
4
-
-
-
-
-
(2)
(2)
{2)
10
2
1
-
2
2
4
1
1
1
6
1
2
7
7
3
(2)
(2)
9
11
13
8
8
3
9
14
2
10
6
-
-
(2)
(2)
(2)
-
3
-
4
3
6
2
30
4
3
(2)
7
-
-
-
-
-
2
6
6
5
10
10
12
2
2
4
1
4
3
7
2
4
4
6
3
5
3
1
3
18
18
60
3
2
9
8
8
9
4
43
3
2
3
4
2
3
3
6
(2)
17
12
11
7
2
2
2
5
4
5
7
7
7
1
1
1
8
8
9
2
10
46
46
50
15
35
18
3
2
(2)
3
6
5
4
5
(2)
6
1
62
5
7
(2)
-
1
1
1
1
1
1
-
-
4
4
4
2
2
3
5
5
5
-
-
-
-
-
3
-
5
6
6
3
3
9
7
6
7
18
8
-
-
8
6
7
37
(2)
(2)
7
6
7
1
2
(2)
(2)
(2)
3
10
7
-
2
2
(2)
(2)
(2)
(2)
-
(2)
23
17
-
-
1
7
2
1
1
9
-
-
-
5
4
11
2
(2)
(2)
(2)
3
-
2
1
1
12
3
3
3
3
3
13
2
-
-
2
{2)
13
-
-
10
10
23
2
8
(2)
1
1
1
-
4
-
2
2
1
2
2
3
-
-
-
-
1
-
-
-
-
-
-
-
(2)
-
-
-
-
9
8
11
7
10
(2)
1
1
4
-
(2)
(2)
(2)
7
6
9
5
11
2
-
-
-
-
-
(2)
-
1
Excludes premium pay for overtime and for wor.k on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
-
(2)
-
-
10
9
14
6
11
(2)
(2)
(2)
(2)
-
-
6
5
5
5
10
-
(2)
1
10.00 10.50 11 .00 11 .50 12.00 12.50 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00
and
10.00 10.50 11.00 11.50 12.00 12.50 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00 over
9.50
-
47
49
67
-
-
-
7
8
7
-
-
-
46
48
45
12
-
3
3
1
3
-
4
13
22
23
32
-
-
-
-
8
8
9
(2)
(2)
-
3
1
1
5
5
5
5
2
2
6
11
11
1
76
2
21
21
35
17
17
18
7
8
8
4
5
5
21
21
20
5
6
3
26
26
27
(2)
5
5
4
12
4
4
1
24
11
11
12
3
6
7
7
2
2
3
3
-
23
-
-
-
-
10
13
12
13
20
28
15
29
10
31
7
10
3
-
19
19
22
-
31
8
9
10
2
2
2
14
14
14
7
-
7
22
23
27
-
2
2
2
12
12
-
-
-
-
-
1
1
2
1
-
-
-
-
-
-
-
-
-
-
6
8
23
6
-
-
-
6
1
-
-
-
19
-
1
4
4
4
-
26
25
19
52
12
12
14
14
(2)
15
15
15
57
57
57
4
4
4
-
-
7
Less than 0.5 percent.
NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
8
Table A-5. All establishments: Hourly earnings of material movement and custodial occupations, St. Louis, MO-IL, March 1992
Hourly earnings
(in dollars)'
Occupation and level
Number
of
workers
Mean
Median
Percent of workers receiving straight-time hourly earnings (in dollars) of-
Middle range
4.25
and
under
4.50
-
5.00
5.50
6.00
6.50
7.00
7.50
8.00
8.50
9.00
9.50
5.00
5.50
6.00
6.50
7.00
7.50
8.00
8.50
9.00
9.50
10.00 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00
-
-
1
1
1
1
1
1
6
6
8
2
3
3
1
9
5
5
(2)
14
13
13
13
14
6
6
8
2
9
9
14
(2)
4
4
6
(2)
7
7
10
1
-
-
2
1
2
1
14
1
1
2
1
7
1
18
(2)
(2)
1
(2)
1
(2)
12
1
1
1
1
(2)
1
(2)
12
29
32
1
(2)
1
1
23
(2)
(2)
10
3
1
24
1
(2)
1
(2)
21
4
4
13
1
1
13
-
1
1
2
1
1
2
1
11
2
2
9
1
2
1
6
(2)
6
1
5
(2)
6
2
10
(2)
1
2
9
(2)
1
1
3
1
4
3
6
3
19
8
19
9
1
15
(2)
13
(2)
2
2
3
19
19
23
8
7
7
9
1
6
6
7
2
3
2
2
1
Forklift Operators .............................
Private industry .. .........................
Manufacturing ..........................
Service producing ...... .............
2,512
2,507
1,708
799
Guards
Level 1...... ......................................
Private industry ...........................
Manufacturing ..........................
Service producing ....................
State and local government .....
Level II ...........................................
Private industry ...........................
State and local government .....
3,736
3,525
178
3,347
211
714
644
70
6.00
5.82
13.77
5.39
9.06
11 .28
11 .52
9.06
5.25
5.02
13.69
5.00
8.89
11 .63
12.17
9.94
4.65
4.65
12.72
4.65
7.89
9.05
9.05
7.00
-
-
6.25
6.10
16.13
6.08
10.38
13.80
14.97
10.81
9,953
7,392
1,105
6,287
6.33
5.64
10.23
4.84
5.00
4.50
9.90
4.35
4.30
4.30
7.50
4.25
-
7.83
5.49
12.29
5.00
105
2,561
9.1 0
8.30
9.37
8.41
6.00
6.98
-
12.07
9.65
Material Handling Laborers ............
Private industry ...... ............ .•......
Manufacturing .............. ...........
Service producing ....................
Transportation and
utilities .............. ....................
State and local government .....
1,576
1,543
1,184
359
12.72
12.73
12.29
14.17
12.15
12.15
11 .24
14.99
10.62
10.62
9.59
14.16
-
-
15.88
15.88
15.88
16.66
-
-
160
33
15.00
12.28
16.66
13.40
14.16
13.40
16.66
13.40
-
-
-
Order Fillers ......................................
Private industry ..... ................... ..
Manufacturi ng .. ........................
Service producing ...... ... ........ .
1,226
1,226
368
858
9.04
9.04
7.58
9.67
8.55
8.55
5.83
9.1 2
7.25
7.25
4.90
7.75
10.00
10.00
9.49
12.45
-
8
8
26
5
5
17
-
-
Shipping/Receiving Clerks .............
Private industry ...........................
Manufacturing ..........................
Service producing ................
1,472
1,461
778
683
10.47
10.47
11.35
9.47
10.08
10.08
10.12
8.90
8.27
8.27
9.82
7.05
Janitors .............................................
Private industry ...........................
Manufacturing ............... ..........
Service producing ....................
Transportation and
utilities ... ................................
State and local government .....
$12.39 $11.44
12.39 11.44
12.58 11.44
12.00 12.30
$9.30
9.30
9.66
8.50
- $15.09
-
-
-
-
-
-
-
-
15.09
14.93
15.09
11 .95
12.00
12.43
11 .95
-
-
-
-
-
13
14
22
23
20
21
9
10
-
-
-
-
2
2
4
6
6
4
4
2
(2)
13
4
5
2
1
17
-
-
-
-
15
24
22
-
-
10
5
2
2
3
13
14
2
15
1
3
2
11
12
16
6
17
4
3
4
3
5
3
7
2
2
2
4
1
3
1
1
1
15
3
2
6
10
10
13
4
6
8
-
1
1
1
1
1
2
2
2
(2)
10
11
14
1
-
2
2
-
35
47
12
15
-
-
55
18
-
-
(2)
-
3
-
1
1
1
1
(2)
(2)
-
-
-
5
1
1
2
-
6
6
8
5
1
1
1
1
(2)
(2)
-
-
6
1
9
-
-
1
-
-
-
-
2
9
9
19
-
-
4
2
6
1
3
1
6
1
10
4
7
1
1
1
(2)
5
4
4
5
1
3
-
-
-
(2)
(2)
1
-
-
-
6
-
-
-
1
-
4
4
2
5
6
6
1
7
7
7
5
8
2
2
1
3
14
14
1
20
13
13
12
13
7
7
12
5
2
2
3
1
3
3
1
6
5
5
4
6
7
7
3
11
4
4
4
4
2
2
2
2
15
15
22
8
See footnotes at end of table.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
10.00 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00
4.50
9
-
16
-
-
6
70
10
-
16
18
1
-
4
6
-
9
9
4
5
5
7
(2)
-
-
-
-
-
-
2
2
42
-
-
-
(2)
-
-
-
-
-
-
-
(2)
-
-
-
9
9
1
33
11
12
13
7
13
14
7
35
-
-
5
5
7
(2)
-
8
15
54
-
-
-
-
-
1
-
-
-
-
-
-
-
-
-
-
-
(2)
(2)
(2)
(2)
(2)
(2)
-
2
-
76
-
10
10
13
13
22
2
13
12
10
15
7
7
7
7
3
3
2
3
1
2
2
1
-
-
-
-
-
(2)
18
-
(2)
12
12
18
1
1
4
(2)
(2)
1
2
(2)
14
5
5
-
-
-
-
-
7
1
1
6
6
-
-
1
-
1
1
23
26
5
3
3
(2)
8
8
12
6
-
(2)
(2)
5
(2)
(2)
-
13
13
5
31
2
2
15
-
-
-
-
7
7
6
9
4
4
7
(2)
-
-
-
3
3
5
-
-
-
-
-
-
-
-
-
-
(2)
(2)
(2)
(2)
3
3
5
(2)
-
-
-
-
-
Table A-5. All establishments: Hourly earnings of material movement and custodial occupations, St. Louis, MO-IL, March 1992-Continued
Hourly earnings
(in dollars) 1
Occupation and level
Truckdrivers
Light Truck ... . ..... ....... ... ···•····"·····
Private industry ······ ...... ......... ...
Service producing ...... .............
State and local government .....
Medium Truck .. .. ... ... .. .. . ................
Private industry ...... .... ·· ········· ...
Manufacturing ........ ..••. •.. . .. .
Service producing ..... ......... ....
Heavy Truck . .. .............. ··············
Private industry ............ ..............
Manufacturing ........... ... ... .......
Service producing ...... .. ..........
Transportation and
utilities ........ ................. ........
State and local government .....
Tractor Trailer ........ .. .... ·················
Private industry .... ... ... ················
Manufacturing .......... .... ....... ....
Service producing ... .... .............
Transportation and
utilities . .............................
Warehouse Specialists ... ..... ... .... . ...
Private industry ···························
Manufacturing ........... .. ..... •......
Service producing .
Transportation and
utilities ........ ......... .................
State and local government ...
Number
of
workers
Mean
Median
Percent of workers receiving straight-time hourly earnings (in dollars) of4.25
and
under
4.50
Middle range
379
340
301
39
1,121
1,121
85
1,036
2,562
2,347
238
2,109
$7.90
7.69
7.18
9.78
13.18
13.18
11 .99
13.28
11 .06
11 .04
14.42
10.66
$7.32
7.25
6.83
$5.87
5.60
5.60
-
-
11 .34
11 .34
8.99
11.34
10.45
10.45
16.26
10.45
10.80
10.80
8.50
10.80
10.00
10.07
11 .21
9.90
1,479
215
2,004
2,004
149
1,855
10.62
11.21
14.80
14.80
15.15
14.77
10.45
11.04
15.31
15.31
18.23
15.31
10.30
9.86
12.54
12.54
12.00
12.65
-
$9.00
9.00
8.68
-
10.60
11 .99
16.26
16.26
18.23
16.26
-
17.11
17.11
14.72
17.11
11.48
11.20
16.26
11.20
-
-
-
1,363
14.87
16.26
11.80
-
16.32
-
2,499
2,434
636
1,798
11.20
11 .23
10.49
11.49
11 .80
11 .87
10.48
12.20
8.25
8.25
9.21
7.50
-
14.99
14.99
12.12
14.99
-
439
65
13.11
10.23
16.16
9.51
8.75
8.82
-
16.16
11 .61
-
-
-
5.00
5.50
6.00
6.50
7.00
7.50
8.00
8.50
9.00
9.50
5.00
5.50
6.00
6.50
7.00
7.50
8.00
8.50
9.00
9.50
10.00 11.00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21.00
20
22
25
6
7
8
4
5
6
11
12
14
9
7
8
21
(2)
6
6
7
3
1
1
6
6
6
3
2
2
5
2
2
2
3
2
7
7
8
5
4
4
47
(2)
2
2
11
8
8
31
6
6
1
6
6
6
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
3
-
-
-
-
-
(2)
-
(2)
1
1
(2)
3
3
-
1
-
-
-
(2)
-
1
1
5
-
-
1
1
2
(2)
1
1
13
(2)
(2)
2
6
3
3
5
-
-
-
-
1
2
1
4
(2)
3
3
3
4
2
12
2
12
5
1
15
12
11
1
1
-
2
2
1
3
8
6
9
6
33
33
1
35
35
36
11
39
2
25
(2)
(2)
56
18
2
2
-
-
-
4
4
5
3
2
5
6
4
(2)
6
6
13
3
2
4
5
-
5
1
3
3
-
-
1
1
6
-
4
1
5
5
8
-
(2)
(2)
-
6
6
4
2
-
-
-
2
2
-
1
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
10.00 11.00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00
4.50
2
8
5
4
38
9
9
-
9
28
17
17
11
17
1
1
4
1
3
2
-
9
22
21
3
23
5
6
-
1
1
2
2
3
3
3
1
15
6
6
8
6
2
9
9
10
9
1
3
23
6
2
4
4
4
3
3
2
4
17
17
16
18
3
3
9
3
12
12
41
2
14
(2)
18
8
5
3
3
14
-
-
1
1
1
1
2
2
20
1
4
4
18
2
-
1
1
1
1
1
-
-
-
(2)
(2)
(2)
36
36
3
3
21
1
{2)
(2)
-
39
(2)
(2)
-
(2)
(2)
-
8
9
56
4
-
-
(2)
(2)
(2)
5
(2)
(2)
(2)
-
-
28
28
14
14
-
-
4
4
54
-
30
15
-
-
-
2
41
21
-
-
-
4
4
1
8
8
(2)
-
-
-
20
6
11
1
-
-
-
2
3
3
-
-
-
3
10
2
2
3
2
(2)
15
15
(2)
-
1
1
-
-
16
16
1
17
1
1
1
1
1
44
5
-
-
-
-
Less than 0.5 percent.
NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
10
Table A-6. Establishments employing 500 workers or more: Weekly hours and earnings of professional and administrative occupations, St. Louis, MO-IL, March
1992
Occupation and level
Number
of
workers
Average
weekly
hours 1
(standard)
Weekly earnings
(in dollars) 2
Mean
Median
Percent of workers receiving straight-time weekly earnings (in dollars) of400
and
Under under
400
425
Middle range
425
450
475
500
525
550
600
650
700
750
800
850
900
950
1000
1050
1100
1150
450
475
500
525
550
600
650
700
750
800
850
900
950
1000
1050
1100
1150
1200
11
13
8
17
1
1
7
5
3
7
2
2
2
5
10
10
8
11
3
3
4
12
13
25
1
8
8
9
15
17
13
21
30
29
27
61
48
6
6
8
5
5
3
3
2
4
18
18
14
18
15
27
29
35
42
5
3
3
10
10
13
11
4
20
20
15
9
26
7
7
11
(3)
(3)
(3)
(3)
10
18
20
36
6
14
14
10
5
11
1
1
1
1
5
1
6
6
1
8
14
14
9
18
1
1
19
19
18
19
3
3
1
4
6
1
13
13
12
14
19
18
10
22
21
2
2
1
2
12
13
21
8
22
22
18
23
23
5
5
3
6
3
3
5
2
2
4
(3)
(3)
1
(3)
(3)
(3)
(3)
15
15
13
16
14
13
13
11
11
12
10
15
16
15
1200
and
over
Administrative Occupations
Computer Programmers
Level I .......... ..........................................
Private industry ..................................
Manufacturing ............................. ... .
Service producing ................ ...........
Level 11 ... ..... ...•........• .. .... .. .••....•.•..•. .. ..... .
Private industry ..................................
Service producing ...................... .... .
Transportation and utilities .........
State and local government ............
Level 111 ..•. ..•••...•.... .•..•..............•..••......•..
Private industry ..................................
Service producing ...........................
Transportation and utilities .........
State and local government ............
156
136
64
72
611
584
395
38
27
621
582
337
194
39
39.9
39.9
40.0
39.9
40.0
40.0
40.0
40.0
39.4
40.0
40.0
40.0
40.0
39.9
$491
499
514
485
599
600
609
592
564
680
681
668
667
665
$500
514
$431
442
$538
546
583
584
585
544
544
546
645
647
685
673
674
660
653
635
635
625
632
724
723
702
687
Computer Systems Analysts
Level 1 .........•....• ..•........•.. .....•
Private industry ................ ..................
Manufacturing .................... .............
Service producing ...........................
Level 11 ...... ..•..•....•........•......•.•. ...............
Private industry ............. .... .................
Manufacturing .... .. ...........................
Service producing ............ ...............
State and local government ..... .......
Level 111 .. .. ... ... ..•........•...•.•...•.............••...
Private industry ..................................
Manufacturing ............ ..... ................
Service producing ... ........ ..... .. .........
Level IV ·················································
Private industry ..
Manufacturing .. ...........................
451
429
163
266
1,524
1,476
398
1,078
48
759
745
278
467
91
90
61
39.7
39.7
39.9
39.6
39.7
39.7
39.9
39.6
39.7
39.8
39.8
39.8
39.8
40.0
40.0
40.0
660
663
699
641
806
807
843
794
782
958
960
979
949
1,098
1,098
1,096
658
659
685
643
796
797
843
784
773
956
960
979
947
1,096
1,098
8
4
2
7
(3)
1
1
13
13
5
21
(3)
1
1
(3)
15
4
1
(3)
(3)
3
600
608
643
576
743
744
772
735
703
868
871
887
864
1,004
1,004
-
-
-
716
721
760
699
876
875
920
860
905
1,040
1,041
1,056
1,031
1, 198
1,198
(3)
(3)
(3)
(3)
(3)
(3)
3
3
4
(3)
(3)
(3)
(3)
(3)
1
6
(3)
29
28
28
34
38
27
27
29
25
7
7
5
7
8
(3)
(3)
(3)
1
Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of
pay for overtime at regular and/or premium rates) , and the earnings correspond to these weekly hours.
2
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix
A for definitions and methods used to compute means, medians, and middle ranges.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
(3)
(3)
6
7
7
7
11
4
8
8
3
2
6
6
8
8
1
1
(3)
8
3
3
6
2
16
16
19
15
4
12
12
10
13
1
1
2
14
14
18
13
6
15
15
13
16
7
7
7
1
1
1
1
11
11
14
9
23
13
13
12
14
4
4
5
5
6
11
4
2
15
15
21
12
7
7
7
7
7
10
6
11
11
10
3
3
4
3
15
16
11
1
2
(3)
4
23
23
28
3
Less than 0.5 percent.
Workers were distributed as follows: 13 percent at $1 ,200 and under $1 ,250; 7 percent at $1 ,250 and under
$1 ,300; and 8 percent at $1,300 and under $1 ,350.
4
NOTE: Because of rounding , sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
Table A-7. Establishments employing 500 workers or more: Weekly hours and earnings of technical occupations, St. Louis, MO-IL, March 1992
Occupation and level
Average
Number weekly
of
hours 1
workers (standard)
Weekly earnings
(in dollars) 2
Mean
Computer Operators
Level I ... .. .... .. ... .. ..... ...
Private industry
Level II ... .... ..... ..... ....
Private industry
Manufacturing ·····················
Service producing .... ....................
State and local government .
Level 111 ••••.••.•.••••..
Private industry
Manufacturing
Service producing ... .
Level IV ...................
Private industry .
55
51
405
363
171
192
42
425
411
110
301
87
68
40.0
40.0
39.8
39.9
39.9
40.0
39.1
39.9
39.9
39.7
39.9
39.9
39.9
$333
334
431
434
445
424
404
509
511
503
513
562
572
Drafters
Level I . . . . . . . . . . . . . . . . . . . . . .. . . ..
Private industry
Level II .
......................
Transportation and utilities .........
State and local government
Level 111 ••. .•..•.•.••••.••
.........................
Private industry
Manufacturing
Level IV ... .. .... .... . .. .....
Private industry
125
107
154
25
25
130
118
61
64
64
40.0
40.0
39.9
40.0
39.6
39.8
39.9
39.7
39.8
39.8
Engineering Technicians
Level 11 ...
Private industry
Manufacturing
Level 111 •.•••..•.•• .••.
Private industry
Manufacturing
Level IV . . . . . . . . . . . . . . . . . . . . . . . ..
Private industry
227
227
227
337
337
252
275
274
40.0
40.0
40.0
40.0
40.0
40.0
40.0
40.0
.
Median
Percent of workers receiving straight-time weekly earnings (in dollars) of275
and
Under
under
275
300
Middle range
$421
426
449
410
409
505
505
486
505
557
$369
370
390
355
363
454
454
444
488
517
$495
506
506
489
438
555
555
547
555
615
427
431
454
556
477
599
607
529
719
719
468
476
443
376
376
384
476
476
507
466
466
466
544
544
554
723
724
457
457
457
547
547
556
714
714
577
611
504
511
427
427
427
472
472
490
673
674
5
6
1
1
2
16
16
3
4
4
4
300
325
350
375
400
425
450
475
500
525
550
575
600
625
650
700
750
800
325
350
375
400
425
450
475
500
525
550
575
600
625
650
700
750
800
850
850
and
over
38
39
3
2
1
4
12
18
16
11
11
9
13
12
5
6
8
8
5
10
7
8
9
11
8
1
1
4
4
16
14
18
11
33
4
4
6
3
4
4
7
7
6
7
7
8
8
11
7
8
3
5
4
4
4
14
7
7
16
3
3
4
2
2
12
13
3
21
2
4
4
8
2
5
4
(3)
(3)
(3)
34
34
12
42
14
13
(3)
(3)
(3)
(3)
2
5
6
9
10
8
11
7
2
2
3
2
5
4
9
5
2
10
7
6
11
10
7
17
8
8
1
1
2
3
4
6
4
4
1
1
2
6
4
8
4
8
4
3
3
39
46
12
24
32
15
14
26
2
2
11
8
28
8
7
8
(3)
(3)
(3)
7
8
8
9
721
721
4
4
4
503
503
503
608
608
619
774
774
(3)
1
Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of
pay for overtime at regular and/or premium rates), and the earnings correspond to these weekly hours.
2
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix
A for definitions and methods used to compute means, medians, and middle ranges.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
5
5
5
1
1
3
4
13
13
13
7
7
6
4
4
8
22
22
22
7
7
6
17
17
17
11
11
11
13
13
13
5
5
6
19
21
39
5
11
11
11
9
9
7
1
2
2
5
5
10
3
14
13
2
2
1
3
10
10
5
12
17
15
20
2
1
1
1
1
2
2
5
1
9
12
1
1
1
2
2
6
7
9
13
15
6
7
8
20
12
10
10
18
5
5
5
3
5
9
9
5
6
11
13
13
7
8
11
3
3
7
7
7
11
11
10
5
5
5
14
14
13
2
2
2
9
9
10
3
3
1
1
1
6
6
6
5
5
1
1
4
1
6
7
3
3
7
2
5
4
2
2
5
1
5
6
9
10
26
29
6
6
14
14
2
(3)
6
36
3
3
3
11
11
1
1
2
8
8
5
5
20
20
9
9
4
27
27
(3)
(3)
(3)
8
8
8
8
8
12
12
17
22
22
(3)
(3)
(3)
27
27
6
6
Less than 0.5 percent.
Workers were distributed as follows: 2 percent at $850 and under $900; and 25 percent at $900 and under $950.
NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
12
Table A-8. Establishments employing 500 workers or more: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992
Occupation and level
Average
Number weekly
of
hours 1
workers (standard)
Weekly earnings
(in dollars) 2
Mean
Median
Percent of workers receiving straight-time weekly earnings (in dollars) of-
Clerks, Accounting
Level I ................... ....... .......................
Private industry ............................ ,.....
Level 11 ............................. ......................
Private industry ..................................
Manufacturing .................................
Service producing ...........................
Transportation and utilities .........
State and local government ............
Level 111 ................................ ..................
Private industry ................ ............ ... ...
Manufacturing .................................
Service producing ...........................
Transportation and utilities .........
State and local government ............
Level IV ........................................ ........
Private industry ..................................
Manufacturing ......... ........................
Service producing ...........................
Transportation and utilities .........
State and local government .......... ..
187
186
1,460
1,356
385
971
567
104
760
513
132
381
69
247
254
221
82
139
43
33
40.0
40.0
39.9
39.9
39.9
39.9
40.0
39.3
39.7
39.8
39.9
39.7
40.0
39.4
39.8
39.9
40.0
39.8
40.0
39.2
$381
382
427
433
455
425
508
348
404
408
450
394
584
395
479
484
496
477
591
447
$476
476
489
489
506
489
489
336
384
384
445
363
620
386
467
473
479
461
536
-
-
-
Clerks, General
Level I ..... ................. ............................
Private industry .. .......... ......................
Service producing ............ ...............
Level II ·······································•········
Private industry ............ .....................
Manufacturing ................ ····· ···· ......
Service producing ..................... .....
Transportation and utilities ... .....
State and local government ............
Level 111 .. ...................... ·························
Private industry .. ............... ·········· ······
Manufacturing ..... ........................
Service producing ...........................
Transportation and utilities .........
State and local government ...........
Level IV ................. ...............................
Private industry .. ............. .. ........... .....
Service producing ...........................
Transportation and utilities .........
State and local government .. .........
158
107
78
1,473
935
460
475
70
538
2,069
1,083
456
627
248
986
1,053
779
425
319
274
39.6
39.5
39.3
39.7
39.8
40.0
39.6
40.0
39.6
39.8
39.8
40.0
39.7
40.0
39.8
39.9
40.0
40.0
40.0
39.7
298
290
280
342
351
407
297
373
326
371
404
440
377
479
335
438
459
473
502
378
292
262
242
240
-
Clerks, Order
Level I .......... ............... .. .. .. ..................
Private industry .......... ······ ···• ....... ..•. .
Level 11 ..... ...................... .... ..... ............
Private industry ..................... ............
64
64
91
91
39.8
39.8
40.0
40.0
336
336
408
408
-
175
and
under
200
Middle range
$270
270
334
338
399
309
489
296
334
323
377
308
519
346
422
425
447
393
536
-
317
314
477
277
401
317
344
409
506
360
477
321
450
477
490
490
374
277
266
306
260
303
299
298
308
354
288
477
290
384
412
477
490
328
-
-
-
424
424
390
390
-
-
-
-
-
-
-
-
-
-
-
$476
476
506
506
506
489
564
404
465
505
512
469
637
445
536
536
540
536
675
-
464
464
400
5
5
1
1
7
8
3
3
1
4
1
14
14
8
7
2
9
1
16
3
5
1
7
8
8
6
6
3
7
5
5
6
5
3
6
1
1
8
8
8
8
1
8
12
10
11
9
1
1
4
4
7
2
18
11
10
2
13
5
5
5
5
3
6
1
11
10
10
5
12
1
1
4
3
9
1
1
17
9
7
7
8
-
-
-
12
1
10
7
7
4
9
18
5
5
2
6
-
-
-
3
3
(3)
(3)
-
-
-
-
-
2
(3)
(3)
(3)
(3)
-
-
-
(3)
(3)
(3)
(3)
2
2
4
13
13
3
3
(3)
-
1
1
-
10
9
9
11
8
-
9
6
5
9
-
9
14
15
16
20
10
29
11
9
6
4
(3)
7
20
8
9
15
13
11
16
4
17
18
15
4
23
16
11
6
16
10
7
14
10
27
15
10
9
11
(3)
-
-
-
-
-
22
2
2
4
20
6
1
2
15
7
4
4
7
10
7
4
1
17
5
5
13
13
9
(3)
(3)
1
(3)
8
8
7
7
13
-
(3)
-
See footnotes at end of table.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
-
(3)
-
1
-
9
6
7
1
9
1
(3)
(3)
(3)
(3)
(3)
-
-
23
34
44
6
9
3
15
4
1
1
1
-
-
4
-
4
7
8
1
2
(3)
-
-
2
3
-
-
-
-
-
-
-
(3)
-
1
1
-
(3)
(3)
-
1
1
2
1
2
3
-
400
375
-
-
375
350
-
-
350
325
-
-
325
300
(3)
-
300
275
-
-
275
250
(3)
(3)
-
250
225
-
-
225
425
-
323
322
401
477
477
320
414
353
433
506
506
477
507
375
490
499
511
539
418
200
9
6
8
9
-
-
-
12
7
3
5
1
4
1
2
1
1
9
5
4
5
3
-
9
4
3
5
6
4
4
4
3
9
8
6
7
6
19
11
7
10
5
1
19
17
9
7
5
4
1
13
13
13
2
2
20
20
4
4
13
13
2
2
9
9
1
1
-
(3)
-
450
-
1
1
2
(3)
1
6
9
6
15
3
-
-
12
7
7
4
9
14
12
12
17
9
-
3
425
-
475
500
550
600
650
700
750
800
475
500
550
600
650
700
750
800
850
850
and
over
1
1
2
2
3
1
2
6
7
3
7
2
6
16
13
13
21
9
52
53
21
23
4
30
51
-
-
-
-
-
-
15
16
54
1
1
14
15
1
21
36
-
-
-
-
-
-
-
-
-
-
-
-
450
-
-
-
3
3
12
11
14
20
12
29
4
24
25
21
27
60
21
(3)
1
3
9
9
10
8
-
9
12
9
12
5
7
10
5
4
1
2
3
1
1
1
1
1
19
30
60
-
(3)
8
46
7
8
8
6
9
17
9
9
8
2
(3)
1
7
(3)
5
1
2
1
(3)
1
(3)
1
1
1
1
2
(3)
-
10
9
9
8
2
1
12
5
5
29
29
5
5
5
5
-
-
-
7
8
1
5
-
27
27
-
(3)
1
9
-
6
9
2
11
61
-
6
6
13
1
2
6
-
1
(3)
-
1
2
6
1
3
-
(3)
-
(3)
-
(3)
(3)
(3)
1
1
1
4
-
-
-
-
5
10
1
17
44
15
29
52
13
32
-
-
-
26
33
45
60
4
16
21
28
36
1
(3)
(3)
(3)
-
-
9
9
5
5
-
-
-
-
(3)
1
-
-
1
2
1
2
3
1
2
-
-
-
-
(3)
(3)
-
1
(3)
1
2
-
-
-
-
-
-
6
6
1
9
30
-
-
-
-
-
(3)
2
3
4
2
7
-
-
-
(3)
(3)
(3)
(3)
1
-
-
1
1
1
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
-
-
-
-
-
-
-
1
1
1
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Table A-8. Establishments employing 500 workers or more: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992-Continued
Occupation and level
Average
Number weekly
of
hours 1
workers (standard)
Weekly earnings
(in dollars) 2
Mean
Median
Percent of workers receiving straight-time weekly earnings (in dollars) of175
and
under
200
Middle range
200
225
250
275
300
325
350
375
400
425
450
475
500
550
600
650
700
750
800
225
250
275
300
325
350
375
400
425
450
475
500
550
600
650
700
750
800
850
15
14
2
17
11
7
3
21
18
10
20
4
9
9
6
11
11
8
10
8
8
8
14
7
4
20
14
17
13
16
17
42
12
4
10
8
6
10
5
6
10
5
6
13
16
23
12
3
3
8
2
8
10
13
10
15
1
2
2
2
2
12
14
23
10
{3)
(3)
3
4
2
4
15
1
1
2
3
3
8
11
3
18
2
2
2
1
2
1
13
18
14
22
6
2
3
1
4
17
17
15
19
17
9
9
3
13
11
2
2
2
3
15
14
11
17
15
13
13
7
18
12
4
3
2
5
1
7
1
1
1
1
4
14
11
20
4
19
14
13
13
13
18
6
5
2
10
1
8
3
3
3
4
5
7
5
7
3
10
15
15
20
11
14
9
10
8
11
1
6
3
3
9
5
10
Key Entry Operators
Level I ..........
............................
Private industry .... ... ...........................
Manufacturing ..... ............................
Service producing ...........................
Transportation and utilities ........ .
Level 11 ....•. ....•...........•........ •.••..•............ .
Private industry ..................................
Manufacturing .................................
Service producing ...........................
357
309
59
250
53
199
145
52
93
39.8
39.8
40.0
39.8
40.0
39.7
39.7
40.0
39.6
$325
329
355
323
402
364
377
389
371
$303
307
$273
272
$362
373
1
2
11
12
294
408
348
379
259
255
317
323
372
526
403
415
2
4
15
15
366
317
414
5
Secretaries
Level I ....... ........................
Private industry ... .............
Manufacturing .................
Service producing .........
State and local government ... ...
Level II .. .... .............................................
Private industry .. ................................
Manufacturing ............ .......... ...........
Service producing .................. .........
State and local government ............
Level 111 ..••....•..•....... ....•...•..••......•.••..••....
Private industry . ................................
Manufacturing ...............................
Service producing ... ....... ....... ..........
Transportation and utilities .........
State and local government ............
Level IV .. ... ...... ·· ························ ······ ···· ·
Private industry ......................... .........
Manufacturing ... ..............................
Service producing ......... ..................
State and local government ............
Level V ............................... ..... ......... .....
Private industry ... ...... ......... ................
Manufacturing .................................
797
488
221
267
309
1,586
1,224
556
668
362
1,598
1,405
783
622
155
193
700
645
410
235
55
135
132
105
39.8
39.8
40.0
39.6
39.9
39.6
39.8
39.9
39.7
39.0
39.8
39.9
39.9
39.8
40.0
39.3
39.8
39.9
39.9
39.9
39.5
39.8
39.8
39.8
374
363
391
340
392
426
430
444
418
414
486
489
498
478
564
464
568
569
572
565
549
680
682
655
364
347
386
326
391
418
417
433
395
420
479
480
492
461
576
474
548
548
548
538
564
655
657
634
325
313
339
298
348
374
373
399
355
382
430
431
449
410
497
430
501
502
519
466
490
593
596
584
415
392
434
359
430
460
473
483
459
455
531
544
546
529
634
504
631
631
625
669
615
749
749
718
3
4
Switchboard Operator-Receptionists .. ..
Private industry ..................................
Service producing .... .....
133
111
87
39.6
39.9
39.9
304
287
267
294
288
269
258
229
210
355
346
295
Word Processors
Level I ... .... ....... ...................
Level 11 .... .... ....•. .•..••..•.•..•.. .•..•..••• .••.•..•.•.
Private industry ...........................
Service producing .................. .........
State and local government ............
