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1
National S d M p N H H H H i^ H
Professional, Administrative,
Technical, and Clerical Pay,
March 1975
Bulletin 1891
U. S. Department of Labor
Bureau of Labor Statistics
1975




4p

National Survey of
Professional, Administrative,
Technical, and Clerical Pay,
March 1975
Bulletin 1891
U. S. Department of Labor
John T. Dunlop, Secretary
Bureau of Labor Statistics
Julius Shiskin, Commissioner
1975

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Preface
This bulletin summarizes the results of the Bureau’s annual salary survey of selected professional, administrative,
technical, and clerical occupations in private industry. The nationwide salary information, relating to March 1975, is
representative of establishments in a broad spectrum of industries throughout the United States, except Alaska and
Hawaii.
The results of this survey are used for a number of purposes, including general economic analysis and wage and
salary administration by private and public employers. One important use is to provide the basis for setting Federal
white-collar salaries under the provisions of the Federal Pay Comparability Act of 1970. Under this act, the Director
of the Office of Management and Budget and the Chairman of the U.S. Civil Service Commission, who jointly serve as
the President’s agent for the purpose of setting pay for Federal white-collar employees, are responsible for translating
the survey findings into recommendations to the President as to the appropriate adjustments needed in Federal pay
rates to make them comparable with private enterprise pay rates for the same levels of work. The President’s agent is
also responsible for determining the industrial, geographic, establishment-size, and occupational coverage of the
survey. The role of the Bureau of Labor Statistics in the pay-setting process is limited to conducting the survey and
advising on the feasibility of proposed survey changes. It should be emphasized that this survey, like any other salary
survey, does not provide mechanical answers to pay policy questions.
The occupations studied span a wide range of duties and responsibilities. The occupations selected were those
judged to be (a) surveyable in industry within the framework of a broad survey design, (b) representative of
occupational groups which are numerically important in industry as well as in the Federal service, and (c) essentially
of the same nature in both the Federal and private sectors.
Occupational definitions used in the collection of the salary data (appendix C) reflect duties and responsibilities in
private industry; however, they are also designed to be translatable to specific General Schedule grades applying to
Federal employees. Thus the definitions of some occupations and work levels were limited to specific elements that
could be classified uniformly among establishments. The Bureau of Labor Statistics and the Civil Service Commission
collaborated in the preparation of the definitions.
The scope of the survey, in terms of industrial, geographic, and minimum establishment-size coverage, remained the
same as in March 1974.
The survey could not have been conducted without the cooperation of the many firms whose salary data provide
the basis for the statistical information presented in this bulletin. The Bureau, on its own behalf and on behalf of the
other Federal agencies that collaborated in planning the survey, wishes to express appreciation for the cooperation it
has received.
This study was conducted in the Bureau’s Office of Wages and Industrial Relations by the Division of Occupational
Wage Structures. The analysis in this bulletin was prepared by William M. Smith, assisted by Daniel A. Boston. Field
work for the survey was directed by the Bureau’s Assistant Regional Directors, Division of Operations.

Although only nationwide salary data are presented in this bulletin, clerical and drafting
occupation salary data are available for each of the 82 metropolitan areas in which the Bureau
conducts area wage surveys. These area reports also include information on such supple­
mentary benefits as paid vacations, holidays, and health, insurance, and pension plans relating
to nonsupervisory office workers. A directory of area wage surveys is available at the Bureau’s
regional offices listed on the inside back cover of this bulletin.







Contents
Page
S u m m ary .................................................................................................................................................... 1
Characteristics of the s u r v e y ................................................................................................................... 1
Changes in salary le v e ls ............................................................................................................................. 2
Average salaries, March 1975 ................................................................................................................... 3
Salary levels in metropolitan a r e a s ......................................................................................................... 6
Salary levels in large establishments ..........................................................................................................7
Salary distributions....................................................................................................................................... 7
Pay differences by industry ...................................................................................................................10
Average standard weekly h o u r s .................................................................................................................. 10
Summary tables:
Average salaries:
1. United S t a t e s ..................................................................................................................... 12
2. Metropolitan areas ........................................................................................................... 14
3. Establishments employing 2,500 workers or more .................................................... 16
Employment distribution by salary:
4. Professional and administrative occupations .................................................................18
5. Technical support occupations and keypunch supervisors ....................................... 24
' 6. Clerical occupations .................................... . ..............................................................25
7. Occupational employment distribution: By industry division................................................26
8. Relative salary levels: Occupation by industry d iv is io n ........................................................27
9. Average weekly hours: Occupation by industry division .....................................................28
Charts:
1.
2.
3.
4.

Increases in average salaries for selected occupational groups, 1961 to 1975 ....................4
Salaries in professional and technical occupations, March 1975 ...........................................8
Salaries in administrative and clerical occupations, March 1975 ........................................9
Relative employment in selected occupational groups by industry division, March 1975 .11

Appendixes:
A.
B.
C.
D.




Scope and method of s u rv e y .................................................................................................29
Survey changes in 1975
33
Occupational d efin itio n s....................................................................................................... 34
Comparison of average annual salaries in private industry with corresponding
salary rates for Federal employees under the General Schedule, March 1975 . . . . 61




Professional, Administrative, Technical, and Clerical Pay
Summary

Average salaries of workers in the occupations
covered by this survey rose 9.0 percent from March
1974 to March 1975, the largest annual increase record­
ed since the survey was begun in 1960. Increases for 8 of
the 11 professional, administrative, and technical sup­
port occupations surveyed ranged from 7.5 to 9.8
percent; the average increase was 8.3 percent. The
average of the increases for clerical and clerical super­
visory occupations surveyed was 9.6 percent; 5 of the 7
advanced between 8.7 and 10.1 percent.1
Average monthly salaries for the 72 occupational
levels varied from $460 for clerks engaged in routine
filing to $3,420 for the highest level in the attorney
series. For most of the occupations, salary levels in
metropolitan areas and in large establishments were
higher than the average for all establishments within the
full scope of the survey. Salary levels in finance and
retail trade industries generally were lower than in other
major industry divisions represented in the survey.
Reported average standard weekly hours also were
generally lower in the finance industries.
Characteristics of the survey

This survey, the 16th in an annual series, provides
nationwide salary averages and distributions for 72 work
level categories covering 18 occupations. It relates to
establishments in all areas of the United States, except
Alaska and Hawaii, in the following industries: Manu­
facturing; transportation, communication, electric, gas,
and sanitary services; wholesale trade; retail trade;
finance, insurance, and real estate; engineering and
architectural services; and research, development, and
testing laboratories operated on a commercial basis.2
The minimum sizes of establishments surveyed are: 250
employees in manufacturing and retail trade; and 100
1 Results of the March 1974 survey were presented inNational
Survey o f Professional, Administrative, Technical, and Clerical
Pay, March 1974, Bulletin 1837 (Bureau of Labor Statistics,
1974).
2 For a full description of the scope of the 1975 survey, see
appendix A.




employees in all other industry divisions.
Definitions for the occupations included in this study
provide for classification of employees according to
appropriate work levels. Within each occupation, the
work levels surveyed—
designated by Roman numerals,
with level I as the lowest— defined in terms of duties
are
and responsibilities. Specific job factors determining
classification, however, vary from occupation to occupa­
tion.
The number of work level definitions for each
occupation ranges from one for messengers to eight each
for chemists and engineers. More than one level of work
is defined for survey in most of the occupations; some
are purposely defined, however, to cover specific bands
of work levels, which are not intended to represent all
levels or all workers that may be found in those
occupations.
The survey is designed to permit separate presenta­
tion of data for metropolitan areas. Coverage in metro­
politan areas includes the 263 Standard Metropolitan
Statistical Areas in the United States, except Alaska and
Hawaii, as revised through April 1974 by the U.S. Office
of Management and Budget. Establishments in metro­
politan areas employed over four-fifths of all the
workers and nine-tenths of the professional, administra­
tive, clerical, and related employees within the scope of
the survey. Ninety percent of the employees in the
occupations chosen for study were employed in metro­
politan areas.
The selected occupations included more than
1,233,000 employees, or one-sixth of the estimated
employment in professional, administrative, clerical, and
related occupations in establishments within the scope
of the survey. Employment in the selected occupations
varied widely, reflecting actual differences in employ­
ment in the various occupations, and also differences
arising from variations in the range of duties and
responsibilities covered by the occupational definitions.
Among the professional and administrative occupations,
the eight levels of engineers included a total of 384,862
employees, whereas there were fewer than 5,000
employees in each of four of the occupational categories
as defined for the study (chief accountants, job analysts,
directors of personnel, and keypunch supervisors). (See

table 1.) Accounting clerks and keypunch operators
made up over one-half of the 497,267 employees in the
clerical occupations studied. The selected drafting
occupations had aggregate employment of 85,832; the
five engineering technician levels together had 87,140.
Although approximately one-half of all the em­
ployees in the occupations studied were women, they
worked largely in clerical positions. Women filled more
than 90 percent of the jobs at each level of file clerks,
keypunch operators, stenographers, and typists. A per­
cent distribution of women employees by occupation
and level is shown in appendix A.
Changes in salary levels

Text table 1 presents increases in average salaries that
occurred between annual surveys since 1961 for each

survey occupation.3 Also shown are average percent
changes for the two broad occupational groups covered
by the survey (the professional, administrative, and
technical support group; and the clerical and clerical
supervisory group) and the average percent change for
the two groups combined.
The 9.0 percent increase in white-collar salaries in the
year ending March 1975 was the largest recorded since
the survey was begun. Increases over the year were the
largest yet recorded for each of the clerical and clerical
supervisory occupations and for 7 of the 11 professional,
administrative, and technical support occupations. Cleri­
cal and clerical supervisory salaries were up 9.6 percent;
3
Beginning in 1965, data are for establishments in metro­
politan areas and nonmetropolitan counties; before 1965, data
are for metropolitan areas only. Establishments employing fewer
than 250 workers were excluded before 1966.

T e x t table 1. Percent increases in average salaries, 1 9 6 1 -7 5 , by occupation and group

Occupation and group

Average
annual
1961 1962 1963 1964 1965 1966 1967 1968 1969 1970 1971 1972 1973 1974 rate of
to
to
to
to
to
to
to
to
to
to
to
to
to
to
increase
1962 1963 1964 1965 1966 19671 1968 1969 1970 1971 19721 1973 1974 1975
1961
to
1975
2.9

3.0

3.1

3.1

3.3

4.5

5.4

5.7

6.2

6.6

5.8

5.4

6.4

9.0

5.0

Professional, administrative, and
technical support2 ........................
Accountants.................................
A u d ito rs ........................................
Chief accountants........................
A tto rn e y s ......................................
Buyers ...........................................
Job a n a ly s ts .................................
Directors of personnel ..............
Chemists........................................
Engineers......................................
Engineering technicians ............
Drafters7 ......................................

3.0
2.8
2.9
2.6
3.2
( 5)
1.4
3.7
3.9
2.6
( 5)
3.2

3.3
3.3
3.6
2.8
4.6
( 5)
2.6
3.0
3.8
4.4
2.9
3.6

3.4
3.7
2.8
3.5
3.1
3.9
4.8
3.9
3.3
4.2
( 5)
( 5)
3.5
4.3
3.5
4.6
3.3
3.9
2.9 * 3.2
2.3
3.6
2.6
( 3)

3.6
3.8
3.8
3.3
4.0
( 5)
5.4
3.6
4.8
3.7
2.8
1.5

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

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

5.8
7.0
7.2
5.8
( 3)
6.6
2.1
5.4
6.5
6.2
5.8
5.8

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

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

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

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

6.3
6.1
5.2
7.2
5.8
6.0
6.1
7.2
7.1
5.4
6.0
6.7

8.3
9.8
6.8
8.6
7.6
9.2
7.5
6.1
10.1
8.4
9.0
8.0

5.1
5.2
5.1
5.4
(4 )
( 5)
4.8
5.2
5.2
4.8
6 4.9
(4 )

Clerical and clerical supervisory2 . .
Accounting clerks........................
File clerks......................................
Keypunch operators...................
Keypunch supervisors.................
Messengers .............. .....................
Secretaries ....................................
Stenographers...............................
T y p is ts ...........................................

2.8
3.0
( 5)
( 5)
( 5)
2.6
( 5)
( 3)
2.5

2.6
2.5
2.6
2.5
( 5)
2.8

2.7
2.8
3.1
2.7

3.0
3.0
2.9
3.7

( 5)
2.3
2.5

( 5)
2.9
2.6

( 5)
4.6
5.4

( 5)
6.3
6.4
5.8
6.0

6.1
6.0
5.5
6.8
6.1
6.3
6.1
6.4
5.7

5.4
4.6
5.9
5.4
8.2
5.1
5.1
5.2
4.0

9.6
7.7
9.6
9.9
8.7
10.1

( 5)
2.4
2.6

( 5)
6.7
5.3
5.9
5.7

6.5
6.0
6.1
7.0
6.1
6.7
6.6
7.5
6.1

6.4
6.9
5.4
7.3
6.2
5.6

( 5)
2.5
2.6

5.3
4.7
6.8
4.9
( 5)
6.2
4.6
4.9
5.8

6.2
6.2
5.5
6.4

( 5)
2.8

4.8
3.3
5.1
5.2
( 5)
5.4

5.5
4.7
5.5
5.3

( 5)
2.3

2.4
2.2
2.2
2.3
( 5)
3.0

(3)
6.5
6.7

( 5)
11.6
9.9

4.9
4.5
6 5.1
6 5.3
( 5)
5.1
( 5)
6 5.2
4.8

All survey occupations2

P u r v e y data did n o t rep resent a 1 2 -m o n th period d u e to a
change in survey tim in g . D ata have been pro ra ted to rep resent a
1 2 -m o n th in terv a l.
2 D ata fo r 1 a d m in is tra tiv e o c c u p a tio n (m anagers o f o ffic e
services, last surveyed in 1 9 6 8 ), and 3 clerical o c c upatio ns
(b o o k k e e p in g m ac h in e op era to rs, last surveyed in 1 9 6 4 , and
s w itc h b o a rd o p era to rs and ta b u la tin g -m a c h in e o p erators, last
surveyed in 1 9 7 0 ), n o t show n above, are in cluded in th e averages
fo r th e period s d u rin g w h ic h th e y w e re surveyed.




3 C o m p a ra b le data n o t ava ila b le fo r b o th years.
4 C om pariso n over this period w as n o t possible because o f
changes in th e d e fin itio n o f th e o c c u p a tio n .
5 N o t surveyed.
6 A verage a nnu al rate o f increase fr o m 1 9 6 2 to 1 9 7 5 .
7 Includes d ra fte r-tra c e rs .
NOTE:

F o r m e th o d o f c o m p u ta tio n , see a p p e n d ix A .

salaries for the professional, administrative, and techni­
cal support occupations were up 8.3 percent. Of the 18
occupations for which 1974-75 increases could be
computed, the smallest increases were shown by direc­
tors of personnel, at 6.1 percent, and auditors, at 6.8
percent. Showing the largest increases were steno­
graphers, 11.6 percent, and chemists and messengers,
10.1 percent.
To examine the changes in salaries that have occurred
since 1961 for different levels of work, all of the
occupational classifications were grouped into the three
broad categories described in text table 2.
Average salaries increased more for the higher occupa­
tional levels (group C) than for the two lower groups
from 1961 through 1966, with the exception of the
1962-63 period. Between 1966 and 1969, however, the
middle occupational levels (group B) showed larger
annual increases than did the lower or higher levels.
Between 1969 and 1971, the increases for all three
groups were nearly identical, but since 1971 the middle
group has trailed the other two. Although the occupa­
tional levels in group C show the largest cumulative
increase over the entire 1961-75 period, the salaries of
the occupational levels in group A have increased the
most (29.9 percent) between 1971 and 1975.
Another method of examining salary trends is to
combine the data into the four occupational groups
shown in chart 1. Increases in the 1974 to 1975 period
amounted to 8.7 percent for the experienced profession­
al and administrative group; 8.5 percent for the entry
and developmental professional and administrative
group; 8.5 percent for the technical support group; and
9.9 percent for the clerical group.4 These increases are
the largest recorded in the 14-year series.
Increases in salaries for the technical support group
averaged 4.8 percent over the 14-year period—
less than
the 4.9 percent shown by both the clerical and entry
professional and administrative groups and the 5.2
percent for the experienced professional and administra­
tive group.5

Average salaries, March 1 9 75

Average monthly salaries for the occupations in­
cluded in this report (table 1) ranged from $460 for file
clerks I to $3,420 for the top level of attorneys
surveyed. These extremes reflect the wide range of
duties and responsibilities represented by the occupa­
tional work levels surveyed. Average salaries for the
occupational levels, and a brief indication of the duties
and responsibilities they represent, are summarized in
the following paragraphs.6
Among the five levels of accountants surveyed,
average monthly salaries ranged from $908 for ac­
countants I to $1,805 for accountants V .Auditors in the
four levels defined for survey had average salaries ranging
from $941 a month for auditors I to $1,567 for auditors
IV. Level I in both the accounting and auditing series
included trainees who had bachelor’s degrees in ac­
counting or the equivalent in education and experience
combined. For level III, the most heavily populated
group in both series, monthly salaries averaged $1,205
for accountants and $1,278 for auditors. Sixty-six
4Work levels used for computing 1974-75 increases were:
Clerical-All clerical levels.
Technical support—
All levels of drafters and engineering
technicians.
Entry and developmental professional and administrativeAccountants I and II; auditors I and II; attorneys I; job analysts
II; chemists I and II; and engineers I and II.
Experienced professional and administrative-Accountants
III, IV, V; auditors III and IV; chief accountants I, II, III, and
IV; attorneys II, III, IV, V, and VI; job analysts III and IV;
directors of personnel I, II, III, and IV; chemists III, IV, V, VI,
VII, and VIII; and engineers III, IV, V, VI, VII, and VIII.
A few survey levels, not readily identifiable with any of the 4
occupational categories, were not used.
5Survey data for 1966-67 and 1971-72 did not represent a
12-month period due to changes in survey timing. Increases for
these years have been prorated to represent a 12-month period.
6
Classification of employees in the occupations and work
levels surveyed is based on factors detailed in the definitions in
appendix C.