Level 111 .••............•.....•. ........•.......•..•.•.••.•
184
199
125
82
74
79
40.0
39.9
39.8
39.7
40.0
39.8
335
375
373
363
378
470
330
373
353
340
391
285
335
323
323
373
377
391
407
375
391
2
7
1
1
1
2
(3)
(3)
(3)
(3)
1
2
2
1
1
1
(3)
{3)
1
(3)
(3)
11
13
16
9
11
14
1
(3)
6
4
1
2
2
(3)
16
12
12
15
9
14
12
12
10
14
3
13
4
4
2
8
2
1
1
7
5
9
1
10
12
9
10
7
22
14
14
15
12
5
17
5
6
5
7
2
1
2
2
(3)
2
1
1
3
3
5
2
4
7
6
10
3
9
15
14
16
13
19
19
6
6
6
7
9
1
2
2
4
19
2
3
1
1
2
4
2
3
3
5
3
1
6
7
10
5
8
10
7
12
18
16
20
11
16
27
28
29
36
17
20
5
5
7
10
11
14
7
15
2
15
14
17
10
27
19
18
21
5
5
7
14
16
21
18
18
23
8
7
3
8
9
3
7
6
6
9
11
5
2
3
2
2
7
4
14
1
16
10
15
15
12
9
11
16
4
3
22
16
22
28
4
7
17
13
15
23
6
7
32
12
12
65
8
4
6
8
6
1
9
4
4
5
10
2
3
2
3
2
2
2
1
9
15
23
24
1
Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of
pay for overtime at regular and/or premium rates) , and the earnings correspond to these weekly hours.
2
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix
A for definitions and methods used to compute means, medians, and middle ranges.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
15
13
8
16
2
8
2
3
4
2
850
and
over
(3)
(3)
1
2
2
(3)
(3)
1
6
6
6
7
25
3
3
2
5
14
11
12
12
10
4
19
19
22
8
7
7
7
24
12
12
11
1
1
1
(3)
1
1
(3)
1
1
5
6
4
10
6
7
6
9
2
2
1
2
16
16
15
9
9
7
4
5
4
(3)
(3)
(3)
4
10
11
7
3
4
6
3
3
Less than 0.5 percent.
Workers were distributed as follows: 3 percent at $850 and under $900; 2 percent at $900 and under $950; 4
percent at $950 and under $1,000; 1 percent at $1,000 and under $1 ,050; and 1 percent at $1 ,150 and under $1,200.
4
NOTE: Because of rounding , sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
14
Table A-9. Establishments employing 500 workers or more: Hourly earnings of maintenance and toolroom occupations, St. Louis, MO-IL, March 1992
Hourly earnings
(in dollars) 1
Occupation and level
Number
of
workers
Mean
Median
General Maintenance Workers ......
Private industry .. .........................
Service producing ................. ...
State and local government .....
348
148
102
200
$9.97
9.35
8.44
10.44
$9.67
8.60
8.05
Maintenance Electricians ................
Private industry ... ........................
Manufacturing ... ... .................. ..
State and local government ·····
1,620
1,500
1,250
120
Percent of workers receiving straight-time hourly earnings (in dollars) of-
10.10
$8.43
8.00
7.30
9.26
- $10.86
9.81
8.60
- 11 .23
-
18.36
18.70
18.67
14.20
19.33
19.33
19.33
13.96
17.83
18.20
18.20
12.15
-
-
-
Maintenance Electronics
Technicians
Level II .............................. ············
Private industry ...........................
Manufacturing ..........................
Service producing ...... .. ... .........
Transportation and
utilities .... ... ............................
State and local government .....
Level Ill ..........................................
Private industry ...........................
Manufacturing ..........................
802
756
204
552
16.82
16.94
15.32
17.53
17.08
17.08
16.08
17.08
16.54
16.54
13.21
17.08
532
46
111
104
96
17.71
14.99
17.11
17.11
17.05
17.08
15.10
17.91
17.91
17.91
17.08
13.77
15.10
15.10
14.77
-
Maintenance Machinists .................
Private industry .. ......... ... ...... .. .....
Manufacturing ..........................
692
677
642
17.84
17.91
17.85
18.62
18.62
18.62
15.64
15.64
15.64
Maintenance Mechanics,
Machinery ....... ................................
Private industry ...........................
Manufacturing ..........................
Service producing ....................
State and local government .....
781
741
463
278
40
16.38
16.57
16.09
17.38
12.82
17.14
17.14
17.14
16.38
12.66
14.45
14.71
14.45
15.45
11.61
752
405
94
311
15.28
16.59
16.59
16.60
14.84
16.56
17.08
16.56
13.40
15.86
15.64
15.86
271
347
16.70
13.75
16.99
13.40
16.56
13.30
-
16.61
16.61
16.23
-
Maintenance Mechanics, Motor
Vehicle .............................................
Private industry ...........................
Manufacturing ..........................
Service producing .............. ......
Transportation and
utilities .... .. ........................... ..
State and local government .....
6.50
and
Under
under
6.50
7.00
Middle range
19.74
19.74
19.74
14.65
i
-
-
-
20.01
20.01
20.01
-
-
-
18.20
18.20
18.20
19.63
14.12
-
-
-
-
-
Maintenance Pipefitters ..................
Private industry ...........................
Manufacturing ..........................
State and local government .....
659
630
541
29
17.94
17.95
17.76
17.58
17.99
17.99
17.81
-
-
-
Tool and Die Makers ......................
Private industry ...........................
Manufacturing ...................... ....
520
520
520
18.68
18.68
18.68
19.24
19.24
19.24
18.35
18.35
18.35
-
9.50
9.50
10.00 10.50 11 .00 11 .50 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00 22.00
1
2
2
3
4
6
2
15
25
36
7
6
7
10
5
17
12
2
21
-
-
-
-
(2)
-
(2)
-
(2)
(2)
-
-
-
9.00
9.00
-
17.83
15.18
19.26
19.26
19.26
-
8.50
8.50
-
-
-
8.00
8.00
-
17.83
17.83
16.54
17.83
-
-
7.50
7.50
6
14
21
2
3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
'
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(2)
-
(2)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
19.24
19.24
19.24
-
-
-
-
-
-
-
(2)
-
-
-
-
(2)
(2)
-
-
-
-
(2)
-
(2)
-
-
-
-
3
2
-
-
(2)
(2)
(2)
11
2
2
17
18
55
4
4
43
4
3
3
4
17
8
7
7
(2)
9
8
9
9
2
1
1
2
2
2
22
22
23
1
1
1
2
2
2
2
10
15
14
13
15
35
6
7
4
12
11
11
3
24
5
4
6
1
(2)
(2)
6
5
8
23
(2)
18
-
1
{2)
1
5
1
4
(2)
1
3
(2)
9
-
1
1
1
-
3
2
1
2
-
-
-
(2)
13
3
-
4
8
9
9
-
4
-
7
4
4
4
4
-
-
3
5
17
1
-
-
1
-
17
-
-
9
10
12
-
(2)
(2)
(2)
7
-
1
1
1
32
5
3
-
-
-
5
8
12
12
13
2
7
3
3
-
69
4
4
5
-
-
-
-
-
-
3
2
1
-
53
56
-
77
80
2
32
35
35
-
-
5
5
27
27
27
19
20
30
3
19
20
32
4
13
28
30
32
7
7
4
-
33
34
36
8
9
-
-
-
-
4
5
10
10
10
-
-
2
2
2
-
(2)
-
-
-
20
-
-
-
-
2
2
2
3
-
23
17
17
17
-
-
42
-
6
-
37
-
2
2
11
21
31
18
-
(2)
{2)
1
-
-
-
5
6
5
6
1
2
23
-
(2)
(2)
-
19
-
13
23
36
20
25
26
30
3
-
-
-
(2)
-
15
28
9
10
11
-
7
7
-
-
9
10
11
-
-
-
-
-
-
-
12
12
14
2
2
2
4
3
1
4
-
-
55
58
56
12
-
-
-
-
8
9
9
-
-
-
-
-
4
4
4
5
3
1
4
-
-
-
3
3
7
1
-
1
1
1
-
2
4
3
7
1
-
3
1
-
2
2
4
1
-
-
-
3
3
12
-
4
9
5
4
4
18
-
(2)
-
4
1
1
37
2
6
2
3
10
1
1
1
9
-
-
-
1
3
5
2
1
1
12
-
2
3
-
7
-
-
1
(2)
(2)
-
-
-
-
-
(2)
9
(2)
-
-
-
-
-
1
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix
A for definitions and methods used to compute means, medians, and middle ranges.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
1
1
2
-
2
2
2
2
-
-
-
-
19.75
19.75
19.75
-
-
(2)
(2)
-
-
-
-
-
-
-
-
-
-
(2)
17.65
13.43
-
-
-
-
-
-
1
1
1
7
1
5
-
2
-
-
-
-
-
-
-
-
9
5
2
12
(2)
-
-
-
1
-
(2)
-
-
-
7
3
1
11
-
-
-
11
9
10
13
1
1
4
(2)
-
17.08
17.75
19.41
17.65
-
10.00 10.50 11.00 11.50 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00 22.00
and
over
7.00
-
-
-
-
-
-
-
2
-
4
29
28
21
52
14
14
16
14
-
(2)
-
-
68
68
68
-
-
-
-
-
-
-
-
7
-
Less than 0.5 percent.
NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
15
Table A-10. Establishments employing 500 workers or more: Hourly earnings of material movement and custodial occupations, St. Louis, MO-IL, March 1992
Hourly earnings
(in dollars) '
Occupation and level
Number
of
workers
Mean
Median
Percent of workers receiving straight-time hourly earnings (in dollars) of-
4.25
4.50
and
under
4.50 5.00
Middle range
- $18.91
Forklift Operators .... ........... ..............
Private industry .. ........................ .
Manufacturing ................ ....... ..
Service producing ........ ····· ······
1,158
1,153
807
346
Guards
Level 1................ ····························
Private industry ...........................
Manufacturing ............... ...........
Service producing ........ ....... .....
State and local government .. ...
Level II ...........................................
1,557
1,360
162
1,198
197
440
6.87
6.53
14.34
5.47
9.27
13.10
5.65
5.25
14.41
5.02
8.89
13.18
4.75
4.59
13.69
4.50
8.20
12.17
Janitors .. .... .. ......... .................... ........
Private industry ...........................
Manufacturing ... .......................
Service producing ................ .. ..
Transportation and
utilities ........... ......... ... ............
State and local government .. ...
5,843
4,034
561
3,473
6.70
5.82
12.13
4.80
5.00
4.35
11.38
4.35
4.30
4.30
9.43
4.25
72
1,809
9.66
8.65
10.37
9.11
6.00
7.41
Material Handling Laborers ............
Private industry ........ ............. ... ...
Manufacturing ............ ..............
Service producing .......... ..... .. ...
Transportation and
utilities .. ........... ......................
1,081
1,052
821
231
13.52
13.54
13.30
14.38
13.68
14.39
12.11
14.99
10.80
10.80
10.80
14.99
-
66
13.09
12.75
10.62
-
15.78
Order Fillers ............ ....... ...................
Private industry ...........................
161
161
11.15
11 .15
9.60
9.60
9.59
9.59
-
-
14.99
14.99
Shipping/Receiving Clerks .. ...........
Private industry ..... ......................
Manufacturing ..........................
Service producing ....................
685
676
330
346
12.18
12.19
13.33
11 .12
12.00
12.00
13.55
11 .95
9.60
9.60
9.94
8.75
-
125
95
30
284
1,056
1,056
935
9.06
8.80
9.89
12.73
16.13
16.13
16.17
8.27
8.21
7.18
7.00
-
-
11.69
16.26
16.26
16.26
10.04
15.31
15.31
15.31
-
677
16.50
16.26
16.26
1,089
1,025
162
863
64
13.90
14.13
11 .02
14.71
10.26
14.99
14.99
12.12
14.99
9.51
12.43
12.69
9.66
14.99
8.82
Truckdrivers
Light Truck .. ......... .... . ····················
Private industry ...........................
State and local government .....
Heavy Truck ..................................
Tractor Trailer ............................ ....
Private industry .. .. .....................
Service producing ............... .....
Transportation and
utilities .... .. ....... ........ ..............
Warehouse Specialists ........ ............
Private industry .. ...... .. .......... .. .....
Manufacturing .... ......................
Service producing ....................
State and local government .. .. .
$14.76 $15.09
14.77 15.09
14.46 13.35
15.50 15.09
$12.38
12.38
11 .05
15.09
-
-
5.00
5.50
6.00
6.50
7.00
7.50
8.00
8.50
9.00
5.50
6.00
6.50
7.00
7.50
8.00
8.50
9.00
9.50
-
-
-
3
3
4
1
1
2
-
18.91
18.91
16.98
-
-
-
-
12
13
-
17
20
18
21
-
-
15
23
24
-
7.61
6.59
16.13
6.15
10.70
14.97
-
8.94
5.05
-
-
-
-
-
-
-
-
9
14
7
10
-
-
-
16.26
17.21
17.21
17.10
-
-
17.21
-
-
15.17
15.17
12.43
16.16
11.73
-
1
1
-
-
-
-
4
5
4
24
7
15
3
3
4
1
1
1
1
38
1
2
(2)
3
(2)
2
2
17
(2)
(2)
(2)
(2)
(2)
1
1
5
1
1
5
3
4
28
6
4
1
-
17
17
19
12
9
10
12
2
38
-
-
22
(2)
-
19
(2)
(2)
5
3
3
2
4
4
4
3
11
12
2
47
3
3
2
4
7
6
10
3
2
2
2
2
2
2
1
2
13
12
2
23
14
14
15
13
6
6
5
6
3
3
14
9
27
6
6
3
17
21
3
2
2
2
11
13
7
6
4
10
4
1
1
-
-
-
-
-
-
(2)
-
1
1
1
1
5
-
-
-
-
-
-
(2)
2
2
11
(2)
2
-
1
1
2
(2)
2
(2)
-
(2)
2
2
-
-
-
-
-
-
1
(2)
1
(2)
16
2
2
4
1
11
-
1
1
2
1
3
-
7
6
19
50
16
-
-
-
-
-
-
-
-
3
2
15
3
3
10
1
17
(2)
(2)
2
(2)
2
14
-
-
15
20
-
1
1
1
(2)
2
1
1
1
8
4
4
4
3
-
-
-
-
-
-
16
16
14
17
8
8
16
6
6
12
-
-
-
(2)
1
3
27
27
31
26
31
31
35
-
-
11
(2)
-
1
4
49
42
15
15
46
9
3
3
2
1
2
14
34
36
1
43
10
18
19
1
23
2
2
-
(2)
-
-
1
1
2
-
1
1
-
4
10
3
12
3
-
(2)
(2)
27
27
30
-
8
8
-
-
1
1
2
2
5
5
7
-
(2)
-
1
-
-
-
-
(2)
-
-
-
-
4
4
6
2
12
-
-
-
-
3
3
2
4
-
-
8
3
3
2
4
2
-
-
2
2
1
2
-
1
1
7
1
-
2
3
3
-
-
-
-
-
-
2
2
4
-
7
8
10
(2)
1
1
4
-
-
36
-
-
9
9
7
19
-
-
-
17
17
19
10
31
31
11
-
-
(2)
-
-
-
5
6
46
-
-
5
5
-
26
26
26
37
-
6
6
2
-
(2)
(2)
-
-
6
6
-
8
8
-
1
1
-
-
14
1
1
-
-
26
28
28
8
11
-
-
-
1
1
-
-
-
3
4
-
-
6
8
(2)
-
-
-
1
(2)
23
7
-
-
3
4
-
1
-
(2)
(2)
(2)
2
2
2
(2)
(2)
(2)
1
1
6
(2)
3
5
-
3
3
4
(2)
3
3
25
2
2
3
-
-
-
5
1
3
8
(2)
2
2
15
5
5
-
-
-
(2)
3
4
-
(2)
8
1
3
(2)
-
-
2
2
4
-
12
2
4
(2)
(2)
-
28
29
10
71
1
1
2
' Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix
A for definitions and methods used to compute means, medians, and middle ranges.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
5
(2)
1
(2)
(2)
1
1
1
1
1
2
14
14 °
19
3
4
4
-
-
-
(2)
1
1
(2)
(2)
5
5
7
(2)
6
6
-
-
-
-
-
-
2
2
(2)
(2)
(2)
-
3
2
10
(2)
(2)
(2)
-
-
-
3
2
7
1
8
9
11
1
-
2
1
1
1
13
-
5
5
7
2
1
6
1
-
(2)
(2)
-
-
4
1
2
6
9
-
-
-
3
4
-
11 .79
9.44
-
-
7
7
10
2
(2)
1
(2)
13
1
6
7
-
-
-
-
5
5
1
8
1
1
1
3
1
2
1
19
1
3
5
15.88
15.88
15.88
15.78
1
1
-
-
15
-
-
3
1
2
1
15
2
19
1
-
-
-
5
5
6
7
11
-
15.17
15.33
16.54
13.21
12
13
-
3
1
1
1
12.12
9.65
-
-
2
1
1
1
-
-
-
3
1
2
1
16
-
-
6
-
-
-
3
2
1
2
63
-
5
5
-
-
-
-
38
55
-
-
- · 15.25
4.75
-
-
-
10.00 10.50 11.00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00
and
10.00 10.50 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 over
9.50
-
-
Less than 0.5 percent.
NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data
for categories not shown separately.
I
16
Table A-11. State and local governments: Weekly hours and earnings of professional, administrative, technical, protective service, and clerical occupations, St. Louis,
MO-IL, March 1992
Occupation and level
Average
Number weekly
of
hours 1
workers (standard)
Weekly earnings
(in dollars)2
Percent of workers receiving straight-time weekly earnings (in dollars) of-
275
Mean
Median
Middle range
Under
275
and
under
300
300
325
325
350
350
375
375
400
400
425
425
450
500
550
600
650
700
750
800
850
900
950
1000
1050
1050
and
over
450
500
550
600
650
700
750
800
850
900
950
1000
2
2
67
11
2
17
31
8
44
4
6
7
7
4
5
21
29
13
12
4
44
20
20
16
4
8
9
10
16
13
10
16
13
3
12
10
16
4
2
18
19
4
1
3
9
20
1
7
24
4
1
10
4
4
33
2
Professional Occupations
Accountants
Level I ................. ··································
Level 11 ...................................... .............
Level 111 ..................................................
Level IV ........................ .........................
36
55
56
25
39.6
39.9
39.9
39.7
$491
556
733
842
$562
716
Attorneys
Level 1................................. .. .
Level 11 ..... .. ............................................
Level 111 .................... ..............
33
40
32
39.8
39.9
40.0
631
779
994
607
757
980
579
739
887
Engineers
Level I ... ················································
Level 11 .... .... .. ........................... ..............
Level 111 ..... .. ...........................................
Level IV ...... ................ ....................
Level V ...........................................
51
125
126
151
25
39.1
38.5
39.5
39.3
39.6
556
691
772
928
1,067
553
684
758
938
548
621
683
840
Buyers/Contracting Specialists
Level 11 ......... ......... ............
27
40.0
569
Computer Programmers
Level II ..........................................
Level 111 ....... ·······································
27
46
39.4
39.9
564
662
664
648
731
Computer Systems Analysts
Level 11 .. ............... ......
55
39.7
797
780
703
900
Personnel Specialists
Level II ..
Level Ill ........ ...... .........
60
29
39.9
39.7
557
711
556
504
595
Computer Operators
Level II ····················· ·····························
42
39.1
404
409
Drafters
Level 11 ...........
25
39.6
477
83
247
129
39.3
38.9
38.5
408
514
639
3
$501
675
$598
792
-
703
832
1,077
12
5
574
738
855
989
43
27
5
53
14
2
30
4
26
5
3
3
17
21
15
13
20
21
6
12
45
6
12
5
Administrative Occupations
15
2
15
22
74
4
15
13
48
4
15
20
4
22
4
33
5
5
7
18
20
4
30
17
15
7
5
10
17
34
7
6
9
2
13
8
5
35
3
7
5
3
Technical Occupations
.......................
Engineering Technicians, Civil or
Survey Technicians/Construction
Inspectors
Level 11 ............................................ .......
Level 111 .............................. ............ .......
Level IV ........................ .........................
404
499
593
363
374
457
538
438
434
555
729
12
12
6
See footnotes at end of table.
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Federal Reserve Bank of St. Louis
17
7
7
33
8
8
4
18
18
22
6
7
23
17
17
2
40
40
8
28
12
4
23
18
2
13
23
6
6
3
4
5
3
34
11
64
Table A-11. State and local governments: Weekly hours and earnings of professional, administrative, technical, protective service, and clerical occupations, St. Louis,
MO-IL, March 1992-Continued
Occupation and level
Weekly earnings
Percent of workers receiving straight-time weekly earnings (in dollars) ofAverage
(in dollars)2
Number weekly f-------.---,--------+------,---.---,----.-------,---,-----.-------.----.------,---,-----.--.-----,-- -,-------,------,,------,-----,--,-----of
hours '
275
950 1000 1050
850
900
375
400
425
450
500
550
600
650
700
750
800
300
325
350
workers (stanand
and
Mean Median
Middle range
Under under
dard)
900
950 1000 1050 over
400
425
450
500
550
600
650
700
750
800
850
325
350
375
275
300
Protective Service Occupations
Corrections Officers ..
855
39.2
$426
$408
$343
$524
Firefighters ... .......... .
1,031
46.4
645
630
563
683
Police Officers, Uniformed
Level I.......... ......... .................. .... ... ... ...
3,616
39.9
586
594
519
647
35
10
8
5
30
14
8
21
17
3
23
23
3
23
3
29
15
1
21
27
19
24
19
4
8
2
Clerical Occupations
Clerks,
Level
Level
Level
Accounting
11 ....... .
111 ............. .
IV ... ........
187
270
61
39.6
39.5
39.6
352
402
456
336
401
447
305
354
432
396
450
525
Clerks,
Level
Level
Level
General
11 .. .......... .. ..................... .... ..
Ill .
IV
683
995
274
39.6
39.8
39.7
326
335
378
325
322
374
299
290
328
353
374
418
7
Key Entry Operators
Level I ......................... ...................... .
64
39.8
310
314
282
323
8
Personnel Assistants (Employment)
Level II ...... .... ..... .......... ........... ..........
29
40.0
417
Secretaries
Level I
Level II ............... ..
Level 111 ............... ...... ..... ...................... .
Level IV ..
...................... .
328
467
270
71
39.9
39.2
39.5
39.6
392
413
476
564
391
420
477
585
352
377
430
506
430
455
515
630
Switchboard Operator-Receptionists ....
61
39.3
366
356
312
433
Word Processors
Level II ..... ....................... ..... .. ... ...... ... ...
74
40.0
378
391
373
391
10
11
9
16
19
11
3
13
4
9
5
16
19
8
13
11
2
7
7
24
20
19
18
15
17
7
7
17
9
17
10
13
9
1
10
12
10
28
33
6
17
24
24
10
28
14
13
20
16
13
13
5
9
4
4
3
15
18
12
1
13
29
33
25
15
10
3
16
22
14
3
20
26
2
13
4
4
23
(6)
8
7
25
18
65
5 Workers were distributed as follows: 20 percent at $1,050 and under $1,100; 32 percent at $1,100 and under
$1 ,150; 4 percent at $1,200 and under $1,250; 4 percent at $1,250 and under $1 ,300; and 4 percent at $1,300 and
under $1,350.
6
Less than 0.5 percent.
7 Workers were distributed as follows: 1 percent at $175 and under $200; 1 percent at $200 and under $225; 4
percent at $225 and under $250; and 7 percent at $250 and under $275.
8 Workers were distributed as follows: 3 percent at $225 and under $250; and 13 percent at $250 and under $275.
' Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of
pay for overtime at regular and/or premium rates) , and the earnings correspond to these weekly hours.
2
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix
A for definitions and methods used to compute means, medians, and middle ranges .
3
Workers were distributed as follows: 13 percent at $1 ,050 and under $1 ,100; 16 percent at $1 ,100 and under
$1 ,150; 3 percent at $1 ,150 and under $1 ,200; and 3 percent at $1 ,250 and under $1 ,300.
4
Workers were distributed as follows: 2 percent at $1 ,050 and under $1 ,100; 4 percent at $1 ,100 and under
$1 ,150; 3 percent at $1 ,150 and under $1 ,200; and 1 percent at $1 ,200 and under $1 ,250.
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Federal Reserve Bank of St. Louis
6
7
15
28
NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria.
18
Table A-12. State and local governments: Hourly earnings of maintenance, toolroom, material movement, and custodial occupations, St. Louis, MO-IL, March
1992
Hourly earnings
(in dollars) 1
Occupation and level
Number
of
workers
Mean
Median
Percent of workers receiving straight-time hourly earnings (in dollars) of-
Middle range
5.00
and
Under
under
5.00
5.25
10.00 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00
and
over
5.25
5.50
5.75
6.00
6.50
7.00
7.50
8.00
8.50
9.00
9.50
5.50
5.75
6.00
6.50
7.00
7.50
8.00
8.50
9.00
9.50
10.00 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00
2
2
10
7
20
Maintenance and Toolroom
Occupations
General Maintenance Workers ......
256
$10.18
$9.98
$9.08
Maintenance Electricians ........ ..
120
14.20
13.96
12.15
Maintenance Electronics
Technicians
Level II .. .................................. .......
46
14.99
15.10
Maintenance Mechanics,
Machinery ...... ....................... ............
40
12.82
Maintenance Mechanics, Motor
Vehicle ................................. ............
385
13.56
Maintenance Pipefitters ... ... .......... ..
29
17.58
Guards
Level 1 •• ••••• ••• ... ........•• •••••••••••••• •••••• ••
Level II ···········································
211
70
9.06
9.06
8.89
9.94
7.89
7.00
10.38
10.81
Janitors ·············································
2,561
8.30
8.41
6.98
9.65
33
12.28
13.40
13.40
13.40
39
215
9.78
11 .21
11.04
9.86
11 .99
65
10.23
9.51
8.82
11 .61
2
18
-
2
18
9
37
18
13.77
-
15.18
2
9
4
17
9
12.66
11 .61
-
14.12
3
35
18
10
35
13.40
13.20
-
13.41
6
12
62
7
(4)
(4)
10
7
23
14.65
$11 .00
4
2
43
15
3
13
5
72
4
3
24
3
2
2
Material Movement and
Custodial Occupations
Material Handling Laborers .....
Truckdrivers
Light Truck
Heavy Truck ...
Warehouse Specialists ..... ....
3
2
3
5
3
1
11
5
17
14
18
12
1
12
13
1
11
10
24
3
10
4
8
10
7
4
6
19
19
3
6
3
3
9
21
5
2
2
5
4
(4)
6
5
15
31
5
25
18
38
28
15
11
14
18
8
3
(4)
(4)
76
10
14
3
4 Less than 0.5 percent.
Workers were distributed as follows: 52 percent at $19 and under $20; 14 percent at $20 and under $21 ; and 7
percent at $23 and under $24.
1
Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as
profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay
increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix
A for definitions and methods used to compute means, medians, and middle ranges.
2
Workers were distributed as follows: 12 percent at $19 and under $20; and 3 percent at $21 and under $22.
3
All workers were at $19 and under $20.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
2
21
13
5
NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data
were reported or that data did not meet publication criteria.
19
Table 8-1. Late-shift pay provisions for full-time blue-collar workers in manufacturing, St. Louis, MO-IL, March 1992
(All full-time manufacturing blue-collar workers
=
100 percent)
Shift differential
Second shift
Third shift
Total workers (in percent) ..... .......................... .
100.0
100.0
Workers in establishments with late-shift
provisions ' ................................................................ .
Shift differential
Total workers (in percent) .
Second shift
Third shift
100.0
100.0
86.0
74.6
Workers employed on late shifts
24.5
8.9
With no pay differential ................... .. ...
1.2
2.7
Receiving differential .....
24.2
8.9
With pay differential ......... ..................... .
84.8
71 .9
Not receiving differential
.2
.1
64.2
51.8
By type and amount of pay differential:
Uniform cents per hour
Under 5 cents .
5 cents ... ..... .
10 cents ........... ... ... ................... ..
15 cents .........................
Over 15 and under 20 cents .. .. .. ..
20 cents ..................................... .
Over 20 and under 25 cents ........ .
25 cents ........................................ .
30 cents ...............................................
Over 30 and under 35 cents ....................... .
35 cents ... ........................................... ... ........ .
Over 35 and under 40 cents
40 cents .................................. .
45 cents .... .
50 cents .....
55 cents .......... .................. .
60 cents ........ .. ........ ..................................... .
80 cents ........................... ........... .
Over 100 cents .......................... .. .............. .
Uniform percentage
5 percent ......................
8 percent ...............
10 percent .
Other formal paid differential ................. ... ..... .... .
Full days pay or reduced hours plus cents
per hour ............................................ .......... .
Full days pay or reduced hours plus
percent ............. ........ ................................ ... .
Other formal paid differential .. ........... ....
Average pay differential (in cents or percent):
Uniform cents-per-hour differential ..
Uniform percentage differential ... ..... ......... .
By type and amount of pay differential:
.2
1.1
1.9
5.6
1.9
6.4
3.2
15.8
13.2
1.5
4.0
1.1
.8
7.4
7.5
7.5
1.9
10.3
1.7
5.7
1.5
3.1
3.3
.9
.9
1.5
1.4
4.5
19.0
15.3
15.6
.6
3.1
15.6
1.5
4.5
2.4
1.5
30.6
5.9
.6
1.5
42.0
10.0
16.6
Uniform percentage ............ .. ..
5 percent ......... .. .............. ............................... .
8 percent ....................... ..
10 percent .. .............................. ... ..... .
6.8
6.0
.1
1.1
.7
1.1
Other formal paid differential ...
Full days pay or reduced hours plus cents
per hour .. .. ......... ..... ...................... ... ...........
Full days pay or reduced hours plus
percent ..................... ... ....................... ...
Other formal paid differential
.8
.8
Average pay differential (in cents or percent):
Uniform cents-per-hour differential ...
Uniform percentage differential ..
1
Includes all blue-collar workers in establishments currently operating late shifts, and in
establishments with formal provisions covering late shifts, even though the establishments were
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
Uniform cents per hour
..... .. ... .............. .
Under 5 cents ............. ... ... ....... .. .. .
5 cents ...
10 cents ..... .
15 cents
Over 15 and under 20 cents
20 cents ..... .............. ............ ... .
Over 20 and under 25 cents
25 cents .................................. .
30 cents ....... .
Over 30 and under 35 cents ........
35 cents ................. ...
Over 35 and under 40 cents ..................
40 cents ...... .................................. .
45 cents ........................ ..
50 cents ............... .
55 cents ... .
60 cents .................................. ........ ....... ...... ..
80 cents ....... .
Over 100 cents ....
not currently operating late shifts.
2 Less than 0.05 percent.
20
.2
.4
1.0
.7
1.4
1.1
4.6
3.5
1.4
.5
1.2
.6
.9
.4
.7
.2
.3
1.2
.3
.7
.1
.4
.6
.3
.7
.6
.8
31 .6
5.6
44.9
10.0
Table B-2. Scheduled weekly hours and days of full-time first-shift workers, St. Louis, MO-IL, March 1992
White-collar workers
Blue-collar workers
Private industry
Item
All full-time day-shift workers (in percent)
All
industries
Total
100
100
1
9
1
8
6
6
Manufacturing
100
Private industry
Serviceproducing
industries
State and
local
government
100
100
2
11
9
16
76
83
All
industries
Total
100
100
3
1
3
1
90
2
3
2
2
1
90
2
Manufacturing
100
Serviceproducing
industries
100
State and
local
government
100
Scheduled to work:
Under 35 hours-5 days ..................................... .
35 hours-5 days ................................................ ..
37.5 hours-5 days ..............................................
Over 37.5 and under 40 hours-5 days ........ .. ..
40 hours .. ....................................... ....................... .
4 days ........................................................ ..... .
4.5 days ........................................................ ..
5 days ............................................................. .
6 days ............................................................. .
Over 40 hours .................... ................................. ..
4 days ..............................................................
5 days ................. ............................................ .
5.5 days ........................................... .............. .
6 days ............................................................. .
Average weekly schedule (in hours) ....................... ..
1
83
(1)
(1)
83
(1)
(')
3
2
95
(1)
3
3
6
95
3
84
90
92
83
89
1
2
(1)
(1)
82
1
2
82
1
2
1
1
(1)
(')
39.8
39.8
94
74
2
2
83
(1)
(1)
(1)
39.8
(1)
39.8
1
3
2
1
(')
39.9
88
88
(1)
2
2
Less than 0.5 percent.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
7
(1)
(1)
2
1
1
(1)
(')
(')
39.5
39.5
(1)
39.9
39.0
40.0
NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no
data were reported.
21
Table B-3. Annual paid holidays for full-time workers, St. Louis, MO-IL, March 1992
Blue-collar workers
White-collar workers
Private industry
Private industry
Item
All
industries
Total
Manufacturing
Serviceproducing
industries
State and
local
government
All
industries
Total
Manufacturing
Serviceproducing
industries
State and
local
government
All full-time workers (in percent) .................... .
100
100
100
100
100
100
100
100
100
100
In establishments not providing paid holidays ........ .
In establishments providing paid holidays
(')
100
(1)
100
(')
100
(' )
100
4
100
95
5
95
99
10
90
1
99
1
6
7
2
1
4
2
2
2
9
12
(')
4
6
8
8
9
9
10
(')
1
7
7
18
13
Number of holidays:
Under 6 days .... ................................................
6 holidays ................................ ... ........................... .
7 holidays ...............................................................
Plus 1 half day ... ..... ... .. .................................
Plus 2 half days ....... ......................... ...... ...... .
8 holidays ................... .. .. ..... ......... ......................... .
Plus 1 half day .... .................. .... .. ....
9 holidays ................................. ......... ......... .... ...... ..
Plus 1 half day .............................................. .
Plus 2 half days .... .. ..... ................................. .
1o holidays ... ..................... .... .......................... .......
Plus 1 half day ...............................................
Plus 2 half days ............................................ .
Plus more than 9 half days ......................... .
11 holidays .... ... ..... ................................................ .
12 holidays ...................... ......................................
Plus 1 half day ............................................. ..
13 holidays ............... ............................................. .
14 holidays
............................................
Plus 1 half day ................................... ..... ...... .
15 holidays ..................................................... ....... .
Over 15 days .........................................................
(')
(')
(')
(')
7
(')
13
(')
(')
30
9
(')
14
(')
(1)
30
(')
11
13
(')
16
18
(')
10
18
10
(')
29
3
3
8
38
6
(')
2
28
(')
(')
1
1
7
37
4
(')
1
6
2
10
4
(')
11
8
(')
(')
1
(')
10
(')
1
3
4
8
(')
(')
10
(')
23
(')
1
12
7
1
6
(1)
11
12
(')
3
19
6
24
(')
15
50
(')
20
3
13
6
1
7
22
11
3
(')
10
16
13
(1)
(' )
4
(' )
6
7
12
2
(')
2
(')
Total paid holiday time2
2 days or more .... ...... ..... ...................... ............... .
3 days or more ............................................... ...... .
4 days or more .. ... ...... .... ................................. .
5 days or more ...... ... ........... ................................. .
6 days or more ......................... ...... ...................... .
7 days or more ............ ................... .......................
8 days or more .... .............................. .................. .
9 days or more ................................................. .... .
10 days or more .......... ................................ ..... .. .. .
11 days or more ......................................... ... ....... .
12 days or more ................................... ...... .......... .
13 days or more .............................. ..................... .
14 days or more ... . .. ..... ...... ................................. .
15 days or more ................. ..................................