T e x t table 2. Percent increases in average salaries, 1 9 6 1 -7 5 , by w ork level category

Work level category

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

1961
to
1962

1962
to
1963

1963
to
1964

1964
to
1965

1965
to
1966

1966
to
19671

1967
to
1968

1968
to
1969

1969
to
1970

1970
to
1971

1971
to
19721

1972
to
1973

1973
to
1974

1974
to
1975

1961
to
1975

2.8

2.7

2.7

2.2

2.9

4.5

5.1

5.5

6.2

6.2

6.3

5.5

6.2

9.1

93.6

2.6

4.0

2.6

3.3

3.7

4.8

5.8

6.5

6.3

6.3

5.2

4.4

5.7

8.6

97.3

3.5

3.7

3.5

4.2

4.2

4.1

4.7

5.9

6.4

6.2

5.6

5.7

6.2

8.8

102.9

‘ A c tu a l survey-to-survey increases have been p ro ra te d to a
1 2 -m o n th p e rio d .




NOTE:

F o r m e th o d o f c o m p u ta tio n , see a p p e n d ix A .

Chart 1

Increases in Average Salaries for Selected Occupational Groups,
1961 to 1975

Percent increase

Mean
Mean
increase increase
1961
1961
to
to
1975
1966

1966
to
1967

1967
to
1968

Data were adjusted to a 12-month period.




1968
to
1969

1969
to
1970

1970
to
1971

1971
to
19721

1972
to
1973

1973
to
1974

1974
to
1975

percent of the accountants and 37 percent of the
auditors were employed in manufacturing industries.
Other industry divisions which had large numbers of
auditors were finance, insurance, and real estate (31
percent); and public utilities (15 percent).7
Chief accountants were surveyed separately from
accountants and include those who develop or adapt and
direct the accounting program for a company or an
establishment (plant) of a company. Classification by
level is determined by the extent of delegated authority
and responsibility, the technical complexity of the
accounting system, and, to a lesser degree, the size of the
professional staff directed. Chief accountants at level I,
who have authority to adapt the accounting system
established at higher levels to meet the needs of an
establishment of a company with relatively few and
stable functions and work processes (directing one or
two accountants), averaged $1,607 a month. Chief
accountants IV,8 who have authority to establish and
maintain the accounting program, subject to general
policy guidelines, for a company with numerous and
varied functions and work processes (directing as many
as 40 accountants), averaged $2,674 a month. Over
two-thirds of the chief accountants who met the
requirements of the definitions for these four levels were
employed in manufacturing industries.
Attorneys are classified into survey levels based upon
the difficulty of their assignments and their responsi­
bilities. Attorneys I, which includes new law graduates
with bar membership and those performing work that is
relatively uncomplicated due to clearly applicable pre­
cedents and well-established facts, averaged $1,268 a
month. Attorneys in the top level surveyed, level VI,
earned an average of $3,420 a month. These attorneys
deal with legal matters of major importance to their
organization, and are usually subordinate only to the
general counsel or his immediate deputy in very large
firms. Finance, insurance, and real estate industries
employed about four-tenths of the attorneys; manu­
facturing industries employed about three-tenths; and
public utilities, about two-tenths.9
Buyers averaged $905 a month at level I, which
includes those who purchase “off-the-shelf’ and readily
available items and services from local sources. Buyers
IV, who purchase large amounts of highly complex and
technical items, materials, or services, were paid monthly
7Establishments primarily engaged in providing accounting
and auditing services are excluded from the survey.
8 Although chief accountants V, job analysts I, and keypunch
supervisors V were surveyed, as defined in appendix C, too few
employees in each occupational level met requirements for the
level to warrant presentation of salary figures.
9Establishments primarily engaged in offering legal advice or
legal services are excluded from the survey.




salaries averaging $1,582. Manufacturing industries em­
ployed 85 percent of the buyers in the four levels.
In the personnel management field, four work levels
of job analysts and five levels of directors o f personnel
were studied.10 Job analysts II, the lowest level for
which data could be presented, averaged $1,045 com­
pared with $1,538 for job analysts IV, who analyze and
evaluate a variety of the more difficult jobs under
general supervision, and who may participate in the
development and installation of evaluation or compen­
sation systems. Directors of personnel are limited by
definition to those who have programs that include, at a
minimum, responsibility for administering a job evalua­
tion system, employment and placement functions, and
employee relations and services functions. Those with
significant responsibility for actual contract negotiation
with labor unions as the principal company representa­
tive are excluded. Provisions are made in the definition
for weighting various combinations of duties and respon­
sibilities to determine the level. Among personnel
directors with job functions as specified for the five
levels of responsibility, average monthly salaries ranged
from $1,401 for level I to $3,320 for level V. Manu­
facturing industries employed 67 percent of the job
analysts and 69 percent of the directors of personnel
included in the study; the finance, insurance, and real
estate industries ranked next, with 21 percent of the job
analysts and 13 percent of the directors of personnel.
Chemists and engineers each are surveyed in eight
levels. Both series start with a professional trainee level,
typically requiring a B.S. degree. The highest level
surveyed involves either full responsibility over a very
broad and highly complex and diversified engineering or
chemical program, with several subordinates each direct­
ing large and important segments of the program; or
individual research and consultation in difficult problem
areas where the chemist or engineer is a recognized
authority and where solutions would represent a major
scientific or technological advance.11 Average monthly
salaries ranged from $983 for chemists I to $3,155 for
chemists VIII, and from $1,076 for engineers I to
$2,843 for engineers VIII. Although at level I the
average salaries of engineers exceeded those of chemists
by 9 percent, the salary advantage of engineers over
chemists decreased steadily with each level, until at level
IV the average salaries for both occupations were nearly
equal, and at level VIII the average salaries for chemists
exceeded those for engineers by 11 percent.
Level IV, the largest group in each series, includes
I °See footnote 8.
II It is recognized in the definition that top positions of some
companies with unusually extensive and complex engineering or
chemical programs are above that level.

professional employees who are fully competent in all
technical aspects of their assignments, work with consid­
erable independence, and in some cases, supervise a few
professional and technical workers. Manufacturing in­
dustries accounted for over nine-tenths of all chemists
and nearly three-fourths of all engineers; the surveyed
engineering and scientific services, 3 and 15 percent; and
public utilities, 1 and 12 percent, respectively.
By definition, the five-level series for engineering
technicians is limited to employees providing semipro­
fessional technical support to engineers engaged in such
areas as research, design, development, testing, or manu­
facturing process improvement, and whose work pertains
to electrical, electronic, or mechanical components or
equipment. Technicians engaged primarily in production
or maintenance work are excluded. Engineering tech­
nicians I, who perform simple routine tasks under close
supervision, or from detailed procedures, were paid
monthly salaries averaging $719. Engineering technicians
V, the highest level surveyed, averaged $1,236 a month.
That level includes fully experienced technicians per­
forming more complex assignments involving responsi­
bility for planning and conducting a complete project of
relatively limited scope, or a portion of a larger and
more diverse project in accordance with objectives,
requirements, and design approaches as outlined by the
supervisor or a professional engineer. Averages for
intermediate levels III and IV, at which a majority of the
technicians surveyed were classified, were $950 and
$1,092, respectively. As might be expected, most of the
technicians as defined were employed in manufacturing
(77 percent) and in the scientific services industries
studied (16 percent), with public utilities employing
nearly all the rest (7 percent). Although the ratio of
such technicians to engineers studied was about 1 to 4 in
all manufacturing industries, a ratio of approximately
1 to 3 was found in establishments manufacturing me­
chanical and electrical equipment, 1 to 7 in public
utilities, and 1 to 2 in research, development, and testing
laboratories.
In the drafting field, the definitions used in the
survey cover four levels of work—
drafter-tracers, and
drafters I, II, and III. Monthly salaries averaged $640 for
drafter-tracers and ranged from $749 to $1,191 among
the three levels of drafters. Drafter-tracers copy plans
and drawings prepared by others or prepare simple or
repetitive drawings of easily visualized items. The three
drafter levels as defined ranged from employees prepar­
ing detail drawings of single units or parts (level I) to
those who, working in close support with the design
originator, plan the graphic presentation of complex
items having distinctive design features, and either
prepare or direct the preparation of the drawings (level




III). The drafting employees were distributed by indus­
try in about the same proportion as engineers, with 70
percent in manufacturing, 9 percent in public utilities,
and 18 percent in the selected engineering and scientific
services industries studied.
Keypunch supervisors12 are classified on the basis of
combinations of three elements—
level of supervisory
responsibility, difficulty of keypunch work supervised,
and number of employees supervised. Keypunch supervi­
sors I, who are responsible for the day-to-day supervision
of fewer than 20 operators performing routine key­
punching operations, averaged $766 a month. At level
IV, the highest level for which data could be presented,
keypunch supervisors averaged $1,193. Keypunch super­
visors and keypunch operators were distributed by
industry in approximately similar proportions. Twothirds were employed in manufacturing and the finance,
insurance, and real estate industries, with virtually all of
the remainder distributed among the public utilities,
wholesale, and retail trade industries.
Among the 12 clerical jobs included in this study,
average monthly salaries of $650 and $732 were
reported for general and senior stenographers; $595 and
$748 for accounting clerks I and II; and the two levels of
typists averaged $530 and $621. Generally, average
salaries for clerical workers were highest in public
utilities and manufacturing industries and lowest in the
finance, insurance, and real estate, and retail trade
divisions. Employment in manufacturing exceeded that
in any of the nonmanufacturing divisions within the
scope of the survey in 6 of the 12 clerical work levels;
highest employment totals in the other six levels were in
the finance, insurance, and real estate division. Women
constituted 95 percent or more of the employees in
eight of the clerical work levels; men constituted
one-half or more in only one (messenger).
Median monthly salaries (the amount below and
above which 50 percent of the employees are found) for
most of the work levels were slightly lower than the
weighted averages (means) cited above (i.e., the salaries
in the upper halves of the arrays had a greater effect on
the averages than did the salaries in the lower halves).
The relative difference between the mean and the
median was less than 3 percent for 50 of the 72 work
levels, between 3 and 5 percent in 17 work levels, and
between 5 and 7 percent in the other five levels.
Salary levels in m etropolitan areas

In most of the occupational levels, average salaries for
employees in metropolitan areas (table 2) were slightly
12 See footnote 8.

higher than average salaries for employees in all estab­
lishments within the full scope of the survey (table 1).
Only in 4 of the 71 work levels for which separate data
could be presented were average salaries more than 1.5
percent higher in metropolitan areas than in all areas
combined. Employment in the survey occupations in
metropolitan areas was about nine-tenths of the total
nationwide employment reported in these occupations.
The proportions varied, however, among occupations
and work levels. Nearly all of the attorneys, for example,
but only four-fifths of all buyers and directors of
personnel, were employed in metropolitan areas. In 63
of the 71 work levels, 85 percent or more of the
employment was in metropolitan areas. It is apparent,
therefore, that for most work levels, salaries in non­
metropolitan counties could have little effect upon the
averages for all establishments combined.
Salary levels in large establishments

It was possible to present separate data for 66
occupational work levels for establishments with 2,500
employees or more (table 3). Comparisons between
employment and relative salary levels in these establish­
ments and the full survey are also presented. Establish­
ments employing 2,500 workers or more employed
nearly three-eighths of the professional, administrative,
supervisory, and clerical workers within the scope of the
survey, and almost two-fifths of the workers in the
selected occupations studied. In the 66 occupational
work levels shown in table 3, large establishments
accounted for varying proportions of employment,
ranging from 6 to 75 percent (directors of personnel II
and engineering technicians V, respectively). The range
was from 18 to 47 percent for clerical and clerical
supervisory jobs, and from 6 to 75 percent for noncleri­
cal jobs.
The salary levels in large establishments, expressed as
a percent of levels in all establishments combined,
ranged from 100 to 120. Salary averages in large
establishments exceeded the all-establishment averages
by 5 percent or more in all but one clerical and clerical
supervisory occupational level, but in only 29 of 51
nonclerical levels, as shown by the following tabulation
(all-establishment average for each occupational level =
100 percent):
Professional,
administrative;
and technical

Clerical,
clerical
supervisory

Total number of levels .

51

15

100-104 percent........................
105-109 p ercent........................
110 percent and o v e r ..............

22
20
9

1
4
10




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

Percent distributions of employees by monthly salary
are presented for the professional and administrative
occupations in table 4, for technical support occupations
and keypunch supervisors in table 5, and for employees
in clerical occupations in table 6. Within all of the 72
occupational work levels, salary rates for the highest
paid employees were more than twice those of the
lowest paid employees. The absolute spread between
highest and lowest paid workers within a given work
level tended to widen with each rise in work level for
most occupations. All occupations showed a substantial
degree of overlapping of individual salaries between
work levels. Ranges in salary rates of employees in
established pay grades or work levels within salary
structures of individual firms also often overlapped
substantially.
The middle 50 and 80 percent of the salary range,
and the median salary for each occupation work level,
have been charted (charts 2 and 3). The charts point up
occupational pay relationships as well as the typically
greater degree of salary dispersion associated with the
higher work levels in each occupational series.
Expressing the salary range of the middle 50 percent
of employees in each work level as a percent of the
median salary permits comparison of salary ranges and
eliminates extremely low and high salaries from each
comparison. As shown in text table 3, the degree of
dispersion ranged from 15 to 30 percent of the median
salary in 68 of the 72 work levels. The degree of
dispersion tended to be greater in the clerical and
keypunch supervisory occupations than in the other
occupations studied.
Differences in the range of salaries paid individuals
within work levels surveyed reflect a variety of factors
other than differences in the range of duties and
responsibilities encompassed by the various work level
definitions. Two of these factors are: Salary structures
within establishments which provide for a range of rates
for each grade level; and regional variations, particularly
in the clerical levels (clerical employees are usually
recruited locally, while the job field tends to be broader
regionally, often national in scope, for the professional
and administrative occupations).13 A third factor is
13
For analysis of interarea pay differentials in clerical salaries,
see Area Wage Surveys: Metropolitan Areas, United States and
Regional Summaries, 1972-73, Bulletin 1775-98 (Bureau of
Labor Statistics, 1975).

Salaries in Professional and Technical Occupations, March 1975
Median Monthly Salaries and Ranges Within Which Fell 50 Percent and 80 Percent of Employees

OCCUPATION
AND LEVEL

Accountants
III
IV
V
Auditors

Chief Accountants

Attorneys
III
IV
V
VI
Chemists

I

II
III
IV
V
VI
V II
V III
Engineers

Engineering technicians

I

II
III
IV
V
VI
V II
V III
I
II
IV
V

Drafter-tracers
Drafters I




Salaries in Administrative and Clerical Occupations, March 1975
Median Monthly Salaries and Ranges Within Which Fell 50 Percent and 80 Percent of Employees
OCCUPATION
AND LEVEL

$ 1 ,0 0 0

FIRST Q U A R TILE
\

Directors of personnel

Job analysts

Buyers

Keypunch supervisors

Clerks, accounting

Stenographers, genera
Stenographers, senior
Keypunch operators

Clerks, file

Typists

Messengers




FIRST DECILE

$2,000

$3,000

$4,000

$5,000

industry variation. Table 7 and chart 4 show how
employment in surveyed occupations varies by industry.

Pay differences by industry

The survey is planned to permit publication of
national survey estimates by level of work. By combin­
ing the data for all levels of work studied in each
occupation, it is possible to present comparisons be­
tween relative salary levels in major industry divisions
and all industries combined (table 8).
Relative salary levels for the 11 professional, adminis­
trative, and technical support- occupations tended to be
closest to the average for all industry divisions in
manufacturing, which contributed more to total employ­
ment than any other industry division for all but one
(attorneys) of the 11 occupations. Relative salary levels
in the public utilities industry division were generally the
highest.
For most of the occupations studied, relative salary
levels were lower in retail trade and in finance, in­
surance, and real estate than in other industry divisions.
In those occupations in which retail trade and the
finance industries contributed a substantial proportion
of the total employment, the average salary in the
occupations for all industries combined was lowered,
and the relative levels in industries such as manufactur­
ing and public utilities tended to be well above 100
percent of the all-industry level. For example, relative
T e x t table 3.

pay levels for file clerks (108 percent of the all-industry
level in manufacturing and 137 percent in public
utilities) reflected the influence of lower salaries for the
high proportion (61 percent) of all-industry employment
included in the finance industries. The finance indus­
tries, however, also reported lower average standard
weekly hours than the other industries surveyed, as
shown in table 9.
Average standard w eekly hours

The length of the standard workweek, on which the
regular straight-time salary is based, was obtained for
individual employees in the occupations studied. When
individual weekly hours were not available, particularly
for some higher level professional and administrative
positions, the predominant workweek of the office work
force was used as the standard workweek. The distribu­
tion of average weekly hours (rounded to the nearest
half-hour) is presented in table 9 for all work levels of
each occupation combined in major industry divisions
surveyed. Average weekly hours were lower in finance,
insurance, and real estate (38 hours in most occupations)
than in the other industry divisions (39 or 39.5 hours).
Average weekly hours have been stable over the past
decade.14
14
For information on scheduled weekly hours of office
workers employed in metropolitan areas, see Area Wage Surveys.
Selected Metropolitan Areas, 1973-74, Bulletin 1795-28 (Bure?”
of Labor Statistics, 1975).

Distribution of w ork levels by degree o f salary dispersion

Number of levels having degree of dispersion1 o f—

Occupation

Number
of
work
levels

All occupations..............

72

Accountants ..............................
A u d ito rs .......................................
Chief accountants......................
A tto rn e y s ....................................
Buyers ..........................................
Job analysts.................................
Directors of personnel..............
Chem ists.......................................
Engineers ....................................
Engineering tech nicians...........
Drafters2 ....................................
Keypunch supervisors..............
Clerical w o rk e rs .........................

5
4
4
6
4
3
5
8
8
5
4
4
12

Under
15
percent

15
and
under
20
percent

20
and
under
25
percent

25
and
under
30
percent

30
percent
and
over

1

15

31

22

3

2
2
2

2
2
2
5
3
1
1
6
3
2
2

1

1

1 Degree o f dispersion equals th e salary range o f th e m id d le
5 0 p e rce n t of e m p loyees in a w o rk level expressed as a pe rce n t




2
4
2
1

2
o f th e m ed ian salary fo r th a t level.
2 In cludes d ra fte r-tra c e rs .

1
1
2
4

1
2
3
7

3

Relative Employment in Selected Occupational Groups
by Industry Division, March 1975
OCCUPATIONAL
GROUP

Percent
0

10

20

30

40

50

60

70

80

90

Accountants and
chief accountants

Auditors

Attorneys

Buyers

Directors of personnel
and job analysts

Chemists

Engineers




Manufacturing

Public utilities

Finance, insurance.
and real estate

Trade and
selected services

100

Annual s a l a r i e s 4

M onthly s a l a r i e s 4
O ccupation and lev e l 2

Num ber
of
p

y

M iddle r a n g e 5

M iddle ra n g e 5
M ean

F irst
au artile

T hird
quartile

M ean

M edian

F irst
q u artile

Third
quartile

A ccountants and au d ito rs
I -----------------------------------------II ----------------------------------------I I I ---------------------------------------IV ---------------------------------------V -----------------------------------------

6, 507
12,806
29,738
19,228
6,7 6 5

$908
1, 06 5
1,205
1,468
1, 80 5

$900
1, 039
1, 177
1,438
1,758

$812
930
1,058
1, 3 20
1, 599

$988
1, 195
1,325
1, 597
1,980

$ 10, 891
12,785
14,458
17,618
21,664

$ 10,800
12,468
14,124
17,256
21,096

$ 9 , 74 4
11,160
12,696
15, 84 0
19,188

$11,856
14, 3 4 0
15,900
19 , 164
2 3 ,7 6 0

I -----------------------------------------------II ---------------------------------------------III -------------------------------------------IV ---------------------------------------------

1,286
2 , 732
5, 03 6
3 , 130

941
1,0 4 9
1,278
1,567

900
1,0 1 4
1,250
1, 530

833
9 16
1, 125
1,405

1,009
1, 16 6
1,4 0 2
1, 691

11,296
12,587
15,334
18,800

10, 80 0
12,168
15, 000
18, 3 6 0

9 ,996
10, 992
13,500
16, 8 6 0

12,108
13,992
16, 8 2 4
2 0,292

4 56
1, 159
7 98
317

1, 607
1, 777
2,186
2, 67 4

1,
1,
2,
2,

590
738
147
697

1, 4 5 0
1, 597
1,916
2, 337

1,7 1 2
1,883
2, 416
2 , 92 0

19,289
2 1 , 323
26, 226
3 2 ,094

19,080
2 0 , 856
25, 764
32,364

17,400
19,164
2 2 ,992
28,044

2 0 , 544
22,596
2 8,992
3 5, 04 0

571
1, 341
1,9 5 3
1,9 9 1
1,021
627

1 ,268
1,4 8 0
1,880
2, 347
2, 837
3, 4 2 0

1,250
1,449
1, 86 8
2, 303
2, 778
3,391

1, 100
1,300
1,625
2, 075
2, 477
2, 999

1,416
1,6 0 3
2 , 076
2 , 582
3, 165
3, 812

15,220
17,757
22,558
2 8,159
3 4 , 04 0
4 1,046

15, 00 0
17,388
22,416
2 7 , 636
33,336
40,692

13,200
15,600
19,500
2 4 , 9 00
39,724
35, 988

16,992
19,236
2 4 , 912
30, 984
3 7,980
45,744

4, 100
12,063
13,232
5, 04 7

90 5
1,111
1,333
1, 582

883
1,086
1,312
1, 535

77 9
96 5
1, 173
1,392

1,012
1,235
1,460
1,711

10,861
13,337
15,995
18,983

10, 596
13,032
15, 7 4 4
18,420

9, 348
11,580
14, 07 6
16, 70 4

12,144
14, 8 2 0
17,520
2 0 , 532

27 9
644
492

1, 045
1,2 4 6
1, 538

1, 01 4
1,238
1, 537

88 8
1,086
1,374

1, 161
1,399
1, 696

12,543
14, 949
18,459

12,168
14,856
18,444

10, 656
13,032
16, 48 8

13,932
16, 788
2 0,352

1, 008
1, 896
1,062
287
80

1,401
1, 661
2, 08 6
2, 653
3, 3 2 0

1,416
1, 583
2, 0 1 4
2, 666
3, 187

1,191
1,4 4 2
1,775
2, 2 2 6
2, 8 46

1, 57 4
1,816
2, 332
3, 019
3, 744

16, 809
19,938
2 5 , 033
3 1 , 841
3 9 , 843

16,992
18,996
24,168
31,992
38,244

14, 292
17, 3 0 4
21,300
2 6 , 712
3 4 , 152

18,888
21,792
2 7 , 9 84
36, 228
4 4 , 928

A ccountants
A ccountants
A ccountants
A ccountants
A ccountants
A uditors
A uditors
A uditors
A uditors
C hie f
C hief
C hief
C hief

accountants
accountants
accountants
accountants

I ------------------------------I I ------------------------------III ----------------------------IV ----------------------------A ttorneys

A ttorneys
A ttorneys
A ttorneys
A ttprneys
A ttorneys
A ttorneys

I —
II III ■
IV
V
VI

B uyers
B uyers
B uyers
B uyers

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

B uyers
I
II
III
IV

Personnel m anagem ent
J o b a n a l y s t s II -----------------------------------J o b a n a l y s t s III ----------------------------------J o b a n a l y s t s IV ----------------------------------D irecto rs
D irectors
D irectors
D irecto rs
D irectors

of
of
of
of
of

personnel
personnel
personnel
personnel
personnel

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

C h em ists
C h em ists
C h em ists
C h em ists
C hem ists
C h em ists
C h em ists
C h em ists

I ---------------------------------------------I I ---------------------------------------------I I I --------------------------------------------I V --------------------------------------------V --------------------------------------------V I ----------------------------- --------------VII -----------------------------------------V I I I ------------------------------------------

1, 574
3,2 1 5
8, 0 90
10, 134
7, 2 3 8
3 , 977
1, 566
4 15

983
1, 107
1,298
1,600
1,8 9 2
2, 2 2 7
2, 61 4
3, 155

1,000
1, 100
1,290
1,580
1,850
2,200
2, 576
3, 113

91 6
1, 00 0
1, 150
1,435
1, 669
1,970
2, 2 59
2, 72 0

1,067
1,208
1, 429
1,759
2, 079
2 , 441
2, 863
3, 482

11,801
13,288
15,572
19,204
22,700
2 6 , 72 9
31,362
37,855

12,000
13,200
15,480
18. 9 6 0
2 2 ,2 0 0
2 6 , 400
3 0 , 912
3 7 , 35 6

10, 992
12,000
13,800
17, 2 2 0
2 0 , 028
2 3,640
27,108
32,640

12,804
14, 4 96
17, 148
21,108
2 4 , 9 48
29,292
3 4 , 3 56
4 1 ,784

E ngineers
E ngineers
E ngineers
E ngineers
E ngineers
E ngineers
Engineers
Engineers

I -------------------------------------------I I -------------------------------------------I I I ---------------------------------- ■
-------IV -----------------------------------------V -----------------------------------------V I -----------------------------------------VII ---------------------------------------V I I I ----------------------------------------

14, 592
29,084
8 4 , 519
114,108
8 0 , 83 6
41,314
16, 239
4, 170

1, 07 6
1, 183
1, 361
1,620
1,869
2, 176
2, 42 5
2,843

1, 062
1, 166
1, 347
1, 600
1,850
2, 149
2, 3 7 0
2 ,759

999
1,086
1,230
1,464
1, 691
1,945
2 , 129
2, 49 9

1, 150
1,2 6 7
1,484
1,768
2, 032
2, 3 7 4
2 , 66 6
3, 100

12,917
14,197
16,330
19,443
22,427
2 6 , 109
29,101
3 4 , 114

12,744
13,992
16, 164
19, 2 0 0
2 2,200
2 5 , 78 8
28,440
33,108

11,988
13,032
14,760
17,568
20,292
2 3,340
2 5 , 548
2 9,988

13,800
15,204
17, 808
21,216
24, 384
28,488
31,992
37, 200

3, 542
12,245
22,853
29,342
19,158

719
831
950
1,092
1,236

70 6
810
930
1,085
1,220

623
725
837
984
1, 112

809
917
1,051
1, 182
1, 339

8, 625
9 ,970
11,397
13,101
14, 829

8, 472
9, 72 0
11,160
13,020
14, 64 0

7 ,476
8, 70 0
10, 044
11,808
13,344

9 , 708
11,004
12,612
14, 184
16, 068

C h em ists and en g in e ers

T echnical support
E ngineering
E ngineering
Engineering
E ngineering
E ngineering

tech n ician s
tech n ician s
t e c h n i c i a n s III ----------------t e c h n i c i a n s IV ----------------t e c h n i c i a n s V -------------------

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




M onthly s a l a r i e s 4
O ccupation and le v e l2

Num ber
of
em ployees

Annual s a la r ie s 4

M iddle ra n g e 5
M ean

M edian

F irst
qua r tile

Third
quartile

M iddle ra n g e 5
M ean

M edian

F irst
q u artile

T hird
quartile

T e c h n ic a l s u p p o rt— C ontinued
D r a f t e r - t r a c e r s -----------------------------------------------------D r a f t e r s I ----------------------------------------------------------------D r a f t e r s II --------------------------------------------------------------D r a f t e r s I I I ---------------------------------------------------------------

5 ,470
2 0 , 313
29,764
30,285

$640
74 9
93 5
1, 191

$63 0
725
912
1, 131

$ 542
650
815
995

$720
830
1,028
1, 30 9

$ 7 , 6 74
8 ,988
11,217
14,289

$ 7 , 560
8, 698
10, 94 9
13,569

$' 6 , 5 0 7
7 ,799
9,778
11,940

$ 8 , 634
9,9 5 8
12,332
15, 707

1, 199
1, 747
1,207
288

766
883
99 8
1, 193

739
84 7
975
1, 169

675
750
869
1,009

804
99 9
1, 115
1, 351

9 , 187
10 , 595
11,971
14, 3 1 0

8,8 6 8
10 , 164
11, 7 0 0
14, 02 8

8, 100
9, 000
10 , 42 8
12,108

9, 648
11,988
13,380
16,212

83,611
6 9, 85 8
2 4 , 669
19,637
7, 151
5 8 , Oil
44, 240
2 2 , 803
3 7 ,949
41,137
52,671
3 5 , 530

595
748
460
52 0
64 0
593
683
518
650
732
530
621

565
71 7
441
48 9
607
563
657
496
623
711
510
60 0

499
617
400
43 5
521
495
587
43 5
542
62 0
455
526

66 8
84 5
495
56 6
731
655
755
573
741
82 6
579
693

7, 141
8, 982
5, 52 4
6,2 4 4
7, 683
7, 11 4
8, 193
6,2 1 4
7,801
8,7 8 4
6,365
7,452

6 ,778
8, 603
5,2 9 2
5, 8 6 6
7 ,288
6, 752
7, 883
5, 9 4 7
7, 4 7 4
8, 532
6, 117
7, 20 2

5,9 8 7
7,404
4,799
5,214
6,2 5 7
5, 9 4 4
7, 039
5,2 1 4
6, 507
7,438
5,456
6,307

8, 017
10, 138
5, 9 4 4
6,7 9 6
8,776
7 ,859
9, 05 8
6,8 7 2
8,8 9 6
9,907
6,9 5 0
8,322

C lerical su p erv iso ry
K eypunch
K eypunch
Keypunch
Keypunch

su p erv iso rs
su p erv iso rs
su p erv iso rs
su p erv iso rs

I ---------------------------------------II --------------------------------------III ------------------------------------IV -------------------------------------

C lerical
C l e r k s , a c c o u n t i n g I -------------------------------------------C l e r k s , a c c o u n t i n g II -------------------------------------------C l e r k s , f i l e I ----------------------------- —------------------------C l e r k s , f i l e I I ---------------------------------------------------------C l e r k s , f i l e III -------------------------------------------------------K e y p u n c h o p e r a t o r s I -------------------------------------------K e y p u n c h o p e r a t o r s II ------------------------------------------M e s s e n g e r s -----------------------------------------------------------S t e n o g r a p h e r s , g e n e r a l ---------------------------------------S t e n o g r a p h e r s , s e n i o r ------------------------------------------T y p i s t s I ------------------------------------------------------------------T y p i s t s II ----------------------------------------------------------- -------

1 F o r s c o p e of s t u d y , s e e t a b l e i n a p p e n d i x A .
2 O c c u p a t i o n a l d e f i n i t i o n s a p p e a r in a p p e n d i x C .
3 O c c u p a t i o n a l e m p l o y m e n t e s t i m a t e s r e l a t e to th e to t a l in a l l e s t a b ­
l i s h m e n t s w i t h i n s c o p e of t h e s u r v e y a n d n o t t o t h e n u m b e r a c t u a l l y s u r ­
veyed.
F o r fu rth e r explanation, see appendix A , p. .
4 S a l a r i e s r e p o r t e d r e l a t e to the s t a n d a r d s a l a r i e s th at w e r e p a id
f o r s t a n d a r d w o r k s c h e d u l e s ; i. e. , t h e s t r a i g h t - t i m e s a l a r y c o r r e s p o n d ­




in g to t h e e m p l o y e e ' s n o r m a l w o r k s c h e d u l e e x c l u d i n g o v e r t i m e h o u r s .
N o n p ro d u ctio n b o n u s e s a r e ex c lu d ed , b u t cost-of-living p a y m e n ts and in ­
ce ntive e a rn in g s a r e included.
5
T h e m i d d l e r a n g e ( i n t e r q u a r t i l e ) u s e d h e r e i s t h e c e n t r a l p a r t of
t h e a r r a y e x c l u d i n g t h e u p p e r a n d l o w e r f o u r t h s of t h e e m p l o y e e d i s ­
trib u tio n .