Average number of paid holidays where provided
(in days) .. .............................
.............................. .
99
99
99
98
98
92
85
77
65
35
24
15
5
2
10.1
100
99
99
99
99
92
84
75
61
31
19
15
4
9.8
100
100
100
100
100
98
96
95
84
66
48
38
9
2
100
99
99
98
98
89
77
64
48
10
2
11 .4
8.9
1
(')
1
94
94
93
92
91
83
74
69
59
35
22
14
8
7
94
93
93
92
91
82
72
66
55
35
22
15
8
8
99
99
99
99
99
98
91
90
87
63
41
29
16
15
12.1
9.8
9.7
11.4
89
87
86
84
83
65
52
40
21
6
97
97
97
94
94
93
92
92
86
33
1
1
23
7
6
2
7.8
10.4
(')
NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no
data were reported.
Less than 0.5 percent.
Full and half days are combined. For example, the proportion of workers receiving 1O or more
days includes those receiving at least 1O full days, or 9 full days plus 2 half days, or 8 full days and 4
half days, and so on.
2
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
96
96
95
94
94
93
93
93
91
63
55
18
15
12
22
Table B-4. Paid vacation provisions for full-time workers, St. Louis, MO-IL, March 1992
Wh ite-collar workers
Blue-collar workers
Private industry
Item
All full-time workers (in percent) .
In establishments not providing paid vacations .. .... .
In establishments providing paid vacations .......... .. ..
Length-of-time payment ............................. .
Percentage payment ........... ........................
All
industries
Private industry
Total
Manufacturing
Serviceproducing
industries
100
100
100
100
(' )
(1)
(' )
(' )
100
100
100
100
100
100
100
100
2
49
3
2
1
59
4
3
44
2
2
(')
State and
local
government
All
industries
100
State and
local
government
Total
Manufacturing
Serviceproducing
industries
100
100
100
100
100
100
99
1
3
97
93
4
3
97
92
5
1
99
94
5
6
94
90
4
100
99
4
19
4
5
26
40
18
6
19
18
23
32
(')
(')
(1)
54
1
37
1
1
2
60
61
2
31
16
By vacation pay provisions for 2:
6 months of service:
Under 1 week .......................... .
1 week ....................... ...................... ..............
Over 1 and under 2 weeks ........................ .
2 weeks ....................... ...... ........................... .
Over 2 and under 3 weeks ........................ .
4 weeks .................................... ................... .
1 year of service:
1 week ................ ... .. ................................ .. ....
Over 1 and under 2 weeks ........................ .
2 weeks ............................... ......................... .
Over 2 and under 3 weeks ........................ .
3 weeks ................... ............................. .........
Over 3 and under 4 weeks ............... ......... .
4 weeks ... ........................... .... ...... ................ .
Over 4 and under 5 weeks ............... .
2 years of service:
1 week ........ ................................................ ...
Over 1 and under 2 weeks ........................ .
2 weeks ........................................................ .
Over 2 and under 3 weeks ........................ .
3 weeks ........................................................ .
Over 3 and under 4 weeks ............ .
4 weeks .................... ................................... .
Over 4 and under 5 weeks ........................ .
3 years of service:
1 week ......................... ........ ...... ...... ..............
2 weeks .......................................... ... ....... .... .
Over 2 and under 3 weeks ........................ .
3 weeks ... ......................................... .............
Over 3 and under 4 weeks ........... ............. .
4 weeks ......... ................................ ... .......... ...
Over 4 and under 5 weeks ... ......................
2
47
7
1
(')
(')
19
(1)
71
4
1
(')
(')
(')
21
(')
74
3
11
(1)
85
3
28
4
(')
1
(')
(')
(')
(')
(')
(')
33
1
35
31
2
60
59
60
3
55
4
(')
12
19
54
8
26
9
2
6
76
8
3
2
2
7
78
8
2
(')
1
(')
(')
1
86
5
9
4
5
(1)
(')
29
(')
3
90
4
2
(')
(')
See footnotes at end of table.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
1
59
2
3
2
1
(')
2
1
45
6
12
19
54
8
26
9
2
(')
88
(')
(1)
(')
1
4
40
(')
(')
90
3
2
36
(1)
10
(')
87
3
52
8
26
9
59
1
85
4
1
7
(1)
83
4
4
1
(1)
8
(')
4
(')
67
3
1
2
84
5
7
3
23
1
1
2
7
5
4
77
12
3
3
10
79
3
57
7
12
19
5
Table B-4. Paid vacation provisions for full-time workers, St. Louis, MO-IL, March 1992-Continued
Blue-collar workers
White-collar workers
Private industry
Private industry
Item
All
industries
Total
Manufacturing
1
88
4
1
84
5
10
Serviceproducing
industries
State and
local
government
All
industries
52
5
31
9
2
75
8
6
2
2
Total
Manufacturing
Serviceproducing
industries
5
78
8
4
3
75
12
6
7
80
3
3
State and
local
government
By vacation pay provisions for 2 :-Continued
4 years of service:
1 week .......................................................... .
2 weeks .......................... ....... ..... .................. .
Over 2 and under 3 weeks .........................
3 weeks ..... ................................................... .
Over 3 and under 4 weeks .. ...................... .
4 weeks ................................................... ..... .
Over 4 and under 5 weeks ....................... ..
(')
(')
(')
(')
(')
(' )
5 years of service:
1 week ................. ......................................... .
Over 1 and under 2 weeks ........................ .
2 weeks ..... ....... ....... ..................................... .
Over 2 and under 3 weeks ........................ .
3 weeks ........... ............................................. .
Over 3 and under 4 weeks ........................ .
4 weeks ................................. ....................... .
Over 4 and under 5 weeks ......... ........... .....
5 weeks ... ................ ................... .................. .
(')
(')
48
3
43
1
4
(')
(' )
(')
(')
(')
(' )
1
1
10
3
(')
(')
(' )
(')
(')
2
(')
(')
(')
(')
(')
19
2
71
2
3
(' )
2
20
3
71
(')
(')
12
4
80
1
8 years of service:
1 week ................................................. ......... .
Over 1 and under 2 weeks ............. ......... .. .
2 weeks ..... ... ...... .............................. .............
Over 2 and under 3 weeks .........................
3 weeks ...................... ..... ...... ................ ....... .
Over 3 and under 4 weeks ...................... ...
4 weeks ................................. ....................... .
Over 4 and under 5 weeks ........................ .
5 weeks .............. .......................................... .
6 weeks .............. ...................................... .....
10 years of service:
1 week ..... ......................... ........ ... ................. .
2 weeks ....... ...... ..... ...................................... .
Over 2 and under 3 weeks .......... ... ............
3 weeks ..................... ................... ........... ......
Over 3 and under 4 weeks ................... ......
4 weeks ......... ......................... ...................... .
Over 4 and under 5 weeks .......... .............. .
5 weeks ..... ................................................... .
6 weeks ............. ........................................... .
7 weeks ... ... ............ ...................................... .
12 years of service:
1 week ..................... ... .................... .... .. ........ .
2 weeks ................................... ....... .............. .
3 weeks .. ................................................ ...... .
Over 3 and under 4 weeks ...... ...... ... .... ..... .
4 weeks .................................................... .... .
Over 4 and under 5 weeks ..................... ... .
5 weeks ................ ... ......................................
Over 5 and under 6 weeks ...................... ...
6 weeks ................................ ........................ .
7 weeks
1
84
4
9
5
1
52
3
40
53
(')
39
1
3
55
1
2
4
(')
2
52
5
41
8
36
6
1
(')
(')
1
22
3
63
(')
60
2
28
65
2
26
34
2
52
(')
3
(')
76
6
13
(' )
(')
2
(')
(')
2
3
82
80
84
1
1
1
11
(')
(' )
2
13
10
(')
(' )
6
2
71
6
17
1
1
(' )
2
(')
2
78
1
15
(')
1
1
74
1
1
5
2
48
3
(' )
30
4
55
2
4
1
1
1
4
6
6
(')
3
13
(')
(')
72
8
8
74
12
10
69
4
5
27
40
25
2
67
9
12
(')
2
(' )
4
1
1
3
(')
32
18
42
1
3
4
70
8
11
22
37
32
7
12
1
59
3
19
3
1
1
19
1
4
1
3
65
9
16
13
(' )
44
25
4
47
4
3
80
1
68
3
20
(')
(')
(')
18
62
2
31
2
51
1
(')
(')
3
1
(')
37
54
7
15
19
5
3
1
(')
2
1
(')
7
(')
74
7
10
(')
2
3
1
(')
69
12
14
1
1
3
8
71
4
9
24
18
48
6
(')
2
6
2
24
4
(')
1
See footnotes at end of table.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
5
2
91
4
3
3
Table B-4. Paid vacation provisions for full-time workers, St. Louis, MO-IL, March 1992-Continued
Blue-collar workers
White-collar workers
Private industry
Private industry
Item
All
industries
Total
Manufacturing
Serviceproducing
industries
State and
local
government
All
industries
Total
Manufacturing
Serviceproducing
industries
State and
local
government
By vacation pay provisions for 2:-Continued
15 years of service:
1 week .............................................. ........... ..
2 weeks .................................... .......... .......... .
3 weeks ........................... .......... .... ............ .. ..
Over 3 and under 4 weeks ............... ... ...... .
4 weeks ........................ .. ....... ..... ...... ............ .
Over 4 and under 5 weeks ........................ .
5 weeks ............. .... ........... ............................ .
Over 5 and under 6 weeks ................ ........ .
6 weeks ......................... ... ................. ........... .
7 weeks .............. ... ............ ..... .............. .... ... ..
Over 7 weeks ................. ..................... ........ .
20 years of service:
1 week ........ ................. ................................ .
2 weeks .................... .................... ................ .
3 weeks .. ...................... ........ ................ ........ .
Over 3 and under 4 weeks .... .....................
4 weeks ............... ....... ........... ... ....... .... .. .... ....
Over 4 and under 5 weeks ....................... ..
5 weeks .............. .............................. ......... ....
Over 5 and under 6 weeks ........................ .
6 weeks ..... ............... ................... ....... ...... .... .
Over 6 and under 7 weeks .. .......... .. ......... ..
Over 7 weeks ....... ... ................... .
25 years of service:
1 week ....... ..................................... .............. .
2 weeks ..... ........ ........ .... ............................. .. .
3 weeks ..... ...................................... .... ... ... ... .
Over 3 and under 4 weeks .... ............ .... .... .
4 weeks ................ ........ ...... ............ .. ............ .
Over 4 and under 5 weeks .
5 weeks .................................. ...................... .
Over 5 and under 6 weeks ......... ............... .
6 weeks .... ........ .......
........................... .
Over 6 and under 7 weeks .............. ...... .... .
Over 7 weeks ....... .................... .
(')
2
31
(')
57
5
(')
(')
2
34
(')
59
1
1
1
(')
(')
2
2
1
44
49
1
3
28
1
65
1
(')
40
33
1
(')
11
2
47
3
1
2
(')
1
3
41
1
47
1
1
(')
43
51
3
7
39
1
42
2
10
47
18
1
20
4
6
3
(')
2
10
(')
2
11
(')
(')
64
7
12
2
69
2
13
(')
4
73
16
(')
(')
(')
2
2
6
(')
(')
2
8
(')
40
5
40
2
9
(')
41
1
2
(' )
2
3
(')
1
66
4
11
(')
(')
36
41
7
11
2
41
47
1
3
16
1
3
17
(')
(')
47
3
21
3
49
2
21
1
3
12
(')
42
2
39
(')
2
(')
6
25
3
26
30
28
11
2
(')
7
60
29
3
7
28
1
37
3
12
2
(')
(')
1
3
16
(')
27
2
39
3
4
1
1
8
31
17
19
20
4
1
3
1
(')
1
4
1
42
(')
2
(')
2
3
15
See footnotes at end of table.
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
14
1
3
37
1
3
17
(')
28
41
1
3
1
1
(')
7
31
58
(')
3
3
7
27
1
24
23
1
6
1
8
22
13
27
20
10
Table B-4. Paid vacation provisions for full-time workers, St. Louis, MO-IL, March 1992-Continued
Blue-collar workers
White-collar workers
Private industry
Private industry
Item
All
industries
Total
Manufacturing
Serviceproducing
industries
State and
local
government
All
industries
Total
Manufacturing
Serviceproducing
industries
State and
local
government
By vacation pay provisions for 2:-Continued
30 years of service:
1 week ...................... ......... ........... .
2 weeks ...... .... .............................. .. .
3 weeks ....................................... .
Over 3 and under 4 weeks ........ .
4 weeks ................ ....................... ........... .
Over 4 and under 5 weeks ........ .
5 weeks ... .... .. .. .................. .
Over 5 and under 6 weeks ........ .
6 weeks ...........
......................... .. ... ..... .
Over 6 and under 7 weeks .........................
7 weeks ..................................... .
Over 7 weeks ........................... .
Maximum vacation available:
1 week ......................... ............................... .
2 weeks .......................... .
3 weeks .. .... .. .......... ...................... ... ..... ..
Over 3 and under 4 weeks ........................ .
4 weeks ...................... ... .............................. .
Over 4 and under 5 weeks ........................ .
5 weeks ................................................... .. ....
Over 5 and under 6 weeks ...............
6 weeks ..... .. ........................ .
Over 6 and under 7 weeks ...... .. .
7 weeks .......................... .
.. ... ..... .... .......... .
Over 7 weeks
(')
2
8
(')
39
5
35
1
8
(')
(')
2
9
2
2
(' )
2
8
(')
39
5
34
1
8
(' )
(')
2
(' )
2
9
(' )
41
1
36
(' )
8
(' )
41
1
36
(' )
8
(' )
1
4
39
40
11
(' )
7
(' )
1
4
39
39
11
(' )
3
12
(' )
42
2
34
(' )
6
3
26
30
20
10
11
1
3
16
(')
27
2
32
3
10
1
3
17
(')
28
35
1
9
1
1
1
1
3
17
(' )
28
34
1
9
(' )
1
1
1
2
1
2
6
1
Less than 0.5 percent.
Payments other than " length of time " are converted to an equivalent time basis; for example, 2
percent of annual earnings was considered as 1 week's pay. Periods of service are chosen arbitrarily
and do not necessarily reflect individual provisions for progression; for example, changes in
proportions at 20 years include changes between 15 and 20 years. Estimates are cumulative. Thus,
(')
7
31
50
9
3
7
27
1
24
19
1
9
1
2
8
22
13
27
20
10
1
3
(')
7
31
48
10
3
7
27
1
24
8
19
1
7
22
13
21
20
16
1
1
4
3
the proportion eligible for at least 3 weeks' pay for 20 years include those eligible for at least 3
weeks' pay after fewer years of service.
2
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
26
30
28
10
1
3
16
(' )
27
2
34
3
9
1
6
(' )
(' )
2
(')
3
12
(' )
42
2
34
NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no
data were reported .
26
Table B-5. Insurance, health, and retirement plans offered to full-time workers, St. Louis, MO-IL, March 1992
Blue-collar workers
White-collar workers
Private industry
Private industry
Type of plan
All
industries
Total
Manufacturing
Serviceproducing
industries
State and
local
government
All
industries
Total
Manufacturing
Serviceproducing
industries
State and
local
government
All full-time workers (in percent) .................... .
100
100
100
100
100
100
100
100
100
100
In establishments offering at least one of the
benefits shown below 1 ••••••• ••• •••• •••••••••••••• •••• . ••••••••••••
100
100
100
100
100
96
96
100
92
100
99
96
47
45
Life insurance ...... .. ........................................ ....... .
Entirely employer financed ........... ..... ........ .
99
86
98
85
100
87
98
83
100
96
93
85
92
83
99
92
86
74
Accidental death and dismemberment
insurance .. ... ........ ... ......................... ... ..... ... ....... .
Entirely employer financed ........... ..............
79
68
84
92
79
80
68
41
38
74
67
78
70
91
85
64
72
93
33
30
82
92
37
33
80
88
29
28
76
95
41
36
82
100
83
55
81
90
80
74
71
42
36
37
6
3
Sickness and accident insurance or sick leave
or both ................... .............................................
Sickness and accident insurance ............ ..
Entirely employer financed ..................
Sick leave (full pay, no waiting period) .... .
Sick leave (partial pay or waiting
period) .. ..................................................... .
9
7
100
50
43
61
56
36
26
21
38
36
92
56
83
47
90
76
48
22
57
39
15
87
29
69
54
70
48
78
48
60
42
78
70
34
21
49
35
41
33
37
39
31
35
28
66
60
7
4
10
38
27
19
16
17
14
22
12
37
19
8
33
97
37
93
97
80
86
56
84
90
52
57
78
46
99
89
89
100
69
100
69
85
72
74
68
83
78
97
91
90
89
93
83
83
79
72
62
58
58
98
65
98
65
70
9
86
5
61
12
36
5
40
46
6
35
65
45
59
34
68
52
57
31
30
54
26
25
Hospitalization, surgical, and medical
insurance ....... ................................... ..... .............
Entirely employer financed ....... .. ... ...... .. .....
98
40
98
98
36
98
97
88
88
34
77
55
52
Health maintenance organizations .. .................. .
Entirely employer financed .. ...................... .
70
23
66
15
75
62
25
9
95
81
53
30
Dental care ............................................................
Entirely employer financed ........................ .
79
36
81
34
92
35
74
33
69
Vision care ............................................................ .
Entirely employer financed ........................ .
32
22
30
20
24
19
Hearing care .............................. ........................... .
Entirely employer financed .........................
12
9
4
Alcohol and drug abuse treatment .................... .
Entirely employer financed ............... ..... .....
95
41
94
Retirement plans2 ••••••••• ••••••••••••••• •• •. . •• ••••• ••. ... •• ••.• •
Entirely employer financed ................. .
Pensions .. ... .................................................. .
Entirely employer financed ................. .
93
83
82
77
92
85
79
Lump sum .... ................................................ .
Entirely employer financed ................. .
62
34
35
4
34
81
73
72
1
Estimates listed after type of benefit are for all plans for which the employer pays at least part of
the cost. Excluded are plans required by the Federal Government such as Social Security and
Railroad Retirement.
2
Establishments providing more than one type of retirement plan (e.g., an annuity and a lump-sum
payment) may cause the sum of the separate plans to be greater than the total for all retirement
https://fraser.stlouisfed.org
Federal Reserve Bank of St. Louis
9
96
33
28
64
46
8
100
11
11
6
Long-term disability insurance ... ......................... .
Entirely employer financed ................... ..... .
7
34
54
45
30
73
71
69
6
83
6
plans.
3
Less than 0.5 percent.
NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no
data were reported .
27
Table B-6. Health plan participation by full-time workers, St. Louis, MO-IL, March 1992
Blue-collar workers
White-collar workers
Private industry
Private industry
Item
All
industries
State and
local
government
All
industries
Total
Manufacturing
100
100
100
100
100
45
42
62
44
62
43
66
48
58
39
58
53
19
4
35
34
20
15
17
11
17
13
17
9
41
41
66
32
43
40
59
45
58
43
63
46
51
39
70
66
18
15
32
21
28
26
35
30
33
27
35
30
30
25
55
54
5
4
9
4
14
14
16
14
16
13
20
18
12
8
16
16
83
33
79
75
76
56
72
51
77
57
67
45
99
94
31
3
2
2
11
6
(')
7
(')
12
(')
4
13
31
3
2
11
6
(')
7
(')
12
(')
4
11
1
31
3
11
6
(')
6
(')
12
(')
4
3
3
11
1
(')
(')
(' )
4
(')
(' )
Total
Manufacturing
100
100
100
100
100
Hospitalization, surgical, and medical
insurance .............
Entirely employer financed
60
28
62
26
68
26
Health maintenance organizations
Entirely employer financed .. ...
19
9
17
5
Dental care .... ... ....
Entirely employer financed .
61
33
63
32
Vision care ...................... .........
Entirely employer financed .
27
20
27
19
9
5
8
4
76
39
75
33
Hospitalization, surgical, and medical
insurance ................ .. ..... .......................
Entirely employer financed .... ...
13
2
13
3
Health maintenance organizations ..........
Entirely employer financed ..........
13
1
Dental care ....
Entirely employer financed .............
11
1
All full -time workers (in percent)
State and
local
government
Serviceproducing
industries
Serviceproducing
industries
Participating in:
Hearing care ........... ····································
Entirely employer financed ...............
Alcohol and drug abuse treatment plans
Entirely employer financed
Participation data not available:
Vision care
...........................
Entirely employer financed
2
1
Hearing care ......
.....................
Entirely employer financed ..........
Alcohol and drug abuse treatment plans
Entirely employer financed
1
11
1
11
1
31
3
Less than 0.5 percent.
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Federal Reserve Bank of St. Louis
11
(')
11
6
(')
4
6
(')
12
(')
4
NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no
data were reported or that data did not meet publication criteria.
28
Table B-7. Other selected benefits for full-time workers, St. Louis, MO-IL, March 1992
Blue-collar workers
White-collar workers
Private industry
Private industry
Item
All full-time workers (in percent) .....................
All
industries
Total
Manufacturing
100
100
100
43
49
39
Serviceproducing
industries
State and
local
government
All
industries
Total
Manufacturing
Serviceproducing
industries
State and
local
government
100
100
100
100
100
100
100
54
2
24
26
20
34
3
In establishments providing:
Severance pay ................... ·······························
Supplemental unemployment benefits ...........
Cost-of-living adjustments ............ ....................
2
2
2
98
97
(1)
10
11
18
3
15
17
28
5
100
88
86
93
79
3
Paid leave:
Jury-duty leave .............................................
98
97
100
Funeral leave ........................................ ........
95
97
98
97
82
85
86
93
79
79
Military leave .................... .............................
70
68
79
62
85
52
48
59
37
77
Personal leave 2 .... ............................. ..... ... .. .
1 day .................................................... ......
2 days ........ ... .............................................
3 days ...................................... ... ...............
3.5 days .....................................................
4 days ........................................................
5 days ........................................................
6 days ........................................................
Variable or unspecified 3 .• . ••••• •••••••••••••••••••
25
3
9
3
(')
6
2
(')
1
24
2
9
2
(')
7
2
(')
1
17
28
3
9
3
(')
9
3
32
10
9
14
12
2
5
2
10
1
3
1
15
2
5
(')
29
10
8
11
3
1
3
1
2.9
3.0
3.1
Average amount of paid personal leave in
establishments providing uniform and
specified benefits (in days) .................
8
1
5
1
1
1
(')
1
1
6
1
(')
2
3.0
1
Less than 0.5 percent.
2
Plans intended for use as paid holidays, vacations, or sick leave are not reported as paid
personal leave, but are reported as holidays, vacations, or sick leave in accordance with the intent of
the plan.
3
Variable plans include those that provide differing amounts of leave based on length of service;
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Federal Reserve Bank of St. Louis
4
2.1
2.6
2.8
2.5
(')
2.9
2.1
unspecified plans are formal plans with no specified limit.
NOTE: Because of rounding , sums of individual items may not equal totals. Dashes indicate that no
data were reported.
29
Appendix A.
Scope and Method
of Survey
Scope
This survey of the St. Louis, MO-IL Metropolitan Statistical Area covered
establishments employing 50 workers or more in manufacturing; service producing
industries (transportation, communications, electric, gas, and sanitary services;
wholesale trade; retail trade; finance, insurance, and real estate; and services
industries); and State and local governments. 1 Private households, agriculture, the
Federal government, and the self-employed were excluded from the survey. Table 1
in this appendix shows the estimated number of establishments and workers within
scope of the survey and the number actually included in the survey sample.
Sampling frame
The list of establishments from which the survey sample was selected (the
sampling frame) was developed from the State unemployment insurance reports for
the St. Louis, MO-IL Metropolitan Statistical Area (March 1990). Establishments
with 50 workers or more during the sampling frame's reference period were included
in the survey sample even if they employed fewer than 50 workers at the time of the
survey.
The sampling frame was reviewed for completeness and accuracy prior to the
survey and, when necessary, corrections were made: Missing establishments were
added; out-of-business and out-of-scope establishments were removed; and
addresses, employment levels, industry classification, and other information were
updated.
occupations, the larger the establishment sample in that stratum. An upward
adjustment to the establishment sample size also was made in strata expected to have
relatively high sampling error for certain occupations, based on previous survey
experiences. (See section on "Reliability of estimates" below for discussion of
sampling error.)
Data collection and payroll reference
Data for the survey were obtained primarily by personal visits of the Bureau's field
economists to a sample of establishments within the St. Louis, MO-IL Metropolitan
Statistical Area. Collection for the survey was from January 1992 through May
1992 and reflects an average payroll reference month of March 1992. Data obtained
for a payroll period prior to the end of March 1992 were updated to include general
wage changes, if granted, scheduled to be effective through that date.
Occupational earnings
Occupations surveyed are common to a variety of public and private industries,
and were selected from the following employment groups: (1) Professional and
administrative; (2) technical and protective service; (3) clerical; (4) maintenance and
toolroom; and (5) material movement and custodial. Occupational classification was
based on· a uniform set of job descriptions designed to take account of
interestablishment variation in duties within the same job. Occupations selected for
study are listed and described in appendix B, along with corresponding occupational
codes and titles from the 1980 edition of the Standard Occupational Classification
Survey design
Manual.
The survey design includes classifying individual establishments into groups
(strata) based on industry and employment size, determining the size of the sample
for each group (stratum), and selecting an establishment sample from each stratum.
The establishment sample size in a stratum was determined by expected number of
employees to be found (based on previous occupational pay surveys) in professional,
administrative, technical, protective service, and clerical occupations. In other
words, the larger the number of employees expected to be found in designated
Unless otherwise indicated, the earnings data following the job titles are for all
industries combined. Earnings data for some of the occupations for all industries
combined (or for some industry divisions within the scope of the survey) are not
presented in the A-series tables because either (1) data did not provide statistically
reliable results, or (2) there was the possibility of disclosure of individual
establishment data. Earnings data not shown separately for industry divisions are
included in data for all industries combined.
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A-1
Occupational earnings data are shown for full-time workers, i.e., those hired to
work a regular weekly schedule. Earnings data exclude premium pay for overtime
and for work on weekends, holidays, and late shifts. Also excluded are bonuses and
lump-sum payments of the type negotiated in the auto and aerospace industries, as
well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses,
and other nonproduction bonuses. Pay increases--but not bonuses--under cost-ofliving allowance clauses and incentive payments, however, are included in the
earnings data. Weekly hours for professional, administrative, technical, protective
service, and clerical occupations refer to the standard workweek (rounded to the
nearest tenth of an hour) for which employees receive regular straight-time salaries
(exclusive of pay for overtime at regular and/or premium rates). Average weekly
earnings for these occupations are rounded to the nearest dollar. A-series tables
provide distributions of workers by earnings intervals; changes in the size of
earnings intervals are indicated by heavy vertical lines.
Average earnings reflect areawide estimates. Industries and establishments differ
in pay levels and job staffing, and thus contribute differently to the estimates for
each job. Therefore, average earnings may not reflect the earnings differential
among jobs within individual establishments. Job descriptions used to classify
employees in this survey usually are more generalized than those used in individual
establishments to allow for minor differences among establishments in specific
duties performed.
The mean is computed for each job by totaling the earnings of all workers and
dividing by the number of workers. The median designates position--one-half of the
workers receive the same as or more and one-half receive the same as or less than
the rate shown. The middle range is defined by two rates of pay; one-fourth of the
workers earn the same as or less than the lower of these rates and one-fourth earn the
same as or more than the higher rate. Medians and middle ranges are not provided
when they do not meet reliability criteria.
Occupational employment estimates represent the total in all establishments within
the scope of the study and not the number actually surveyed. Because occupational
structures among establishments differ, estimates of occupational employment
obtained from the sample of establishments studied serve only to indicate the relative
importance of the jobs studied.
Survey nonresponse
Data were not available from 8.9 percent of the sample establishments
(representing 30,031 employees covered by the survey). An additional 5.1 percent
of the sample establishments (representing 22,593 employees) were either out of
business or outside the scope of the survey.
If data were not provided by a sample member, the weights (based on the
probability of selection in the sample) of responding sample establishments were
adjusted to account for the missing data. The weights for establishments which were
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A-2
out of business or outside the scope of the survey were changed to zero.
Some sampled establishments had a policy of not disclosing salary data for certain
employees. No adjustments were made to salary estimates for the survey as a result
of these missing data. The proportion of employees for whom salary data were not
available was less than 5 percent.
Rellablllty of estimates
The data in this bulletin are estimates from a scientifically selected probability
sample. There are two types of errors possible in an estimate based on a sample
survey--sampling and nonsampling.
Sampling errors occur because observations come only from a sample, not the
entire population. The particular sample used in this survey is one of a number of all
possible samples of the same size that could have been selected using the sample
design. Estimates derived from the different samples would differ from each other.
Nonsampling errors can stem from many sources, such as inability to obtain
information from some establishments; difficulties with survey definitions ; inability
of respondents to provide correct information; mistakes in recording or coding the
data obtained; and other errors of collection, response, coverage, and estimation of
missing data. Although not specifically measured, the survey's nonsampling errors
are expected to be minimal due to the high response rate, the extensive and
continuous training of field economists who gather survey data by personal visit,
careful screening of data at several levels of review, annual evaluation of the
suitability of job definitions, and thorough field testing of new or revised job
definitions.
Establishment practices and employee benefits
The incidence of selected establishment practices and employee benefits was
studied for full-time white-collar and blue-collar workers. White-collar workers
include professional, technical, and related occupations; executive, administrative,
and managerial occupations; sales occupations; and administrative support jobs,
including clerical. Blue-collar workers include precision production, craft, and
repair occupations; machine operators, assemblers, and inspectors; transportation
and material moving occupations; handlers, equipment cleaners, helpers, and
laborers; and service jobs, except private households. Part-time, seasonal, and
temporary employees are excluded from both the white-collar and blue-collar
categories.
Employee benefit provisions which apply to a majority of the white-collar or bluecollar workers in an establishment are considered to apply to all white- or blue-collar
workers in the establishment; a practice or provision is considered nonexistent when
it applies to less than a majority. Benefits are considered applicable to employees
currently eligible for the benefits. Retirement plans apply to employees currently
eligible for participation and also to those who will eventually become eligible.
Shift differentials-manufacturing (table B-1 ). Data were collected on pay differential
policies for blue-collar manufacturing workers on late shifts. Establishments
considered as having policies are those which ( 1) have provisions in writing
covering the operations of late shifts, or (2) have operated late shifts at any time
during the 12 months preceding a survey. When establishments have several
differentials which vary by job, the differential applying to the majority of the
workers was recorded. When establishments had differentials which apply only to
certain hours of work, the differential applying to the most common schedule was
recorded.
For purposes of this study, a late shift is either a second (evening) shift which ends
at or near midnight or a third (night) shift which starts at or near midnight.
Differentials for second and third shifts are summarized separately for
(1) establishment policies (representing all blue-collar workers in the establishment
at the time of the survey) and (2) effective practices (relating to workers employed
on the specified shift at the time of the survey).
Scheduled weekly hours and days (table B-2). Scheduled weekly hours and days
refer to the number of hours and days per week which full-time first (day) shift
workers are expected to work, whether paid for at straight-time or overtime rates.
Paid holidays (table B-3). Holidays are included if workers who are not required to
work are paid for the time off and those required to work receive premium pay or
compensatory time off. They are included only if they are granted annually on a
formal basis (provided for in written form or established by custom). Holidays are
included even though in a particular year they fall on a nonworkday and employees
are not granted another day off.
Data are tabulated to show the percent of workers who ( 1) are granted specific
numbers of whole and half holidays and (2) are granted specified amounts of total
holiday time (whole and half holidays are aggregated) during the year.
Paid vacations (table B-4). Establishments reported their method of calculating
vacation pay (time basis, percent of annual earnings, flat-sum payment, etc.) and the
amount of vacation pay provided. Vacation bonuses, vacation-savings plans, and
"extended" or "sabbatical" benefits beyond basic vacation plans were excluded.
Paid vacation provisions are expressed on a time basis. Vacation pay calculated on
other than a time basis is converted to its equivalent time period. Two percent of
annual earnings, for example, is tabulated as 1 week's vacation pay. Paid vacation
provisions by length-of-service relate to all white-collar or blue-collar workers in the
establishment Counts of these workers by actual length-of-service were not
obtained in the survey.
Insurance, health, and retirement plans (table B-5). Insurance, health, and
retirement plans include plans for which the employer pays either all or part of the
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A-3
cost The benefits may be underwritten by an insurance company, paid directly by
an employer or union, or provided by a health maintenance organization (HMO).
Workers provided the option of an insurance plan or an HMO are reported under
both types of plans. Federally required plans such as Social Security and Railroad
Retirement are excluded. Benefit plans legally required by State governments,
however, are included.
Life insurance includes formal plans providing indemnity (usually through an
insurance policy) in case of death of the covered worker.
Accidental death and dismemberment insurance is limited to plans which provide
benefit payments in case of death or loss of limb or sight as a direct result of an
accident.
Sickness and accident insurance includes only those plans which provide that
predetermined cash payments be made directly to employees who lose time from
work because of illness or injury, e.g., $200 week for up to 26 weeks of disability.
Sick leave plans are limited to formal plans2 which provide for continuing an
employee's pay during absence from work because of illness. Data collected
distinguish between (1) plans which provide full pay with no waiting period, and
(2) plans which either provide partial pay or require a waiting period.
Long-term disability insurance plans provide payments to totally disabled
employees upon the expiration of their paid sick leave and/or sickness and accident
insurance, or after a predetermined period of disability (typically 6 months).
Payments are made until the end of the disability, a maximum age, or eligibility for
retirement benefits. Full or partial payments are almost always reduced by Social
Security, workers' disability compensation, and private pension benefits payable to
the disabled employee.
Hospitalization, surgical, and medical insurance provide at least partial payment
for: (1) Hospital room charges; (2) inpatient surgery; and (3) doctors' fees for
hospital, office, or home visits. Such benefits may be provided through either
independent health care providers or Preferred Provider Organizations (PPOs).
Under PPOs, participants are free to choose any provider, but receive care at lower
costs if treatment is provided by designated hospitals, physicians, or dentists. These
plans typically cover other expenses such as outpatient surgery and prescription
drugs.
An HMO provides comprehensive medical care in return for pre-established fees.
Unlike insurance, HMOs cover routine preventive care as well as care required
because of an illness and do not have deductibles or coinsurance (although there may
be fixed copayments for selected services). HMOs may provide services through
their own facilities; through contracts with hospitals, physicians, and other providers,
such as individual practice associations (IPAs); or through a combination of
methods.
Dental care plans provide at least partial payment for routine dental care, such as
checkups and cleanings, fillings, and X-rays. Plans which provide benefits only for
oral surgery or other dental care required as the result of an accident are not reported.
Vision care plans provide at least partial payment for routine eye examinations,
eyeglasses, or both.
Hearing care plans provide at least partial payment for hearing examinations,
hearing aids, or both.
Alcohol and drug abuse treatment plans provide at least partial payment for
institutional treatment (in a hospital or specialized facility) for addiction to alcohol
or drugs.
Retirement pension plans provide for regular payments to the retiree for life.
Included are deferred profit-sharing plans which provide the option of purchasing a
lifetime annuity. Lump-sum plans are defined as those providing for a single
payment at retirement; "other" plans include those providing for a fixed number of
payments (more than one) after which payments are discontinued.
Health plan participation (table B-6). Participation estimates are presented on the
percent of white- and blue-collar workers participating in hospitalization, surgical,
and medical insurance, HMOs, dental, vision, hearing, and alcohol and drug abuse
treatment plans, with the percent based on the number of workers participating
divided by the total number of workers for whom data are available.
Other selected benefits (table B-7). Information on the incidence of severance pay,
supplemental unemployment benefits, cost-of-living adjustments, jury-duty leave,
funeral leave, military leave, and personal leave is presented in table B-7. These
include plans for which the employer pays either all or part of the cost. Federally
required plans such as Social Security and Railroad Retirement are excluded.
Benefit plans legally required by State governments, however, are included.
Severance pay plans provide one or a limited number of payments to employees
permanently separated through no fault of their own for such reasons as
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Federal Reserve Bank of St. Louis
A-4
technological change or closing or scaling down of a plant or department Excluded
are retirement, profit-sharing, or savings plans, or plans limited to workers separated
without prior notice.
Supplemental unemployment benefits (SUB) relate to formal plans designed to
supplement benefits paid under State unemployment insurance systems.
Cost-of-living adjustments relate to formal plans by which wage rates are adjusted
periodically in keeping with changes in the BLS Consumer Price Index or some
other measure.
Paid funeral and jury-duty leave data relate to formal plans that provide at least
partial payment for time lost as a result of attending funerals of specified family
members, or serving as a juror.
Military leave relates to formal plans providing excused absence from work with
full or partial pay while on annual training duty. Plans that provide paid leave only
for temporary emergency duty are excluded.
Paid personal leave plans are designed to allow workers to be absent from work for
a variety of personal reasons. Provisions intended for use as (or extension ot) paid
holidays, vacations, or sick leave are not reported as paid personal leave, but are
reported as holidays, vacations, or sick leave in accordance with the intent of the
provisions.
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 manufacturing
industries, the establishment is usually at a single physical location. In nonmanufacturing industries, all
locations of an individual company in a Metropolitan Statistical Area are usually considered an
establishment. In government, an establishment is defined as all locations of a government entity.
2 An establishment is considered as having a formal plan if it specifies at least the minimum number of
days of sick leave available to each employee. Such a plan need not be written, but informal sick leave
allowances determined on an individual basis are excluded.
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Federal Reserve Bank of St. Louis
Appendix table 1. Establishments and workers within scope of survey and number studied, St. Louis, MO-IL, March
1
1992
Workers in establishments
Number of establishments
Within scope of survey
Industry division 2
Within scope of
survey 3
Total 4
Number
Percent
Full-time
white-collar
workers
Studied
Full-time
blue-collar
workers
Studied 4
All establlshments
All establishments .... ... ....... ......................................... .. .
2,108
293
556,263
100
219,272
191,463
285,861
Private industry ................................ .... ......... ............. ... .... .
Manufacturing ............................................ ...... .. .. .......
Service-producing industries ............ .. ....... ............... .
Transportation, communication, electric, gas,
and sanitary services 5 ................................... ..
Wholesale trades ......... .................... ..... ............ .. .
Retail trades .... ..................................... ............... .
Finance, insurance, and real estates ...... ......... .
Servicess ..............................................................
1,929
526
1,403
259
73
186
461 ,679
159,369
302,310
83
29
54
192,043
70,513
121 ,530
168,436
86,219
82,217
232,370
86,683
145,687
146
252
437
192
376
36
18
37
28
67
54,166
23,113
117,619
42,724
64,688
10
4
21
8
12
22,022
11 ,014
27,488
37,563
23,443
22,327
10,007
28,515
710
20,658
42,195
3,828
57,244
19,671
22,749
State and local government .. .................. ........................ .
179
35
94,584
17
27,229
23,027
53,491
All establishments ........... .. ................. .............................. .
184
99
331,266
100
141 ,032
100,716
254,158
Private industry ................................................ ..... ....... .. .. ..
Manufacturing .... .. ........... .................................. ..........
Service-producing industries .............. ... .. ................. .
Transportation, communication, electric, gas,
and sanitary services 5 .... . ....... ....... ........... .. .... .
Wholesale trades ................................................ .
Retail trades ........................................ .................
Finance, insurance, and real estates ............... .
Services 6 •••• •••.••••••••• . ••••.•••••••• . ••••.••• • ••••• . •• ••••••••• . •••
144
45
99
84
26
58
260,277
93,934
166,343
79
28
50
118,273
47,613
70,660
84,993
45,321
39,672
204,198
76,975
127,223
17
6
36
15
24
14
3
20
8
13
39,789
6,147
74,834
22,990
22,583
12
2
23
7
7
17,962
2,920
17,510
20,935
11 ,333
13,661
2,747
15,729
207
7,328
38,579
2,633
54,428
17,051
14,532
State and local government ............... .................... .. ....... .
40
15
70,989
21
22,759
15,723
49,960
Large establishments
1
The St. Louis Metropolitan Statistical Area, as defined by the Office of Management
and Budget through October 1988, consists of St. Louis City; Franklin, Jefferson, St.
Charles, and St. Louis Counties, MO; and Clinton, Jersey, Madison, Monroe, and St. Clair
Counties, IL. The " workers within scope of survey" estimates provide a reasonably accurate description of the size and composition of the labor force included in the survey.
Estimates are not intended, however, for comparison with other statistical series to
measure employment trends or levels since (1) planning of wage surveys requires establishment data compiled cimsiderably in advance of the payroll period studied, and (2) establishments employing fewer than 50 workers are excluded from the scope of the survey.
2
The Standard Industrial Classification Manual was used in classifying establishments
by industry.
·
3 Includes all establishments with at least 50 total employees. In manufacturing, an
establishment is defined as a single physical location where industrial operations are performed. In service-producing industries, an establishment is defined as all locations of a
company in the area within the same industry division . In government, an establishment is
defined as all locations of a government entity.
4 Includes part-time, seasonal, temporary, and other workers excluded from separate
white- and blue-collar categories.
5 Abbreviated to "Transportation and utilities" in the A-series tables. Separate data
for this division are not presented in the 8-series tables, but the division is represented in
the "all industries" and "service-producing" estimates.
6 Separate data for this division are not shown in the A- and 8-series tables, but the
division is represented in the " all industries" and " service-producing" estimates.
A-5
Appendix table 2. Percent of workers covered by labor-management agreements,
St. Louis, MO-IL, March 1992
Appendix table 3. Percent of total workers In specified manufacturing Industries,
St. Louis, MO-IL, March 1992
(All manufacturing workers equal 100)
Industry division
All industries ........................................ .
Private industry ................................. .
Manufacturing ............................... .
Service producing .......................... .
Transportation and utilities ......... .
State and local government .............. .
White-collar
workers
Blue-collar
workers
7
8
7
58
60
9
48
77
41
26
I
Transportation equipment ................................................................
Aircraft and parts ..... .............. .......... ............ ....... ............ .. ............
Motor vehicles and equipment .....................................................
Food and kindred products.............................................................
Chemicals and allied products ................................................. .......
Primary metal industries ................. ...................... .............. .. ... .......
Industrial machinery and equipment .............. ... .... ... ............ .. ....... ..
Printing and publishing ..... ............ ................. ....... ....... ... ..... ..........
Fabricated metal products ...............................................................
Instruments and related products .... ... .. ....... ................. .......... .. .......
71
NOTE: An establishment is considered to have an agreement covering all whitecollar or blue-collar workers if a majority of such workers is covered by a labormanagement agreement determining wages and salaries. Therefore, all other white- or
blue-collar workers are employed in establishments that either do not have labormanagement agreements in effect, or have agreements that apply to fewer than half of
their white- or blue-collar workers. Because establishments with fewer than 50 workers
are excluded from the survey, estimates are not necessarily representative of the extent
to which all workers in the area may be covered by the provisions of labor-management
agreements.
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A-6
30
20
6
10
9
8
8
6
6
5
Appendix B.
Occupational Descriptions
The primary purpose of preparing job descriptions for the Bureau's occupational pay
surveys is to assist its field economists in classifying into appropriate occupations workers
who are employed under a variety of payroll titles and different work arrangements from
establishment to establishment and from area to area. This permits grouping of
occupational wage rates representing comparable job content. Because of this emphasis
on comparability of occupational content, the Bureau's job descriptions may differ
significantly from those in use in individual establishments or those prepared for other
pwposes. In applying these job descriptions, the Bureau's field economists are instructed
to exclude working supervisors; apprentices; learners, beginners, and trainees; and parttime, temporary, and probationary wotkers, unless specifically included in the job
description. Handicapped workers whose earnings are reduced because of their handicap
are also excluded
The titles and numeric codes below the job titles in this appendix are taken from the
1980 edition of the Standard Occupational Classification Manual (SOC), issued by the
U.S. Department of Commerce, Office of Federal Statistical Policy and Standards.
In general, the occupational descriptions of the Bureau of Labor Statistics are much
more specific than those found in the SOC manual. The BLS occupation, "Attorney," for
example, excludes wotkers engaged in patent work; the SOC occupation (code 211)
includes patent lawyers.
Thus, in comparing the results of this survey with other sources, factors such as
differences in occupational definitions and survey scope should be taken into
consideration.
covered by this definition are characterized by the inclusion of work that is analytical,
creative, evaluative, and advisory in nature. The work draws upon and requires a
thorough knowledge of the fundamental doctrines, theories, principles, and terminology of
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 levels I and II 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 proposed plans on capital investments,
income, cash position, and overall financial condition;
Professional
Intetpreting the meaning of accounting records, reports, and statements;
ACCOUNTANT
Advising operating officials on accounting matters; and
(1412: Accountant and auditor)
Performs professional operating or cost accounting wotk requiring knowledge of the
theory and practice of recording, classifying, examining, and analyzing the data and
records of financial transactions. The work generally requires a bachelor's degree in
accounting or, in rare instances, equivalent experience and education combined. Positions
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Recommending improvements, adaptations, or revisions in the accounting system and
procedures.
Accountant I and II positions provide opportunity to develop ability to perform
professional duties such as those enumerated above.
B- 1
In addition to such professional worlc, most accountants are also responsible for assuring
the proper recording and documentation of transactions in the accounts. They, therefore,
frequently direct nonprofessional personnel in the actual day-to-day maintenance of books
of accounts, the accumulation of cost or other comparable data, the preparation of standard
reports and statements, and similar worlc. (Positions involving such supervisory work but
not including professional duties as described above are not included in this description.)
Some accountants use electronic data processing equipment to process, record, and
report accounting data. In 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 worlc of the type otherwise included, the use of data processing
equipment of any type does not of itself exclude a position from the accountant
description nor does it change its level.
Excluded are:
a.
Top technical experts in accounting, for an organization, who are responsible for the
overall direction of an entire accounting program which includes general accounting
and at least one other major accounting activity such as cost, property, sales, or tax
accounting;
b.
Accountants above level VI who are more concerned with administrative,
budgetary, and policy matters than the day-to-day supervision of an operating
accounting program; and
c.
Accountants primarily responsible for 1) designing and improving accounting
systems or 2) performing nonoperating staff worlc such as budget or financial
analysis, financial analysis, or tax advising.
Accountant I
General characteristics. At this beginning professional level, the accountant learns to
apply the principles, theories, and concepts of accounting to a specific system. The
position is distinguishable from nonprofessional positions by the variety of assignments;
rate and scope of development expected; and the existence, implicit or explicit, of a
planned training program designed to give the entering accountant practical experience.
(Terminal positions are excluded.)
Direction received. Worlcs under close supervision of an experienced accountant whose
guidance is directed primarily to the development of the trainee's professional ability and
to the evaluation of advancement potential. Limits of assignments are clearly defined,
methods of procedure are specified, and kinds of items to be noted and referred to
supervisor are identified
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Typical duties and responsibilities. Performs a variety of accounting tasks such as:
examining a variety of financial statements for completeness, internal accuracy, and
conformance with uniform accounting 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 financial statements
not involving problems of analysis or presentation; and preparing charts, tables, and other
exhibits to be used in reports. In addition, may also perform some nonprofessional tasks
for training purposes.
Responsibility for the direction of others. Usually none.
Accountant II
General characteristics. At this level, the accountant makes practical application of
technical accounting practices and concepts beyond the mere application of detailed rules
and instructions. Initial assignments are designed to expand practical experience and to
develop professional judgment in the application of basic accounting techniques to simple
problems. Is expected to be competent in the application of standard procedures and
requirements to routine transactions, to raise questions about unusual or questionable
items, and to suggest solutions.
Direction received. Worlc is reviewed to verify general accuracy and coverage of unusual
problems, and to insure conformance with required procedures and special instructions.
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 documents to verify accuracy of computations and to ascertain that
all transactions are properly supported, are in accordance with pertinent policies and
procedures, and are classified and recorded according to acceptable accowiting standards.
Responsibility for the direction of others. Usually none, although sometimes responsible
for supervision of a few clerlcs.
Accountant Ill
General characteristics. The accountant at this level applies well established accounting
principles, theories, concepts, and practices to moderately difficult problems. Receives
detailed instructions concerning the overall accounting system and its objectives, the
policies and procedures under which it is operated, and the nature of changes in the system
or its operation. Characteristically, the accounting system or assigned segment is stable
and well established (i.e., the basic chart of accounts, classifications, the nature of the cost
B-2
accowiting system, the report requirements, and the procedures are changed infrequently).
Depending upon the worlc load involved, the accountant may have such assignments as
supervision of the day-to-day operation of: (a) the entire system of a relatively small
organization; (b) a major segment (e.g., general accounting, cost accounting, financial
statements and reports) of a somewhat larger system; or (c) in a complex system, may be
assigned to a relatively narrow and specialized segment dealing with some problem,
function, or portion of work which is appropriate for this level.
Direction received. A higher level professional accowitant normally is available to
furnish advice and assistance as needed. Work is reviewed for technical accuracy,
adequacy of professional judgment, and compliance with instructions through spot checks,
appraisal of results, subsequent processing, analysis of reports and statements, and other
appropriate means.
Typical duties and responsibilities. The primary responsibility of most positions at this
level is to assure that the assigned day-to-day operations are carried out in accordance
with established accounting principles, policies, and objectives. The accountant performs
such professional work as: developing nonstandard reports and statements (e.g., those
containing cash forecasts reflecting the interrelations of accowiting, cost budgeting, or
comparable information); inteipreting 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 accowit structures
or reports accordingly.
Within the limits of delegated responsibility, makes day-to-day decisions concerning the
accowiting treatment of financial transactions. In expected to recommend solutions to
moderately difficult problems and propose changes in the accounting system for approval
at higher levels. Such recommendations are derived from personal knowledge of the
application of well-established principles and practices.
Responsibility for the direction of others. In most instances is responsible for supervision
of a subordinate nonprofessional staff; may coordinate the worlc of lower level
professional accountants.
Accountant IV
General characteristics. At this level the accountant applies well-established accowiting
principles, theories, concepts, and practices to a wide variety of difficult problems.
Receives instructions concerning the objectives and operation of the overall accounting
system. Compared with level ill, the accounting system or assigned segment is more
complex, i.e., (a) is relatively unstable, (b) must adjust to new or changing operational
environments, (c) is substantially larger or (d) is complicated by the need to provide and
coordinate separate or specialized accounting treatment and reporting (e.g., cost
accowiting using standard cost, process cost, and job order techniques) for different
internal operations or divisions.
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Depending upon the work load and degree of coordination involved, the accowitant IV
may have such assignments as the supervision of the day-to-day operation of: (a) an entire
accounting system which has a few relatively stable accounting segments; (b) a major
segment (e.g., general accounting, cost accounting, or financial statements and reports) of
an accounting system serving a larger and more complex organization; or (c) in a complex
system, may be assigned to a relatively narrow and specialized segment dealing with some
problem, function, or portion of worlc which is of the level of difficulty characteristic of
this level.
Direction received. A higher level accowitant normally is available to furnish advice and
assistance as needed Work is reviewed by spot checks and appraisal of results for
adequacy of professional judgment, compliance with instructions, and overall accuracy
and quality.
Typical duties and responsibilities. As at level ill, a primary characteristic of most
positions at this level is the responsibility of operating an accounting system or major
segment of a system in the intended manner.
The accowitant N exercises professional judgment in making frequent, appropriate
recommendations for: new accounts; revisions in the accowit structure; new types of
ledgers; revisions in the 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 accowiting treatment of financial
transactions and is expected to recommend solutions to complex problems beyond
incumbent's scope of responsibility.
Responsibility for the direction of others. Accowiting staff supervised, if any, may
include professional accowitants.
Accountant V
General characteristics. The accountant V applies accounting principles, theories,
concepts, and practices to the solution of problems for which no clear precedent exists or
performs work which is of greater than average responsibility due to the nature or
magnitude of the assigned worlc. Responsibilities at this level, in contrast to accowitants
at level IV, extend beyond accounting system maintenance to the solution of more
complex technical and managerial problems. Worlc of accowitants V is more directly
concerned with what the accowiting system (or segment) should be, what operating
policies and procedures should be established or revised, and what is the managerial as
well as the accowiting meaning of the data included in the reports and statements for
which they are responsible.
Examples of assignments characteristic of this level are supervision of the day-to-day
operation of: (a) an entire accounting system which has a few relatively complex
accounting segments; (b) a major segment of a larger and more complex accounting
system; (c) an entire accounting system (or major segment) that is relatively stable and
B-3
conventional when the worlc includes significant responsibility for accounting system
design and development; or (d) in a complex system, may be assigned to a relatively
narrow and specialized segment dealing with some problem, function, or portion of work
which is itself of the level of difficulty characteristic of this level.
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,
compliance with instructions, and overall quality.
Typical duties and responsibilities. The accountant V performs such professional work as:
participating in the development and coordinating the implementation of new or revised
accounting systems, and initiating necessary instructions and procedures; assuring that
accounting reporting systems and procedures are in compliance with established
administrative policies, regulations, and acceptable accounting practices; providing
technical advice and services to operating managers, intetpreting accounting reports and
statements, and identifying problem areas; and evaluating complete assignments for
conformance with applicable policies, regulations, and tax laws.
Responsibility for the direction of others. Accounting staff supervised generally includes
professional accountants.
Accountant VI
General characteristics. At this level, the accountant applies accounting principles,
theories, concepts, and practices to specialized, unique, or nonrecurring complex problems
(e.g., implementation of specialized automated accounting systems). The worlc is
substantially more difficult and of greater responsibility than level V because of the
unusual nature, magnitude, importance, or overall impact of the worlc on the accounting
program.
At this level the accounting system or segment is usually complex, i.e., (a) is generally
unstable, (b) must adjust to the frequent changing needs of the organization, or (c) is
complicated by the need to provide specialized or individualized reports.
Examples of assignments at this level are the supervision of the day-to-day operation of:
(a) a large and complex accounting system; or (b) a major segment (e.g., general
accounting, property accounting, etc.) of an unusually complex accounting system
requiring technical expertise in a particular accounting field (e.g., cost accounting, tax
accounting, etc.).
Direction received. A higher level professional accountant is normally available to
furnish advice as needed. Work is reviewed for adequacy of professional judgment,
compliance with instructions and policies, and overall quality.
Typical duties and responsibilities. Accountants at this level are delegated complete
responsibility from higher authority to establish and implement new or revised accounting
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policies and procedures. Typically, accountants VI participate in decision-making
sessions with operating managers who have policy-making authority for their subordinate
organizations or establishments; recommend management actions or alternatives which
can be taken when accounting data disclose unfavorable trends, situations, or deviations;
and assist management officials in applying financial data and information to the solution
of administrative and operating problems.
Responsibility for the direction of others. Accounting staff supervised generally includes
professional accountants.
ACCOUNTANT, PUBLIC
(1412: Accountant and auditor)
Performs professional auditing work in a public accounting 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 accounting 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 acceptable 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 specialist positions in tax or management advisory services.
Accountant, Publlc I
General characteristics. As an entry level public accountant, 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 concepts 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 worlc 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.
Typical duties and responsibilities. Carries out basic audit tests and procedures, such as:
verifying reports against source accounts and records; reconciling bank and other
accounts; and examining cash receipts and disbursements, payroll records, requisitions,
receiving reports, and other accounting documents in detail to ascertain that transactions
are properly supported and recorded. Prepares selected portions of audit worlcing papers.
B-4
Accountant, Publlc II
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 assignments depend upon the difficulty and complexity of 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
complete segments of the audit (i.e., functional work areas such as cash, receivables, etc.).
When assigned to more complicated audits, carries out activities similar to public
accountant I.
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, compliance with professional standards, and adherence to clearly
established methods and techniques. All inteipretations are subject to close professional
review.
on difficult technical matters is available. Work may be checked occasionally during
progress for appropriateness and adherence to time requirements, but routine analyses,
methods, techniques, and procedures applied at the work site are expected to be correct.
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 work loads to accommodate daily
priorities. Thoroughly reviews work performed for technical accuracy and adequacy.
Resolves anticipated problems with 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 recommendations with superiors and may serve as technical resource at
"closing" meetings with clients. Personal contacts are usually with accounting directors
and assistant controllers of medium size companies and divisions of large corporations to
explain and inteipret policies and procedures governing the audit process.
Accountant, Publlc IV
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 finn
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.
General characteristics. At this level, the public accountant directs field work including
difficult audits--e.g., those involving initial audits of new clients, acquisitions, or stock
registration--and may oversee a large audit team split between several locations. The
audit team usually includes one or more level ill 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 transaction volume. Clients are frequently large with a variety of
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.
Accountant, Publlc Ill
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 one
at a time and are typically carried out at a-single location. The firms audited are typically
moderately complex, and 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 N), the accountant may run the audit of a major
component or serve as the primary assistant to the accountant in charge.
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 standards, but assistance
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Direction received. Works under general superv1s1on. 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.
Typical duties and responsibilities. Is responsible for carrying out the operational and
technical features of 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 necessary
once an audit has begun; selects specific methods, types and sizes of samples, the extent to
B-5
which discrepancies need to be investigated, and the depth of required analyses. Resolves
most operational difficulties and unanticipated problems.
Preparing and reviewing various legal instruments and documents, such as
contracts, leases, licenses, purchases, sales, real estate, etc.;
Assigns worlc to team members; reviews work for appropriateness, conformance to time
requirements, and adherence to generally accepted accounting principles and auditing
standards. Consolidates worlcing 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 recommendations.
Personal contacts are extensive and typically include top executives of smaller clients and
mid- to upper-level financial and management officers of large cotporations, e.g., assistant
controllers and controllers. Such contacts involve coordinating and advising on work
efforts and resolving operating problems.
Acting as agent of the organization in its transactions;
Examining material (e.g., advertisements, publications, etc.) for legal
implications; advising officials of proposed legislation which might affect the
organization;
Applying for patents, copyrights, or registration of the organization's products,
processes, devices, and trademarlcs; advising whether to initiate or defend law
suits;
Conducting pretrial preparations; defending the organization in lawsuits; and
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
performing 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 factors as: the size and diversity of the client
organizations (e.g., multinational cotporations and conglomerates with a large
number of separate and distinct subsidiaries); accounting 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 of recommendations and conformance with general policies of 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.
Advising officials on tax matters, government regulations, and/or legal rights.
Excluded from this definition are:
Patent worlc which requires professional training in addition to legal training
(typically, a degree in engineering or in a science);
Claims examining, claims investigating, or similar work for which professional
legal training and bar membership is not essential;
Attorneys, frequently titled "general counsel" or "attorney general" (and their
immediate full associates or deputies), who are responsible for participating in
the management and fonnulation of policy for the overall organization in
addition to directing its legal work. (The duties and responsibilities of such
positions exceed level VI as described below);
ATTORNEY
Attorneys in legal firms; and,
(211: Lawyer)
Attorneys primarily responsible for: prosecuting defendants; drafting legislation;
defending the general public (e.g., public defenders, student's attorneys); and
planning and producing legal publications.
Performs consultation and advisory worlc and carries out the legal processes necessary to
effect the rights, privileges, and obligations of the organization. The worlc performed
requires completion of law school with an L.L.B. degree ( or the equivalent) and admission
to the bar. Responsibilities or functions include one or more of the following or
comparable duties:
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Attorney jobs which meet the above definitions are to be classified and coded in
accordance with the chart below.
B-6
Criteria for matching attorneys by level
Level
Difficulty level of legal work
ResponSil>ility level of job
Experience required
I
This is the entry level. The duties and responsibilities after initial
orientation and training are those described in D-1 and R-1.
Completion of law school with an L.L.B.
or J.D. degree plus admission to the bar.
II
D-1
Sufficient professional experience (at least 1
year, usually more) at the "D-1" level to
assure competence as an attorney.
R-2
or
D-2
R-1
III
D-2
R-2
At least 1 year, usually more, of professional
experience at the "D-2" level.
N
D-2
R-3
Extensive professional experience at the "D-2"
or a higher level.
or
D-3
V
R-2
D-2
Extensive professional experience at the "D-3"
or "R-3" levels.
R-4
or
VI
D-3
R-3
D-3
R-4
Extensive professional experience at the "D-3"
and "R-3" levels.
D-1, -2, and -3, and R-1, -2, -3, and -4 are explained on the following pages.
questions where there is a substantial amount of clearly applicable statutory,
regulatory, and case material; and
Difficulty
D-1
c.
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.)
drawing up contracts and other legal documents in connection with real property
transactions requiring the development of detailed infonnation but not involving
serious questions regarding titles to property or other major factual or legal issues.
D-2
Examples of D-1 work are:
a.
legal investigation, negotiation, and research preparatory to defending the
organization in potential or actual lawsuits involving alleged negligence where the
facts can be firmly established and there are precedent cases directly applicable to
the situation;
b.
searching case reports, legal documents, periodicals, textbooks, and other legal
references, and preparing draft opinions on employee compensation or benefit
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Legal wotk is regularly difficult by reason of one or more of the following: the absence
of clear and directly applicable legal precedents; the different possible inteipretations 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); or the matter is being strongly pressed or contested in
formal proceedings or in negotiations by the individuals, cotporations, or government
agencies involved.
B-7
Examples of D-2 work are:
a.
advising on the legal implications of advertising representations when the facts
supporting the representations and the applicable precedent cases are subject to
different intei:pretations;
b.
reviewing and advising on the implications of new or revised laws affecting the
organization;
c.
presenting the organization's defense in court in a negligence lawsuit which is
strongly pressed by counsel for an organized group; and
d.
providing legal counsel on tax questions complicated by the absence of precedent
decisions that are directly applicable to the organization's situation.
Responsibility
R-1
Responsibility for final action is usually limited to matters covered by legal precedents
and in which little deviation from standard practice is involved. Any decisions or actions
having a significant bearing on the organization's business are reviewed. Is given
guidance in the initial states of assignment, e.g., in planning and organizing level research
and studies. Assignments are then carried out with moderate independence, although
guidance is generally available and is sC1ught from time to time on problem points.
R-2
D-3
Legal woik is typically complex and difficult because of one or more of the following:
the questions are unique and require a high order of original and creative legal endeavor
for their solution; the questions require extensive research and analysis and the obtaining
and evaluation of expert testimony regarding controversial issues in a scientific, financial,
corporate organization, engineering, or other highly technical area; the legal matter is of
critical importance to the organization and is being vigorously pressed or contested (e.g .•
sums
such
as
$1 million or more are generally ditectly or indirectly involved.)
Examples of D-3 work are:
a.
advising on the legal aspects and implications of Federal antitrust laws to projected
greatly expanded marketing operations involving joint ventures with several other
organizations;
b.
planning legal strategy and representing a utility company in rate or government
franchise cases involving a geographic area including parts or all of several States;
c.
preparing and presenting a case before an appellate court where the case is highly
important to the future operation of the organization and is vigorously contested by
very distinguished (e.g., having a broad regional or national reputation) legal talent;
d.
serving as the principal counsel to the officers and staff of an insurance company on
the legal problems in the sale, underwriting, and administration of group contracts
involving nationwide or multi-state coverages and laws; and
e.
performing the principal legal work in nonroutine, major revision of a company's
charter or in effectuating new major financing steps.
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Usually woiks independently in investigating the facts, searching legal precedents,
defining the legal and factual issues, drafting the necessary legal documents, and
developing conclusions and recommendations. Decisions having an important 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 guidance from a supervisor regarding presentation, line of
approach, possible line of opposition to be encountered, etc. In the case of nonroutine
written presentations, the final product is reviewed carefully, but primarily for overall
soundness of legal reasoning and consistency with organization policy. Some, but not all,
attorneys make assignments to one or more lower level attorneys, aides, or clerks.
R-3
Carries out assignments independently and makes final legal determination in matters of
substantial importance to the organization. Such detenninations are subject to review only
for consistency with organization policy, possible precedent effect, and overall
effectiveness. To carry out assignments, deals regularly with officers of the organization
and top level management officials and confers or negotiates regularly with senior
attorneys and officials in other organizations on various aspects of assigned work.
Receives little or no preliminary instruction on legal problems 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
developing completed brief, opinions, contracts, or other legal products. To carry out
assignments, represents the organization at conferences, hearings, or trials, and personally
confers and negotiates with top attorneys and top-ranking officials in other organizations.
On various aspects of assigned work, may give advice directly and personally to
organization officials and top level managers, or (in extremely large and complex
B-8
organizations) may work through a higher level attorney in advising officials. Generally
receives no preliminary instructions on legal problems. On matters requiring the
concentrated efforts of several attorneys or other specialists, is responsible for directing,
coordinating, and reviewing the work of the attorneys involved.
OR
As a primary responsibility, directs the work of a staff of attorneys, one, but usually
more, of who regularly perform either D-3 or R-3 legal work. With respect to the worlc
directed, gives advice directly to organization officials and top managers, or (in extremely
large and complex organizations) may give such advice through counsel. Receives
guidance as to organization policy but not technical supervision or assistance except when
requesting advice from or briefing by a higher level attorney on the overall approach to the
most difficult, novel, or important legal questions.
ENGINEER
(162-3: Engineer)
Performs professional work in research, development, design, testing, analysis,
production, construction, maintenance, operation, planning, survey, estimating,
application, or standardization of engineering facilities, systems, structures, processes,
equipment, devices, or materials, requiring knowledge of the science and art by which
materials, natural resources, and power are made useful. Work typically requires a B.S.
degree in engineering or, in rare instances, equivalent education and experience combined.
(Excluded are: safety engineers, industrial engineers, quality control engineers, sales
engineers, and engineers whose primary responsibility is to be in charge of
nonprofessional maintenance worlc.)
Engineer I
General characteristics. At this beginning professional level, 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. Worlcs 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.
Typical duties and responsibilities. Performs a variety of routine tasks that are planned to
provide experience and familiarization with the engineering staff, methods, practices, and
programs of the employer.
Engineer II
General characteristics. Performs routine engineering work requiring application of
standard techniques, procedures, and criteria in carrying out a sequence of related
engineering tasks. Limited exercise of judgment is required on details of worlc and in
making preliminary selections and adaptations of engineering alternatives. Requires work
experience acquired in an entry level position, or appropriate graduate level study. For
training and developmental purposes, assignments may include some worlc that is typical
of a higher level.
Direction received. Supervisor screens assignments for unusual or difficult problems and
selects techniques and procedures to be applied on non-routine work. Receives close
supervision on new aspects of assignments.
Typical duties and responsibilities. Using prescribed methods, performs specific and
limited portions of a broader assignment of an experienced engineer. Applies standard
practices and techniques in specific situations, adjusts and correlates data, recognizes
discrepancies in results, and follows operations through a series of related detailed steps or
processes.
Responsibility for the direction of others. May be assisted by a few aids or technicians.
Engineer Ill
General characteristics.
Independently evaluates, selects. and applies standard
engineering techniques, procedures, and criteria, using judgment in making minor
adaptations and modifications. Assignments have clear and specified objectives and
require the investigation of a limited number of variables. Performance at this level
requires developmental experience in a professional position, or equivalent graduate level
education.
Direction received. Receives instructions on specific assignment objectives, complex
features, and possible solutions. Assistance is furnished on unusual problems and work is
reviewed for application of sound professional judgment.
Typical duties and responsibilities. Performs work which involves conventional types of
plans, investigations, surveys, structures, or equipment with relatively few complex
features for which there are precedents. Assignments usually include one or more of the
following: equipment design and development, test of materials, preparation of
specifications, process study, research investigations, report preparation, and other
activities of limited scope requiring knowledge of principles and techniques commonly
employed in the specific narrow area of assignments.
Responsibility for the direction of others. Usually none.
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Federal Reserve Bank of St. Louis
B-9
Responsibility for the direction of others. May supervise or coordinate the worlc of
drafters, technicians, and others who assist in specific assignments.
1.
In a supervisory capacity, plans, develops, coordinates, and directs a large and
important engineering project or a number of small projects with many complex
features. A substantial portion of the worlc supervised is comparable to that
described for engineer N.
2.
As individual researcher or worlcer, carries out complex or novel assignments
requiring the development of new or improved techniques and procedures. Worlc is
expected to result in the development of new or refined equipment, materials,
processes, products, and/or scientific methods.
3.
As staff specialist, develops and evaluates plans and criteria for a variety of
projects and activities to be carried out by others. Assesses the feasibility and
soundness of proposed engineering evaluation tests, products, or equipment when
necessary data are insufficient or confirmation by testing is advisable. Usually
performs as a staff advisor and consultant in 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 substantial adaptation
and modification of standard techniques, procedures, and criteria.
Devises new
approaches to problems encountered. Requires sufficient professional experience to
assure competence as a fully trained worker; or, for positions primarily of a research
nature, completion of all requirements for a doctoral degree may be substituted for
experience.
Direction received. Independently performs most assignments with instructions as to the
general results expected. Receives technical guidance on unusual or complex problems
and supervisory approval on proposed plans for projects.
Typical duJies and responsibilities. Plans, schedules, conducts, 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 conventional engineering practice but may include a
variety of complex features such as conflicting design requirements, unsuitability of
standard materials, and difficult coordination requirements. Work requires a broad
knowledge of precedents in the specialty area and a good knowledge of principles and
practices of related specialties.
Responsibility for the direction of others. May supervise a few engineers or technicians
on assigned work.
Engineer V
General characteristics. Applies intensive and diversified knowledge of engineering
principles and practices in broad areas of assignments and related fields. Makes decisions
independently on engineering problems and methods and represents the organization in
conferences to resolve important questions and to plan and coordinate work. Requires the
use of advanced techniques and the modification and extension of theories, precepts, and
practices of the 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 engineer N.
Responsibility for the direction of others. Supervises, coordinates, and reviews the worlc
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.
Engineer VI
General characteristics. Has full technical responsibility for interpreting, organizing,
executing, and coordinating assignments. Plans and develops engineering projects
concerned with unique or controversial problems which have an important effect on major
programs. This involves exploration of subject area, definition of scope and selection of
problems for investigation, and development of novel concepts and approaches.
Maintains liaison with individuals and units within or outside the organization with
responsibility for acting independently on technical matters pertaining to the field. W orlc
at this level usually requires extensive progressive experience including worlc comparable
to engineer V.
Direction received. Supervision received is essentially administrative, with assignments
given in terms of broad general objectives and limits.
Typical duties and responsibilities include one or more of the following:
1.