M onthly s a l a r i e s 4
Occupation and le v e l2

Num ber
of
em ployees 3

Annual s a la r ie s 4

M iddle ra n g e 5
M ean

M edian

M iddle ra n g e 5
M ean

M edian

F irst
q u artile

T hird
quartile

F irst
q u artile

Third
quartile

$990
1,210
1, 3 4 0
1,599
1,995

$ 1 0 , 867
12,874
14, 588
17,666
21,745

$ 1 0 , 800
12,540
14,256
17,304
2 1 ,300

$ 9 , 648
11,220
12,780
15,888
19,200

$ 1 1 , 88 0
14, 52 0
16, 08 0
19,188
23,9 4 0

A c countants and a u d ito rs
I ---------------------------------------------------------1 1 ---------------------------------------------------------H I ---------------------------------------------------------I V ---------------------------------------------------------V -----------------------------------------------------------

5, 582
11,688
25, 704
16, 7 2 4
6, 130

$906
1,073
1,216
1,472
1, 812

$900
1, 045
1, 188
1,442
1, 775

$804
935
1,065
1, 3 2 4
1, 600

I --------------------------------------------------------------I I ----------------------------------------------------------------I I I --------------------------------------------------------------IV --------------------------------------------------------------

1,249
2, 490
4, 78 9
2 , 97 6

941
1,055
1,278
1,571

900
1,025
1,255
1, 53 6

833
91 6
1, 120
1, 40 8

1,008
1, 175
1,402
1, 69 6

11,296
12,660
15,335
18,847

10, 8 0 0
12,300
15 , 060
18 , 432

9 ,996
10, 992
13,440
16,896

12,096
14,100
16, 8 2 4
2 0 , 352

388
974
691
310

1,637
1, 7 7 4
2, 184
2 , 675

1,
1,
2,
2,

624
73 8
145
70 5

1, 4 5 8
1, 597
1,900
2,337

1,841
1, 8 7 4
2, 38 2
2 ,948

19,639
21,291
26,207
32,102

19,488
2 0 , 8 56
25, 740
32,460

17,496
19,164
22, 800
28, 044

2 2,092
22, 488
2 8 ,584
35, 376

553
1,284
1,902
1, 912
1, 015
627

1,273
1,478
1,881
2,3 5 0
2, 837
3, 4 2 0

1,250
1,4 4 2
1, 86 8
2, 3 0 0
2 , 77 8
3, 391

1, 110
1, 3 0 0
1, 62 5
2 , 075
2 , 47 9
2 ,999

1, 4 1 6
1,5 9 0
2 , 078
2 , 59 9
3, 166
3, 812

15,274
17,737
22,573
2 8 , 195
3 4 , 047
41,046

15,000
1 7,304
22,416
2 7 , 60 0
33,336
40,692

13, 3 2 0
15 , 600
19,500
2 4 ,900
29,748
3 5 , 98 8

16,992
19,080
24, 936
3 1 ,188
37,992
45, 744

3, 2 4 4
9 ,338
11, 3 9 6
4, 881

920
1,127
1,342
1,583

90 0
1, 100
1, 3 2 5
1,538

791
97 5
1, 182
1,390

1, 025
1,250
1,466
1, 7 2 0

11,037
13,519
16 , 105
19,001

10,800
13,200
15,900
18 , 45 6

9,4 9 2
11,700
14, 184
16, 68 0

12, 3 0 0
15, 0 0 0
17,592
2 0 , 64 0

262
605
481

1,0 3 3
1,2 4 6
1, 542

1, 01 0
1,2 5 0
1, 54 0

88 6
.1 ,0 9 0
1,375

1, 152
1,3 9 1
1,7 0 0

12,400
14,954
18,507

12, 120
15,000
18,480

10, 632
13,080
16, 50 0

13,824
16 , 692
20,400

71 8
1, 511
934
247

1,400
1, 674
2, 097
2, 677

1,416
1, 599
2 , 043
2 , 670

1,200
1, 4 5 0
1,756
2, 249

1, 542
1, 8 0 4
2,3 3 2
3, 040

16, 80 5
2 0 , 085
2 5 , 161
32,128

16,992
19,188
2 4 , 51 6
3 2,040

14,
17 ,
21,
26,

400
400
072
988

18,504
21,648
2 7 ,984
36, 480

1,387
2, 904
6, 681
8 , 80 0
6,2 5 4
3, 560
1,4 5 2
393

994
1, 115
1,321
1, 612
1,9 0 3
2, 2 4 6
2 , 6 26
3, 167

1, 01 0
1, 105
1,315
1, 593
1, 86 6
2, 2 1 6
2 , 610
3, 113

920
1, 005
1, 183
1,450
1, 675
1, 98 5
2,274
2, 67 4

1, 08 0
1,215
1, 4 5 0
1,775
2 , 086
2 , 45 5
2, 87 5
3,499

11, 931
13,379
15,850
19,347
22,835
26, 950
31,507
3 8 , 001

12, 120
13,260
15,780
19,116
2 2 ,392
2 6 , 592
31,320
37, 356

11, 04 0
12,060
14, 196
17,400
2 0 , 100
23, 820
27,288
32,088

12,960
14,580
17,400
21,300
2 5,032
29,460
3 4 , 50 0
41,988

13,323
2 5 , 862
7 6 , 601
103,134
7 5,216
3 8 , 636
15, 557
3,9 5 5

1, 079
1, 190
1,370
1, 6 30
1,876
2 , 18 4
2, 430
2, 848

1, 065
1, 170
1,356
1, 610
1, 85 5
2, 155
2, 374
2, 76 5

1, 00 0
1, 09 0
1,2 4 3
1,474
1,700
1,950
2 , 132
2 , 50 0

1, 150
1, 27 5
1, 49 5
1,780
2 , 04 0
2, 380
2 , 670
3, 100

12, 952
14, 2 7 8
1 6, 443
19,558
22,512
26,211
2 9 , 158
34,172

12,780
14, 04 0
16,272
19, 3 2 0
22,2 6 0
25, 860
28,488
3 3,180

12,000
13,080
14 , 9 1 6
17, 688
20, 400
23, 400
2 5, 584
3 0 , 00 0

13,800
15, 3 0 0
17,940
21, 360
24, 480
28,560
32,040
37,200

3 ,235
10, 678
2 0 , 158
2 6,257
18, 4 7 4

724
8 28
952
1, 100
1,237

70 7
804
933
1, 091
1,2 2 0

627
722
83 5
99 5
1,111

810
912
1, 053
1, 195
1,340

8, 692
9,9 4 0
11,428
13,199
14,843

8 ,484
9 ,648
11, 196
13,092
14, 64 0

7, 5 24
8, 6 64
10, 020
11,940
13,332

9,720
10,944
12,636
14,340
16, 08 0

A ccountants
A ccountants
A ccountants
A ccountants
A ccountants
A uditors
A uditors
A uditors
A uditors
C hie f
C hief
C hief
C hief

accountants
accountants
accountants
accountants

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

.

A ttorneys
A ttorneys
A ttorneys
A ttorneys
A ttorneys
A ttorneys
A ttorneys

I —
II —
III -IV V -VI —
Buyers

B uyers
B uyers
B uyers
B uyers

I II III
IV
Personnel m anagem ent

J o b a n a l y s t s I I ---------------------------------------J o b a n a l y s t s I I I -------------------------------------J o b a n a l y s t s I V -------------------------------------D irectors
D irecto rs
D irectors
D irectors

of
of
of
of

personnel
personnel
personnel
personnel

I --------------------I I --------------------III -----------------IV — r---------------

C hem ists
C hem ists
C h em ists
C hem ists

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

C h e m ists and en g in e ers

C h e m i s t s V I I -----------------------------------------------------------C h e m i s t s VI II ---------------------------------------------------------E ngineers
Engineers
Engineers
Engineers
Engineers
Engineers
Engineers
Engineers

I --------------------------------------------------------------I I -------------------------------------------------------------I I I ------------------------------------------------------------IV-------------------------------------------------------------V--------------------------------------------------------------V I -----------------------------------------------------------VI I ---------------------------------------------------------V I I I ---------------------------------------------------------T echnical support

Engineering
E ngineering
Engineering
E ngineering
E ngineering

tec h n ic ian s
tech n ician s
tech n ician s
tech n ician s
tec h n ic ian s

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

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




(E m ploym ent and a v e rag e s a la r ie s for selected p ro fessio n al, ad m in is tra tiv e ,
m e t r o p o l i t a n a r e a s , 1 M a r c h 197 5)

t e c h n i c a l , a n d c l e r i c a l o c c u p a t i o n s in p r i v a t e i n d u s t r y ,

Annual s a la r ie s 4

M onthly s a l a r i e s 4
Occupation and le v e l2

N um ber
of
em ployees 3

M iddle ra n g e 5

M iddle ra n g e 5
M ean

M edian

F irst
q u artile

T hird
quartile

M ean

M edian

F irst
quartile

Third
q u artile

T e c h n ic a l s u p p o rt— C ontinued
D r a f t e r - t r a c e r s -------------------------------------------------------------D r a f t e r s I ----------------------------------------------------------------------D r a f t e r s T ----------------------------------------------------------------------T
D r a f t e r s III ----------------------------------------------------------------------

4, 972
16,895
2 4 , 785
2 7 , 462

$645
759
944
1,207

$ 63 4
73 0
912
1, 145

$543
652
821
1, 00 4

$732
843
1,0 4 0
1,3 3 0

$7,737
9 , 103
11,325
14,485

$ 7 , 612
8, 760
10,949
13,737

$ 6 , 515
7, 821
9,854
12,044

$ 8 ,786
10, 115
12,485
15,956

1,067
1, 681
1, 167
2 82

76 5
882
1,0 0 2
1, 198

739
84 7
983
1, 175

675
750
872
1, 031

805
98 8
1, 122
1,356

9 , 178
10, 58 7
12,026
14,377

8 ,868
10, 164
11,796
14, 100

8, 100
9 , 00 0
10,464
12,372

9, 66 0
11,856
13,464
16,272

7 3,226
63,054
2 1,847
18,565
6, 7 3 4
50,059
4 0 , 71 8
21,451
33,518
37,344
48,139
3 2 ,656

601
754
460
521
63 8
603
687
518
657
7 38
534
622

571
723
43 9
48 9
603
570
660
49 5
6 30
72 0
515
600

500
621
400
43 5
521
50 0
590
43 5
547
625
456
525

67 8
854
497
56 6
726
67 4
761
57 0
750
833
584
695

7 ,216
9 , 0 50
5, 5 24
6,252
7, 65 8
7,239
8 ,249
6,210
7,8 8 6
8,861
6,413
7,465

6, 85 5
8 , 681
5 ,266
5,8 6 6
7,2 3 7
6, 839
7, 92 5
5, 9 4 4
7 , 558
8, 63 8
6, 178
7, 198

5,996
7, 4 5 6
4,7 9 9
5,214
6 ,257
5,9 9 9
7, 07 9
5, 2 1 4
6,570
7,498
5, 47 5
6,2 9 9

8, 134
10,249
5,965
6,7 9 6
8 ,707
8, 086
9, 135
6, 839
8,9 9 8
10, 001
7, 013
8,3 4 2

C lerical su p erv iso ry
Keypunch
Keypunch
K eypunch
Keypunch

su p erv iso rs
sup erv iso rs
sup erv iso rs
su p erv iso rs

I -----------------------------------------------I I -----------------------------------------------III --------------------------------------------I V ----------------------------------------------C le rica l

C l e r k s , a c c o u n t i n g I ----------------------------------------------------C l e r k s , a c c o u n t i n g I I ----------------------------------------------------C l e r k s , f i l e I -----------------------------------------------------------------C l e r k s , f i l e I I -----------------------------------------------------------------C l e r k s , f i l e I I I ------------------------------------------------------------- —
K e y p u n c h o p e r a t o r s I --------------------------------------------------K e y p u n c h o p e r a t o r s I I ---------------------------------------------------M e s s e n g e r s -------------------------------------------------------------------S t e n o g r a p h e r s , g e n e r a l -------------------------------------------------S t e n o g r a p h e r s , s e n i o r ------ -------------------------------------------T y p i s t s I -------------------------------------------------------------------------T y p i s t s II ------------------------------------------------------------------------

1 F o r s c o p e o f s t u d y , s e e t a b l e i n a p p e n d i x A.
2 O c c u p a t i o n a l d e f i n i t i o n s a p p e a r i n a p p e n d i x C.
3 O c c u p a t i o n a l e m p l o y m e n t e s t i m a t e s r e l a t e to t h e t o t a l in a l l e s t a b ­
l i s h m e n t s w i t h i n s c o p e o f t h e s u r v e y a n d n o t to t h e n u m b e r a c t u a l l y s u r ­
v e y e d . F o r f u r t h e r e x p l a n a t i o n , s e e a p p e n d i x A, p. 2 9 .
4 S a l a r i e s r e p o r t e d r e l a t e to t h e s t a n d a r d s a l a r i e s t h a t w e r e p a i d
f o r s t a n d a r d w o r k s c h e d u le s , i . e . , the s t r a i g h t - t i m e s a l a r y c o r r e s p o n d ­




i n g to t h e e m p l o y e e ' s n o r m a l w o r k s c h e d u l e e x c l u d i n g o v e r t i m e h o u r s .
N o n p r o d u ctio n b o n u s e s a r e ex clu d ed , but c o s t- o f - liv in g p a y m e n ts and i n ­
ce ntive e a rn in g s a r e in clu d ed .
5
T h e m id d le ra n g e ( i n te r q u a rtile ) u s e d h e r e is the c e n t r a l p a r t
the a r r a y ex clu d in g the u p p e r and l o w e r f o u r th s of the e m p lo y e e d i s t r i ­
bution.

of

M onthly s a l a r i e s 5
Occupation and l e v e l 3

Num ber
of
em ployees 4

M iddle ra n g e 6
M ean

M edian

F irst
q u artile

T hird
quartile

L e v e l s i n es t; a b l i s h m e n t s
e m p l o y i n g 2, i >00 w o r k e r s
o r m o r e ex j > r e s s e d a s
p e r c e n t of t!h o s e in a l l
e s t a b li s h i n e n' t s c o m b i n e d
M ean
E m ploym ent
salaries

A ccountants and au d ito rs
A ccountants
A ccountants
A ccountants
A ccountants
A ccountants

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

2 , 029
5, 565
8,499
5, 603
2 , 803

$988
1, 171
1,301
1, 530
1,8 6 6

$963
1, 178
1,282
1, 50 6
1,845

$897
1,03 5
1, 145
1,360
1, 652

$1,057
1,317
1,461
1, 696
2 , 055

31
43
29
29
41

$ 10 9
110
108
104
103

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

456
973
1, 698
1,226

1, 041
1, 139
1,342
1,6 2 3

997
1, 08 0
1,296
1, 591

880
959
1,1 5 0
1,425

1,214
1,300
1, 500
1, 772

35
36
34
39

111
109
105
104

C h i e f a c c o u n t a n t s III
C h i e f a c c o u n t a n t s IV

233
143

2, 3 7 0
2 , 683

2, 272
2, 673

2 , 037
2 , 317

2 , 740
2 ,990

29
45

108
100

172
448
637
78 0
487
331

1,405
1,606
1,997
2, 44 8
2, 878
3, 442

1,404
1, 575
1,9 6 2
2 , 353
2, 85 8
3 , 332

1,2 5 0
1,424
1,7 5 0
2, 086
2 , 517
2 , 9 16

1,
1,
2,
2,
3,
3,

563
765
225
749
150
9 40

30
33
33
39
48
53

111
109
106
104
101
101

814
3, 184
5, 243
3, 197

1, 052
1,202
1,381
1, 583

1, 06 4
1, 170
1,364
1,528

92 6
1,040
1,216
1,376

1,
1,
1,
1,

183
345
528
73 5

20
26
40
63

116
108
104
100

J o b a n a l y s t s I I ----------------------------------------J o b a n a l y s t s I I I ---------------------------------------J o b a n a l y s t s I V ----------------------------------------

142
404
34 8

1, 09 0
1,307
1, 585

1,0 6 1
1, 322
1, 584

97 6
1, 172
1,441

1,226
1,4 4 2
^ 1, 73 0

51
63
71

104
105
103

D i r e c t o r s of p e r s o n n e l II --------------------D i r e c t o r s of p e r s o n n e l I I I --------------------D i r e c t o r s of p e r s o n n e l IV----------------------

114
157
120

1,995
2, 477
2,8 6 6

2, 041
2,4 9 9
2, 77 8

1, 676
2 , 083
2,4 9 6

2, 2 57
2, 77 0
3, 150

6
15
42

120
119
108

1,0 6 2
1, 168
1,4 0 9
1, 682
2 , 015
2 , 33 6
2, 821

1,050
1, 166
1,400
1, 665
2, 007
2, 3 1 6
2, 757

1,000
1, 066
1,275
1,525
1, 790
2, 124
2 , 504

1, 145
1,2 6 6
1, 545
1,838
2,2 0 0
2 , 516
2 ,993

39
44
36
42
43
47
41

108
106
109
105
107
105
108

A uditors
A uditors
A uditors
A uditors

A ttorneys
A ttorneys
A ttorneys
A ttorneys
A ttorneys
A ttorneys
A ttorneys

I
II ■
III
IVVVI
B uyers

B uyers
B uyers
B uyers
B uyers

I -----------I I -----------III ---------I V ----------Personnel m anagem ent

C h em ists and en g in e ers

C h em ists
C h em ists
C h em ists
C h em ists

I V ------------------------------------------------------------------V ------------------------------------------------------------------V I ------------------------------------------------ ------------------VI I ----------------------------------------------------------------