Direction received. Supervision and guidance relate largely to overall objectives, critical
issues, new concepts, and policy matters. Consults with supervisor concerning unusual
problems and developments.
Typical duJies and responsibilities include one or more of the following:
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Federal Reserve Bank of St. Louis
B-10
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 or government agency
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.
3.
As individual researcher or worker, conceives, plans, and conducts research in
problem areas of considerable scope and complexity. 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 related to the problem, or may be largely lacking due to the
novel character of the project. At this level, the individual researcher generally will
have contributed inventions, new designs, or techniques which are of material
significance in the solution of important problems.
As a staff specialist, serves as the technical specialist for the organization 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 programs or
new programs warranted by such developments.
Responsibility for the direction of others. Plans, organizes, and supervises the work of a
staff of engineers and technicians. Evaluates progress of the staff and results obtained,
and recommends major changes to achieve overall objectives. Or, as individual researcher
or staff specialist, may be assisted on individual projects by other engineers or technicians.
Engineer VII
segments or teams. Recommends facilities, personnel, and funds required to carry
o"ut programs which are directly related to and directed toward fulfillment of overall
objectives.
2.
As individual researcher and consultant, is a recognized leader and authority in the
company or government agency in a broad area of specialization or in a narrow but
intensely specialized field. Selects research problems to further program 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 incumbent's scientific inteipretations and
advice. Typically, will have contributed inventions, new designs, or techniques
which are regarded as major advances in the field.
Responsibility for the direction of others. Directs several subordinate supervisors or team
leaders, some of who are in positions comparable to engineer VI; or as individual
researcher and consultant, may be assisted on individual projects by other engineers and
technicians.
Engineer VIII
General characteristics. Makes decisions and recommendations that are recognized as
authoritative and have a far-reaching impact on extensive engineering and related
activities of the company or government agency. Negotiates critical and controversial
issues with top level engineers and officers of other organizations. 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 importance.
General characteristics. Makes decisions and recommendations that are recognized as
authoritative and have an important impact on extensive engineering activities. Initiates
and maintains extensive contacts with key engineers and officials of other organizations,
requiring skill in persuasion and negotiation of critical issues. At this level, individuals
will have demonstrated creativity, foresight, and mature engineering judgment in
anticipating and solving unprecedented engineering problems, determining program
objectives and requirements, organizing programs and projects, and developing standards
and guides for diverse engineering activities.
Typical duties and responsibilities include one or both of the following:
Direction received. Receives general administrative direction.
1.
Direction received. Receives general administrative direction.
Typical duties and responsibilities include one or both of the following:
1.
In a supervisory capacity, is responsible for a) an important segment of the
engineering program of a company or government agency with extensive and
diversified engineering requirements, or b) the entire engineering program of a
company or agency 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 responsibilities generally requires several subordinate organizational
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Federal Reserve Bank of St. Louis
B - 11
In supervisory capacity, is responsible for a) an important segment of a very
extensive and highly diversified engineering program of a company or government
agency, or b) the entire engineering program of a company or agency 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. Decides the kind and extent of
engineering and related programs needed to accomplish the objectives of the
company or agency, chooses scientific approaches, plans and organizes facilities and
programs, and inteiprets results.
2.
As individual researcher and consultant, formulates and guides the attack on
problems of exceptional difficulty and marlced importance to the company, industry,
or government. Problems are characterized by their lack of scientific precedents and
source material, or lack of success of prior research and analysis so that their
solution would represent an advance of great significance and importance. Performs
advisory and consulting work as a recognized authority for broad program areas or
in an intensely specialized area of considerable novelty and importance.
C.
Nursing supervisors and managers, e.g., head nurses, nursing coordinators, directors
of nursing; and
d.
RN trainees primarily performing such entry level nursing care as: recording case
histories; measuring temperature, pulse, respiration, height, weight, and blood
pressure; and testing vision and hearing.
Registered Nurse II
Responsibility for the direction of others. Supervises several subordinate supervisors or
team
leaders,
some
of
whose
positions
are
comparable
to
engineer VII, or individual researchers 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.
Note:
Plans and provides comprehensive nursing care in accordance with professional nursing
standards. Uses judgment in assessing patient conditions, interprets guidelines, and
modifies patient care as necessary. Recognizes and determines proper action for medical
emergencies, e.g., calls physician or talces preplanned emergency measures. Typical
assignments include:
Individuals in charge of an engineering program may match any of several
of the survey job levels, depending on the program's size and complexity.
Excluded from the definition are: 1) engineers in charge of programs so
extensive and complex ( e.g., consisting of research and development on a
variety of complex products or systems with numerous novel components)
that one or more subordinate supervisory engineers are performing 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); and 3) individual researchers and
consultants who are recognized as national and/or international authorities and
scientific leaders in very broad areas of scientific interest and investigation.
Staff In addition to the duties described at level I, usually performs more
complex procedures, such as: administering blood transfusions; managing nasalpharyngeal, gastric suction, and other drainage tubes; using special equipment
such as ventilator devices, resuscitators, and hypothermic units; or closely
monitoring postoperative and seriously ill patients.
Operating Room. Provides nursing service for surgical operations, including
those involving complex and extensive surgical procedures. Confers with
surgeons concerning instruments, sutures, prosthesis, and special equipment;
cares for physical and psychological needs of patients; assists in the care and
handling of supplies and equipment; assures accurate care and handling of
specimens; and assumes responsibility for aseptic technique maintenance and
adequacy of supplies during surgery.
REGISTERED NURSE (RN)
(29: Registered nurse)
Psychiatric. Provides comprehensive nursing care for psychiatric patients. In
addition to observing patients, evaluates and records significant behavior and
reaction patterns and participates in group therapy sessions.
Provides professional nursing care to patients in hospitals, nursing homes, clinics, health
units, private residences, and community health organizations. (Visiting nurses are
included.) Assists physicians with treatment; assesses patient health problems and needs;
develops and implements nursing care plans; maintains medical records; and assists
patients in complying with prescribed medical regimen. May specialize, e.g., operating
room nurse, psychiatric nurse, nurse anesthetist, industrial nurse, nurse practitioner, and
clinical nurse specialist. May supervise LPN's and nursing assistants.
Health Unit/Clinical. Provides a range of nursing services, including preventive
health care counselling. Coordinates health care needs and malces referrals to
medical specialists; assesses and treats minor health problems; advises whether
employees should return to woik, or be referred to physician; administers
emergency treatment; performs limited portions of physical examinations;
manages the stable phases of common chronic illnesses; and provides individual
and family counselling.
Excluded are:
a.
Nurse midwives;
b.
Nursing instructors, researchers, and consultants who do not provide nursing care to
patients;
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Community Health. Provides a broad range of nursing services including adult
and child health care, chronic and communicable disease control, health
teaching, counselling, referrals, and follow-up.
B - 12
Administrative
BUDGET ANALYST
(141: Accountant, auditor, and other financial specialist)
Formulates and analyzes and/or administers and monitors an organization's budget.
Typical duties include: Preparing budget estimates to support programs; presenting and
justifying budget estimates; administering approved budgets and determining funding
requirements within authorized limits; evaluating and administering requests for funds and
monitoring and controlling obligations and expenditures; and developing and inteipreting
budget policies.
Budget Analyst II
Performs routine and recurring budget analysis duties which typically facilitate more
complex review and analysis performed by supervisors or higher-level budget analysts.
Initial assignments are designed to expand practical experience and to develop judgment
in applying basic budget analysis techniques. Follows specific guidelines and previous
budget reports in analyzing budgets for operating programs which are uniform and
repetitive. Typical duties include:
Budget development: Assisting operating officials in preparing budget requests
and justifications by gathering, extracting, reviewing, verifying, and
consolidating a variety of narrative and statistical data; examining budget
requests for accuracy and conformance with procedures and regulations; and
comparing budget requests with prior year estimates and current operating
reports; and/or
In addition to the technical responsibilities described in levels I through IV, budget
analysts may also supervise subordinate staff members. At levels I and II, the subordinate
staff typically consists of clerical and paraprofessional employees; level ill may also
coordinate the work of lower level analysts; and level IV may supervise one or two
analysts. Positions responsible for supervising three or more budget analysts and support
staff should typically be matched to the budget analyst supervisor definition.
Budget administration: Screening requests for allocations of approved budgets
and recommending approval, disapproval, or modification based on availability
of funds and conformance with regulations; analyzing operating reports to
monitor program expenditures and obligations; and summarizing narrative and
statistical data in budget forms and reports.
Excluded are:
a.
Budget clerks and assistants performing clerical worlc in support of budget analysts;
b.
Program analysts evaluating the success of an organization's operating programs;
c.
Financial analysts evaluating the financial operations, transactions, practices and
structure of an organization; and
d.
Budget analysts (above level IV) responsible for analyzing and administering highly
complex budgets requiring frequent reprogramming and evaluating the impact of
complicated legislation or policy decisions on the organization's budget.
Applies previously learned skills to perform routine worlc independently. Supervisor
provides information regarding budgetary actions to be performed, organizational
functions to be covered, and specific instructions for unfamiliar work or complex
problems.
Budget Analyst Ill
Budget Analyst I
Uses a knowledge of commonly used budgetary procedures and practices, regulations,
and organizational policies to analyze budgets for relatively stable operations (e.g., minor
budget reprogramming is required two or three times a year). Forecasts funding needs for
operating programs with varying annual requirements for goods, services, equipment, and
personnel. Typical duties include:
As a trainee, performs a variety of clearly-defined tasks assigned to increase the
employee's knowledge and understanding of budget concepts, principles, practices, and
procedures. Assists in the development of budgets by comparing projected costs to prior
year expenditures, verifying totals and subtotals, preparing budget forms and schedules; or
assists in budget administration by examining and highlighting obvious deviations in
reports listing the status of financial obligations and expenditures. (Terminal positions are
excluded)
Budget development: Reviews and verifies budget data for consistency with
financial and program objectives; formulates and revises bud.g et estimates;
validates justifications through comparisons with operating reports; and explores
funding alternatives based on precedents and guidelines; and/or
Budget administration: Certifies obligations and expenditures, monitors trends
in spending, and anticipates funding and reprogramming needs; within
established limits, recommends transfer of funds within accounts to cover
Work is performed under close supervision. Assignments are clearly defined, methods
are specified, and items to be noted and referred to supervisor are identified.
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Federal Reserve Bank of St. Louis
B- 13
increased expenditures; assembles data for use in preparing budget and program
evaluations; and recommends the approval of or revises requests for allotments.
Carries out assignments independently in accordance with standard procedures and
practices. Supervisor provides assistance on unfamiliar or unusual problems. May
perform more complex assignments to assist supervisor or higher level analyst.
Budget Analyst Supervisor I
Budget analyst III represents the full performance level of subordinate staff supervised.
In addition, at least two staff members, as well as 25% of the total subordinate staff
performs at the Budget Analyst III (or equivalent) level.
Budget Analyst Supervisor II
Budget Analyst IV
Provides analytical support for budgets which require annual modifications due to
changing wotk processes, resource needs, funding requirements, or fluctuating revenue.
Inteiprets guidelines and precedents and advises operating managers concerning budgeting
policies. May recommend new budgeting techniques. Typical duties include:
Budget analyst N represents the full performance level of subordinate staff supervised.
In addition, at least two staff members, as well as 25% of the total subordinate staff
performs at the Budget Analyst N (or equivalent) level.
BUYER/CONTRACTING SPECIALIST
(1449: Purchasing agent and buyer not elsewhere classified)
Budget development: Performs in-depth analysis of budget requests using
techniques such as cost-benefit analysis and program trade-offs, and by
exploring alternative methods of funding; writes and edits justifications for
higher level approval; coordinates the compilation and evaluation of information
required for executive level budget meetings; confers on modifications to budget
requests; and inteiprets, revises, and develops procedures and instructions for
preparing and presenting budget requests; and/or
Budget administration: Prepares a variety of reports detailing the status of funds,
expenses, and obligations; identifies trends and recommends adjustments in
program spending; advises management on budgeting deadlines and alternative
means of accomplishing budgetary objectives; and serves as budgeting liaison
between managers and staff of various organizational programs.
Participates with supervisor in determining deadlines for assigned projects, which are
linked to the budget cycle and typically require more than a year for completion. Works
independently for several months at a time, with little review, while wotk progresses.
BUDGET ANALYST SUPERVISOR
(141 : Accountant, auditor, and other financial specialist)
As a first-line supervisor, supervises 3-14 budget analysts and support staff. Work
requires substantial knowledge of budget formulation, analysis, and execution. Duties
include planning and delegating wotk; monitoring performance; providing technical
counsel; and evaluating work products. Recommends hirings and promotions, resolves
complaints, effects minor disciplinary action, and arranges training. May direct staff
through subordinate team leaders.
Excluded are second-line budget analyst supervisory positions.
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Purchases materials, supplies, equipment, and services (e.g., utilities, maintenance, and
repair) and/or administers purchase contracts (assuring compliance after contract is
awarded). In some instances items purchased are of types that must be specially designed,
produced, or modified by the vendor in accordance with drawings or engineering
specifications.
Solicits bids, analyzes quotations received, and selects or recommends suppliers. At
levels III and higher, formal contract negotiation methods are typically used where
knowledge of malket trends and conditions is required. May interview prospective
vendors.
Purchases items and services or negotiates contracts at the most favorable price
consistent with quality, quantity, specification requirements, 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 consistent with past experience and
are in conformance with established rules and policies. Proposed purchase transactions
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.
Contract administration includes determining allowable costs, monitoring contractor
compliance with contract terms, resolving problems concerning obligations of the parties,
explaining and renegotiating contract terms, and ensuring satisfactory contract completion.
In addition to wolk described above, some (but not all) buyers or contracting specialists
direct the wolk of one or a few clerks who perform routine aspects of the work. As a
B- 14
seconduy and subsidiary duty, some buyers may also sell or dispose of surplus, salvage,
or used materials, equipment, or supplies.
Note:
Some buyers or contracting specialists are responsible for the purchasing or
contract administration of a variety of items and materials. When the variety
includes items and wolk 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.
Excluded are:
a.
buyers of items for direct sale, either wholesale or retail;
b.
brokers and dealers buying for clients or for investment pwposes;
tools, furniture, services, etc.
Transactions usually involve local retailers, wholesalers, jobbers, and manufacturers'
sales representatives.
Quantities purchased are generally small amounts, e.g., those available from local
sources.
Examples of items purchased include: common stationery and office supplies; standard
types of office furniture and fixtures; standard nuts, bolts, screws; janitorial and common
building maintenance supplies; or common utility services or office machine repair
services.
OR
c.
positions that specifically require professional education and qualifications in a
physical science or in engineering (e.g., chemist, mechanical engineer);
d.
buyers who specialize in purchasing a single or a few related items of highly
variable quality such as raw cotton or wool, tobacco, cattle, or leather for shoe uppers, etc.
Expert personal knowledge of the item is required to judge the relative value of the goods
offered, and to decide the quantity, quality, and price of each purchase in tenns of its
probable effect on the organization's profit and competitive status;
e.
buyers or contracting specialists whose principal responsibility is the supervision of
a purchasing or contracting program;
f.
persons whose major duties consist of ordering, reordering, or requisitioning items
under existing contracts;
g.
positions restricted to clerical functions or to purchase expediting work;
h.
positions not requiring: 1) three years of administrative, technical, or substantive
clerical experience; 2) a bachelor's degree in any field; or 3) any equivalent combination
of experience and education yielding basic skills in problem analysis and communication;
and
i.
contracting specialists above level V having broad responsibilities for resolving
critical problems on major long-tenn purchases, developing new approaches or innovative
acquisition plans, and/or developing procurement policies and procedures. These
specialists use extensive judgment and originality to plan procurement strategies for large
scale acquisition programs or systems.
Buyer/Contracting Speclallst I
As a trainee, perfonns various clearly defined procurement tasks designed to increase
the employee's knowledge and understanding of procurement and contracting concepts,
principles, practices, and procedures. Examples of duties include: assisting in the
preparation of solicitation documents; analyzing prices, discounts, and delivery dates;
making procurement recommendations; and drafting simple contract provisions and
supporting documentation. Work is perfonned under close supervision.
Buyer/Contracting Speclallst II
Purchases "off-the-shelf' types of standard, generally available technical items,
materials, and services. Transactions may involve occasional modification of standard
and common usage items, materials, and services, and include a few stipulations about
unusual packing, malking, shipping, etc.
Transactions usually involve dealing directly with manufacturers, distributors, jobbers,
etc. Limited contract negotiation techniques may be used, primarily for developmental
purposes to increase employee's skill and knowledge.
Quantities of items and materials purchased may be relatively large, particularly in the
case of contracts for continuing supply over a period of time.
May be responsible for locating or promoting possible new sources of supply. Usually
is expected to keep abreast of market trends, changes in business practices in the assigned
markets, new or altered types of materials entering the market, etc.
Examples of items purchased or under contract include: standard industrial types of hand
tools, · gloves, and safety equipment; standard electronic parts, components, and
component test instruments; electric motors; gasoline service station equipment; PBX or
other specialized telephone services; special pwpose printing services; custodial services
for a large building; and routine purchases of common raw materials such as standard
grades and sizes of steel bars, rods, and angles.
·
Purchases "off-the-shelf' types of readily available, commonly used materials, supplies,
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B-15
Also included at this level are buyers of materials of the types described for Buyer I
when the quantities purchased are large, so that local sources of supply are generally
inadequate and the buyer must deal directly with manufacturers on a broader than local
scale.
special characteristics; and protective services where security presents an especially
significant problem.
OR
Negotiates and/or administers purchase contracts for complex and highly technical
items, materials, or services, frequently specially designed and manufactured exclusively
for the purchaser.
In a developmental position, assists higher level buyers or contracting specialists in
purchasing, and/or negotiating contracts for items, materials, or services of a technical and
specialized nature. Assigned work is designed to provide diversified experience, as a
background for future higher level worlc. Examples of duties include: reviewing
requisitions and drafting solicitations; evaluating bids and the dependability of suppliers;
meeting with commercial representatives; and monitoring the progress of contractors.
Supervisor provides general instructions, monitors worlc, and reviews recommendations.
Standard or routine aspects of work are performed with greater independence.
Buyer/Contracting Speclallst Ill
Purchases items, materials, or services of a technical and specialized nature, usually by
negotiating a standard contract based on reimbursement of costs and expenses or a fixed
price ceiling. May be responsible for overseeing the postaward (contract administration)
functions (e.g., monitoring contract compliance, recommending action on problem
situations, and negotiating extensions of delivery schedules) of such contracts. The items,
while of a common general type, are usually made, altered, or customized to meet the
user's specific needs and specifications.
The number of potential vendors is likely to be small and price differentials often reflect
important factors (quality, delivery dates and places, etc.) that are difficult to evaluate.
The quantities purchased of any item or service may be large.
Many of the purchases involve one or more such complications as: specifications that
detail, in technical terms, the required physical, chemical, electrical, or other comparable
properties; special testing prior to acceptance; grouping of items for lot bidding and
awards; specialized processing, packing, or packaging requirements; export packs;
overseas port differentials; etc.
Is expected to keep abreast of marlcet and product developments. May be required to
locate new sources of supply.
Buyer/Contracting Speclallst IV
Transactions require dealing with manufacturers and often involve persuading potential
vendors to undertake the manufacture of custom designed items according to complex and
rigid specifications. Negotiation techniques are also frequently involved with convincing
the vendor to reduce costs.
Quantities of items and materials purchased are often large in order to satisfy the
requirements for an entire large organization for an extended period of time. Complex
schedules of delivery are often involved. Contracting specialists determine appropriate
quantities to be contracted for at any given period of time and negotiate with vendors to
establish or adjust delivery schedules.
Negotiations and contract administration are often complicated by the following:
requirements for spare parts, preproduction samples and testing, or technical literature;
patent and royalty provisions; or renegotiation of contract terms. In reviewing contract
proposals, extensive cost analysis is required to evaluate the cost of such factors as 1)
numerous technical specifications, and 2) potential changes in manufacturing processes
that might affect projected cost figures. These complications result in the incorporation of
numerous special provisions and incentives in renegotiated contracts.
In addition to the worlc described above, a few positions may also require supervision of
a few lower level buyers, contracting specialists or clerks. (No position is included in this
level solely because supervisory duties are performed.)
Examples of items purchased include: special purpose high-cost machine tools and
production facilities; specialized condensers, boilers, and turbines; raw materials of
critically important characteristics or quality; and parts, subassemblies, components, etc.,
specially designed and made to order (e.g., communications equipment for installation in
aircraft being manufactured; component assemblies for missiles and rockets; and motor
vehicle frames).
Buyer/Contracting Speclallst V
Some positions may involve assisting in the training or supervision of lower level
buyers or clerlcs.
Examples of items purchased include: castings; special extruded shapes of normal size and
material; special formula paints; electric motors of special shape or speeds; production
equipment; special packaging of items; raw materials in substantial quantities or with
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Performs one of the following:
1.
B - 16
Serves as lead negotiator or contract administrator for: new or unique equipment;
extensive technical or professional services; or complex construction projects where
there is a lack of previous experience or competition, extensive subcontracting, or
similar complications. Examples of contracts include prototype development of
sophisticated research and testing equipment, software systems development,
scientific studies involving waste and transportation systems, facilities for
production of weapons systems, and research laboratories requiring special
equipment.
In contrast, at levels N and V, some programming analysis must be performed as part
of the programming assignment. The analysis duties are identified in a separate paragraph
at levels I, II, III, and N, and are part of each alternative described at level V. However,
the systems requirements are defined by systems analysts or scientists.
Excluded are:
2.
Performs large-scale centralized purchasing or contract administration for a multi.unit organization or large establishment that requires either items with unique
requirements as to construction, testing, durability, or quality characteristics, or
organization-wide services. Examples of contracts include organization-wide
software or communication systems, and industry-specific testing equipment with
unique specifications.
May persuade suppliers to expand their plants or convert facilities to the production of
new items or services.
Transactions are often complicated by technological changes, urgent needs to override
normal production, great volume of production, commodity shortages, and lack of
competition among vendors.
Frequent technological changes require delays or
modifications to contract proposals or to existing contracts. In-depth cost analysis is
required, often with little pricing precedent due to the unique aspects of the products.
a.
Positions which require a bachelor's degree in a specific scientific field (other than
computer science), such as an engineering, mathematics, physics, or chemistry
degree; however, positions are potential matches where the required degree may be
from any of several possible scientific fields;
b.
Positions responsible for developing and modifying computer systems;
c.
Computer programmers who perform level N or V duties but who perform no
programming analysis;
d.
Workers who primarily analyze and evaluate problems concerning computer
equipment or its selection or utilization;
e.
Computer systems programmers or analysts who primarily write programs or
analyze problems concerning the system software, e.g., operating systems,
compilers, assemblers, system utility routines, etc., which provide basic services for
the use of all programs and provide for the scheduling of the execution of programs;
however, positions matching this definition may develop a "total package which
includes not only writing programs to process data but also selecting the computer
equipment and system software required;
f.
Employees who have significant responsibility for the management or supervision
of workers (e.g., systems analysts) whose positions are not covered in this
definition; or employees with significant responsibility for other functions such as
computer operations, data entry, system software, etc.; and
g.
Positions not requiring: 1) three years of administrative, technical, or substantive
clerical experience; 2) a bachelor's degree in any field; or 3) any equivalent
combination of experience and education yielding basic skills in problem analysis
and communication.
Contracts are usually long-term (exceeding 2 years) and involve numerous subcontracts
and special provisions that must be changed and renegotiated throughout the duration of
the contract.
COMPUTER PROGRAMMER
(397: Programmer)
Performs programming services for establishments or for outside organizations who
may contract for services. Converts specifications (precise descriptions) about business or
scientific problems into a sequence of detailed instructions to solve problems by electronic
data processing (EDP) equipment, i.e., digital computers. Draws program flow charts to
describe the processing of data and develops the precise steps and processing logic which,
when entered into the computer in coded language (COBOL, FORTRAN, or other
programming language), cause the manipulation of data to achieve desired results. Tests
and corrects programs and prepares instructions for operators who control the computer
during runs. Modifies programs to increase operating efficiency or to respond to changes
in work processes; maintains records to document program development and revisions.
At levels I, II, and ill, computer programmers may also perform programming analysis
such as: gathering facts from users to define their business or scientific problems and to
investigate the feasibility of solving problems through new or modified computer
programs; developing specifications for data inputs, flow, actions, decisions, and outputs;
and participating on a continuing basis in the overall program planning along with other
EDP personnel and users.
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Positions are classified into levels based on the following definitions.
Computer Programmer I
At this trainee level, assignments are usually planned to develop basic programming
skills because incumbents are typically inexperienced in applying such skills on the job.
Assists higher level staff by performing elementary programming tasks which concern
limited and simple data items and steps which closely follow patterns of previous work
8 - 17
done in the organization, e.g., drawing flow charts, writing operator instructions, or coding
and testing routines to accumulate counts, tallies, or summaries. May perform routine
programming assignments (as described in level
under close supervision.
m
In addition, as training and to assist higher level staff, may perform elementary fact
finding concerning a specified worlc process, e.g., a file of clerical records which is treated
as a unit (invoices, requisitions, or purchase orders, etc.); reports findings to higher level
staff.
Receives classroom and/or on-the-job training in computer programming concepts,
methods, and techniques and in the basic requirements of the subject matter area. May
receive training in elementary fact-finding. Detailed, step-by-step instructions are given
for each task and any deviation must be authorized by a supervisor. Worlc is closely
monitored in progress and reviewed in detail upon completion.
Computer Programmer II
At this level, initial assignments are designed to develop competence in applying
established programming procedures to routine problems. Performs routine programming
assignments that do not require skilled background experience but do require knowledge
of established programming procedures and data processing requirements. Works
according to clear-cut and complete specifications. The data are refined and the format of
the final product is very similar to that of the input or is well defined when significantly
different, i.e., there are few, if any, problems with interrelating varied records and outputs.
Maintains and modifies routine programs. Makes approved changes by amending
program flow charts, developing detailed processing logic, and coding changes. Tests and
documents modifications and writes operator instructions. May write routine new
programs using prescribed specifications; may confer with EDP personnel to clarify
procedures, processing logic, etc.
In addition, and as continued training, may evaluate simple interrelationships in the
immediate programming area, e.g., whether a contemplated change in one part of a simple
program would cause unwanted results in a related part; confers with user representatives
to gain an understanding of the situation sufficient to formulate the needed change; and
implements the change upon approval of the supervisor or higher level staff. The
incumbent is provided with charts, narrative descriptions of the functions performed, an
approved statement of the product desired (e.g., a change in a local establishment report),
and the inputs, outputs, and record formats.
Reviews objectives and assignment details with higher level staff to insure thorough
understanding; uses judgment in selecting among authorized procedures and seeks
assistance when guidelines are inadequate, significant deviations are proposed, or when
unanticipated problems arise. Worlc is usually monitored in progress; all worlc is reviewed
upon completion for accuracy and compliance with standards.
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Computer Programmer Ill
As a fully qualified computer programmer, applies standard programming procedures
and detailed knowledge of pertinent subject matter (e.g., worlc processes, governing rules,
clerical procedures, etc.) in a programming area such as: a recordkeeping operation
(supply, personnel and payroll, inventory, purchasing, insurance payments, depositor
accounts, etc.); a well-defined statistical or scientific problem; or other standardized
operation or problem. Worlcs according to approved statements of requirements and
detailed specifications. While the data are clear cut, related, and equally available, there
may be substantial interrelationships of a variety of records and several varied sequences
of formats are usually produced. The programs developed or modified typically are linked
to several other programs in that the output of one becomes the input for another.
Recognizes probable interactions of other related programs with the assigned program(s)
and is familiar with related system software and computer equipment.
Solves
conventional programming problems. (In small organizations, may maintain programs
which concern or combine several operations, i.e., users, or develop programs where there
is one primary user and the others give input.)
Performs such duties as: develops, modifies, and maintains assigned programs; designs
and implements modifications to the interrelation of files and records within programs in
consultation with higher level staff; monitors the operation of assigned programs and
responds to problems by diagnosing and correcting errors in logic and coding; and
implements and/or maintains assigned portions of a scientific programming project,
applying established scientific programming techniques to well-defined mathematical,
statistical, engineering, or other scientific problems usually requiring the translation of
mathematical notation into processing logic and code. (Scientific programming includes
assignments such as: using predetermined physical laws expressed in mathematical terms
to relate one set of data to another; the routine storage and retrieval of field test data; and
using procedures for real-time command and control, scientific data reduction, signal
processing, or similar areas.) Tests and documents woik and writes and maintains operator
instructions for assigned programs. Confers with other EDP personnel to obtain or
provide factual data.
In addition, may carry out fact-finding and programming analysis of a single activity or
routine problem, applying established procedures where the nature of the program,
feasibility, computer equipment, and programming language have already been decided.
May analyze present performance of the program and take action to correct deficiencies
based on discussion with the user and consultation with and approval of the supervisor or
higher level staff. May assist in the review and analysis of detailed program specifications
and in program design to meet changes in worlc processes.
Worlcs independently under specified objectives; applies judgment in devising program
logic and in selecting and adapting standard programming procedures; resolves problems
and deviations according to established practices; and obtains advice where precedents are
unclear or not available. Completed worlc is reviewed for conformance to standards,
B- 18
timeliness, and efficiency. May guide or instruct lower level programmers; may supervise
technicians and others who assist in specific assignments.
OR
Works on complex programs (as described in level IV) under close direction of higher
level staff or supervisor. May assist higher level staff by independently performing
moderately complex tasks assigned, and performing complex tasks under close
supervision.
Computer Programmer IV
Applies expertise in programming procedures to complex programs; recommends the
redesign of programs, investigates and analyzes feasibility and program requirements, and
develops programming specifications. Assigned programs typically affect a broad multiuser computer system which meets the data processing needs of a broad area (e.g.,
manufacturing, logistics planning, finance management, human resources, or material
management) or a computer system for a project in engineering, research, accounting,
statistics, etc. Plans the full range of programming actions to produce several interrelated
but different products from numerous and diverse data elements which are usually from
different sources; solves difficult programming problems. Uses knowledge of pertinent
system software, computer equipment, work processes, regulations, and management
practices.
Performs such duties as: develops, modifies, and maintains complex programs; designs
and implements the interrelations of files and records within programs which will
effectively fit into the overall design of the project; working with problems or concepts,
develops programs for the solution to major scientific computational problems requiring
the analysis and development of logical or mathematic descriptions of functions to be
programmed; and develops occasional special programs, e.g., a critical path analysis
program to assist in managing a special project. Tests, documents, and writes operating
instructions for all worlc. Confers with other EDP personnel to secure information,
investigate and resolve problems, and coordinate work efforts.
about progress and unusual complications. Modifies and adapts precedent solutions and
proven approaches. Guidelines include constraints imposed by the related programs with
which the incumbent's programs must be meshed. Completed work is reviewed for
timeliness, compatibility with other work, and effectiveness in meeting requirements.
May function as team leader or supervise a few lower level programmers or technicians on
assigned worlc.
Computer Programmer V
At level V, workers are typically either supervisors, team leaders, staff specialists, or
consultants. Some programming analysis is included as a part of the programming
assignment. Supervision and review are similar to level N.
Typical duties and responsibilities include one or more of the following:
1.
In a supervisory capacity, plans, develops, coordinates, and directs a large and
important programming project (finance, manufacturing, sales/marketing, human
resources, or other broad area) or a number of small programming projects with
complex features. A substantial portion of the worlc supervised (usually 2 to 3
workers) is comparable to that described for level N. Supervises, coordinates, and
reviews the work of a small staff, normally not more than 15 programmers and
technicians; estimates personnel needs and schedules, assigns and reviews work to
meet completion date. These day-to-day supervisors evaluate performance, resolve
complaints, and make recommendations on hiring and firing. They do not make
final decisions on curtailing projects, reorganizing, or reallocating resources.
2.
As team leader, staff specialist, or consultant, defines complex scientific problems
(e.g., computational) or other highly complex programming problems (e.g.,
generating overall forecasts, projections, or other new data fields widely different
from the source data or untried at the scale proposed) and directs the development of
computer programs for their solution; or designs improvements in complex
programs where existing precedents provide little guidance, such as an interrelated
group of mathematical/statistical programs which support health insurance, natural
resources, marlceting trends, or other research activities. In conjunction with users
(scientists or specialists), defines major problems in the subject-matter area.
Contacts co-workers and user personnel at various locations to plan and coordinate
project and gather data; devises ways to obtain data not previously available;
arbitrates differences between various program users when conflicting requirements
arise. May perform simulation studies to determine effects of changes in computer
equipment or system software or may assess the feasibility and soundness of
proposed programming projects which are novel and complex. Typically develops
programming techniques and procedures where few precedents exist. May be
assisted on projects by other programmers or technicians.
In addition, performs such programming analysis as: investigating the feasibility of
alternate program design approaches to determine the best balanced solution, e.g., one that
will best satisfy immediate user needs, facilitate subsequent modification, and conserve
resources; on typical maintenance projects and smaller scale, limited new projects,
assisting user personnel in defining problems or needs and determining worlc organization,
the necessary files and records, and their interrelation with the program; or on large or
more complicated projects, participating as a team member along with other EDP
personnel and users and having responsibility for a portion of the project.
Works independently under overall objectives and direction, apprising the supervisor
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B- 19
COMPUTER SYSTEMS ANALYST
(1712: Computer systems analyst)
Analyzes business or scientific problems for resolution through electronic data
processing. Gathers information from users, defines work problems, and, if feasible,
designs a system of computer programs and procedures to resolve the problems. Develops
complete specifications to enable computer programmers to prepare required programs:
analyzes subject-matter operations to be automated; specifies number and types of
records, files, and documents to be used and outputs to be produced; prepares work
diagrams and data flow charts; coordinates tests of the system and participates in trial runs
of new and revised systems; and recommends computer equipment changes to obtain
more effective operations. May also write the computer programs.
Excluded are:
a.
Trainees who receive detailed directives and worlc plans, select authorized
procedures for use in specific situations, and seek assistance for deviations and
problems;
b.
Positions which require a bachelor's degree in a specific scientific field (other than
computer science), such as an engineering, mathematics, physics, or chemistry
degree; however, positions are potential matches where the required degree may be
from any of several possible scientific fields;
familiarity with related computer programming practices, system software, and computer
equipment.
Carries out fact finding and analysis as assigned, usually of a single activity or a routine
problem; applies established procedures where the nature of the system, feasibility,
computer equipment, and programming language have already been decided; may assist a
higher level systems analyst by preparing the detailed specifications required by computer
programmers from information developed by the higher level analyst; may research
routine user problems and solve them by modifying the existing system when the solutions
follow clear precedents. When cost and deadline estimates are required, results receive
close review.
The supervisor defines objectives, priorities, and deadlines.
Incumbents worlc
independently; adapt guides to specific situations; resolve problems and deviations
according to established practices; and obtain advice where precedents are unclear or not
available. Completed worlc is reviewed for conformance to requirements, timeliness, and
efficiency. May supervise technicians and others who assist in specific assignments.
Computer Systems Analyst II
c.
Computer programmers who write computer programs and solve user problems not
requiring systems modification;
d.
Workers who primarily analyze and evaluate problems concerning computer
equipment or its selection or utilization; and
e.
Computer systems programmers or analysts who primarily write programs or
analyze problems concerning the system software, e.g., operating systems,
compilers, assemblers, system utility routines, etc., which provide basic services for
the use of all programs and provide for the scheduling or the execution of programs;
however, positions matching this definition may develop a "total package" which
includes not only analyzing work problems to be processed but also selecting the
computer equipment and system software required.
Positions are classified into levels on the basis of the following definitions.
Applies systems analysis and design skills in an area such as a recordkeeping or
scientific operation. A system of several varied sequences or formats is usually
developed, e.g., systems for maintaining depositor accounts in a bank, maintaining
accounts receivable in a retail establishment, maintaining inventory accounts in a
manufacturing or wholesale establishment, or processing a limited problem in a scientific
project. Requires competence in most phases of system analysis and knowledge of
pertinent system software and computer equipment and of the work processes, applicable
regulations, worlc load, and practices of the assigned subject-matter area. Recognizes
probable interactions of related computer systems and predicts impact of a change in
assigned system.
Reviews proposals which consist of objectives, scope, and user expectations; gathers
facts, analyzes data, and prepares a project synopsis which compares alternatives in terms
of cost, time, availability of equipment and personnel, and recommends a course of action;
and upon approval of synopsis, prepares specifications for development of computer
programs. Determines and resolves data processing problems and coordinates the work
with program, users, etc.; orients user personnel on new or changed procedures. May
conduct special projects such as data element and code standardization throughout a broad
system, working under specific objectives and bringing to the attention of the supervisor
any unusual problems or controversies.
Computer Systems Analyst I
At this level, initial assignments are designed to expand practical experience in applying
systems analysis techniques and procedures. Provides several phases of the required
systems analysis where the nature of the system is predetermined. Uses established fact
finding approaches, knowledge of pertinent work processes and procedures, and
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Worlcs independently under overall project objectives and requirements; apprises
supervisor about progress and unusual complications. Guidelines usually include existing
systems and the constraints imposed by related systems with which the incumbent's worlc
must be meshed. Adapts design approaches successfully used in precedent systems.
Completed worlc is reviewed for timeliness, compatibility with other work, and
B-20
effectiveness in meeting requirements. May provide functional direction to lower level
assistants on assigned work.
and overall requirements are defined in the organization's EDP policies and standards; the
primary constraints typically are those imposed by the need for compatibility with existing
systems or processes. Supervision and nature of review are similar to levels II and ill.
OR
Typical duties and responsibilities include one or more of the following:
Works on a segment of a complex data processing scheme or broad system, as described
for computer systems analyst level ill. Works independently on routine assignments and
receives instructions and guidance on complex assignments. Worlc is reviewed for
accuracy of judgment, compliance with instructions, and to insure proper alignment with
the overall system.
1.
As team or project leader, provides systems design in a specialized and highly
complex design area, e.g., interrelated business statistics and/or projections,
scientific systems, mathematical models, or similar unprecedented computer
systems. Establishes the framework of new computer systems from feasibility
studies to post-implementation evaluation. Devises new sources of data and
develops new approaches and techniques for use by others. May serve as technical
authority for a design area. At least one or two team members perform worlc at level
ill; one or two team members may also perform worlc as a level N staff specialist or
consultant as described below.
2.
As staff specialist or consultant, with expertise in a specialty area (e.g., data
security, telecommunications, systems analysis techniques, EDP standards
development, etc.). plans and conducts analyses of unique or unyielding problems in
a broad system. Identifies problems and specific issues in assigned area and
prepares overall project recommendations from an EDP standpoint including
feasible advancements in EDP technology; upon acceptance, determines a design
strategy that anticipates directions of change; designs and monitors necessary testing
and implementation plans. Performs work such as: studies broad areas of projected
work processes which cut across the organization's established EDP systems;
conducts continuing review of computer technological developments applicable to
system design and prepares long range forecasts; develops EDP standards where
new and improved approaches are needed; or develops recommendations for a
management information system where new concepts are required.
Computer Systems Analyst Ill
Applies systems analysis and design techniques to complex computer systems in a
broad area such as manufacturing; finance management; engineering, accounting, or
statistics; logistics planning; material management, etc. Usually, there are multiple users
of the system; however, there may be complex one-user systems, e.g., for engineering or
research projects. Requires competence in all phases of systems analysis techniques,
concepts, and methods and knowledge of available system software, computer equipment,
and the regulations, structure, techniques, and management practices of one or more
subject-matter areas. Since input data usually come from diverse sources, is responsible
for recognizing probable conflicts and integrating diverse data elements and sources.
Produces innovative solutions for a variety of complex problems.
Maintains and modifies complex systems or develops new subsystems such as an
integrated production scheduling, inventory control, cost analysis, or sales analysis record
in which every item of each type is automatically processed through the full system of
records. Guides users in formulating requirements; advises on alternatives and on the
implications of new or revised data processing systems; analyzes resulting user project
proposals, identifies omissions and errors in requirements, and conducts feasibility
studies; recommends optimum approach and develops system design for approved
projects. Interprets information and informally arbitrates between system users when
conflicts exist. May serve as lead analyst in a design subgroup, directing and integrating
the work of one or two lower level analysts, each responsible for several programs.
Computer Systems Analyst V
Supervision and nature of review are similar to level II; existing systems provide
precedents for the operation of new subsystems.
As a top technical expert, develops broad unprecedented computer systems and/or
conducts critical studies central to the success of large organizations having extensive
technical or highly diversified computer requirements. Considers such requirements as
broad organization policy, and the diverse user needs of several organizational levels and
locations. Works under general administrative direction.
Computer Systems Analyst IV
Typical duties and responsibilities include one or more of the following:
Applies expert systems analysis and design techniques to complex system development
in a specialized design area and/or resolves unique or unyielding problems in existing
complex systems by applying new technology. Work requires a broad knowledge of data
sources and flow, interactions of existing complex systems in the organization, and the
capabilities and limitations of the systems software and computer equipment. Objectives
1.
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B- 21
As team or project leader, guides the development of broad unprecedented
computer systems. The information requirements are complex and voluminous.
Devises completely new ways to locate and develop data sources; establishes new
factors and criteria for making subject-matter decisions. Coordinates fact finding,
analysis, and design of the system and applies the most recent developments in data
processing technology and computer equipment. Guidelines consist of state-of-theart technology and general organizational policy. At least one team member
performs work at level W.
2.
As staff specialist or consultant, is a recognized leader and authority in a large
organization (as defined above). Performs at least two of the following: a) has
overall responsibility for evaluating the significance of technological advancement
and developing EDP standards where new and improved approaches are needed,
e.g., programming techniques; b) conceives and plans exploratory investigations
critical to the overall organization where useful precedents do not exist and new
concepts are required, e.g., develops recommendations regarding a comprehensive
management information system; or c) evaluates existing EDP organizational
policy for effectiveness, devising and formulating changes in the organization's
position on broad policy issues. May be assisted on individual projects by other
analysts.
Base level of work
The base level of work is the highest level of nonsupervisory work under the direct or
indirect supervision of the supervisor/manager which (when added to the nonsupervisory
levels above it) represents at least 25 percent of the total nonsupervisory, nonclerical staff
and at least two of the full-time positions supervised.
To determine the base level of nonsupervisory, nonclerical work: 1) array the positions
by level of difficulty; 2) determine the number of workers in each position; and 3) count
down from the highest level (if necessary) until at least 25 percent of the total
nonsupervisory, nonclerical staff are represented
Level of supervision
Supervisors and managers should be matched at one of the three LS levels below
which best describes their supervisory responsibility.
COMPUTER SYSTEMS ANALYST SUPERVISOR/MANAGER
(1712: Computer systems analyst)
LS-1
Plans, coordinates, and evaluates the work of a small staff, normally not more
than 15 programmers, systems analysts, and technicians; estimates personnel
needs and schedules, assigns, and reviews work to meet completion date;
interviews candidates for own unit and recommends hires, promotions, or
reassignments; resolves complaints and refers group grievances and more
serious unresolved complaints to higher level supervisors; may reprimand
employees.
LS-2
Directs a sizable staff (normally 15-30 employees), typically divided into subunits controlled by subordinate supervisors; advises higher level management on
work problems of own unit and the impact on broader programs; collaborates
with heads of other units to negotiate and/or coordinate work changes; makes
decisions on work or training problems presented by subordinate supervisors;
evaluates subordinate supervisors and reviews their evaluations of other
employees; selects nonsupervisors (higher level approval is virtually assured)
and recommends supervisory selections; hears group grievances and serious or
unresolved complaints. May shift resources among projects and perform long
range budget planning.
Supervises three or more employees, two of whom perform systems analysis. Work
requires substantial and recurring use of systems analysis skills in directing staff. May
also supervise programmers and related clerical and technical support personnel.
Excluded are:
a.
Positions also having significant responsibility for the management or supervision of
functional areas (e.g., system software development, data entry, or computer
operations) not related to the Computer Systems Analyst and Computer Programmer
definitions;
b.
Supervisory positions having base levels
Analyst II or Computer Programmer IV; and
C.
Managers who supervise two or more subordinates performing at Computer Systems
Analyst Supervisor/Manager level IV.
below
Computer
Systems
Classlflcatlon by level
Supervisory jobs are matched at one of four levels according to two factors:
a) base level of work supervised; and b) level of supervision. The table following the
explanations of these factors indicates the level of the supervisor for each combination of
factors.
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Note:
LS-3
B - 22
In rare instances, supervisory positions responsible for directing a sizable
staff (e.g., 20-30 employees) may not have subordinate supervisors, but have
all other LS-2 responsibilities. Such positions should be matched to LS-2.
Directs two subordinate supervisory levels and the work force managed
typically includes substantially more than 30 employees.
Makes major
decisions and recommendations (listed below) which have a direct, important,
and substantial effect on own organization and work. Performs at least three of
PERSONNEL SPECIALIST
the following:
(143: Personnel, training, and labor relations specialist)
decides what programs and projects should be initiated, dropped, expanded, or
curtailed;
determines long range plans in response to program
program goals, and redefines objectives;
Plans, administers, advises on, or performs professional work in one or more personnel
specialties, such as:
changes, evaluates
Job Analysis/Evaluation: Analyzing, evaluating, and defining occupations or
positions based on duties, responsibilities, and qualification requirements in
order to establish or maintain a framework for equitable compensation.
determines changes to be made in organizational structure, delegation of
authority, coordination of units, etc.;
Salary and Benefit Administration: Analyzing and evaluating compensation
practices, participating in compensation surveys, and recommending pay and
benefit adjustments.
decides what compromises to make in operations in view of public relations
implications and need for support from various groups;
Recruitment and Placement: Recruiting applicants through various sources
(e.g., schools, colleges, employment agencies, newspapers, professional
societies); evaluating applicants using qualification ratings, test scores,
interviews, and reference checks; and recommending applicant placement.
decides on the means to substantially reduce operating costs without impairing
overall operations; justifies major equipment expenditures; and
officials; decides, or
resolves differences between key subordinate
significantly affects final decisions, on personnel actions for supervisors and
other key officials.
Employee Development: Planning, evaluating, and administering employee
training and development programs to achieve both organizational goals and
personnel management objectives.
CRITERIA FOR MATCHING COMPUTER SYSTEMS
ANALYST SUPERVISORS/MANAGERS
Base level of nonsupervisory job(s)
Matched in the
Computer
Programmer
Definition
N
V
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Matched in the
Computer
Systems
Analyst
Definition
Il
m
N
V
Employee Relations and Services: Providing guidance, advice, and assistance
on such matters as employee services and benefits; management-employee
communications; performance appraisals, grievances and appeals; equal
employment opportunity; and employee conduct and discipline.
Level of supervisor
LS-1
LS-2
Il
Il
N
Exclude
N
Exclude Exclude
m
N
Labor Relations: Advising and assisting management on a variety of labor
relations matters, and negotiating and administering labor agreements on behalf
of management.
m
I
m
Equal Employment Opportunity: Planning, evaluating, and administering equal
opportunity provisions.
LS-3
In addition to the technical responsibilities described in levels I through VI, personnel
specialists may also manage personnel functions and supervise subordinate staff. At
levels I and Il, the subordinate staff typically consists of clerks and paraprofessionals;
B-23
level ill may coordinate the work of lower level specialists; and levels IV and above may
supervise subordinate specialists. Positions which are primarily supervisory, rather than
technical, in nature (i.e., they are not readily matchable to the level-to-level distinctions in
this definition) should be matched to the personnel supervisor/manager definition.
This broad, generic occupation includes specialists: (1) working in personnel
operations; (2) reviewing and evaluating the quality of personnel programs; and
(3) developing and revising personnel programs and procedures.
Personnel Speclallst I (operations only)
As a trainee, receives classroom and/or on-the-job training in the principles, procedures,
and regulations of the personnel program and in the programs, policies, and objectives of
the employing organization. Assignments provide experience in applying personnel
management principles, procedures and techniques, while performing a variety of
uncomplicated tasks under close supervision.
Personnel Speclallst II
Excluded are:
a.
Positions matched to the personnel supervisor/manager definition;
b.
Directors of personnel, who service more than 250 employees and have significant
responsibility for administering all three of the following functions: Job evaluation,
employment and placement, and employee relations and services. In addition,
worlcers in these excluded positions serve top management of their organization as
the source of advice on personnel matters and problems;
c.
Clerical and paraprofessional positions;
d.
Labor relations specialists who negotiate with labor unions as the principal
representative of their overall organization;
e.
Specialists with matchable titles (e.g., labor relations specialist, equal opportunity
specialist) which are not part of the establishment's personnel program;
f.
Specialists in other occupations (e.g., nursing, organizational development, payroll,
safety and health, security, and training), even if these positions are part of the
establishment's personnel program;
g.
Positions not requiring: (1) three years of administrative, technical, or substantive
clerical experience; (2) a bachelor's degree in any field; or (3) any equivalent
combination of experience and education yielding basic skills in problem analysis
and communication; and
h.
Positions employed by personnel supply service establishments (S.I.C. 736).
Classlflcatlon by level
Establishment positions which meet the above criteria are matched at one of six levels.
Primary leveling concepts are presented for each of the three options:
(1) operations, (2) program evaluation, and (3) program development. These leveling
concepts take precedent over typical duties and responsibilities in determining the level of
a match. Job duties that are "moderately complex" in one establishment may be
"procedural" in another establishment.
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Operations. Performs standard procedural duties which require the use of personnel
management principles and techniques to identify and analyze personnel problems.
Provides limited advice to management, such as informing departmental supervisors of
typical duty patterns which comprise an occupational level or of types of candidates
available for a particular type of job. Receives specific instructions with each new
assignment.
Program evaluation and development. Assists higher level specialists in preliminary
phases of evaluation or development. Receives increasingly difficult assignments under
close supervisory guidance and review.
Typical duties include: analyzing and evaluating nonexempt jobs using standard
procedures; participating in recruitment or compensation surveys for nonexempt jobs;
rating applicants using established guides; explaining established policies, procedures, or
regulations to employees or management; and performing limited tasks to assist higher
level specialists in employee development, employee relations, and labor relations
programs.
Personnel Speclallst Ill
Operations. Performs moderately complex assignments following established policies
and guidelines. Work requires experience both in a personnel specialty and in the
organization serviced. Advises management on the solution to personnel problems of
limited scope for which there are precedents. Renders advice concerning own specialty,
but discusses impact on other personnel areas. Worlcs independently under specified
objectives; closer supervision is provided for complex assignments, precedent-setting
actions, and actions that impact either other functional areas or key working relationships.
Program evaluation and development. Assists higher level specialists or managers by
studying less complex aspects of personnel programs (e.g., merit promotions, incentive
awards}, resolving problems of average difficulty, and reporting findings to be included in
evaluation reports.
Typical duties include: analyzing, evaluating, and defining both exempt and nonexempt
jobs in various occupational groups using established procedures; participating in surveys
of broad compensation areas; recruiting and screening applicants for both exempt and
8- 24
nonexempt jobs, checking references and recommending placement; assisting in
identifying training needs and arranging training, initiating personnel actions or awards,
and inteipreting established personnel policy, regulations, and precedents; or participating
in preparing for and conducting labor negotiations.
Personnel Speclallst IV
Operations. Applies to three different worlc situations. In situation (1), specialists use
technical knowledge, skills, and judgment to solve complex technical problems. Advisory
services to management are similar to those described at level Ill Situation (2) combines
typical level ill operating skills with comprehensive management advisory services.
Advisory services require high technical skills, along with broad personnel knowledge, to
solve problems from a total personnel management perspective. In situations (1) and (2),
specialists plan and complete worlc following established program goals and objectives.
Their judgments and recommendations are relied on for management decisions.
Situation (3) applies to specialists who are solely responsible for performing moderately
complex assignments (as described in level Ill) and for rendering final decisions on
assigned personnel matters under general administrative supervision. Responsibilities
include planning and scheduling worlc and coordinating and integrating program(s) with
other personnel, management, and operational activities.
Program evaluation.
Conducts on-site review of personnel actions in several
organizational units; determines factual basis for personnel actions, evaluates actions for
consistency with established guidelines, and reports significant findings.
Program development.
procedures.
Independently develops supplemental guidelines for existing
Typical duties include: analyzing, evaluating, and defining difficult exempt jobs, i.e., those
in research and development, administration, law, and computer science; planning and
conducting broad compensation surveys and recommending pay and benefit adjustments;
developing training plans and procedures for an organizational segment; participating in
complex employee-management relations issues such as controversies, poor morale, and
high turnover; or developing plans and procedures for labor negotiations in a moderately
complex organization.
Supervision and guidance relate largely to program goals and time schedules. Specialists
are authorized to make decisions for their organizations and consult with their supervisors
concerning unusual problems and developments.
Program evaluation. Independently evaluates personnel programs to determine the degree
to which they are achieving goals and objectives, ascertaining weaknesses in programs
and guidelines, and making recommendations for improvements. Conclusions are
reported to top management.
Program development. Applies expertise in modifying procedures and guidelines.
Projects are usually narrow in scope, i.e., limited to an occupational field or to a specific
program area May have full technical responsibility for personnel projects, studies,
policies, or programs that are less complex than described at level VI.
Typical duties include: Participating in the development of personnel policies and
procedures; analyzing, evaluating, and defining unusually difficult jobs, e.g., those in
emerging occupations which lack applicable guidelines, or in organizations so complex
and dynamic that it is difficult to determine the extent of a position's responsibility;
recruiting candidates for one-of-a-kind jobs; participating in employee-management
relations where the underlying issues are difficult to identify; planning and administering a
comprehensive employee development program; or performing labor relations
assignments for a large conglomerate.
Personnel Speclallst VI
Program evaluation. Applies to three different worlc situations. In situation (1),
specialists evaluate the personnel management program of large, complex organizations.
Such evaluations require broad understanding and sensitivity both to the interrelationships
between different personnel programs and to complex organizational and management
relationships. In situation (2), specialists provide advice to management in improving
personnel programs in unusually complex organizations. Such expertise extends beyond
knowledge of guidelines, precedents, and technical principles into areas of program
management and administration. In situation (3), specialists serve as evaluation experts
assigned to uniquely difficult and sensitive personnel problems, e.g., solutions are
unusually controversial; specialists are required to persuade and motivate key officials to
change major personnel policies or procedures; or problems include serious complaints
where facts are vague.
Personnel Speclallst V
Operations. Applies to two different work situations. In situation (1), specialists solve
unusually complex and unprecedented problems which require creative solutions. In
situation (2), specialists are assigned complex technical problems (as described in level N
- situation (1) combined with responsibility for providing comprehensive advice to
management. Management advisory services are complicated by jobs and organizations
that are complex, new, or dynamic, and by the abstract nature of the worlc processes.
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Federal Reserve Bank of St. Louis
Program development. Specialists have full technical responsibility for unusually
complex personnel projects, studies, policies, or programs. The scope and impact of these
assignments are broad and are of considerable importance to organizational management.
Supervision received is essentially administrative, with assignments given in terms of
broad general objectives and limits.
B-25
PERSONNEL SUPERVISOR/MANAGER
(143: Personnel, training, and labor relations specialist)
Supervises three or more personnel specialists and/or clerks and paraprofessionals.
Although the worlc is supervisory in nature, it requires substantial knowledge of personnel
policies, procedures, and practices.
Excluded are:
a.
Positions matched to the personnel specialist definition:
b.
Directors of personnel, who service more than 250 employees and have significant
responsibility for administering all three of the following functions: Job evaluation,
employment and placement, and employee relations and services. In addition,
worlcers in these excluded positions serve top management of their organization as
the source of advice on personnel matters and problems;
Establishment supervisory positions matched in the personnel specialist series should be
counted as "non-supervisory" in computing the base level for personnel
supervisor/manager matches.
Due to the unique nature of this particular occupation series, the mechanics of the base
level concept are often not applicable in determining the appropriate job level of a
personnel supervisor/manager.
See Alternative Criteria For Matching Personnel
Supervisors/Managers at the end of this definition for assistance in assuring correct job
matches.
Level of Supervision
Supervisors and managers should be matched at one of the three LS levels below which
best describes their supervisory responsibility.
LS-1
Plans, coordinates, and evaluates the work of a small staff, normally not more
than 10 personnel specialists, paraprofessionals, and clerlcs; estimates staffing
needs for personnel unit and schedules, assigns, and reviews work to meet
completion date; interviews candidates for own unit and recommends hires,
promotions, or reassignments; and resolves complaints, referring group
grievances and more serious unresolved complaints to higher level supervisors;
may reprimand employees.
LS-2
Directs a sizable staff (normally 10-20 employees), typically divided into sulr
units controlled by subordinate supervisors; advises higher level management on
work problems of own unit and the impact on broader programs; collaborates
with heads of other units to negotiate and/or coordinate work changes; makes
decisions on work or training problems presented by subordinate supervisors;
evaluates subordinate supervisors and reviews their evaluations of their
employees; selects nonsupervisors (higher level approval is virtually assured)
and recommends supervisory selections; and hears group grievances and serious
or unresolved complaints. May shift resources among projects and perform long
range budget planning.
Conceptually, the base level of worlc is the highest level of nonsupervisory worlc under
the direct or indirect supervision of the supervisor/manager which (when added to the
nonsupervisory levels above it) represents at least 25 percent of the total nonsupervisory,
nonclerical staff and at least two of the full-time positions supervised.
Note:
In rare instances, supervisory positions responsible for directing a sizable
staff (e.g., 10-20 professional employees) may not have subordinate supervisors,
but have all other LS-2 responsibilities. Such positions should be matched to
LS-2.
To determine the base level of nonsupervisory, nonclerical work: 1) array the positions
by level of difficulty; 2) determine the number of worlcers in each position; and 3) count
down from the highest level (if necessary) until at least 25 percent of the total
nonsupervisory, nonclerical staff are represented.
LS-3
Directs 2 subordinate supervisory levels and the work force managed typically
includes substantially more than 20 employees. Makes major decisions and
recommendations (listed below) which have a direct, important, and substantial
effect on own organization and work. Performs at least three of the following:
c.
Labor relations positions which are primarily responsible for negotiating with labor
unions as the principal representative of their overall organization;
d.
Supervisory positions having both a base level below personnel specialist ill and
requiring technical expertise below personnel specialist IV; and
e.
Positions also having significant responsibility for functional areas beyond
personnel (e.g., payroll, purchasing, or administration) . .
Classification
by Level
Supervisory jobs are matched at one of five levels according to two factors: a) base level
of work supervised, and b) level of supervision. The table following the explanations of
these factors indicates the level of the supervisor for each combination of factors.
Base Level of Work
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Federal Reserve Bank of St. Louis
B-26
decides what programs and projects should be initiated, dropped, expanded,
or curtailed;
Alternative criteria for matching Personnel Supervisor/Managers
a.
determines long range plans in response to program changes, evaluates
program goals, and redefines objectives;
determines changes to be made in organizational structure, delegation of
authority, coordination of units, etc.;
Base level artificially low. The leanness of subordinate staff often combines with
the appropriate LS level to produce a level of supervisor/manager which is below
the supervisor/manager's level of technical expertise, as measured by the personnel
specialist definition. In these instances, raise the level of the supervisor/manager
match to correlate to the equivalent level of personnel specialist (see chart above).
TAX COLLECTOR
decides what compromises to make in program operations in view of public
relations implications and need for support from various groups;
decides on the means to substantially reduce program operating costs
without impairing overall operations; justifies major equipment
expenditures; and
resolves differences between key subordinate officials; decides, or
significantly affects final decisions, on personnel actions for subordinate
supervisors and other key subordinates.
Table B-2. Criteria for matching personnel supervisors/managers
Base level of nonsupervisory
job(s) matched in the personnel
specialist definition
m
Level of
supervisor
LS-1 LS-2 LS-3
I
n
N
m
V
VI
N
n
m
m
N
N
V
Exclude
V
Table B-3. Level equlvalents of personnel professlonal occupations
(141: Accountant, auditor, and other financial specialist)
Collects delinquent taxes, canvasses for unreported taxes due, secures delinquent tax
returns, and counsels taxpayers on filing and paying obligations. Tax collection typically
begins after office examination of tax returns and financial records and subsequent notices
of tax liability fail to collect full payment. Obtains and analyzes financial information,
selects appropriate administrative or judicial remedy, and liquidates tax liability through
such measures as compromise, installment agreements, and seizure and sale of property or
other assets. Establishes liability for and imposes various penalties under State or County
revenue codes. Serves summonses, takes testimony under oath, and testifies in court.
W mk typically requires at least three years experience in general business or financial
practices or the equivalent in education and experience combined. Level I is primarily for
training and development. Level Il is the full worlcing level for tax collectors who follow
standard procedures and level ill includes specialists, team leaders, and quasi-supervisors
solving moderately complex tax collection problems.
Tax collection involves two overlapping functions - returns investigation and collection
of delinquent taxes. Returns investigations involve analyzing financial records, examining
taxpayer's situation or business operations, and counseling taxpayers on statutory
requirements and preparation of delinquent returns. Tax collectors primarily performing
returns investigation worlc are not typically found above level II.
N
I
I
Collection of delinquent taxes involves analyzing a taxpayer's financial worth and
ability to pay. In resolving delinquency, tax collectors evaluate ( or use appraisers to
evaluate): market value of assets; equity shares of other creditors; liens and ownership
rights; taxpayer earning capacity; and the potential of taxpayer businesses. H bankruptcy
is imminent, tax collectors file notices of lien to give their agency priority over subsequent
creditors. H necessary, collectors take action for seizure and make arrangements for
selling property. However, before resorting to enforced collection procedures, they may
recommend alternatives such as installment payments, appointing escrow agents, or
accepting collateral or mortgage arrangements to protect their agency's equity.
V
VI
m
m
Excluded are:
N
V
N
Personnel
Specialist
Personnel
Supervisor/Manager
Director of
Personnel
I
n
m
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Federal Reserve Bank of St. Louis
n
n
V
a.
B-27
Tax collection supervisors. Incumbents in these full supervisory positions typically
assign, coordinate, and review worlc; estimate personnel needs and schedules;
evaluate performance; resolve complaints; and make recommendations for hiring
and firing; and
Loads equipment with required items (tapes, cards, paper, etc.);
Switches necessary auxiliary equipment into system;
b.
Tax auditors responsible for determining taxpayer liability.
Starts and operates control console;
Tax Collector I
Diagnoses and corrects equipment malfunctions;
Receives formal training in: internal revenue laws, regulations, and procedures;
collection enforcement techniques and laws of evidence and procedures; and business
fundamentals. On-the-job training is provided and progressively broader assignments are
given for development pwposes. Most assignments are simple, although more difficult
worlc such as that encountered at level Il may be performed under close supervision and
guidance. Individuals hired typically have 1-2 years experience in accounting, loan,
collection, or related area or equivalent education in accounting, business law, or related
field of study.
Tax Collector II
Follows standard procedures to collect delinquent tax accounts and secure delinquent
returns.
Receives specific assignments from supervisor and worlcs out details
independently. Explains to tax debtors sanctions which may be used in the event of
nonpayment and procedures for appealing tax bills or assessments. Compiles prescribed
records and reports. Refers problems to supervisor which cannot be resolved by applying
standard procedures.
Reviews error messages and makes corrections during operation or refers
problems;
Maintains operating record.
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 positions.
Excluded are:
a.
Worlcers operating small computer systems where there is little or no opportunity for
operator intervention in program processing and few requirements to correct
equipment malfunctions;
b.
Peripheral equipment operators and remote terminal or computer operators who do
not run the control console of either a mainframe digital computer or a group of
minicomputers;
C.
Worlcers using the computer for scientific, technical, or mathematical work when a
knowledge of the subject matter is required; and
d.
Positions above level V; in addition to level V responsibilities, worlcers in these
excluded positions use 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; and (3) switching to emergency backup procedures.
Tax Collector Ill
As a tax collection specialist, team leader, or quasi-supervisor, conducts moderately
complex investigations to detect or verify suspected tax violations according to established
rules, regulations, and tax ordinances. Selects methods of approach, resolves problems
referred by lower level tax collectors, and applies all remedies available to collect
delinquent taxes. Prepares comprehensive records and reports. Trains lower level tax
collectors and assists them in uniformly enforcing tax laws. May also assign, review, and
coordinate work of lower level tax collectors.
Technical
COMPUTER OPERATOR
Computer Operator I
(4612: Computer operator)
Monitors and operates the control console of either a mainframe digital computer or a
group of minicomputers, in accordance with operating instructions, to process data. Work
is characterized by the following:
Receives on-the-job training in operating the control console (sometimes augmented by
classroom training). Works under close personal supervision and is provided detailed
written or oral guidance before and during assignments. As instructed, resolves common
operating problems. May serve as an assistant operator worlcing under close supervision
or performing a portion of a more senior operator's work.
Studies operating instructions to determine equipment setup needed;
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B-28
Computer Operator II
DRAFTER
(372: Drafting occupation)
Processes scheduled routines which present few difficult operating problems (e.g.,
infrequent or easily resolved error conditions). In response to computer output instructions
or error conditions, applies standard operating or corrective procedure. Refers problems
which do not respond to preplanned procedure. May serve as an assistant operator,
worlcing under general supervision.
Computer Operator Ill
Processes a range of scheduled routines. In addition to operating the system and
resolving common error conditions, diagnoses and acts on machine stoppage and error
conditions not fully covered by existing.procedures and guidelines (e.g., resetting switches
and other controls or making mechanical adjustments to maintain or restore equipment
operations). In response to computer output instructions or error conditions, may deviate
from standard procedures if standard procedures do not provide a solution. Refers
problems which do not respond to corrective procedures.
Performs drafting worlc, manually or using a computer, requiring knowledge and skill in
drafting methods, procedures, and techniques. Prepares drawings of structures, facilities,
land profiles, water systems, mechanical and electrical equipment, pipelines, duct systems,
and similar equipment, systems, and assemblies. Drawings are used to communicate
engineering ideas, designs, and information. Uses recognized systems of symbols,
legends, shadings. and lines having specific meanings in drawings.
Excluded are:
a.
Designers using technical knowledge and judgment to conceive, plan, or modify
designs;
b.
lliustrators or graphic artists using artistic ability to prepare illustrations;
c.
Office drafters preparing charts, diagrams, and room arrangements to depict
statistical and administrative data;
d.
Cartographers preparing maps and charts primarily using a technical knowledge of
cartography;
e.
Positions below level I; workers in these trainee positions either (1) trace or copy
finished drawings under close supervision or (2) receive instruction in the
elementary methods and techniques of drafting; and
f.
Supervisors.
Computer Operator IV
Adapts to a variety of nonstandard problems which require extensive operator
intervention (e.g .• frequent introduction of new programs. applications, or procedures). In
response to computer output instructions or error conditions, chooses or devises a course
of action from among several alternatives and alters or deviates from standard procedures
if standard procedures do not provide a solution (e.g. reassigning equipment in order to
worlc around faulty equipment or transfer channels); then refers problems. Typically.
completed work is submitted to users without supervisory review.
Computer Operator V
Positions are classified into levels based on the follo~g definitions.
Resolves a variety of difficult operating problems (e.g., making unusual equipment
connections and rarely used equipment and channel configurations to direct processing
through or around problems in equipment, circuits, or channels or reviewing test run
requirements and developing unusual system configurations that will allow test programs
to process without interfering with on-going job requirements). In response to computer
output instructions and error conditions or to avoid loss of information or to conserve
computer time, operator deviates from standard procedures. Such actions may materially
alter the computer unit's production plans. May spend considerable time away from the
control station providing technical assistance to lower level operators and assisting
programmers, systems analysts, and subject matter specialists in resolving problems.
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Drafter I
Prepares drawings of simple, easily visualized structures, systems, parts or equipment
from sketches or marked-up prints. Selects appropriate templates or uses a compass and
other equipment needed to complete assignments. Drawings fit familiar patterns and
present few technical problems. Supervisor provides detailed instructions on new
assignments, gives guidance when questions arise, and reviews completed work for
accuracy. Typical assignments include:
From marked-up prints, revises the original drawings of a plumbing system by
increasing pipe diameters.
B-29
From sketches, draws building floor plans, determining size, spacing, and
arrangement of freehand lettering according to scale.
technical guides. Independently resolves most of the problems encountered. Supervisor
or design originator may suggest methods of approach or provide advice on unusually
difficult problems. Typical assignments include:
Draws simple land profiles from predetermined structural dimensions and
reduced survey notes. Traces river basin maps and enters symbols to denote
stream sampling locations, municipal and industrial waste discharges, and water
supplies.
From layouts or sketches, prepares complete sets of drawings of test equipment
to be manufactured. Several cross-sectional and subassembly drawings are
required. From information supplied by the design originator and from
technical handbooks and manuals, describes dimensions, tolerances, fits,
fabrication techniques, and standard parts to use in manufacturing the
equipment.
Drafter II
Prepares various drawings of such units as construction projects or parts and assemblies,
including various views, sectional profiles, irregular or reverse curves, hidden lines, and
small or intricate details. Worlc requires use of most of the conventional drafting
techniques and a working knowledge of the terms and procedures of the occupation.
Makes arithmetic computations using standard formulas. Familiar or recurring work is
assigned in general terms. Unfamiliar assignments include information on methods,
procedures, som:ces of information, and precedents to follow. Simple revisions to existing
drawings may be assigned with a verbal explanation of the desired results. More complex
revisions are produced from sketches or specifications which clearly depict the desired
product. Typical assignments include:
From electronic schematics, information as to maximum size, and manuals
giving dimensions of standard parts, determines the arrangement and prepares
drawings of printed circuit boards.
From precedents, drafting standards, and established practices, prepares final
construction drawings for floodgates, navigation locks, dams, bridges, culverts,
levees, channel excavations, dikes, and berms; prepares boring profiles, typical
cross-sections, and land profiles; and delineates related topographical details as
required.
Prepares final drawings for street paving and widening or for water and sewer
lines having complex trunk lines; reduces field notes and calculates true grades.
From engineering designs, lays out plan, profile and detail appurtenances
required; notifies supervisor of conflicting details in design.
From a layout and manual references, prepares several views of a simple gear
system. Obtains dimensions and tolerances from manuals and by measuring the
layout.
Draws base and elevation views, sections, and details of new bridges or other
structures; revises complete sets of roadway drawings for highway construction
projects; or prepares block maps, indicating water and sewage line locations.