606
1, 407
2, 94 0
4 ,256
3, 089
1,879
639

Engineers
E ngineers
E ngineers
E ngineers
E ngineers
E ngineers
E ngineers
E ngineers

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

7,331
15, 022
4 6 , 953
67,609
48,970
2 3,640
10, 751
3, 012

1, 09 0
1,2 1 3
1,409
1, 671
1,906
2, 212
2, 441
2 , 87 5

1,075
1, 196
1,399
1,6 5 5
1,889
2, 186
2 , 39 0
2 , 782

1,010
1,112
1,2 8 0
1, 51 6
1,745
1,999
2, 141
2 , 520

1, 155
1,2 9 2
1, 535
1,821
2, 060
2,3 9 9
2 , 685
3, 133

50
52
56
59
61
57
66
72

101
103
104
103
102
102
101
101

2, 082
5, 7 40
11,013
17,178
14, 4 4 0

77 6
877
972
1, 114
1,251

743
85 8
961
1, 108
1,239

691
77 5
85 6
1, 01 6
1, 117

86 0
983
1,076
1,2 0 1
1, 36 9

59
47
48
59
75

108
106
102
102
101

C h e m i s t s I --------------------------------------------------------------------C h e m i s t s I I ---------------------------------------------------------------------

T echnical support
Engineering
E ngineering
E ngineering
Engineering
E ngineering

tec h n ician s
tec h n ic ian s
tec h n ic ian s
technicians
tec h n ician s

I ---I I ---III—
IV —
V —

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




( E m p l o y m e n t a n d a v e r a g e m o n t h ly s a l a r i e s f o r s e l e c t e d p r o f e s s i o n a l , a d m i n i s t r a t i v e , t e c h n ic a l , a n d c l e r i c a l o c c u p a t i o n s in p r i v a t e i n d u s t r y 1
i n e s t a b l i s h m e n t s e m p l o y i n g 2 , 5 0 0 w o r k e r s o r m o r e , 2 U n i t e d S t a t e s e x c e p t A l a s k a a n d H a w a i i , M a r c h 1975)
M onthly s a l a r i e s 5
Occupation and l e v e l3

Num ber
of
em ployees 4

M iddle ra n g e 6
M ean

M edian

F irst
quartile

T hird
q u artile

L e v e l s in e s t a b l i s h m e n t s
em ploying 2 ,500 w o rk e rs
or m o re expressed as
p e r c e n t of t h o s e in a l l
e s t a b l i s h m e i nts c o m b i n e d
M ean
Em ploym ent
salaries

T e c h n ic a l s u p p o rt— C ontinued
D rafter-tracers
---------------------------------------------------------D r a f t e r s I ---------------------------------------------------------------------D r a f t e r s I I ---------------------------------------------------------------------D r a f t e r s III -------------------------------------------------------------------

2 , 0 40
5, 607
8, 6 0 4
13,733

$720
834
1,0 2 2
1,3 1 3

$710
80 8
1 ,004
1,227

$634
70 9
892
1, 07 6

$772
93 5
1, 120
1, 56 0

37
28
29
45

$1 1 3
111
109
110

360
37 8
135

1, 03 0
1, 108
1,227

1, 003
1,088
1,206

831
930
1,040

1, 176
1,280
1,375

21
31
47

117
111
103

16, 731
16, 195
4 ,318
4,244
2 ,422
12,781
12,655
6, 142
13,493
15,615
11,517
13,016

68 8
854
51 4
609
710
70 9
758
565
711
787
602
67 0

675
813
488
576
691
689
737
53 4
700
782
57 0
643

570
694
452
503
590
582
63 9
469
603
647
503
56 0

782
99 7
554
69 8
824
804
86 9
64 0
804
912
681
75 5

20
23
18
22
34
22
29
27
36
38
22
37

116
114
112
117
111
120
111
109
109
108
114
108

C le rica l su p erv iso ry
K e y p u n c h s u p e r v i s o r s II -------------------------------------------K e y p u n c h s u p e r v i s o r s I I I ----------------------------------------- K e y p u n c h s u p e r v i s o r s IV -------------------------------------------C le rica l
C l e r k s , a c c o u n t i n g I --------------------------------------------------C l e r k s , a c c o u n t i n g I I --------------------------------------------------C l e r k s , f i l e I --------------------------------------------------------------C l e r k s , f i l e I I --------------------------------------------------------------C l e r k s , f i l e I I I -------------------------------------------------------------K e y p u n c h o p e r a t o r s I -------------------------------------------------K e y p u n c h o p e r a t o r s I I -------------------------------------------------M e s s e n g e r s ------------------------------------------------------------------S t e n o g r a p h e r s , g e n e r a l --------------------------------------------S t e n o g r a p h e r s , s e n i o r -----------------------------------------------T y p i s t s I ----------------------------------------------------------------------T y p i s t s II -----------------------------------------------------------------------

1 F o r s c o p e o f s t u d y , s e e t a b l e i n a p p e n d i x A,
2 Includes d ata fr o m 6 la rg e co m p an ies that prov id ed com panyw ide
d ata unidentified by size of e s ta b lis h m e n t.
3 O c c u p a t i o n a l d e f i n i t i o n s a p p e a r i n a p p e n d i x C.
O c c u p a t i o n a l e m p l o y m e n t e s t i m a t e s r e l a t e to t h e t o t a l i n a l l e s ­
t a b l i s h m e n t s w i t h i n s c o p e of t h e s u r v e y a n d n o t t h e n u m b e r a c t u a l l y s u r ­
v e y e d . F o r f u r t h e r e x p l a n a t i o n , s e e a p p e n d i x A, p . 2 9.
5 S a l a r i e s r e p o r t e d r e l a t e to t h e s t a n d a r d s a l a r i e s t h a t w e r e p a i d




f o r s t a n d a r d w o r k s c h e d u l e s ; i . e . , the s t r a i g h t - t i m e s a l a r y c o r r e s p o n d i n g
to t h e e m p l o y e e ' s n o r m a l w o r k s c h e d u l e e x c l u d i n g o v e r t i m e h o u r s . N o n ­
p ro d u c tio n b o n u s e s a r e ex c lu d ed , bu t c o s t - o f - l i v in g p a y m e n ts and i n c e n ­
tive e a rn in g s a r e in cluded.
6
T h e m i d d l e r a n g e ( i n t e r q u a r t i l e ) u s e d h e r e i s t h e c e n t r a l p a r t of
the a r r a y ex c lu d in g th e u p p e r an d l o w e r f o u r th s of th e e m p l o y e e d i s t r i ­
bution.

( P e r c e n t d i s t r i b u t i o n of e m p l o y e e s in s e l e c t e d p r o f e s s i o n a l a n d a d m i n i s t r a t i v e o c c u p a t i o n s b y m o n t h l y s a l a r y ,
A l a s k a a n d H a w a i i , 1 M a r c h 19 75)
A ccountants

United S ta tes ex c ep t

A uditors

C hie f a c c o u n ta n ts

M onthly s a la r y
I

II

III

IV

V

-

.

.

.

.

-

-

-

2. 5

-

_

_

"

-

-

-

-

-

$ 6 00
$ 6 25
$ 65 0
$675

and
and
and
and

under
under
under
under

$ 6 25
$ 6 50
$ 6 75
$700

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

1.2
. 5
3.5
2. 1

$ 70 0
$725
$750
$ 7 75

and
and
and
and

under
under
under
under

$ 7 25
$750
$ 7 75
$ 800

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

2.
1.
6.
4.

0
2
0
7

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

_

$
$
$
$

800
825
850
875

and
and
and
and

under
under
under
under

$
$
$
$

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

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

1.9
2. 5
5. 1
4.2

$ 90 0
$. 925
$950
$ 9 75

and
and
and
and

under
under
under
under

$ 925 ----------------------------$ 9 5 0 ----------------------------$ 9 7 5 ----------------------------$ 1 , 0 0 0 -------------------------

10. 9
6 .5
6. 6
5. 1

4. 6
4. 9
6.2
6. 8

2.
2.
3.
3.

825
850
875
90 0

I

-

_
-

-

-

-

_

_
-

_
-

-

-

_
-

_
-

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

_

_

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

050
100
150
200
250

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

8. 9
5. 7
2. 6
1.9
. 6

10. 8
10. 2
7.2
6. 2
4. 8

8.4
9 .6
10. 4
10. 7
8. 6

(1.1)
1. 1
3. 0
3. 5
4. 6

_
(0.6)

$
$
$
$
$

1,
1,
1,
1,
1,

25 0
300
350
40 0
45 0

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

300
350
4 00
450
50 0

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

1.4
. 6
1. 3
(.3)
-

5.
3.
7.
1.
1.

8.
7.
4.
4.
3.

8. 1
9. 3
11. 1
10. 1
8.9

1.0
1. 7
1.6
2. 5
5. 6

$
$
$
$
$

1,
1,
1,
1,
1,

50 0
55 0
6 00
650
7 00

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

550
60 0
65 0
70 0
75 0

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

_

$
$
$
$
$

1,
1,
1,
1,
1,

75 0
800
850
9 00
9 50

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
2,

800
850
900
950
00 0

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

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

00 0
05 0
100
150
2 00

and
and
and
and
and

under
under
under
under
under

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

05 0
100
150
200
250

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

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

2 50
30 0
350
40 0
45 0

and
and
and
and
and

under
under
under
under
under

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

300
350
400
450
500

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

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

50 0
600
70 0
800
90 0

and
and
and
and
and

under
under
under
under
under

$2,
$2,
$ 2,
$ 2,
$ 3,

60 0
70 0
800
900
000

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

$
$
$
$
$

3,
3,
3,
3,
3,

0 00
100
2 00
300
4 00

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

100
20 0
300
400
500

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

$
$
$
$

3,
3,
3,
3,

5 00
60 0
700
800

and
and
and
and

u n d e r $ 3, 600 --------------------u n d e r $ 3, 70 0 --------------------u n d e r $ 3, 800 --------------------o v e r -------------------------------------

T otal

3,
3,
3,
3,
3,

-

_
_

_
_

_
_

-

-

-

-

-

1
1
2
2

2. 0
1.9
4. 9
4. 5

_

_

.

_
_
(3 . 0)

_
_
_

_
_

_
_

_
_
_

.
_
_

-

-

-

-

-

9
5
5
3

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

1. 7
.4
1. 5
2 .0

_

_

_
_

_
.

_
_

_
_

_

-

-

-

-

-

12.
6.
2.
2.
2.

5
1
1
1
3

12. 9
9.6
6 .4
7. 5
6 .0

5. 5
8. 1
5. 8
9. 3
8.6

1.5
_
_

_
_

_
_
_

_

_

-

-

-

-

2.
1.
3.
.

3
3
0
3

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

11. 6
9.2
8. 0
6. 5
4. 4

10. 5
2. 2
5 .0
5.7
14. 0

_
0. 2
5. 7
4. 7

_

2. 3
. 3
-

_
_
_

3. 8
2. 4
1. 8
1.2
1.5

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

(3. 6)
_
-

_

.
-

_

_

-

-

3. 3
3.9
2. 7
3. 1
2. 2

-

-

_

-

_
-

-

-

-

"

_
-

.
-

_
-

_
-

-

-

-

-

_

_
-

_

-

_
-

-

-

-

_

-

_
-

_
-

_
-

-

-

-

_

_

-

-

_
_

_
_

-

-

-

-

.
_
-

_

_
_

.

"

_
-

_

-

_

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

-

_

_

-

_

3. 4
2. 8
1. 8
1.2
(2.5)

-

5.
6.
6.
9.
6.

_
_

0
8
8
9

. 5
2. 7
(.6)
-

5
3
2
1
5

_
_

IV

III

2.
.
2.
1.

_
_
-

8.
6.
5.
4.
3.

II

3
1
4
7

7
5
1
8
7

2. 0
3. 8
1.2
(2.3)
-

I

7.
3.
5.
4.

00 0
05 0
100
150
20 0

(.6)
-

IV

6.
11.
4.
11.

-

1,
1,
1,
1,
1,

8
2
5
4
5

III

3.
1.
3.
3.

$
$
$
$
$

6
8
2
3
2

II

1.4
2. 4
1.2
. 5
1.0

-

_
-

-

-

-

_

_

-

_
_
-

•

_
(1.2)
2. 3
1. 8
3. 3
3.
8.
4.
10.
10.

0
0
2
0
8

5
2
4
8
9

. 5
2. 5
. 4
1.5
1.9

_
_
_

3. 2
4. 3
2.8
1. 6
2. 3

. 2
4. 8
1.8
3. 3
5. 3

11.
6.
5.
5.
2.

6
0
7
2
3

4 .9
. 5
7 .9
7. 5
4.9

(0_ 6)
.
1.9
. 6
3. 5

1. 0
1. 6
(3.6)

4. 2
1. 8
(2.2)
-

2. 5
4. 0
1 .4
2.9
. 5

2.9
6. 0
6 .6
6. 4
5. 8

1.9
. 3
1.6
.9
7. 3

3.
4.
2.
4.
6.

8
4
5
0
1

3.
2.
4.
3.
5.

8
8
4
5
7

-

4. 8
1.9
1.0
. 8
2. 6

6.
5.
13.
8.
6.

3
4
2
5
0

-

-

-

_

_

_

-

-

-

_

_
_
_
_

-

-

_
-

_
_
-

_

.

-

-

-

_

. 2
_

.4
. 8
. 3

(1.6)
-

-

-

-

-

.
-

.
-

_

_

.

_

-

-

_
_

_
_

_

5. 3
(•3)

_
_

_

-

-

"

-

-

-

-

-

-

_

_

_

_

-

-

-

-

_
_
-

_
_
-

_
-

_
.
-

_

_

_
-

_
-

-

-

3.
15.
5.
7.
10.

-

_

_
_

9
2
4
1
8

7.
7.
2.
15.
4.

_

-

_

.2
1.9
(.8)

-

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

2
3
9
9

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

1 00. 0

10 0 . 0

10 0 . 0

10 0 . 0

100. 0

10 0 . 0

10 0 . 0

100.0

100. 0

10 0 . 0

10 0 . 0

100. 0

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

6, 50 7

12,806

2 9 , 738

19,228

6, 765

1, 28 6

2, 732

5, 036

3, 130

456

1, 159

798

317

A v e r a g e m o n t h l y s a l a r y ------------------------

$908

$ 1, 065

$ 1, 20 5

$ 1, 4 6 8

$ 1, 805

$941

$ 1, 04 9

$ 1, 2 7 8

$ 1, 567

$ 1, 607

$ 1, 777

$ 2 , 186

$ 2 , 6 74




10 0 . 0

A ttorneys
M onthly s a la r y
I
$ 850 a n d u n d e r $ 875 ---------------------------------------------$ 875 a n d u n d e r $ 9 00 ---------------------------------------------$ 90 0
$925
$950
$ 97 5

and
and
and
and

under
under
under
under

$ 92 5 --------------------------------------------$ 9 5 0 ---------------------------------------------$ 9 7 5 ---------------------------------------------$ 1, 0 0 0 -----------------------------------------

II
1. 2
. 5
2.
.
3.
2.

5
2
0
1

III

-

IV

V

VI

-

-

-

_

_

_
_

_
_

-

-

-

-

_

_
_

.

_
_

_
_
_

_

_

$
$
$
$
$

1,
1,
1,
1,
1,

0 00
0 50
100
150
2 00

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

0 50 ----------------------------- ------100 ------------------------------------1 5 0 ------------------------------------2 0 0 ------------------------------------2 50 -------------------------------------

9. 3
2. 6
9. 5
12. 6
4.9

0
6
6
8
1

_

_

$
$
$
$
$

1,
1,
1,
1,
1,

250
300
350
40 0
450

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

300
350
400
4 50
500

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

14.
6.
5.
7.
2.

(o.i)

-

10. 4
10. 8
5.5
10. 3
7. 5

2.9
. 5
2. 4
2. 0
4. 8

_

_
_
_

$
$
$
$
$

1,
1,
1,
1,
1,

50 0
5 50
60 0
65 0
7 00

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

5 50
6 00
65 0
7 00
7 50

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

4.
2.
1.
3.
.

.

-

-

4
6
2
3
4

7.
9.
3.
4.
3.

8
3
7
8
2

3.
4.
5.
5.
6.

6
2
6
1
6

$
$
$
$
$

1,
1,
1,
1,
1,

75 0
800
850
9 00
9 50

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
2,

800
850
90 0
9 50
000

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

1. 6
1.4
(1.4)

2.
3.
1.
1.
1.

5
6
3
0
2

6.
3.
9.
5.
6.