Prepares and revises detail and design drawings for such projects as the
construction and installation of electrical or electronic equipment, plant wiring,
and the manufacture and assembly of printed circuit boards. Drawings typically
include details of mountings, frames, guards, or other accessories; conduit
layouts; or wiring diagrams indicating transformer sizes, conduit locations and
mountings.
Drafter Ill
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 formulas to draw land contours or to compute weights, center of gravity,
load capacities, dimensions, quantities of material, etc. Worlcs from sketches, models, and
verbal information supplied by an engineer, architect, or designer to determine the most
appropriate views, detail drawings, and supplementary information needed to complete
assignments. Selects required information from precedents, manufacturers' catalogs, and
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Note:
Excludes drafters performing worlc 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.
Drafter IV
Worlcs closely with design originators, preparing drawings of unusual, complex, or
original designs which require a high degree of precision. Performs unusually difficult
assignments requiring considerable initiative, resourcefulness, and drafting expertise.
Assures that anticipated problems in manufacture, assembly, installation, and operation
are resolved by the drawings produced Exercises independent judgment in selecting and
interpreting data based on a knowledge of the design intent. Although worlcing primarily
as a drafter, may occasionally interpret general designs prepared by others to complete
minor details. May provide advice and guidance to lower level drafters or serve as
coordinator and planner for large and complex drafting projects.
ENGINEERING TECHNICIAN
(371: Engineering technologist and technicians)
To be covered by these definitions, employees must meet all of the following criteria:
B- 30
1.
Provides semiprofessional technical support for engineers working in such areas
as research, design, development, testing, or manufacturing process improvement.
2.
Work pertains to electrical, electronic, or mechanical components or equipment.
3.
Required to have some practical knowledge of science or engineering; some
positions may also require a practical knowledge of mathematics or computer
science.
Gathers and maintains specified records of engineering data such as tests,
drawings, etc.; performs computations by substituting numbers in specified
formulas; plots data and draws simple curves and graphs.
Engineering Technician II
Included are worlcers who prepare design drawings and assist with the design, evaluation,
and/or modification of machinery and equipment.
Excluded are:
a.
Production and maintenance worlcers, including worlcers engaged in calibrating,
repairing, or maintaining electronic equipment (see Maintenance Electronics
Technician);
b.
Model makers and other craft worlcers;
c.
Quality control technicians and testers;
d.
Chemical and other nonengineering laboratory technicians;
e.
Civil engineering technicians and drafters;
f.
Positions (below level I) which are limited to simple tasks such as: Measuring items
or regular shapes with a caliper and computing cross-sectional areas; identifying,
weighing, and marking easy-to identify items; or recording simple instrument
readings at specified intervals; and
Performs standardized or prescribed assignments involving a sequence of related
operations. Follows standard worlc methods on recurring assignments but receives explicit
instructions on unfamiliar assignments. May become familiar with the operation and
design of equipment and with maintenance procedures and standards. Technical adequacy
of routine worlc is reviewed on completion; nonroutine work may also be reviewed in
progress. Performs at this level one or a combination of such typical duties as:
Following specific instructions, assembles or constructs simple or standard
equipment or parts; may service or repair simple instruments or equipment;
Conducts a variety of tests using established methods. Prepares test specimens,
adjusts and operates equipment, and records test data, pointing out deviations
resulting from equipment malfunction or observational errors.
Extracts engineering data from various prescribed but nonstandardized sources;
processes the data following well-defined methods including elementary algebra
and geometry; presents the data in prescribed form.
Engineering Technician Ill
g.
Engineers required to apply a professional knowledge of engineering theory and
principles.
Performs assignments that are not completely standardized or prescribed. Selects or
adapts standard procedures or equipment, using precedents that are not fully applicable.
Receives initial instruction, equipment requirements, and advice from supervisor or
engineer as needed; performs recurring work independently; work is reviewed for
technical adequacy or conformity with instructions. Performs at this level one or a
combination of such typical duties as:
Engineering Technician I
Constructs components, subunits, or simple models and adapts standard
equipment. May troubleshoot and correct malfunctions requiring simple
solutions.
Performs simple routine tasks under close superv1S1on or from detailed procedures.
Work is checked in progress or on completion. Performs one or a combination of such
typical duties as:
Follows specific layout and scientific diagrams to construct and package simple
devices and subunits of equipment.
Assembles or installs equipment or parts requiring simple wiring, soldering, or
connecting.
Conducts various tests or experiments which may require minor modifications
in test setups or procedures as well as subjective judgments in measurement;
selects, sets up, and operates standard test equipment and records test data.
Performs simple or routine tasks or tests such as tensile or hardness tests;
operates and adjusts simple test equipment; records test data.
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B- 31
Extracts and compiles a variety of engineering data from field notes, manuals,
lab reports, etc.; processes data, identifying errors or inconsistencies; selects
methods of data presentation.
outlines objectives, requirements, and design approaches; completed work is reviewed for
technical adequacy and satisfaction of requirements. May train and be assisted by lower
level technicians. Performs at this level one or a combination of such typical duties as:
Assists in design modification by compiling data related to designs,
specifications, and materials which are pertinent to specific items of equipment
or component parts. Develops information concerning previous operational
failures and modifications.
Uses judgment and initiative to recognize
inconsistencies or gaps in data and seek sources to clarify information.
Designs, develops, and constructs major units, devices, or equipment; conducts
tests or experiments; analyzes results and redesigns or modifies equipment to
improve performance; and reports results.
From general guidelines and specifications (e.g., size or weight requirements),
develops designs for equipment without critical perfonnance requirements
which are difficult to satisfy such as engine parts, research instruments, or
special purpose circuitry. Analyzes technical data to determine applicability to
design problems; selects from several possible design layouts; calculates design
data; and prepares layouts, detailed specifications, parts lists, estimates,
procedures, etc. May check and analyze drawings or equipment to determine
adequacy of drawings and design.
Engineering Technician IV
Performs nonroutine assignments of substantial variety and complexity, using
operational precedents which are not fully applicable. Such assignments, which are
typically parts of broader assignments, are screened to eliminate unusual design problems.
May also plan such assignments. Receives technical advice from supervisor or engineer;
worlc is reviewed for technical adequacy (or conformity with instructions). May be
assisted by lower level technicians and have frequent contact with professionals and others
within the establishment. Performs at this level one or a combination of such typical
duties as:
Develops or reviews designs by extracting and analyzing a variety of
engineering data. Applies conventional engineering practices to develop,
prepare, or recommend schematics, designs, specifications, electrical drawings,
and parts lists. Examples of designs include: detailed circuit diagrams;
hardware fittings or test equipment involving a variety of mechanisms;
conventional piping systems; and building site layouts.
Conducts tests or experiments requiring selection and adaptation or modification
of a wide variety of critical test equipment and test procedures; sets up and
operates equipment; records data, measures and records problems of significant
complexity that sometimes require resolution at a higher level; and analyzes data
and prepares test reports.
Plans or assists in planning tests to evaluate equipment performance.
Determines test requirements, equipment modification, and test procedures;
conducts tests using all types of instruments, analyzes and evaluates test results,
and prepares reports on findings and recommendations.
Engineering Technician VI
Independently plans and accomplishes complete projects or studies of broad scope and
complexity. Or serves as an expert in a narrow aspect of a particular field of engineering,
e.g., environmental factors affecting electronic engineering. Complexity of assignments
typically requires considerable creativity and judgment to devise approaches to
accomplish work, resolve design and operational problems, and make decisions in
situations where standard engineering methods, procedures, and techniques may not be
applicable.
Supervisor or professional engineer provides advice on unusual or
controversial problems or policy matters; completed worlc is reviewed for compliance with
overall project objectives. May supervise or train and be assisted by lower level
technicians. Performs, at this level, one or a combination of such typical duties as:
Applies methods outlined by others to limited segments of research and
development projects; constructs experimental or prototype models to meet
engineering requirements; conducts tests or experiments and redesigns as
necessary; and records and evaluates data and reports findings.
Prepares designs and specifications for various complex equipment or systems
(e.g., a heating system in an office building, or new electronic components such
as solid state devices for instrumentation equipment). Plans approach to solve
design problems; conceives and recommends new design techniques; resolves
design problems with contract personnel, and assures compatibility of design
with other parts of the system.
Engineering Technician V
Performs nonroutine and complex assignments involving responsibility for planning and
conducting a complete project of relatively limited scope or a portion of a larger and more
diverse project. Selects and adapts plans, techniques, designs, or layouts. Contacts
personnel in related activities to resolve problems and coordinate the work; reviews,
analyzes, and integrates the technical worlc of others. Supervisor or professional engineer
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Designs and coordinates test set ups and experiments to prove or disprove the
feasibility of preliminary design; uses untried and untested mea$urement
techniques; and improves the performance of the equipment. May advise
equipment users on redesign to solve unique operational deficiencies.
8- 32
Positions are classified into levels on the basis of the following definitions.
Plans approach and conducts various experiments to develop equipment or
systems characterized by (a) difficult performance requirements because of
conflicting attributes such as versatility, size, and ease of operation; or
(b) unusual combination of techniques or components. Arranges for fabrication
of pilot models and determines test procedures and design of special test
equipment.
Engineering Technician, Clvll or
Survey Technician/Construction Inspector I
Performs simple, routine tasks under close supervision or from detailed procedures.
Worlc is checked in progress and on completion. Performs a variety of such typical duties
as:
ENGINEERING TECHNICIAN, CIVIL OR
SURVEY TECHNICIAN/CONSTRUCTION INSPECTOR
Data compilation - compiles engineering data from tests, drawings,
specifications or field notes; performs arithmetic computations by substituting
values in specified formulas; plots data and draws simple curves and graphs.
(1472: Construction inspector)
(3733: Surveying technician)
Testing - conducts simple or repetitive tests on soils, concrete and aggregates;
e.g. sieve analysis, slump tests and moisture content determination.
Provides semiprofessional support to engineers or related professionals engaged in the
planning, design, management, or supervision of the construction (or alteration) of such
structures as buildings, streets and highways, airports, sanitary systems, or flood control
systems. Applies knowledge of the methods, equipment, and techniques of several of the
following support functions:
Surveying - performs routine and established functions such as holding range
poles or rods where special procedures are required or directing the placement
of surveyor's chain or tape and selecting measurement points.
Data compilation and analysis/design and specification - gathering, tabulating
and/or analyzing hydrologic and meteorologic information, quantities of
materials required, traffic patterns, or other engineering data; preparing detailed
site layouts and specifications; and reviewing and analyzing design drawings for
feasibility, performance, safety, durability, and design content.
Testing - measuring the physical characteristics of soil, rock, concrete or other
construction materials to determine methods and quantities required or to
comply with safety and quality standards;
Surveying - measuring or determining distances, elevations, areas, angles, land
boundaries or other features of the earth's surface; or
Constr~tion inspection - makes simple measurements and observations; may
make preliminary recommendations concerning the acceptance of materials or
workmanship in clear-cut situations.
Engineering Technician, Civil or
Survey Technician/Construction Inspector II
Performs standard or prescribed assignments involving a sequence of related operations.
Follows standard worlc methods and receives detailed instructions on unfamiliar
assignments. Technical adequacy of routine work is assessed upon completion;
nonroutine work is reviewed in progress. Performs a variety of such typical duties as:
Construction inspection and monitoring - performing on-site inspection of
construction projects to determine conformance with contract specifications and
building codes. Levels V and VI include positions responsible for monitoring
and controlling construction projects.
Data compilation and analysis - compiles and examines a variety of data
required by engineers for project planning (e.g., hydrologic and sedimentation
data; earthworlc quantities), applying simple algebraic or geometric formulas.
Testing - conducts a variety of standard tests on soils, concrete and aggregates,
e.g., determines the liquid and plastic limits of soils or the flexural and
compressive strength, air content and elasticity of concrete. Examines test
results and explains unusual findings.
Excluded are building, electrical, and mechanical inspectors; construction, maintenance,
and craft workers; chemical or other physical science technicians; engineers required to
apply professional rather than technical knowledge of engineering to their worlc; and
technicians not primarily concerned with civil or construction engineering.
Surveying - applies specialized knowledge, skills or judgment to a varied and
complex sequence of standard operations, e.g., surveys small land areas using
rod, tape and hand level to estimate volume to be excavated; or records data
requiring numerous calculations.
Also excluded are technicians below level I whose work is limited to very simple and
routine tasks, such as identifying, weighing and marking easy-to-identify items or
recording simple instrument readings at specified intervals.
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Federal Reserve Bank of St. Louis
B-33
Construction inspection - Applies a variety of techniques in inspecting less
complex projects, e.g., the quality, quantity, and placement of gravel for road
construction; excavations; and concrete footings for structures. Determines
compliance with plans and specifications. May assist in inspecting more
complex projects.
Engineering Technician, Clvll or
Survey Technician/Construction Inspector Ill
Engineering Technician, Clvll or
Survey Technician/Construction Inspector IV
Plans and performs nonroutine assignments of substantial variety and complexity.
Selects appropriate guidelines to resolve problems which are not fully covered by
precedents. Petforms recurring work independently, receiving technical advice as needed.
Petforms a variety of such typical duties as:
Design and specification - prepares site layouts for projects from such
information as design criteria, soil conditions, existing buildings, topography
and survey data; sketches plans for grading sites; and makes preliminary cost
estimates from established unit prices. OR Reviews and develops plans,
specifications, and cost estimates for standard modifications to the interior
system (e.g. electrical) of a small, conventional building.
Performs assignments which include nonstandard applications, analyses or tests; or the
use of complex instruments. Selects or adapts standard procedures using fully applicable
precedents. Receives initial instructions, requirements and advice as needed; performs
recurring work independently. Work is reviewed for technical adequacy and conformance
with instructions. Performs a variety of such typical duties as:
Data compilation and analysis - applies knowledge and judgment in selecting
sources, evaluating data and adapting methods, e.g., computes, from file notes,
quantities of materials required for roads which include retaining walls and
culverts; plots profiles, cross sections and drainage areas for a small earthwork
dam.
Testing - conducts tests which require the selection and substantial modification
of equipment and procedures. Recognizes and interprets subtle, i.e., fluctuating,
test reactions.
Surveying - makes exacting measurements under difficult conditions e.g., leads
detached observing unit on surveys involving unusually heavy urban, rail or
highway traffic; serves as party chief on conventional construction, property,
topographical, hydrographic or geodetic surveys. Excluded are party chiefs
responsible for unusually difficult or complex surveys.
Design and specification - assists in preparing plans and layouts for modifying
specific structures, systems, or components by compiling pertinent design,
specifications, and survey data. From detailed notes and instructions, prepares
simple sketches or drawings for excavation, embankment, or structures to assist
survey team in staking out worlc and in computing quantities.
Construction inspection - performs inspections for a variety of complete projects
of limited size and complexity or a phase of a larger project, e.g., conventional
one or two story concrete and steel buildings; parlc and forest road construction
limited to clearing, grading and drainage. Interprets plans and specifications,
resolves differences between plans and specifications, and approves minor
deviations in methods which conform to established precedents.
Testing - conducts tests for which established procedures and equipment require
either adaptation or the construction of auxiliary devices. Uses judgment to
interpret precise test results.
Surveying - uses a variety of complex instruments to measure angles and
elevations, applying judgment and skill in selecting and describing field
information. Assignments include: recording complete and detailed descriptive
data and providing sketches of relief, drainage and culture; or running short
traverse lines from specified points along unobstructed routes.
Construction inspection - independently inspects standard procedures, items or
operations of limited difficulty, e.g., slope, embankment, grading, moisture
content, earthworlc compaction, concrete forms, reinforcing rods or simple
batching and placement of concrete on road construction.
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Engineering Technician, Clvll or
Survey Technician/Construction Inspector V
Petforms nonroutine and complex assignments involving responsibility for planning and
conducting a complete project of limited scope or a portion of a larger, more complex
project. Selects and adapts techniques, designs, or layouts. Reviews, analyzes and
interprets the technical work of others. Completed work is reviewed for technical
adequacy. Recommendations for major changes or costly alterations to basic designs are
approved by supervisor. Performs a variety of such typical duties as:
B- 34
Design and specification - prepares plans and specifications for major projects
such as roads and airport runways, bridge spans, highway structures, or
electrical distribution systems.
Applies established engineering practice;
calculates dimensions, elevations, and quantities; and selects and adapts
precedents to meet specific requirements. Applies applicable standards and
guidelines in resolving design problems; refers difficult or novel requirements to
supervisor.
Construction inspection - Inspects projects of unusual difficulty and complexity,
e.g., large multi-story hospitals or laboratories which include sophisticated
electrical and mechanical equipment; airport runways for jet aircraft with
exacting requirements. Independently interprets plans and specifications to
resolve complex construction problems.
Construction monitoring - Monitors progress of specialized phases of
construction projects. For example, develops or revises specifications for
clearing land for excavation; and building access roads, utilities, construction
offices, testing facilities, and maintenance and storage facilities.
OR
Investigates prospective contractor's capabilities, operating methods, and
equipment; or reviews contractor's cost estimates and operating reports for use
in computing periodic payments.
Protective Service
CORRECTIONS OFFICER
(5133: Correctional institution officer)
Maintains order among inmates in a State prison or local jail. Performs routine duties in
accordance with established policies, regulations, and procedures to guard and supervise
inmates in cells, at meals, during recreation, and on worlc assignments. May, if necessary,
employ weapons or force to maintain discipline and order. Typical duties include: Taking
periodic inmate counts; searching inmates and cells for contraband articles; inspecting
locks, window bars, grills, doors, and grates for tampering; aiding in prevention of escapes
and taking part in searches for escaped inmates; and escorting inmates to and from
different areas for questioning, medical treatment, worlc, and meals. May act as outside or
wall guard, usually on rotation.
Excluded are:
a.
Worlcers receiving on-the-job training in basic correctional officer activities; and
b.
Positions responsible for providing counselling or rehabilitation services to inmates.
FIREFIGHTER
Engineering Technician, Clvll or
Survey Technician/Construction Inspector VI
Independently plans and accomplishes complete conventional projects or serves as an
expert in a narrow aspect of a civil engineering field. Applies creativity and judgment to
plan projects, resolve design problems, and adapt equipment, procedures, or techniques.
Recommendations, plans, designs, and reports are reviewed for general adequacy and
soundness of engineering judgment.
Supervisor provides advice on unusual or
controversial problems or policy matters. May direct or train lower level technicians.
(5123: Firefighting occupation)
As a full-time paid member of the fire department, combats, extinguishes, and prevents
fires and performs rescue operations in structural and airfield environments. Performs
maintenance on own equipment and quarters. Wears protective clothing and breathing
devices; drives fire and crash equipment; and operates a variety of firefighting equipment
such as hoses, extinguishers, ladders and axes. May hold national certification as an
Emergency Medical Technician.
Excluded are:
Design and specification - Develops cost estimates for competitive bidding for a
variety of multiple-use construction projects. Determines the construction
processes involved, along with coordination and scheduling requirements.
Compares types and capacities of construction equipment and calculates detailed
cost estimates. OR Prepares designs and specifications for various utility
systems of complex facilities; resolves design problems by adapting precedents
or developing new design features.
Construction inspection and monitoring - Inspects and monitors progress of
multi-use construction projects typically requiring more than a year for
completion. Uses a knowledge of construction systems, practices, and processes
to determine if projects are progressing according to contract requirements and
organizational policies.
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a.
Fire academy cadets;
b.
Positions receiving additional compensation for driving and operating structural
pumpers and crash vehicles; and
c.
Worlc leaders and supervisors.
POLICE OFFICER, UNIFORMED
(5132: Police and detective, public service)
Enforces laws established for the protection of persons and property, by detaining,
arresting, interrogating, and incarcerating suspected violators, and appearing as a witness
B- 35
at trials.
armed.
Work is performed in uniform or civilian clothes and officers are typically
Excluded are:
reports, lists, calculations, postings, etc.; preparing journal vouchers; or making entries or
adjustments to accounts.
a.
Supeivisory positions;
b.
Criminal investigators;
c.
Police detectives and specialists performing duties above those described for Police
Officer Il;
Levels I and Il require a basic knowledge of routine clerical methods and office
practices and procedures as they relate to the clerical processing and recording of
transactions and accounting information. Levels ill 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.
d.
Positions requiring the operation of an aircraft: and
Clerk, Accounting I
e.
Police academy cadets and positions receiving on-the-job training and experience in
basic police activities.
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 supeivisor all matters not
covered by instructions. Worlc is closely controlled and reviewed in detail for accuracy,
adequacy, and adherence to instructions.
Pollce Officer, Uniformed I
Carries out general and specific assignments from superior officers in accordance with
established rules and procedures. Maintains order, enforces laws and ordinances, and
protects life and property in an assigned patrol district or beat by performing a
combination of such duties as: patrolling a specific area on foot or in a vehicle; directing
traffic; issuing traffic summonses; investigating accidents; apprehending and arresting
suspects; processing prisoners; and protecting scenes of major crimes. May participate
with detectives or investigators in conducting surveillance operations.
Pollce Officer, Uniformed II
In addition to the basic police duties described at level I, receives additional
compensation to specialize in one or more activities, such as: canine patrol; special
reaction teams (e.g., special weapons assault team, special operations reaction team);
juvenile cases; hostage negotiations; and participating in investigations (e.g., stakeout,
suiveillance) or other enfoICement activities requiring specialized training and skills.
Clerical
CLERK, ACCOUNTING
(4712: Bookkeeper and accounting and auditing clerlc)
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 of
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Clerk, Accounting II
Performs one or more routine accounting clerical operations, such as: exammmg,
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 detailed accounting procedures. Completed work is
reviewed for accuracy and compliance with procedures.
Clerk, Accounting Ill
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 procedures and techniques. Detailed instructions are provided for
difficult or unusual assignments. Completed work and methods used are reviewed for
technical accuracy.
B- 36
Clerk, Accounting IV
Clerk, General I
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 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 processing 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 assignments 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.
Follows a few clearly detailed procedures in performing simple repetitive tasks in the
same sequence, such as filing precoded documents in a chronological file or operating
office equipment, e.g., mimeograph, photocopy, addressograph or mailing machine.
Note:
Excluded from level N are positions responsible for maintaining either a
general ledger or a general ledger in combination with subsidiary accounts.
CLERK,GENERAL
(463: General office occupation)
Performs a combination of clerical tasks to support office, business, or administrative
operations, such as: maintaining records; receiving, preparing, or verifying documents;
searching for and compiling information and data; responding to routine requests with
standard answers (by phone, in person, or by correspondence). The work requires a basic
knowledge of proper office procedures. Workers at levels L II, and III follow prescribed
procedures or steps to process paperwork; they may perform other routine office support
work, (e.g., typing, filing, or operating a keyboard controlled data entry device to
transcribe data into a· form suitable for data processing). Workers at level N are also
required to make decisions about the adequacy and content of transactions handled in
addition to following proper procedures.
Clerical work is controlled (e.g., through spot checks, complete review, or subsequent
processing) for both quantity and quality. Supervisors (or other employees) are available
to assist and advise clerks on difficult problems and to approve their suggestions for
significant deviations from existing instructions.
Excluded from this definition are: workers whose pay is primarily based on the
performance of a single clerical duty such as typing, stenography, office machine
operation, or filing; and other workers, such as secretaries, messengers, receptionists or
public information specialists who perform general clerical tasks incidental to their
primary duties.
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Clerk, General II
Follows a number of specific procedures in completing several repetitive clerical steps
performed in a prescribed or slightly varied sequence, such as coding and filing
documents in an extensive alphabetical file, simple posting to individual accounts,
opening mail, opening mail through metering machines, and calculating and posting
charges to departmental accounts. Little or no subject-matter knowledge is required, but
the clerk needs to choose the proper procedure for each task.
Clerk, General Ill
Work requires a familiarity with the terminology of the office unit. Selects appropriate
methods from a wide variety of procedures or makes simple adaptations and
inteipretations of a limited number of substantive guides and manuals. The clerical steps
often vary in type or sequence, depending on the task. Recognized problems are referred
to others.
Typical duties include a combination of the following: maintaining time and material
records, talcing inventory of equipment and supplies, answering questions on departmental
services and functions, operating a variety of office machines, posting to various books,
balancing a restricted group of accounts to controlling accounts, and assisting in
preparation of budgetary requests. May oversee work of lower level clerks.
Clerk, General IV
Uses some subject-matter knowledge and judgment to complete assignments consisting
of numerous steps that vary in nature and sequence. Selects from alternative methods and
refers problems not solvable by adapting or inteipreting substantive guides, manuals, or
procedures.
Typical duties include: assisting in a variety of administrative matters; maintaining a
wide variety of financial or other records; verifying statistical reports for accuracy and
completeness; and handling and adjusting complaints. May also direct lower level clerks.
Positions above level N are excluded. Such positions (which may include supervisory
responsibility over lower level clerks) require workers to use a thorough knowledge of an
B- 37
office's worlc and routine to: 1) choose among widely varying methods and procedures to
process complex transactions; and 2) select or devise steps necessary to complete
assignments. Typical jobs covered by this exclusion include administrative assistants,
clerical supervisors, and office managers.
CLERK,ORDER
(4664: Order clerlc)
Receives written or verbal customers' purchase orders for material or merchandise from
customers or sales people. Work typically involves some combination of the following
duties: quoting prices; determining availability of ordered items and suggesting substitutes
when necessary; advising expected delivery date and method of delivery; recording order
and customer information on order sheets; checking order sheets for accuracy and
adequacy of information recorded; ascertaining credit rating of customer; furnishing
customer with acknowledgment of receipt of order; following up to see that order is
delivered by the specified date or to let customer know of a delay in delivery; maintaining
order file; checking shipping invoice against original order. Exclude workers paid on a
commission basis or whose duties include any of the following : receiving orders for
services rather than for material or merchandise; providing customers with consultative
advice using knowledge gained from engineering or extensive technical training;
emphasizing selling skills; handling material or merchandise as an integral part of the job.
Positions are classified into levels according to the following definitions:
Clerk, Order I
Handles orders involving items which have readily identified uses and applications.
May refer to a catalog, manufacturer's manual, or similar document to insure that proper
item is supplied or to verify price of ordered item.
Clerk, Order II
Handles orders that involve making judgments such as choosing which specific product
or material from the establishment's product lines will satisfy the customer's needs, or
determining the price to be quoted when pricing involves more than merely referring to a
price list or making some simple mathematical calculations.
Key Entry Operator I
Worlc 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.
Key Entry Operator II
Worlc requires the application of experience and judgment 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 routine work as described for
level l
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.
PERSONNEL ASSISTANT (Employment)
(4692: Personnel clerlc, except payroll and timekeeper)
Personnel assistants (employment) provide clerical and technical support to personnel
professionals or managers in internal matters relating to recruiting, hiring, transfer, change
in pay status, and termination of employees. At the lower levels, assistants primarily
provide basic information to current and prospective employees, maintain personnel
records and information listings, and prepare and process papers on personnel actions
(hires, transfers, changes in pay, etc.). At the higher levels, assistants may perform limited
aspects of a personnel professional's work, e.g., interviewing candidates, recommending
placements, and preparing personnel reports. Final decisions on personnel actions are
made by personnel professionals or managers. Some assistants may perform a limited
amount of work in other specialties, such as benefits, compensation, or employee
relations. Typing may be required at any level.
Excluded are:
a.
Worlcers who primarily compute and process payrolls or compute and/or respond to
questions on benefits or retirement claims;
b.
Worlcers who receive additional pay primarily for maintaining and safeguarding
personnel record files;
c.
W orlcers whose duties do not require a knowledge of personnel rules and
procedures, such as receptionists, messengers, typists, or stenographers;
d.
Worlcers in positions requiring a bachelor's degree;
KEY ENTRY OPERATOR
(4793: Data entry keyer)
Operates keyboard-controlled data entry device such as keypunch machine or keyoperated magnetic tape or disc encoder to transcribe data into a form suitable for computer
processing. Work requires skill in operating an alphanumeric keyboard and an
understanding of transcribing procedures and relevant data entry equipment.
Positions are classified into levels on the basis of the following definitions:
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Federal Reserve Bank of St. Louis
B- 38
e.
Workers who are primarily compensated for duties outside the employment
specialty, such as benefits, compensation, or employee relations; and
supplied on job applications; may maintain personnel records; and may administer typing
and stenography tests.
f.
Positions above level N. Workers in these excluded positions perform duties which
are similar to level N, but which are more complicated because they include limited
aspects of professional personnel worlc for a variety of conventional and stable
occupations.
Completes routine assignments independently. Detailed guidance is available for
situations which deviate from established precedents. Clerlcs/assistants are relied upon to
alert higher level clerks/assistants or supervisor to such situations. Work may be spot
checked periodically.
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 Ill, which is transitional, both types of worlc are
described. Jobs which match either type of work described at level Ill, or which are
combinations of the two, can be matched.
Personnel Assistant (Employment) I
Performs routine tasks which require a knowledge of personnel procedures and rules,
such as: providing simple employment information and appropriate lists and forms to
applicants or employees on types of jobs being filled, procedures to follow, and where to
obtain additional information; ensuring that the proper forms are completed for name
changes, locator information, applications, etc. and reviewing completed forms for
signatures and proper entries; or maintaining personnel records, contacting appropriate
sources to secure any missing items, and posting items such as dates of promotions,
transfer, and hire, or 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 telephone credit checks on employees. Some receptionist or
other clerical duties may be performed. May be assigned worlc to provide training for a
higher level position.
Detailed rules and procedures are available for all assignments. Guidance and
assistance on unusual questions are available at all times. W orlc is spot checked, often on
a daily basis.
Personnel Assistant (Employment) II
Examines and/or processes personnel action documents using experience in applying
personnel procedures and policies. Ensures that 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. Selects
appropriate precedents, rules, or procedures from a number of alternatives. Responds to
varied questions from applicants, employees, or managers for readily available
information which can be obtained from file material or manuals; responses require skill
to secure cooperation in correcting improperly completed personnel documents or to
explain regulations and procedures. May provide information to managers on availability
of applicants and status of hiring actions; may verify employment dates and places
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Federal Reserve Bank of St. Louis
Personnel Assistant (Employment) Ill
TypeA
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 of sources, often with
short deadlines. Screens applications for obvious rejections. Resolves conflicts in
computer listings or other sources of employee information. Locates lost documents or
reconstructs information 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 appropriate routine follow-up questions. May provide guidance to lower
level clerks. Supervisory review is similar to level II.
AND/OR
TypeB
Performs routine personnel assignments beyond the clerical level, such as: orienting new
employees to 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 for well-defined positions, rejecting those who do not qualify for
available openings for clear cut reasons, refening 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 worlc may be checked occasionally.
Personnel Assistant (Employment) IV
Performs work in support of personnel professionals which requires a good worlcing
knowledge of personnel procedures, guides, and precedents.
In representative
assignments: 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 post-placement or exit interviews to identify job adjustment
problems or reasons for leaving the organization; 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; and requisitions applicants through employment
B-39
agencies for clerical or blue-collar jobs. At this level, assistants typically have a range of
personal contacts within and outside the organization and with applicants, and must be
tactful and articulate. May perform some clerical worlc in addition to the above duties.
Supervisor reviews completed work against stated objectives.
SECRETARY
(4622: Secretary)
Provides principal secretarial support in an office, usually to one individual, and, in
some cases, also to the subordinate staff of that individual. Maintains a close and highly
responsive relationship to the day-to-day activities of the supervisor and staff. Worlcs
fairly independently receiving a minimum of detailed supervision and guidance. Performs
varied clerical and secretarial duties requiring a knowledge of office routine and an
understanding of the organization, programs, and procedures related to the worlc of the
office.
·
Exclusions. Not all positions titled "secretary" possess the above characteristics.
Examples of positions which are excluded from the definition are as follows:
a.
Oerks or secretaries worlcing under the direction of secretaries or administrative
assistants as described in e;
b.
Stenographers not fully performing secretarial duties;
c.
Stenographers or secretaries assigned to two or more professional, technical, or
managerial persons of equivalent rank;
d.
Assistants or secretaries performing any kind of technical worlc, e.g., personnel,
accounting, or legal wodc;
e.
Administrative assistants or supervisors performing duties which are more difficult
or more responsible than the secretarial wodc described in LR-1 through LR-4;
f.
Secretaries receiving additional pay primarily for maintaining confidentiality of
payroll records or other sensitive information;
g.
Secretaries performing routine receptionist, typing, and filing duties following
detailed instructions and guidelines; these duties are less responsible than those
described in LR-1 below; and
h.
Trainees.
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Federal Reserve Bank of St. Louis
Classlflcatlon by level
Secretary jobs which meet the required characteristics are matched at one of five levels
according to two factors: (a) level of the secretary's supervisor within the overall
organizational structure, and (b) level of the secretary's responsibility. The table following
the explanations of these factors indicates the level of the secretary for each combination
of factors.
Level of secretary's supervisor (LS}
Secretaries should be matched at one of the three LS levels below best describing the
organization of the secretary's supervisor.
LS-1
Organizational structure is not complex and internal procedures and
administrative controls are simple and informal; supervisor directs staff through
face-to-face meetings.
LS-2
Organizational structure is complex and is divided into subordinate groups
that usually differ from each other as to subject-matter,function, etc.; supervisor
usually directs staff through intermediate supervisors; and internal procedures
and administrative controls are formal. An entire organization (e.g., division,
subsidiary, or parent organization) may contain a variety of subordinate groups
which meet the LS-2 definition. Therefore, it is not unusual for one LS-2
supervisor to report to another LS-2 supervisor.
The presence of subordinate supervisors does not by itself mean LS-2 applies,
e.g., a clerical processing organization divided into several units, each
performing very similar wodc is placed in LS-1.
In smaller organizations or industries such as retail trade, with relatively few
organizational levels, the supervisor may have an impact on the policies and
major programs of the entire organization, and may deal with important outside
contacts, as described in LS-3.
LS-3
B- 40
Organizational structure is divided into two or more subordinate supervisory
levels (of which at least one is a managerial level) with several subdivisions at
each level. Executive's program(s) are usually inter-locked on a direct and
continuing basis with other major organizational segments, requiring constant
attention to extensive formal coordination, clearances, and procedural controls.
Executive typically has: financial decision making authority for assigned
program(s); considerable impact on the entire organization's financial position
staff member, or other offices. May prepare and sign routine, non-technical
correspondence in own or supervisor's name.
or public image; and responsibility for, or has staff specialists in, such areas as
personnel and administration for assigned organization. Executive plays an
important role in determining the policies and major programs of the entire
organization, and spends considerable time dealing with outside parties actively
interested in assigned program(s) and current or controversial issues.
b. Schedules tentative appointments without prior clearance.
Makes
arrangements for conferences and meetings and assembles established
background materials, as directed. May attend meetings and record and
report on the proceedings.
Level of secretary's responsibility (LR)
This factor evaluates the nature of the worlc relationship between the secretary and the
supervisor or staff, and the extent to which the secretary is expected to exercise initiative
and judgment. Secretaries should be matched at the level best describing their level of
responsibility. When the position's duties span more than one LR level, the introductory
paragraph at the beginning of each LR level should be used to determine which of the
levels best matches the position. (Typically, secretaries performing at the higher levels of
responsibility also perform duties described at the lower levels.)
c. Reviews outgoing materials and correspondence for internal consistency and
conformance with supervisor's procedures; assures that proper clearances
have been obtained, when needed.