8
8
1
4
5

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

0 00
0 50
100
150
20 0

and
and
and
and
and

under
under
under
under
under

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

05 0
100
150
200
2 50

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

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

25 0
300
350
40 0
45 0

and
and
and
and
and

under
under
under
under
under

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

300
350
4 00
4 50
500

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

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

50 0
60 0
70 0
800
900

and
and
and
and
and

under
under
under
under
under

$2,
$2,
$2,
$2,
$ 3,

6 00
7 00
800
9 00
000

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

-

-

$
$
$
$
$

3,
3,
3,
3,
3,

000
100
200
300
4 00

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

3,
3,
3,
3,
3,

100
200
300
400
50 0

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

_

_

_

-

-

-

-

-

-

$
$
$
$
$

3,
3,
3,
3,
3,

5 00
6 00
70 0
800
9 00

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

3,
3,
3,
3,
4,

60 0
70 0
800
900
00 0

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

_

_

_

-

-

-

-

-

-

-

-

$ 4,
$4,
$4,
$4,
$ 4,

0 00
100
2 00
300
40 0

and
and
and
and
and

under
under
under
under
under

$ 4,
$4,
$4,
$4,
$ 4,

100
200
300
40 0
50 0

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

$ 4,
$4,
$4,
$ 4,

5 00
60 0
70 0
800

and
and
and
and

under
under
under
over

$ 4, 60 0 ------------------------------------$ 4 , 70 0 ------------------------------------$ 4 , 800 ----------------------------------------------------------------------------------------

-

-

2
0
3
2
8

-

_
-

-

_

-

2.
2.
1.
4.
2.

_

1. 1
(3.0)
-

_

_

-

-

-

-

-

-

_
-

_

_
_
_

(1.2)
2. 3
. 5
1. 2
2. 6
1.
.
2.
2.
2.

_
_

_

.

1
8
6
8
5

4. 8
3.2
2. 8
3. 8
2. 5

4.
6.
5.
4.
3.

1.2
2. 2
1.0
(•V)
-

6.
4.
4.
4.
2.

(1.5)
1. 1

3.9
10. 6
3. 6
5. 5
4. 2

1.9
2. 2
1. 9
1. 1
1. 5

_
_

1.
1.
.
1.
2.

0. 5
1.0
. 8

1
7
3
0
8

5. 1
1.2
3. 4
5. 8
5. 9

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

7
6
8
3
9

5.
8.
7.
5.
9.

8
5
1
0
3

1.
3.
2.
3.
5.

8
7
7
2
6

2. 0
2. 2
(3.3)

5.
5.
5.
4.
3.

4
6
1
0
8

4.
4.
8.
7.
11.

5
6
3
3
8

6.
2.
3.
2.
3.

7
9
3
4
5

3.
4.
1.
1.
.

8
5
9
6
5

_

_

_

-

3. 0
2. 1
1. 8
1. 0
(2.4)

_

_

_

-

-

-

_

_

"

"

_

_

_

-

-

_

_

-

-

_

1
4
3
4
1

_
_
-

-

-

_

_

_

_

_
-

-

_

_

-

1.0
1.4
2. 2
2. 4

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

100. 0

1 00 . 0

10 0 . 0

10 0 . 0

10 0 . 0

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

571

1, 341

1, 95 3

1, 991

1, 021

627

A v e r a g e m o n t h l y s a l a r y ----------------------------------------

$ 1, 2 6 8

$ 1, 48 0

$ 1, 880

$ 2 , 347

$ 2 , 837

$ 3, 42 0

Total




1

1 00 . 0

B uyers
M onthly s a l a r y
I
U n d e r $ 6 2 5 --------------------------------------------------------------$ 625 a n d u n d e r $ 6 5 0 ---------------------------------------------$ 6 5 0 a n d u n d e r $ 6 7 5 ---------------------------------------------$ 67 5 a n d u n d e r $ 70 0 ----------------------------------------------

III

II
(2.
2.
4.
2.

9)
5
1
6

IV

-

_

-

.

$700
$ 725
$ 75 0
$ 77 5

and
and
and
and

under
under
under
under

$725
$ 750
$ 775
$ 800

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

4.
3.
4.
6.

3
7
6
8

(2.1)
1.2
.9

$
$
$
$

800
825
850
875

and
and
and
and

under
under
under
under

$ 825
$ 850
$ 875
$900

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

4.
5.
5.
6.

0
5
6
2

2. 1
1. 9
2. 2
2 .9

$ 9 00
$925
$950
$975

and
and
and
and

under
under
under
under

$ 9 25 ---------------------------------------------$ 9 5 0 --------------------------------------------$ 975 ---------------------------------------------$ 1, 00 0 ------------------------------------------

6.
3.
2.
6.

0
2
6
1

4. 3
3. 8
4. 4
5 .0

8.
5.
5.
3.
3.

0
8
1
7
4

10.
10.
9.
9.
6.

1.5
1.0
(i.o )

5.
5.
3.
2.
2.

$
$
$
$
$

1,
1,
1,
1,
1,

00 0
0 50
100
150
20 0

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

05 0
100
150
2 00
2 50

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

$
$
$
$
$

1,
1,
1,
1,
1,

2 50
300
350
4 00
4 50

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

300
350
40 0
45 0
5 00

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

$
$
$
$
$

1,
1,
1,
1,
1,

5 00
5 50
60 0
65 0
70 0

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
1,

55 0
6 00
6 50
70 0
75 0

1,
1,
1,
1,
1,

750
800
850
900
95 0

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,
1,
1,
1,
2,

800
850
90 0
95 0
0 00

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

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

0 00
0 50
100
150
2 00

and
and
and
and
and

under
under
under
under
over

$ 2 , 0 5 0 -------------------------------------$ 2, 100 ------------------------------------$ 2 , 15 0 ------------------------------------$ 2 , 2 00 ----------------------------------------------------------------------------------------

.

_

-

(2.7)
1.2
1. 1

-

7
2
1
0
4

4. 0
4. 6
7. 1
8.9
8. 7

(1.1)
1. 0
1. 7
2. 0
3. 1

5
0
8
5
0

9. 6
8.5
9.7
7. 5
5 .5

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

1.5
1. 3
1. 0
(1.3)
-

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

$
$
$
$
$

-

4. 5
3.9
3. 3
2. 2
1 .4

9.
8.
6.
6.
3.

_

1. 8
1.0
1.2
(1.8)
.
_

-

-

_
10 0 . 0

-

_

100. 0

-

7
3
7
0
4

3. 0
3. 5
2. 1
2. 4
2 .9
1.7
1.5
1. 6
3. 4

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

10 0 . 0

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

4, 100

12, 06 3

13, 232

5, 047

A v e r a g e m o n t h l y s a l a r y ----------------------------------------

$905

$ 1, 111

$ 1, 333

$ I, 582

T otal

See fo o tn o tes

a t e n d of t a b l e .




100. 0

( P e r c e n t d is tr i b u ti o n of e m p l o y e e s in s e l e c t e d p r o f e s s i o n a l an d a d m i n i s t r a t i v e
A l a s k a a n d H a w a i i , 1 M a r c h 1975)

occupations by m o n th ly

Job an aly sts
M onthly s a la r y

D irectors
IV

III

II
0. 7
1. 8

_

_

-

-

.4
. 7
-

_
_

.4
3. 6
10. 0
11. 1

( 1-7)
1. 6
.3

4.
1.
2.
4.

4. 8
1.4
2. 5
1. 4

$
$
$
$

700
72 5
750
77 5

and
and
and
and

under
under
under
under

$
$
$
$

72 5
750
7 75
8 00

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

$
$
$
$

80 0
82 5
85 0
875

and
and
and
and

under
under
under
under

$
$
$
$

825
85 0
875
90 0

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

$
$
$
$

90 0
925
950
975

and
and
and
and

under
under
under
under

$
$
$
$

925 ------------------------------------------95 0 ------------------------------------------975 ------------------------------------------1 , 0 0 0 -------------------------------------

$
$
$
$
$

1, 0 00
1,050
1, 100
1, 150
1,200

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,0 5 0
1, 100
1,1 5 0
1 ,200
1 , 2 50

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

13.3
5.4
11. 5
9.3
3.2

$
$
$
$
$

1,250
1 , 3 00
1,350
1,400
1,450

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,300
1 , 3 50
1,4 0 0
1,4 5 0
1,5 0 0

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

$
$
$
$
$

1,500
1,550
1,600
1,650
1,700

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

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

V

$
$
$
$
$

1,750
1,800
1,850
1,900
1,950

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

$ 2,000
$ 2 ,0 5 0
$ 2, 100
$ 2 ,1 5 0
$ 2 ,2 0 0

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

2 ,2 5 0
2 , 3 00
2 ,3 5 0
2,4 0 0
2 ,4 5 0

and
and
and
and
and

$
$
$
$
$

2 ,5 0 0
2, 600
2,700
2,800
2,9 0 0

$
$
$
$
$
$
$
$
$
$

3
1
5
7

-

-

_
_

_
_

_
_

_
_

_
_
_

-

-

-

-

-

_

_

-

_
_
_

_

"

_

_
_

_
_

_
.

_
_

_
_

-

-

-

-

-

-

-

_
_
0. 9

-

_
_
-

_
-

_
_

-

-

-

-

_

_
-

_

_

_

_

_

_
-

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

1,8 0 0
1,8 5 0
1,900
1,9 5 0
2 ,0 0 0

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

_
-

$
$
$
$
$

2 ,050
2, 100
2, 150
2,200
2 , 2 50

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

under
under
under
under
under

$
$
$
$
$

2 , 3 00
2 , 3 50
2 ,400
2,450
2,500

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

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

2,600
2, 7 0 0
2,800
2 ,900
3,000

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

3,0 0 0
3, 100
3,2 0 0
3 , 3 00
3,4 0 0

and
and
and
and
and

under
under
under
under
under

$ 3 ,1 0 0
$ 3 , 2 00
$ 3,300
$ 3 , 4 00
$ 3,500

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

3,5 0 0
3 ,6 0 0
3,7 0 0
3,800
3,900

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

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

.
-

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

-

"

_

6.
7.
7.
6.
8.

_

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




IV

_

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

s a l a r y ...... ............................................

III

_

5.4
7. 2
1.4
1.4
(.7)

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

of p e r s o n n e l

_

(2 .6 )
2 .4
1.2
3.5

A v e ra g e m o n th ly

except

_

2
8
3
7
9

T o t a l __________________________________________

U nited S tates

.

$ 675 ------------------------------------------$ 70 0 -------------------------------------------

$ 4 ,0 0 0 and o ver

II

I

.

$ 65 0 a n d u n d e r
$ 67 5 a n d u n d e r

3 ,6 0 0
3,700
3,800
3,900
4,0 0 0

salary,

_

"

_

-

_

_

3
7
2
3
8

0. 3
2.2
. 6
. 1

7. 9
2. 6
9.3
7. 1
6. 9

■

6.4
5. 1
2. 8
10. 1
5.4

5. 3
6. 5
3.0
8. 1
8. 2

8. 5
7.9
9.8
5. 1
6. 5

9.
7.
2.
5.
.

7
8
7
5
3

10.
8.
4.
8.
2.

9
0
8
3
5

1. 8
2.4
5. 0
6. 9
6. 9

5. 5
1. 6
3.3
1. 8
3.0

1.
1.
2.
.
2.

5
9
5
1
2

4.
4.
3.
1.
2.

7
1
0
9
7

_

_

_
( 1.4)

1. 3

3. 5
1. 6
3. 6
2.4
11. 1

_

_

( 1.0)
3. 1
6.3

_
_

1.3
2. 1
1. 2
1. 7
1. 9

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

6.3
6.3
. 7
.3
4. 2

_
_
2. 5

. 6
.4
.9
.2
2.3

4.
3.
2.
4.
3.

6
7
8
7
1

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

2. 5
_
1 .3
"

1. 5
(.6)

2.
2.
2.
1.
.

0
5
8
1
2

4. 2
6.3
8.4
4. 2
4. 5

3.
8.
2.
3.
17.

8
8
5
8
5

11. 1
5. 9
.3
1. 7
3.8

5.
1.
1.
15.
1.

0
3
3
0
3

3. 1
.3
.3
1. 7
1.4

1.
7.
3.
3.

-

-

_
_
-

_
-

-

-

"

_

_

-

-

_
-

_
_
_

"

“

-

"

"

_
-

_
-

-

-

-

-

-

-

-

-

-

_
-

-

-

-

“

-

-

-

-

-

-

-

_

100. 0

_

100. 0

_
_

100. 0

_
_

100. 0

_

-

-

"

_

_
-

-

_

-

_
_

-

~

_

_

-

.
-

_

_
_

_
_

-

_

_

"

-

.4
_
1. 4
. 1
-

_

1. 8
( 1-4)

3.
4.
10.
6.
8.

-

_

_
_

100. 0

1. 9
( 1. 9)
"
_

_

100. 0

100. 0

_

-

_
_

_
3
5
8
8

Z16. 3
100. 0

2 79

644

49 2

1, 008

1, 89 6

1, 062

287

80

$1,045

$1,246

$1,538

$1,401

$1, 661

$2, 08 6

$2,653

$3,320

M onthly s a la r y
I

III

II

IV

V

$
$
$
$

7 00
72 5
750
77 5

and
and
and
and

under
under
under
under

$
$
$
$

7 25
75 0
77 5
80 0

------------------------------------;------------------------------------------------------------------- --------------------------------------------------------------

6.
.
1.
.

7
7
3
7

(0 .6 )
1. 1
. 5

$
$
$
$

800
82 5
850
875

and
and
and
and

under
under
under
under

$
$
$
$

825
85 0
875
9 00

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

2.
2.
3.
5.

1
1
1
2

.2
.9
2. 5
3.3

$
$
$
$

90 0
92 5
95 0
975

and
and
and
and

under
under
under
under

$
$
$
$

925 -----------------------------------------95 0 -----------------------------------------975 -----------------------------------------1 , 0 0 0 -------------------------------------

$
$
$
$
$

1,000
1,050
1, 100
1,150
1,200

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

$
$
$
$
$

1,250
1 , 3 00
1 , 3 50
1,400
1,450

and
and
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and
and

under
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$
$
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1 , 3 0 0 ---------1 , 3 5 0 ---------1 , 4 0 0 ---------1 , 4 5 0 ---------1 , 5 0 0 ----------

$
$
$
$
$

1,500
1,550
1,600
1, 650
1,700

and
and
and
and
and

unde r
under
under
under
under

$
$
$
$
$

1,550
1,600
1,650
1 , 7 00
1,750

$
$
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1,750
1,800
1, 85 0
1, 900
1,950

and
and
and
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under
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$
$
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1,800 1,850 1, 90 0 1,9 5 0 2 ,0 0 0 -

$
$
$
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$

2,0 0 0
2,0 5 0
2, 100
2, 150
2 , 2 00

and
and
and
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under
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$
$
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2 ,0 5 0 2 , 100 2, 150 2,2 0 0 2,2 5 0 -

$ 2 ,2 5 0
$ 2,3 0 0
$ 2 , 3 50
$2,4 0 0
$ 2,4 5 0

and
and
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under
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$
$
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2 ,3 0 0
2 ,3 5 0
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-

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2 ,6 0 0
2,7 0 0
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2,9 0 0

and
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3,0 0 0
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3 ,1 0 0 3 ,200 3,300 3,400 3,500 -

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3,6 0 0
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3,8 0 0
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and
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4, 100
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$ 4 ,1 0 0 $ 4,2 0 0 ■
$ 4,300$ 4,400$ 4,500-

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

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( 2 . 1)

19.2
14.4
7. 6
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1 2 .3
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3. 1

$ 4 , 5 0 0 a n d o v e r -----------------T o t a l -----------------------------

100. 0

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

1, 574

3 ,215

8, 0 9 0

10, 134

7, 2 3 8

3, 977

1,566

41 5

$983

$ 1, 107

$ 1 ,2 9 8

$ 1, 600

$1,892

$ 2 , 227

$ 2 , 614

$ 3 , 155

A v e rag e m o n th ly

salary —




100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

II

I
Under

$ 90 0 --------------------------------------------------------------

III

3. 1

IV

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2. 6
7.2
10. 2

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(2 .7 )
1. 5
2. 6

( 1-7)

-

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"

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

18. 9
17. 2
13.3
11.4
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12.
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1 , 3 50
1 ,400
1,450
1,500

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

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$
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1,650
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---------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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1 ,850
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---------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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5.4
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8.
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2
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4. 2
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2 ,0 0 0
2 ,0 5 0
2, 100
2, 150
2,2 0 0

and
and
and
and
and

under
under
under
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$
$
$
$
$

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

5.
5.
3.
3.
2.

1
8
9
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6.3
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$
$
$
$
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2 , 2 50
2 ,300
2 , 3 50
2,4 0 0
2,4 5 0

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$
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2 , 3 00
2 ,3 5 0
2 ,4 0 0
2 ,4 5 0
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--------------------------------------------------------------------------------------------------------------------------------------------------------------------------

2. 2
1. 6
1. 1
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4.4
3 .9
3.4

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

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

and
and
and
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under
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$
$
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2 ,600
2 ,7 0 0
2 ,800
2,900
3 ,000

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

_

5. 6
3. 5
2. 5
1.4
1. 0

9. 0
6. 8
6.4
5. 1
3. 6

10. 9
9.2
8. 1
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8.4

$
$
$
$
$

3,000
3, 100
3,2 0 0
3 , 3 00
3,400

and
and
and
and
and

under
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under
under
under

$
$
$
$
$

3, 1 0 0 ----------------------------------3 , 2 0 0 ----------------------------------3 , 3 00 ----------------------------------3 , 4 0 0 ----------------------------------3 , 5 0 0 -----------------------------------

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

$
$
$
$
$

3,500
3 ,6 0 0
3 ,7 0 0
3 ,8 0 0
3,9 0 0

and
and
and
and
and

u n d e r $ 3 , 6 0 0 ----------------------------------u n d e r $ 3 , 7 0 0 ----------------------------------u n d e r $ 3 , 8 0 0 ----------------------------------u n d e r $ 3 , 9 0 0 ----------------------------------o v e r ----------------------------------------------------

$
$
$
$

9 00
925
95 0
975

and
and
and
and

under
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under

$
$
$
$

925 ------------------------------------------9 50 ------------------------------------------975 ------------------------------------------1 , 0 0 0 -------------------------------------

$
$
$
$
$

1,000
1,050
1,100
1, 150
1,200

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

$
$
$
$
$

1,250
1 , 3 00
1,350
1,400
1,450

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1, 5 00
1,550
1,600
1,650
1,700

and
and
and
and
and

$
$
$
$
$

1,750
1,800
1, 8 50
1, 9 00
1,9 5 0

$
$
$
$
$

_
-

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

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1. 1
( 1-9)

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4.
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1
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1. 0
1.4
1. 5
3. 5

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

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

100. 0

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

14,592

2 9 , 084

84 , 519

114,108

80, 83 6

4 1 ,314

16, 2 3 9

4 , 170

A v e rag e m onthly

$ 1 , 076

$ 1 , 183

$1,361

$ 1 , 620

$1,869

$ 2 , 176

$2,425

$ 2 , 843

$4,
$4,
$4,
$4,
$5,

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

1 F o r s co p e of stu d y , s e e ta b le in a p p e n d ix
2 W o r k e r s w e r e d i s tr i b u te d a s follow s: 1.3
100; 2. 5 p e r c e n t a t $ 4 , 100 to $ 4 , 200 ; 1 . 3
1. 3 p e r c e n t a t $ 4 , 300 to $ 4 , 4 0 0 ; 2. 5
30 0;
1. 3 p e r c e n t a t $ 4 , 700 to $ 4 , 8 0 0 ; 1. 3
50 0;
90 0 ; 2 . 5 p e r c e n t a t $ 4 , 9 0 0 to $ 5 , 0 0 0 ; a n d 2. 5
100.




A.
percent
percent
percent
percent
percent

at $4,
at $4,
at $4,
at $4,
at $5,

00 0
200
400
80 0
00 0

to
to
to
to
to

N O T E: To avoid show ing s m a ll p ro p o r tio n s of em p lo y e e s s c a tte r e d
at o r n e a r the e x t r e m e s of the d i s tr i b u ti o n s f o r s o m e o c c u p a tio n s ,
the
p e r c e n t a g e of e m p l o y e e s in th e s e i n t e r v a l s h a v e b e e n a c c u m u l a t e d and
a r e sh o w n in the i n t e r v a l a b o v e o r b e lo w th e e x t r e m e i n t e r v a l c o n ta in in g
at l e a s t 1 p e r c e n t. The p e r c e n ta g e re p re s e n tin g th e s e e m p lo y e e s a r e
shown in p a r e n t h e s e s .
B ec a u se of rounding,
s u m s of i n d iv id u a l i t e m s
m a y n o t e q u a l 10 0.

( P e r c e n t d i s t r i b u t i o n of e m p l o y e e s
A l a s k a a n d H a w a i i , 1 M a r c h 19 75)

in s e le c te d te c h n ic a l s u p p o rt occ u p atio n s and keypunch

E n g in ee rin g tec h n ic ian s

D rafter tracers

M onthly s a l a r y
I
$ 375 and u n d e r

$ 4 0 0 ---------------------------

$
$
$
$

400
425
450
475

and
and
and
and

under
under
under
under

$
$
$
$

425
450
475
5 00

$
$
$
$

5 00
52 5
5 50
57 5

and
and
and
and

under
under
under
under

$
$
$
$

$
$
$
$

6 00
625
650
675

and
and
and
and

under
under
under
under

$
$
$
$

700
725
750
775

and
and
and
and

$
$
$
$

800
82 5
850
875

$
$
$
$

900
92 5
950
97 5

$
$
$
$
$

1,000
1,050
1, 100
1, 150
1,200

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

$
$
$
$
$

1,250
1 , 3 00
1,350
1,400
1,4 5 0

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,500
1,550
1,600
1,650
1,700

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1,7 5 0
1,800
1,850
1,900
1,9 5 0

and
and
and
and
and

u n d e r $ 1 , 8 0 0 - ----------------u n d e r $ 1 , 8 5 0 -----------------u n d e r $ 1 , 9 0 0 -----------------u n d e r $ 1 , 9 5 0 -----------------o v e r ------------------------------------

II

IV

V

-

-

-

(0.8)
1.0
1. 0
1.2

_
_

_
_
_

"

52 5 -------- -- — —
55 0 -------------------------575 — ~ — — —
600 ---------------------------

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

_
_
_
(1.6)

$
$
$
$

625 ----- -------- ------650 — — - — —
675 ----- — ------------70 0 — - — — —

5. 8
6. 1
9. 1
6.4

under
under
under
under

$
$
$
$

72 5
750
77 5
8 00

--------------------------------------------------------- — ............ —
--------------------------

and
and
and
and

under
under
under
under

$
$
$
$

825
850
875
90 0

and
and
and
and

under
under
under
under

$
$
$
$

T otal

by m o n th ly

II

0. 1

-

_
_
_

_
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-

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-

1.3
3. 1
3. 9
4. 7

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5. 9
7.4
7. 0
6 .9

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3.
1.
3.
2.

1
6
9
9

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0. 3
1. 2
. 5

(1.3)

7.3
6. 7
8.3
7. 6

5.
5.
7.
8.

8
8
8
9

5.
9.
4.
2.

0
0
1
7

8. 1
7.3
5 .9
6. 9

2.2
3. 6
4. 6
5.2

2.3
1 .3
(5.4)

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

5.2
7. 0
8. 0
5. 5

(2.3)
1. 8
2. 0
2 .4

2.
1.
2.
1.

5
8
0
5

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

2. 7
2. 9
5.3
4. 6

_
_
(1.6)

_

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

3.7
4 .2
4. 3
1. 8

7.4
6. 5
5. 5
5.4

5.
5.
7.
6.

1.
2.
2.
3.

925 --------------------------95 0 — — — — —
975 --------------------------1 , 0 0 0 ----------------------

2 .9
1.9
1.3
1.2

4. 0
3.4
3.3
3. 5

7. 9
6.2
5. 0
5. 5

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

1. 0
1. 0
1.1
1.4

_
_
_

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

3.4
1.2
.4
-

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

4. 9
12.2
1 0 .2
11. 8
11. 2

2. 5
1. 5
(2.9)

(.9)

13. 1
12.9
14. 6
8. 7
7. 1

_
_
_
_

"

9.2
8. 8
5. 7
3 .9
2. 6

-

-

$
$
$
$
$

1 , 3 0 0 -----------------1 , 3 50 -----------------1 , 4 0 0 -----------------1 , 4 5 0 -----------------1 , 5 0 0 ------------------

_

_
-

-

-

_
_
_
_

_

-

2. 9
(1.6)
-

-

"

“

-

1 , 5 5 0 -----------------1,600 — — — —
1,6 5 0 — — — —
1 , 7 0 0 -----------------1 , 7 5 0 ------------------

-

"

$
$
$
$
$

— — -------------

_

_

5
0
2
7
1

12. 1
8.3
6. 0
6. 5
3. 9

(.8)

3. 1
2. 8
(1.5)

_
-

-

-

-

.

_
_

_
_

-

-

"

-

_

_

_

_

_

_

_

-

_
-

_

_

-

-

_

100. 0

10 0. 0

10 0. 0

10 0. 0

N u m b e r o f w o r k e r s -------------------------------

3, 542

12,245

22,853

A v e r a g e m o n t h l y s a l a r y -----------------------

$719

$831

$950

s c o p e of s t u d y ,

see table

_
_
_

"

_

1.
4.
1.
.

10.
4.
.
2.

6
5
8
6

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

4. 8
5. 6
2. 6
9.2

3.3
3. 7
4. 6
5. 9

1.4
.4
2. 7
. 8

6. 2
2. 8
2 .2
5. 0

5.
5.
3.
2.

0
2
8
7

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

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

1.2
1. 6
. 1
1. 6
. 8

5. 6
3. 7
5. 0
2. 0
1.4

14.
5.
5.
6.
3.

1
6
1
8
7

13.
6.
7.
8.
8.

1.3
1. 0
1. 0
(1.9)

4. 5
5. 7
2. 6
2.3
2. 0

. 1
.3
1. 0

1. 0
1. 0
( 2 . 7)

-

-

2.
2.
.
1.
2.

9
7
8
1
8

2. 8
5.2
14. 6
2. 1
2. 1

_

_

-

-

-

_

_
_
_

-

5.
6.
4.
7.

_
_

_

3
5
7
3

_
1. 2

1 3 .3
4.3
10. 1
7. 3

( 1 . 6)
2. 0
2. 3

_

_

.
9.
8.
14.

_

.2
.2
2.4
1. 0

_
_

_
_

-

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

_
_

_

_

..

_
_

_
_

_
_
_

-

1. 5
1.3
1. 5
1. 9
1. 5
1.
1.
1.
.
1.

5
9
1
8
0

9
5
1
6

8
5
8
7

(1. 7)

_
_

-

-

-

_
_

_

_
_

_

_
( 0 . 7)
2 .4
2. 1
2. 8
1.4
1.4
2. 8
4. 5
9
3
6
3
7

2. 8
4. 5
1. 0
1. 7
(-3)

_

_

_
_

_

_

100. 0

10 0. 0

10 0. 0

100. 0

10 0. 0

100. 0

100. 0

100. 0

2 9 , 34 2

19, 158

5,4 7 0

20,313

2 9 , 764

3 0 , 28 5

1, 199

1, 747

1, 207

288

$1, 092

$1,236

$640

$749

$935

$ 1 , 191

$ 766

$883

$ 998

$1, 193

in a p p e n d ix A.

NOTE:
T o a v o i d s h o w i n g s m a l l p r o p o r t i o n s of e m p l o y e e s s c a t t e r e d
a t o r n e a r th e e x t r e m e s of the d i s t r i b u t i o n s f o r s o m e o c c u p a t i o n s , the
p e r c e n t a g e s of e m p l o y e e s in t h e s e i n t e r v a l s h a v e b e e n a c c u m u l a t e d a n d




-

_

_

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

4.
4.
3.
1.
1.

IV
-

_

10. 2
7. 2
4 .9
4. 6

_
_
(1.0)

-

_
_

-

_

III

-

_

-

1
0
5
1

su p erv iso rs

_

(1 .3)

2
8
1
0

-

II

_

_
_

-

I

_

_
_
_

_
_

U nited S ta tes e x c e p t

Keypunch
III

-

1
0
1
1

1.
2.
6.
7.

salary,

D rafters
I

-

--------

1 For

—

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

-

III

su p erv iso rs

10 0. 0

a r e s h o w n in t h e i n t e r v a l a b o v e o r b e l o w t h e e x t r e m e i n t e r v a l c o n t a i n i n g
at le a st 1 p e rcen t.
The p erc e n ta g e s re p re s e n tin g these em plo y ees a re
s h o w n in p a r e n t h e s e s .
B e c a u s e of r o u n d in g ,
s u m s of in d iv id u a l i te m s
m a y n o t e q u a l 100.

( P e r c e n t d i s t r i b u t i o n of e m p l o y e e s

in s e l e c t e d c l e r i c a l o c c u p a tio n s

C le r k s , accounting

by m o n th ly

C le rk s,

file

salary,

U nited S ta tes

Keypunch o p e ra to rs

M onthly s a l a r y
I

I

II

.

_

-

II

III
_
0. 5
2. 7

.
(0.5)
1. 3

_
-

3
5
0
4

10. 7
12.9
13. 0
8. 8

1.2
3. 5
3. 5
6.2

3. 5
5.7
7. 1
7.9

_
(0. 5)
1.9
2. 1

8. 4
7. 5
7.2
4. 0

8 .7
4. 5
8 .4
7.8

10. 1
9.9
8. 7
7 .2

3.
2.
2.
1.

6. 6
5. 1
7.3
3.8
4.
2.
3.
3.

$
$
$
$

3 00
325
3 50
3 75

and
and
and
and

under
under
under
under

$
$
$
$

32 5
350
3 75
400

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

0. 1
1. 0
1.7

$
$
$
$

400
425
450
47 5

and
and
and
and

under
under
under
under

$
$
$
$

425
450
475
5 00

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

3.
5.
6.
6.

$
$
$
$

5 00
525
550
57 5

and
and
and
and

under
under
under
under

$
$
$
$

525
5 50
57 5
600

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

9.8
9. 6
8. 8
6.2

3. 0
3. 8
4.9
4 .9

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

$
$
$
$

60 0
625
650
67 5

and
and
and
and

under
under
under
under

$
$
$
$

625
65 0
67 5
7 00

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

6.9
4. 6
5. 1
3. 6

7.3
6. 7
7.3
5. 5

1.2
2. 0
(3.5)

$
$
$
$

7 00
72 5
750
775

and
and
and
and

under
under
under
under

$
$
$
$

72 5
750
7 75
8 00

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

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

6. 0
5.9
5. 1
5.4

_
_

$
$
$
$

800
8 25
850
8 75

and
and
and
and

under
under
under
under

$
$
$
$

82 5
8 50
87 5
90 0

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

1.
.
.
1.

4
9
9
3

4.
2.
2.
2.

1
9
4
6

-

-

$
$
$
$

9 00
92 5
95 0
97 5

and
and
and
and

under
under
under
under

$
$
$
$

925 ---------------95 0 ---------------975 ---------------1 , 0 0 0 ----------

1.2
(3.5)

2.
2.
2.
2.

4
0
3
3

_

_

-

-

-

"

$
$
$
$
$

1, 0 00
1, 0 50
1, 100
1, 150
1,200

_

_

_
_

_
_
_

-

-

and
and
and
and
and

under
under
under
under
under

$
$
$
$
$

1 , 0 5 0 -------1, 1 0 0 ------1, 1 5 0 -------1 ,2 00 -------1 , 2 5 0 --------

6
6
3
8

_

_
_
_
-

.
_ .
(1.3)
1.2

18.
12.
13.
10.

_

1
4
4
6

-

.9
1 .4
2. 3
1.4

_

(3.7)

_
_

3. 6
2 .7
1. 5
1. 6
(1.4)

II

_
0. 3
3. 1
4. 7

0. 1
1.2
8. 2
12. 3

-

I

_
_

except

A laska and H a w a ii,1 M a rc h

M essengers

S tenog­
raphers,
general

_
0. 3
3. 6
5. 4

0. 8

11. 6
10.2
9. 0
10.4

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

3
1
5
1

9.4
8 .4
7. 1
5.3

7.6
7 .4
8. 5
7 .4

6.2
5.4
4.2
3 .4

9-2
8 .7
9.4
7 .3

4 .6
3. 0
2. 5
1.3

6.
6.
6.
4.

7
7
5
6

2. 4
2. 3
2 .4
2 .4

5.
5.
4.
4.

1
5
0
0

1. 1
1. 6
1 .0
1.2

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

6.
6.
5.
5.

2. 6
2. 1
1. 4
1.3

1. 7
.9
1.5
1. 1

2. 5
1.9
2. 7
2. 7

(3.0)

2.2
2. 3
2 .4
3. 0

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

1.6
1. 5
1.2
1. 0

.8
.6
. 6
. 5

2. 4
1. 8
1.2
(1-9)

2. 6
2. 1
3. 2
1.8

1. 7
(1.2)

. 6
1. 1
(2)

-

1. 8
1.8
(1.2)

.
-

4.
5.
7.
7.

2.
2.
1.
.

5
0
3
7

-

_
-

-

_

S te n o g ­
raphers,
senior

-

8
4
4
5

_
-

1975)
T ypists

I
.