Carries out recu"ing office procedures independently. Selects the guideline
or reference which fits the specific case. Supervisor provides specific
instructions on new assignments and checks completed worlc for accuracy.
Performs varied duties including or comparable to the following:
e. Explains to subordinate staff supervisor's requirements concerning office
procedures. Coordinates personnel and administrative forms for the office
and forwards for proce~.ffllg.
LR-1
d. Collects information from the files or staff for routine inquires on office
program(s) or periodic reports. Refers nonroutine requests to supervisor or
staff.
LR-3
a. Responds to routine telephone requests which have standard answers; refers
calls and visitors to appropriate staff. Controls mail and assures timely staff
response; may send form letters.
b. As instructed, maintains supervisor's calendar, makes appointments, and
arranges for meeting rooms.
a. Based on a knowledge of the supervisor's views, composes correspondence
on own initiative about administrative matters and general office policies for
supervisor's approval.
c. Reviews materials prepared for supervisor's approval for typographical
accuracy and proper format.
LR-2
Uses greater judgment and initiative to determine the approach or action to
take in nonroutine situations. Interprets and adapts guidelines, including
unwritten policies, precedents, and practices, which are not always completely
applicable to changing situations. Duties include or are comparable to the
following:
d. Maintains recurring internal reports, such as: time and leave records, office
equipment listings, correspondence controls, training plans, etc.
b. Anticipates and prepares materials needed by the supervisor for conferences,
correspondence, appointments, meetings, telephone calls, etc., and informs
supervisor on matters to be considered.
e. Requisitions supplies, printing, maintenance, or other services. Types, takes
and transcribes dictation, and establishes and maintains office files.
c. Reads publications, regulations, and directives and takes action or refers
those that are important to the supervisor and staff.
Handles differing situations, problems, and deviations in the work of the
office according to the supervisor's general instructions, priorities, duties,
policies, and program goals. Supervisor may assist secretary with special
assignments. Duties include or are comparable to the following:
d. Prepares special or one-time reports, summaries, or replies to inquires,
selecting relevant information from a variety of sources such as reports,
documents, correspondence, other offices, etc., under general direction.
a.
e. Advises secretaries in subordinate offices on new procedures; requests
information needed from the subordinate office(s) for periodic or special
conferences, reports, inquires, etc. Shifts clerical staff to accommodate
work load needs.
Screens telephone calls, visitors, and incoming correspondence; personally
responds to requests for information concerning office procedures;
determines which requests should be handled by the supervisor, appropriate
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Federal Reserve Bank of St. Louis
B- 41
LR-4
Handles a wide variety of situations and conflicts involving the clerical or
administrative functions of the office which often cannot be brought to the
attention of the executive. The executive sets the overall objectives of the worlc.
Secretary may participate in developing the worlc deadlines. Duties include or
are comparable to the following:
Member of Congress, presidents of national unions or large national or
international firms, etc.) in unique situations. These officials may be
relatively inaccessible, and each contact typically must be handled
differently, using judgment and discretion.
Criteria for matching secretaries by level
a. Composes correspondence requiring some understanding of technical
matters; may sign for executive when technical or policy content has been
authorized
Level of
secretary's
supervisor
b. Notes commitments made by executive during meetings and arranges for
staff implementation. On own initiative, arranges for staff member to
represent organization at conferences and meetings, establishes appointment
priorities, or reschedules or refuses appointments or invitations.
c. Reads outgoing correspondence for executive's approval and alerts writers to
any conflict with the file or departure from policies or executive's
viewpoints; gives advice to resolve the problems.
LS-1
LS-2
LS-3
Level of secretary's responsibility
LR-1
LR-2
LR-3
LR-4
I*
I*
I*
II
ill
IV
ill
IV
V
IV
V
V
*Regardless of LS level.
SWITCHBOARD OPERATOR-RECEPTIONIST
(4645: Receptionist)
d. Summarizes the content of incoming materials, specially gathered
information, or meetings to assist executive; coordinates the new
information with background office sources; draws attention to important
parts or conflicts.
e. In the executive's absence, ensures that requests for action or information
are relayed to the appropriate staff member; as needed, interprets request
and helps implement action; makes sure that information is furnished in
timely manner; decides whether executive should be notified of important or
emergency matters.
Operates a single-position telephone switchboard or console, used with a private branch
exchange (PBX) system to relay incoming, outgoing, and intrasystem calls and acts as a
receptionist greeting visitors, determining nature of visits and directing visitors to
appropriate persons. Work may also involve other duties such as recording and
transmitting messages; keeping records of calls placed; providing information to callers
and visitors; making appointments; keeping a log of visitors; and issuing visitor passes.
May also type and perform other routine clerical work, usually while at the switchboard or
console, which may occupy the major portion of the worlcer's time.
WORD PROCESSOR
Exclude secretaries performing any of the following duties:
a. Acts as office manager for the executive's organization, e.g., determines
when new procedures are needed for changing situations and devises and
implements alternatives; revises or clarifies procedures to eliminate conflict
or duplication; identifies and resolves various problems that affect the
orderly flow of work in transactions with parties outside the organization.
b. Prepares agenda for conferences; explains discussion topics to participants;
drafts introductions and develops background information and prepares
outlines for executive or staff member(s) to use in writing speeches.
(4624: Typist)
Uses automated systems, such as word processing equipment, or personal computers or
work stations linked to a larger computer or local area network, to produce a variety of
documents, such as correspondence, memos, publications, forms, reports, tables and
graphs. Uses one or more word processing software packages. May also perform routine
clerical tasks, such as operating copiers, filing, answering telephones, and sorting and
distributing mail.
Excluded are:
a.
c. Advises individuals outside the organization on the executive's views on
major policies or current issues facing the organization; contacts or responds
to contacts from high-ranking outside officials (e.g., city or State officials,
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Federal Reserve Bank of St. Louis
B- 42
Typists using automatic or manual typewriters with limited or no text-editing
capabilities; worlcers in these positions are not typically required to use word
processing software packages;
b.
Key entry operators, accounting clerks, inventory control clerks, sales clerks, supply
clerlcs, and other clerlcs who may use automated word processing equipment for
purposes other than typing composition; and
Maintenance and Toolroom
GENERAL MAINTENANCE WORKER
(6179: Mechanic and repairer, not elsewhere classified)
c.
Positions requiring subject-matter knowledge to prepare and edit text using
automated word processing equipment.
Word Processor I
Produces a variety of standard documents, such as correspondence, form letters, reports,
tables and other printed materials. W orlc requires skill in typing; a knowledge of
grammar, punctuation, and spelling; and ability to use reference guides and equipment
manuals. Performs familiar, routine assignments following standard procedures. Seeks
further instructions for assignments requiring deviations from established procedures.
Performs general maintenance and repair of equipment and buildings requiring practical
skill and knowledge (but not proficiency) in such trades as painting, caipentry, plumbing,
masonry, and electrical work. Worlc involves a variety of the following duties: Replacing
electrical receptacles, switches, fixtures, wires, and motors; using plaster or compound to
patch minor holes and cracks in walls and ceilings; repairing or replacing sinks, water
coolers, and toilets; painting structures and equipment; repairing or replacing concrete
floors, steps, and sidewalks; replacing damaged panelling and floor tiles; hanging doors
and installing door locks; replacing broken window panes; and performing general
maintenance on equipment and machinery.
Excluded are:
Word Processor II
a.
Craft worlcers included in a formal apprenticeship or progression program based on
training and experience;
b.
Skilled craft worlcers required to demonstrate proficiency in one or more _trades; and
Editing and reformatting written or electronic drafts. Examples include:
Correcting function codes; adjusting spacing and formatting; and standardizing
headings, margins, and indentations.
c.
Worlcers performing simple maintenance duties not requiring practical skill and
knowledge of a trade (e.g., changing light bulbs and replacing faucet washers).
Transcribing scientific reports, lab analyses, legal proceedings, or similar
material from voice tapes or handwritten drafts. Work requires knowledge of
specialized, technical, or scientific terminology.
(615: Electrical and electronic equipment repairer)
(6432: Electrician)
Uses a knowledge of varied and advanced functions of one software type, a knowledge
of varied functions of different types of software, or a knowledge of specialized or
technical terminology to perform such typical duties as:
MAINTENANCE ELECTRICIAN
Work requires familiarity with office terminology and practices; incumbent corrects
copy and questions originator of document concerning missing information, improper
formatting, or discrepancies in instructions. Supervisor sets priorities and deadlines on
continuing assignments, furnishes general instructions for recurring work, and provides
specific instructions for new or unique projects. May lead lower level word processors.
Word Processor Ill
Requires both a comprehensive knowledge of word processing software applications
and office practices and a high degree of skill in applying software functions to prepare
complex and detailed documents. For example, processes complex and lengthy technical
reports which include tables, graphs, charts, or multiple columns. Uses either different
word processing packages or many different style macros or special command functions.
Independently completes assignments and resolves problems.
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Performs a variety of electrical trade functions such as the installation, maintenance, or
repair of equipment for the generation, distribution, or utilization of electric energy. Worlc
involves most of the following: installing or repairing any of a variety of electrical
equipment such as generators, transformers, switchboards, controllers, circuit breakers,
motors, heating units, conduit systems, or other transmission equipment; worlcing from
blueprints, drawings, layouts, or other specifications; locating and diagnosing trouble in
the electrical system or equipment; working standard computations relating to load
requirements of wiring or electrical equipment; and using a variety of electrician's
handtools and measuring and testing instruments. In general, the worlc of the maintenance
electrician requires rounded training and experience usually acquired through a formal
apprenticeship or equivalent training and experience.
MAINTENANCE ELECTRONICS TECHNICIAN
Maintains, repairs, and installs various types of electronic equipment and related devices
B-43
such as electronic transmitting and receiving equipment (e.g., radar, radio, television,
telecommunication, sonar, and navigational aids); personal and mainframe computers and
terminals; industrial, medical, measuring, and controlling equipment; satellite equipment;
and industrial robotic devices. Applies technical knowledge of electronics principles in
determining equipment malfunctions, and applies skill in restoring equipment operations.
Excluded are:
a.
Repairers of such standard electronic equipment as household radio and television
sets, and common office machines and telecommunication equipment such as
typewriters, calculators, facsimile machines, telephones, and telephone answering
machines;
b.
c.
Production assem biers and testers;
Workers primarily responsible for servicing electronic test instruments; and
d.
Workers providing technical support for engineers working in such areas as
research, design, development, testing, or manufacturing process improvement (see
Engineering Technician).
Maintenance Electronlcs Technician I
Applies technical knowledge to perform simple or routine tasks following detailed
instructions. Performs such tasks as replacing components and wiring circuits; repairing
simple electronic equipment; and taking test readings using common instruments such as
digital multimeters, signal generators, semiconductor testers, curve tracers, and
oscilloscopes.
Receives technical guidance, as required, from supervisor or higher level technician.
Work is spot-checked for accuracy.
Maintenance Electronics Technician Ill
Applies advanced technical knowledge to solve unusually complex problems that
typically cannot be solved solely by referencing manufacturers' manuals or similar
· documents. Examples of such problems include determining the location and density of
circuitry, evaluating electromagnetic radiation, isolating malfunctions, and incorporating
engineering changes.
W orlc typically requires a detailed understanding of the interrelationships of circuits.
Exercises independent judgment in performing such tasks as making circuit analyses,
calculating wave forms, and tracing relationships in signal flow. Uses complex test
instruments such as high frequency pulse generators, frequency synthesizers, distortion
analyzers, and complex computer control equipment.
Worlc may be reviewed by supervisor for general compliance with accepted practices.
May provide technical guidance to lower level technicians.
MAINTENANCE MACHINIST
(613: Industrial machinery repairer)
Produces replacement parts and new parts in making repairs of metal parts of
mechanical equipment. Work involves most of the following: inteq>reting written
instructions and specifications; planning and laying out of worlc; using a variety of
machinist's handtools and precision measuring instruments; setting up and operating
standard machine tools; shaping of metal parts to close tolerances; making standard shop
computations relating to dimensions of worlc, tooling, feeds, and speeds of machining;
knowledge of the working properties of the common metals; selecting standard materials,
parts, and equipment required for this work; and fitting and assembling parts into
mechanical equipment. In general, the machinist's worlc normally requires a rounded
training in machine-shop practice usually acquired through a formal apprenticeship or
equivalent training and experience.
Maintenance Electronics Technician II
MAINTENANCE MECHANIC, MACHINERY
Applies comprehensive technical knowledge to solve complex problems by inteq>reting
manufacturers' manuals or similar documents. Work requires familiarity with the
interrelationships of circuits and judgment in planning worlc sequence and in selecting
tools and testing instruments.
Receives technical guidance, as required, from supervisor or higher level technician, and
worlc is reviewed for compliance with accepted practices. May provide technical guidance
to lower level technicians.
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Federal Reserve Bank of St. Louis
(613: Industrial machinery repairer)
Repairs machinery or mechanical equipment. Work involves most of the following:
examining machines and mechanical equipment to diagnose source of trouble; dismantling
or partly dismantling machines and performing repairs that mainly involve the use of
handtools in scraping and fitting parts; replacing broken or defective parts with items
obtained from stock; ordering the production of a replacement part by a machine shop or
sending the machine to a machine shop for major repairs; preparing written specifications
B-44
for major repairs or for the production of parts ordered from machine shops; reassembling
machines; and making all necessary adjustments for operation. In general, the work of a
machinery maintenance mechanic requires rounded training and experience usually
acquired through a formal apprenticeship or equivalent training and experience. Excluded
from this classification are workers whose primary duties involve setting up or adjusting
machines.
to complete task; making necessary shop computations; setting up and operating various
machine tools and related equipment; using various tool and die maker's handtools and
precision measuring instruments; working to very close tolerances; heat-treating metal
parts and finished tools and dies to achieve required qualities; fitting and assembling parts
to prescribed tolerances and allowances. In general, the tool and die maker's work
requires rounded training in machine-shop and toolroom practice usually acquired through
formal apprenticeship or equivalent training and experience.
MAINTENANCE MECHANIC, MOTOR VEHICLE
Repairs, rebuilds, or ovemauls major assemblies of internal combustion automobiles,
buses, trucks, or tractors. Work involves most of the following: Diagnosing the souICe of
trouble and determining the extent of repairs required; replacing worn or broken parts such
as piston rings, bearings, or other engine parts; grinding and adjusting valves; rebuilding
carburetors; ovemauling transmissions; and repairing fuel injection, lighting, and ignition
systems. In general, the work of the motor vehicle mechanic requires rounded training
and experience usually acquired through a formal apprenticeship or equivalent training
and experience.
This classification does not include mechanics who repair customers' vehicles or who
only perform minor repair and tuneup of motor vehicles. It does, however, include fully
qualified journeymen mechanics even though most of their time may be spent on minor
repairs and tuneups.
For cross-industry wage study puiposes, this classification does not include tool and die
makers who (1) are employed in tool and die jobbing shops or (2) produce forging dies
(die sinkers).
Material Movement and Custodial
FORKLIFT OPERATOR
(8318: Industrial truck and tractor equipment operator)
Operates a manually controlled gasoline, electric or liquid propane gas powered forklift
to transport goods and materials of all kinds about a warehouse, manufacturing plant, or
other establishment.
GUARD
(5144: Guard and police, except public service)
MAINTENANCE PIPEFITTER
(645: Plumber, pipefitter, and steamfitter)
Installs or repairs water, steam, gas, or other types of pipe and pipefittings. Work
involves most of the following: laying out work and measuring to locate position of pipe
from drawings or other written specifications; cutting various sizes of pipe to correct
lengths with chisel and hammer or oxyacetylene torch or pipe-cutting machines; threading
pipe with stocks and dies; bending pipe by hand-driven or power-driven machines;
assembling pipe with couplings and fastening pipe to hangers; making standard shop
computations relating to pressures, flow, and size of pipe required; and making standard
tests to determine whether finished pipes meet specifications. In general, the work of the
maintenance pipefitter requires rounded training and experience usually acquired through
a formal apprenticeship or equivalent training and experience. Workers primarily
engaged in installing and repairing building sanitation or heating systems are excluded.
TOOL AND DIE MAKER
Protects property from theft or damage, or persons from hazards or interference. Duties
involve serving at a fixed post, making rounds on foot or by motorized vehicle, or
escorting persons or property. May be deputized to make arrests. May also help visitors
and customers by answering questions and giving directions. May be required to
demonstrate 1) proficiency in the use of firearms and other special weapons and 2)
continuing physical fitness.
Guard I
Carries out instructions primarily oriented toward insuring that emergencies and security
violations are readily discovered and reported to appropriate authority. Intervenes directly
only in situations that require minimal action to safeguard property or persons. Duties
require minimal training.
Guard II
(6811: Tool and die maker)
Constructs and repairs jigs, fixtures, cutting tools, gauges, or metal dies or molds used in
shaping or forming metal or nonmetallic material (e.g., plastic, plaster, rubber, glass).
Work typically involves: planning and laying out work according to models, blueprints,
drawings, or other written or oral specifications; understanding the working properties of
common metals and alloys; selecting appropriate materials, tools, and processes required
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Federal Reserve Bank of St. Louis
Enforces regulations designed to prevent breaches of security. Exercises judgment and
uses discretion in dealing with emergencies and security violations encountered.
Determines whether first response should be to intervene directly (asking for assistance
when deemed necessary and time allows), to keep situation under surveillance, or to report
situation so that it can be handled by appropriate authority. Duties require specialized
training in methods and techniques of protecting security areas.
8- 45
JANITOR
d.
operating a crane or heavy-duty motorized vehicle such as forlclift or truck;
e.
loading and unloading ships (longshore workers); or
f.
traveling on trucks beyond the establishment's physical location to load or unload
merchandise.
(5244: Janitor and cleaner)
Cleans and keeps in an orderly condition factory working areas and washrooms, or
premises of an office, apartment house, or commercial or other establishment. Duties
involve a combination of the following: Sweeping, mopping or scrubbing, and polishing
floors; removing chips, trash, and other refuse; dusting equipment, furniture, or fixtures;
polishing metal fixtures or trimmings; providing supplies and minor maintenance services;
and cleaning lavatories, showers, and restrooms.
Excluded are:
ORDER FILLER
( 4754: Stock and inventory clerk)
Fills shipping or transfer orders for finished goods from stored merchandise in
accordance with specifications on sales slips, customers' orders, or other instructions.
May, in addition to filling orders and indicating items filled or omitted, keep records of
outgoing orders, requisition additional stock or report short supplies to supervisor, and
perform other related duties.
a.
Workers who specialize in window washing;
b.
Housekeeping staff who make beds and change linens as a primary responsibility;
C
Workers required to disassemble and assemble equipment in order to clean
machinery; and
SHIPPING/RECEIVING CLERK
Workers who receive additional compensation to maintain sterile facilities or
equipment.
Performs clerical and physical tasks in connection with shipping goods of the
establishment in which employed and/or receiving incoming shipments. In performing
day-to-day, routine tasks, follows established guidelines. In handling unusual nonroutine
problems, receives specific guidance from supervisor or other officials. May direct and
coordinate the activities of other workers engaged in handling goods to be shipped or
being received.
d.
MATERIAL HANDLING LABORER
(8726: Freight, stock, and material mover, not elsewhere classified)
Performs physical tasks to transport or store materials or merchandise. Duties involve
one or more of the following: manually loading or unloading freight cars, trucks, or other
transporting devices; unpacking, shelving, or placing items in proper storage locations; or
transporting goods by handtruck, cart, or wheelbarrow.
Excluded from this definition are workers whose primary function involves:
a.
participating directly in the production of goods (e.g., moving items from one
production station to another or placing them on or removing them from the
production process);
b.
stocking merchandise for sale;
c.
counting or routing merchandise;
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Federal Reserve Bank of St. Louis
(4753: Traffic, shipping and receiving clerk)
Shipping duties typically involve the following: Verifying that orders are accurately filled
by comparing items and quantities of goods gathered for shipment against documents;
insuring that shipments are properly packaged, identified with shipping information, and
loaded into transporting vehicles; and preparing and keeping records of goods shipped,
e.g., manifests, bills of lading.
Receiving duties typically involve the following: Verifying the correctness of incoming
shipments by comparing items and quantities unloaded against bills of lading, invoices,
manifests, storage receipts, or other records; checking for damaged goods; insuring that
goods are appropriately identified for routing to departments within the establishment; and
preparing and keeping records of goods received.
B-46
TRUCKDRIVER
WAREHOUSE SPECIALIST
(821: Motor vehicle operator)
(4754: Stock and inventory clerk)
Drives a truck within a city or industrial area to transport materials, merchandise,
equipment, or workers between various types of establishments such as: Manufacturing
plants, freight depots, warehouses, wholesale and retail establishments, or between retail
establishments and customers' houses or places of business. May also load or unload
truck with or without helpers, make minor mechanical repairs, and keep truck in good
working order. Routesales and over-the-road drivers are excluded.
As directed, performs a variety of warehousing duties which require an understanding of
the establishment's storage plan. Work involves most of the following: Verifying
materials (or merchandise) against receiving documents, noting and reporting
discrepancies and obvious damages; routing materials to prescribed storage locations;
storing, stacking, or palletizing materials in accordance with prescribed storage methods;
rearranging and taking inventory of stored materials; examining stored materials and
reporting deterioration and damage; removing material from storage and preparing it for
shipment. May operate hand or power trucks in performing warehousing duties.
For wage study purposes, truckdrivers are classified by type and rated capacity of truck,
as follows:
Truckdriver, light truck
(straight truck, under 11/2 tons, usually 4 wheels)
Truckdriver, medium truck
(straight truck, 1 1/2 to 4 tons inclusive, usually 6 wheels)
Truckdriver, heavy truck
(straight truck, over 4 tons, usually 10 wheels)
Truckdriver, tractor-trailer
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Federal Reserve Bank of St. Louis
Exclude workers whose primary duties involve shipping and receiving work (see
Shipping/Receiving Clerk), order filling (see Order Filler), or operating forklifts (see
Forklift Operator).
8-47
Occupational Compensation Survey Summaries
The following areas are surveyed periodically
under contract to the Employment Standards
Administration of the U.S. Department of Labor for
its use_in administering the Service Contract Act of
1965. Reports on the surveys shown below are
available from any of the Bureau's regional offices
while supplies last.
Alaska (statewide)
Alaska-Air Transportation
Albany,GA
Albuquerque, NM
Arkansas-Forestry
Atlantic City, NJ
Austin, TX
Baton Rouge, LA
Biloxi-Gulfport and Pascagoula, MS
Binghamton, NY
Birmingham, AL
Bloomington-Vincennes, IN
Brunswick, GA
Charleston, SC
Cheyenne, WY
Clarksville-Hopkinsville,
TN-KY
Colorado Springs, CO
Columbia-Sumter, SC
Columbus, GA-AL
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Federal Reserve Bank of St. Louis
Columbus, MS
Connecticut (statewide)
Corpus Christi, TX
Deep Sea Freighters
Deep Sea Tankers
Dothan,AL
Duluth, MN-WI
Florence, SC
Fort Wayne, IN
Fresno, CA
Gadsden and Anniston, AL
Goldsboro, NC
Green Bay, WI
Greensboro-Winston-Salem-High
Point,NC
Greenville-Spartanburg, SC
Harrisburg-Lebanon-Carlisle,
PA
Idaho-Forestry & Logging
Joliet, IL
Knoxville, TN
Lorain-Elyria, OH
Lower Eastern Shore, MD-VA-DE
Madison, WI
· Mansfield, OH
Mississippi Forestry
Mobile, AL
Montana (statewide)
Montana-Forestry & Logging
Montgomery, AL
Northwest Texas
Northwestern Florida
Omaha, NE-IA
Orlando,FL
Oregon-Forestry & Logging
Oxnard-Ventura, CA
Pine Bluff, AR
Poughkeepsie-Orange CountyKingston, NY
Providence, RI
Pueblo, CO
Reno,NV
Rio Grande Valley
Salinas-Seaside-Monterey, CA
Savannah, GA
Selma,AL
Shreveport, LA
Southern Missouri
Springfield, IL
Syracuse-Utica-Rome, NY
Toledo, OH
Topeka, KS
Tucson-Douglas, AZ
Upper Peninsula, MI
Vallejo-Fairfield-Napa, CA
Vermont (statewide)
Washington-Forestry & Logging
West Virginia (statewide)
Western Massachusetts
Wichita, KS
Where to Find
Information on
Employment and Unemployment
•
Employment and Earnings:
Monthly periodical containing labor force and
establishment data. National, State, and area
figures on employment, unemployment, hours,
and earnings. Order Employment and Earnings
from Superintendent of Documents, U.S.
Government Printing Office, Washington,
DC. 20402. Includes text, statistical tables, and
technical notes.
Employment Situation News Release:
Copies of this national monthly release reach the
public about a week after the release date. Write:
Inquiries and Correspondence, Bureau of Labor
Statistics, Washington, DC 20212.
Electronic News Release:
Quickest. Accessible electronically immediately
at release time through BLS news release service.
.Write the Office of Publications, Bureau of
Labor Statistics, Washington, DC. 20212, or
call (202) 606-5902.
~~-
!.--- ~~- =:
=·---r
~~~-:.::::··.~=-~~--·:.:.:;
Telephone:
.Quick summary on 24-hour recorded message.
Key numbers, plus other BLS indicators and upcoming release dates. Call (202) 606-STAT.
Machine-Readable Form:
Labor force data from the household survey and
employment, hours, and earnings data from the
establishment survey are available on both computer tape and diskette. For information, write
the Office of Publications, Bureau of Labor
Statistics, Washington, DC. 20212 or
call (202) 606-STAT.
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Federal Reserve Bank of St. Louis
Monthly Labor Review:
Employment and unemloyment statistics included in monthly 53-page summary of BLS data
and in analytical articles. Available from the
Superintendent of Documents, U.S. Government
Printing Office, Washington, DC 20402.
Occupational
Compensation
Surveys
Available
by Subscription
and lndivuidually
-----
Occupational Compensation Surveys may be ordered
individually. A subscription, at $118.00, will bring you
all the surveys published during the following 12
months. A total of 14 7 areas are being surveyed,
32 of these are critical areas.
Bulletin
No.
Area
Anaheim-Santa Ana, CA, Oct 1991 . . . . . . . . . . . . . . . . . . . . .
Appleton-Oshkosh-Neenah, WI, Nov. 1989 ...... ... . .. . .
Atlanta, GA-May 1991 . ... .... . . .. ... . . . . .. . .. . . ... . . . 1.
Agusta, GA-SC, July 1991 . . . . ... .. . . . .... .. ... . .. . .. ...
Austin, TX, Aug. 1990 . . . . . .. . . . . . . . . . . . . . . . . . . . . . .. . . . . . .
Baltimore, MD, Sept 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bergen-Passaic, NJ, Sept 1990 . . . . . . . . . . . . . .. . .. . . . . . . . .
BIIUngs, MT, Oct 1991 ..... .. .... .. ............ .. . . . . •...
Boise City, ID, Sept 1990 . . . . . . . . . . . . . . . . . . . . . . . . • . • • . . . .
Boston, MA, Apr. 1991 . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . .
Bradenton, FL, June 1989... .... . .. ..... . . . . . . .. . . . ... ...
Buffalo, NY, Aug. 1991 ....... . . .. ... . .. . .... .. .... . ... . . .
Champaign-Urbana-Rantoul, IL, Sept 1991 . . . . . . . . . . . . .
Charleston, SC, Nov. 1990 . . . . . .. . . . . .. • . . . . . . . . . . . . . . . . .
Charlotte-Gastonia-Rock Hill, NC-SC, Sept 1991 . . . . . . . .
Chicago, IL, May 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cincinnati, OH-KY-IN, July 1991 . . . . . . . . • . . . . . . . . . . . . . .
Cleveland, OH, Sept 1991 . . . . . . . . . . .. . . . . .. . . .. . . . . . . . . .
Columbus, OH, Nov. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corpus Christi, TX, July 1990 .. .. .. .. .. .. .. .. .. .. . .. .. . .. .
Dallas, TX, Dec. 1991 . . . . .. . . . . . . . . . . .. . . . .. . . . . . . . . . . . .
Danbury, CT, Feb. 1992...... .. .............. ... ...... . ..
Davenport-Rock Island-Moline, IA-IL, Jan. 1992..... ...
Decatur, IL, Sept 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .
Denver, CO, Dec. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Detroit, Ml, Dec. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Elkhart-Goshen, IN, Oct 1991 ...........................
Evansville, IN - KY, Feb. 1992 ........ .. ..... . .... ...... ..
Florence, SC, Jan. 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fresno, CA, Sept 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Galnesville, FL, July 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gary-Hammond, IN, Feb. 1992 ........ .. .......... .. ....
Bulletin
No.
Area
3055-52
3050-43
3060-14
3060-17
3055-26
3060-39
3055-37
306o-47
3055-33
3060-42
3050-15
3060-22
306o-35
3055-43
3060-27
3060-43
3060-19
3060-29
Hartford, CT, July 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Houston, TX, Apr. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Huntsville, AL, Jan. 1992.. ................... .. ....... .. .
Indianapolis, IN, Sept 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Jackson, MS, Jan. 1992 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Joliet, IL, Nov. 1990 . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . .
Kansas City, MO-KS, Sept 1991 .. .. .. .. .. .. . .. .. .. . .. ..
Kokomo, IN, Jan. 1990 . . . . • . . . . . . . . . . . . . . .. . . . . . . . . . . . . .
Lawrence-Haverhill, MA-NH, Nov. 1991 . . . . . . . . . . . . . . . . .
Little Rock-North Little Rock, AR, Aug. 1991 . . . . . . . . . . . . . .
Longview-Marshall, TX, Aug 1989 .. . . . . . .. .. . . . .. .. .. .. ..
Los Angeles-long Beach, CA, Dec. 1990 . . . . . . . . . . . . . . . . .
Louisville, KY-IN, Nov. 1991 .. .. .. .. .. .. .. .. .. .. .. . .. .. .
Memphis, TN - AR-MS, Nov. 1991 . . . . . . . . . . . . . . . . . . . . . .
Miami-Hialeah, FL, Oct 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Middlesex-Somerset-Hunterdon, NJ, Oct 1991 . . . . . . . . . . . .
Milwaukee, WI, May 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Minneapolis-St. Paul, MN-WI, Feb. 1991 . . . . . . . . . . . . . . . . .
Mobile, AL, July 1990 ........ ... ... .. ... .. ......... . .....
MonmoutlH)cean, NJ, Apr. 1991 . . . . . . . . .. . . .. .. .. .. .. .. .
Nashville, TN, Sept 1989 .. .. .. .. .. . .. .. . .. .. .. .. .. .. .. ..
Nassau-Sulfork, NY, Aug. 1991 . . . . . .. . . . . .. .. .. . .. .. . .. ..
Newark, NJ, Feb. 1992 .. . . . . . . . . . . . .. .. .. .. .. . . . . .. . .. ..
New Britian, CT, Feb. 1992 ... . .. . ... . ....................
New Orleans, LA, Oct 1991 . .. . . .. . . .. . . . . . . .. .. . .. .. . .. .
New York, NY, June 1991 . . . . . .. . . . . . . .. .. . .. .. .. . .. .. . . .
Qakland, CA, Feb. 1991 .. . . . . . . . . .. .. . .. .. .. .. . .. . . . . . . .
Omaha, NE - IA, Oct 1990 . .. . . .. . .. . .. .. .. .. . . .. . . . .. . . .
Orlando, FL, Sept 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pawtucket-Woonsocket-Attleboro, RI-MA,, Sept. 1991 . . . .
Philadelphia, PA-NJ, Oct. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . .
Phoenix, AZ, June 1991 .. .. .. . . .. .. .. .. . .. . . . . . . . . . . . . . .
3060-50
3055-22
3060-S1
3055- 1
3065- 4
306o-36
3060-59
306o-60
3060-S2
3065- 8
3055- 1
3055-34
3060-20
3065- 5
3055-27
3060-11
3065- 2
306o-34
3065 -3
3055-41
306o-30
3055 -2
3060-48
3060-28
3050-20
3055-55
306o-44
3060-45
3060-51
306o-41
3060-15
3060- 7
3055-23
3060-12
3050-30
306o-58
3065- 7
3065- 9
306o-44
3060-26
3000- 3
3055-42
3055-44
3060-25
3060-S3
3060-16
-..--
•
Bulletin
A~a
N~
Pittsburgh, PA, Jan. 1992 .... . ......... . ........ . .. . ..... .
Portland, ME, Dec. 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Portland, OR, Aug. 1991 .. . . ... . ... . .. .. ..................
Poughkeepsie, NY, Nov. 1991 .. . .... . .....................
Richmond-Petersburgh, VA, Aug. 1991 .......... .. ........
Riverside-San Bernardino, CA, Aug. 1991 ... . .............
Rochester, NY, Nov. 1991 ................................
Sacramento, CA, July 1991 . ........... . ..................
St Cloud, MN, Oct 1989 .. ....................... . .......
St Louis. MO-IL, Mar. 1992 .... ..........................
Salt Lake City-Ogden, Ut, Oct. 1991 ......... .. ............
San Angelo, TX, Mar. 1990 .. .. ..... . ... .. ......... . ......
San Antonio, TX, Sept. 1991 . .. . ... ... ... . ......... . .. .. . .
San Diego, CA, Oct. 1991 . .... . .. . ........ ......... .. ....
San Francisco, CA, Mar. 1991 ........... . .................
San Jose, CA, Mar. 1991 ....... ... .......................
Scranton- Wilkes-Barre, PA, Aug 1991 .................. . . .
Seattle, WA, Nov. 1990 . . . . .. . .... . ... ...... . .............
Shreveport, LA, Nov. 1990 ... . . .. . . . . .....................
South Bend, IN, Aug. 1987 . . .. . . . . . . . .. .. . . . . . . . . . . . . . . . ..
Tampa-St. Petersburg-Clearwater, FL, Aug. 1991 ..... .. ... .
Toledo, OH, Dec. 1990 .. .. . .......... . . . .......... . ......
Trenton, NJ, Sept. 1991 .... . ........ . ....................
Visalia- Tulare-Porterville, CA, Sept. 1991 ..................
Washington, DC-MD-VA, Mar. 1991 . . .... . ......... . ....
Wilmington, DE - NJ--MD, Oct. 1991 . . ...................
Worcester, MA, Nov. 1989 ...... . .. . . ...... . ..............
York, PA, Sept. 1991 .. ................. . .................
3065 -6
3055-52
3060-33
3060-56
3060-2 1
3060-23
306o-57
3060-18
3050-3 1
3065-10
3060-37
3055- 8
3060-3 1
306o-49
30SO- 5
3060-10
3060-24
3055-53
3055-47
3040-27
3060-53
3055-59
306o-40
3060-32
3060- 9
30S0-55
306o-46
3060-38
Total Order
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Bureau of Labor Statistics Regional Offices
Region I
Region II
Region Ill
Region IV
1 Congress Street
10th Floor
Boston, MA 02114
Phone: 565-2327
Area Code 617
Room 808
201 Varick Street
New York, NY 10014
Phone: 337-2400
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Phone: 426-2481
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Arkansas
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Arizona
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Illinois
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