-

_

-

-

(0.9)
3. 1

0. 1

(2-9)

8. 0
10.3
11. 6
10. 1

1.8
2 .7
4 .3
6.3

2. 0
3.2
4 .4
6.3

1 2.4
9.7
7. 7
5.7

8.9
8 .7
9 .4
6 .9

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

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

8 .3
6. 7
7. 1
5.7

2.2
1.5
1.3
(3.3)

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

_

1.7
1.3
1.3
1.3

_
-

5
0
6
6

-

_

-

(3.9)
-

-

-

-

-

_

_
-

_

_

_

_

-

-

-

. 4
.6
1. 1
(2)

II

-

-

-

-

-

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

10 0. 0

10 0 . 0

10 0 . 0

100. 0

10 0 . 0

10 0 . 0

100. 0

10 0 . 0

100. 0

100. 0

100. 0

10 0 . 0

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

8 3 , 611

69,858

2 4 , 669

19,637

7, 151

58,011

44,240

22,803

37,949

41,137

52,671

3 5 , 53 0

A v e r a g e m o n t h l y s a l a r y ------------

$595

$748

$460

$520

$640

$593

$683

$518

$650

$732

$530

$621

1 F o r s c o p e of s t u d y , s e e t a b l e i n a p p e n d i x A .
2 L e s s t h a n 0. 05 p e r c e n t .

at

NOTE:
To av o id s h o w in g s m a l l p ro p o r ti o n s of e m p l o y e e s s c a t t e r e d
n e a r the e x t r e m e s of the d is tr i b u ti o n s fo r s o m e o c c u p a tio n s , th e p e r ­




c e n t a g e s of e m p l o y e e s in th e s e i n t e r v a l s h a v e b e e n a c c u m u l a t e d and a r e
sh o w n in the i n t e r v a l abo v e o r b elow the e x t r e m e i n t e r v a l co n ta in in g a t
least 1 percent.
The p erc e n ta g e s re p re s e n tin g th ese em p lo y ees a re shown
in p a r e n t h e s e s .
B e c a u s e of r o u n d i n g , s u m s o f i n d i v i d u a l i t e m s m a y n o t
e q u a l 100.

( P e r c e n t d is tr ib u tio n of e m p lo y e e s in s e le c te d p r o f e s s io n a l,
U n i t e d S t a t e s e x c e p t A l a s k a a n d H a w a i i , M a r c h 1975)

O c c u p a tio n

M anu­
fa c tu rin g

a d m in is tr a tiv e ,

te c h n ic a l,

and c le r ic a l

o c c u p a tio n s 1 b y in d u s tr y d iv is io n , 2

R e ta il
tra d e

F in a n c e ,
in s u ra n c e ,
and
re a l e s ta te

0
( 5)

5
7
5
5
( 5)
( 5)
6
( 5)
( 5)

8
31
7
37
( 5)
21
13
( 5)
( 5)

( 5)
4
4
( 5)
( 5)
15

fa
fa

(5)
( 5)

fa
( 5)

16
18

35

( 5)

18
61
26
37
20
43

( 5)
( 5)
( 5)
4

W h o le s a l e
tra d e

P u b lic
u tilitie s 3

S e le c te d
s e r v ic e s 4

P r o f e s s io n a l an d a d m in is tr a tiv e
A c c o u n t a n t s -------------------------------------------------------A u d i t o r s -------------------------------------------------------------C h i e f a c c o u n t a n t s ---------------------------------------------A t t o r n e y s -------------------------------------------------------------------------------------------------------------------------B u y e rs
J o b a n a l y s t s ------------------------------------------------------D i r e c t o r s o f p e r s o n n e l ----------------------------------C h e m i s t s -----------------------------------------------------------E n g i n e e r s ------------------------------------------------------------

66
37
69
33
85
67
69
95
72

7
9
9
4

12
15
6
20
5
4
4
( 5)
12

fa
6

( 5)
( 5)

fa

T e c h n ic a l s u p p o rt
E n g i n e e r i n g t e c h n i c i a n s ----------------------------------D r a f t e r s --------------------------------- ----------------------------

77
70

C le r ic a l s u p e r v is o r y
13

K e y p u n c h s u p e r v i s o r s ------------------------------------C le ric a l
C l e r k s , a c c o u n t i n g ------------------------------------------C l e r k s , f i l e ------------------------------------------------------K e y p u n c h o p e r a t o r s ----------------------------------------M e s s e n g e r s -------------------------------------------------------S t e n o g r a p h e r s ---------------------------------------------------T y p i s t s ---------------------------------------------------------------

42
21
42
33
49
36

14
6
11
11
18
10

1 E a c h o c c u p a t i o n i n c l u d e s t h e w o r k l e v e l s s h o w n i n t a b l e 1.
2 F o r s c o p e o f s t u d y , s e e t a b l e in a p p e n d i x A .
3 T r a n s p o r t a t i o n ( lim ite d to r a il r o a d , lo c a l a n d s u b u r b a n p a s s e n g e r ,
d e e p s e a w a te r , a n d a i r t r a n s p o r ta t io n i n d u s tr i e s ) , c o m m u n ic a tio n , e l e c ­




10
6
12
10
7
5

15
5
8
6
( 5)
4

fa
fa

tric ,

g a s, and s a n ita r y s e r v ic e s .
E n g in e e rin g a n d a r c h i t e c t u r a l s e r v ic e s ; an d c o m m e r c ia lly
a t e d r e s e a r c h , d e v e l o p m e n t , a n d t e s t i n g l a b o r a t o r i e s o n ly .
5 L e s s th a n 4 p e r c e n t.

o p e r­

O c c u p a tio n

M anu­
fa c tu rin g

P u b lic
u tilitie s 3

W h o le s a le
tra d e

R e ta il
tra d e

F in a n c e ,
in s u ra n c e ,
and r e a l
e s ta te

S e le c te d
s e r v ic e s 4

P ro fe s s io n a l and a d m in is tr a tiv e
A c c o u n t a n t s --------A u d i t o r s --------------C h ie f a c c o u n t a n t s
A t t o r n e y s -------------B u y ers
J o b a n a l y s t s -----------------D ir e c to r s of p e r s o n n e l
C h e m i s t s -----------------------E n g i n e e r s ----------------------

101
107
101
107
100
104
100
100
100

104
105
104
102
107
110
( 5)
( 5)
104

94
97
94
105
106
( 5)
( 5)
10 4

98
100

112
106

102

103
108
103
105
102
106

94
93
100
94
103
102
(5)

96
92
98
92
( 5)
84
99

( 5)

( 5)

0

99
111
99
(5)
97
113
(5)
108
98

(5)
91

(5)
99

( 5)
91

102
98

125

103

94

91

102

119;
137
121
121
112
115

94
103
97
99
98
99

90
97
94
93
95
104

89
93
90
91
85
91

103
115
101
97
98
101

0

0

T e c h n ic a l s u p p o rt
E n g i n e e r i n g t e c h n i c i a n s --D r a f t e r s -----------------------------C le ric a l s u p e r v is o r y
K eypunch s u p e r v is o r s

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

C le r ic a l
C le r k s , a c c o u n tin g C l e r k s , f i l e -------------K eypunch o p e r a to rs
M e s s e n g e r s ------------S t e n o g r a p h e r s ---------T y p i s t s ---------------------

1 E a c h o c c u p a t i o n i n c l u d e s t h e w o r k l e v e l s s h o w n in t a b l e 1. In
c o m p u tin g r e la tiv e s a l a r y le v e ls f o r e a c h o c c u p a tio n b y i n d u s tr y d iv i­
s i o n , t h e t o t a l e m p l o y m e n t in e a c h w o r k l e v e l in a l l i n d u s t r i e s s u r v e y e d
w a s u s e d a s a c o n s t a n t e m p l o y m e n t w e i g h t to e l i m i n a t e t h e e f f e c t o f d i f ­
f e r e n c e s in t h e p r o p o r t i o n o f e m p l o y m e n t in v a r i o u s w o r k l e v e l s w i t h i n
e a c h o c c u p a tio n .
2 F o r s c o p e o f s t u d y , s e e t a b l e in a p p e n d i x A .




3 T r a n s p o r t a t i o n ( lim ite d to r a il r o a d , lo c a l a n d s u b u r b a n p a s s e n g e r ,
s e a w a te r , a n d a i r t r a n s p o r ta t io n i n d u s tr i e s ) , c o m m u n ic a tio n , e l e c ­
g a s, and s a n ita r y s e r v ic e s .
4 E n g in e e rin g an d a r c h ite c tu r a l s e r v ic e s ; and c o m m e r c ia lly o p e ra te d
r e s e a r c h , d e v e lo p m e n t, a n d te s tin g l a b o r a t o r i e s o n ly .
5 I n s u f f i c i e n t e m p l o y m e n t in 1 w o r k l e v e l o r m o r e to w a r r a n t s e p a r a t e
p r e s e n ta tio n of d a ta .
deep
tric ,

O c c u p a tio n

M anu­
fa c tu rin g

P u b lic
u tilitie s 4

W h o le sa le
tra d e

F in a n c e ,
in s u ra n c e ,
and r e a l
e sta te

R e ta il
tra d e

S e le c te d
s e r v ic e s 5

P r o f e s s io n a l and a d m in is tr a tiv e
A c c o u n t a n t s -------------------A u d i t o r s ------------------------C h ie f a c c o u n t a n t s --------A t t o r n e y s -----------------------B u y e r s ---------------------------J o b a n a l y s t s -----------------D ir e c to r s of p e r s o n n e l
C h e m i s t s -----------------------E n g i n e e r s ----------------------

39. 0
3 9. 0
39. 5
3 8. 0
3 8. 0
40. 0
( 6)
(6)
(6)

38. 0
38. 0
39. 0
38. 0
(6)
37. 5
38. 5

(6)
39. 0

39. 5
40. 0
40. 0
3 8. 0
3 8. 5
(6)
( )
( 6)
3 9. 0

(6)

40. 0
39. 5
40. 0
(6)
40. 0
40. 0
( 6)
39. 0
39. 5

40. 0
40. 0

39. 5
39. 5

(6)
40. 0

(6)
3 9. 0

(6)
3 8. 5

39. 5
40. 0

39. 5

39. 0

39. 5

39. 0

3 8. 0

40. 0

39.
3 9.
39.
39.
39.
39.

3 9.
39.
39.
3 8.
3 9.
39.

39.
39.
39.
3 8.
39.
39.

39.
39.
39.
3 9.
39.
3 9.

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

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

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

3 9.
39.
3 9.
39.
3 9.
39.

0

5
5
0
5
5
5

( 6)

T e c h n ic a l s u p p o rt
E n g in e e r in g te c h n ic ia n s ■
D r a f t e r s --------------------------C le ric a l s u p e r v is o r y
K e ypunch s u p e r v is o r s

C le r k s , a c c o u n tin g C l e r k s , f i l e --------------K eypunch o p e r a to rs
M e s s e n g e r s --------------S t e n o g r a p h e r s ----------T y p i s t s -----------------------

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

5
5
5
0
5
5

1 B a s e d o n th e s t a n d a r d w o r k w e e k f o r w h i c h e m p l o y e e s r e c e i v e t h e i r
r e g u l a r s t r a i g h t - t i m e s a l a r y . If s t a n d a r d h o u r s w e r e n o t a v a i l a b l e , t h e
s t a n d a r d h o u r s a p p l i c a b l e f o r a m a j o r i t y o f t h e o f f ic e w o r k f o r c e in t h e
e s t a b l i s h m e n t w e r e u s e d . T h e a v e r a g e f o r e a c h jo b c a t e g o r y w a s r o u n d e d
to th e n e a r e s t h a lf h o u r .
2 E a c h o c c u p a t i o n i n c l u d e s t h e w o r k l e v e l s s h o w n in t a b l e 1.
3 F o r s c o p e o f s tu d y , s e e t a b l e in a p p e n d i x A .




0
0
5
5
5
0

0
0
0
5
5
0

5
0
0
5
0
5

0
0
0
5
0
0

4
T r a n s p o r t a t i o n ( lim ite d to r a il r o a d , lo c a l a n d s u b u r b a n p a s s e n g e r ,
s e a w a te r , a n d a i r tr a n s p o r ta t io n i n d u s tr i e s ) , c o m m u n ic a tio n , e l e c ­
g a s, and s a n ita r y s e r v ic e s .
E n g in e e rin g an d a r c h ite c tu r a l s e r v ic e s ; an d c o m m e r c ia lly o p e ra te d
r e s e a r c h , d e v e l o p m e n t , a n d t e s t i n g l a b o r a t o r i e s o n ly .
6
I n s u f f i c i e n t e m p l o y m e n t in 1 w o r k l e v e l o r m o r e to w a r r a n t s e p a r a t e
p re s e n ta tio n of d a ta .
deep
tric ,

Appendix A. Scope and Method of Survey
Scope of survey

The survey relates to establishments in the United
States, except Alaska and Hawaii, in the following
in d u strie s: Manufacturing; transportation, com­
munication, electric, gas, and sanitary services; wholesale
trade; retail trade; finance, insurance, and real estate;
engineering and architectural services; and commercially
operated research, development, and testing laboratories.
Excluded are establishments employing fewer than the
minimum number of workers, as indicated in the
accompanying table for each industry division, at the
time of reference of the universe data (generally, first
quarter of 1973). The variable minimum employment
size, which was first adopted in the 1966 survey, more
nearly equalizes the white-collar employment of estab­
lishments among the various industry divisions.
The estimated number of establishments and the total
employment within the scope of this survey, and within
the sample actually studied, are shown for each major
industry division in table A-l. These estimates also are
shown separately for establishments employing 2,500
workers or more and those located in Standard Metro­
politan Statistical Areas.1
Tim ing of survey and method of collection

Survey data collection was planned so that the data
would reflect an average reference period of March
1975.2
Data were obtained by Bureau field economists who
visited a nationwide sample of representative establish­
ments within the scope of the survey between January

and May. Employees were classified according to occu­
pation and level, with the assistance of company
officials, on the basis of the BLS job definitions which
appear in appendix C. In comparing actual duties and
responsibilities of employees with those in the survey
definitions, extensive use was made of company occupa­
tional descriptions, organization charts, and other per­
sonnel records.
Sampling and estimating procedures

The sampling procedures called for the detailed
stratification of all establishments within the scope of
the survey by location, industry, and size of employ­
ment. From this universe, a nationwide sample of about
3,000 establishments (not companies) was selected
systematically.3 Each industry was sampled separately,
the sampling rates depending on the employment size of
the industry. Within each industry, a greater proportion
of large than of small establishments was included. In
combining the data, each establishment was weighted
according to its probability of selection, so that unbiased
estimates were generated. To illustrate the process,
where one establishment out of four was selected, it was
given a weight of 4, thus representing itself plus three
others. In instances where data were not available for the
original sample member, an alternate of the same origi­
nal probability of selection was chosen in the same in­
dustry-size classification. Where there was no suitable
substitute for the original sample member, the missing
unit was accounted for by assigning additional weight to
the sample member that most closely resembled the
missing unit.

^ h e metropolitan area data in the 1975 survey relate to all
263 SMSA’s (within the 48 States surveyed) as revised through
Nature of data collected and reported
April 1974 by the U.S. Office of Management and Budget.
Earlier surveys represented SMSA’s ranging in numbers from 188
The reported salaries relate to standard salaries paid
in 1962 and earlier surveys to 229 in the surveys from 1970 to
for standard work schedules, i.e., the straight-time salary
1972.
2
The March payroll period has been used since the 1972
survey. The 1967 through 1971 surveys had a June reference
3
A few of the largest employers, together employing approxi­
period for all occupations. Prior to the 1967 study, the average
mately 1,160,000 workers, gave data on a companywide basis.
reference period was February for clerical and drafting jobs, and
These companies were eliminated from the universe to which the
March for all other occupations. Until 1963, reports listed
preceding procedure applies. The sample count includes the
“Winter” as the reference period. From 1963 through 1966, the
establishments of these companies within the scope of the
survey.
more specific designation “February-March” was used.




Table A -1 . Number of establishments and workers within scope of survey1 and number
studied, by industry division, March 1975
Studied

W ithin scope of survey1
Minim um

Industry division

Workers in
establishments

Workers in

employment
in estab­

establishments

lishments
in scope of
survey

Number of
estab­
lishments

Total

Professional,
adminis­
trative,
supervisory,
and
clerical

United States—all
industries1 ..............................

Professional,

Number of
estab­
lishments

Total

adminis­
trative,
supervisory,
and

2

clerical

2

29,386

18,704,579

7,524,037

3,022

6,497,350

2,836,259

250

14,379

11,158,304

3,432,070

1,677

3,975,428

1,403,002

100
100

3,010
3,809

250

2,866

2,282,489
799,042
2,435,051

1,140,012
415,850
622,951

355
219
296

1,141,790
60,955
665,693

592,052
37,023
188,063

100

4,785

1,762,068

1,710,632

382

532,458

528,622

100

537

267,625

202,522

93

121,026

87,497

-

22,734

15,506,486

6,770,999

2,520

6,009,619

2,702,170

250

9,379

8,350,573

2,861,720

1,251

3,528,588

1,291,506

100
100
250

2,168
3,389
2,757

2,080,439
738,478
2,389,531

1,061,277
393,800
614,686

314
209
291

1,120,277
59,513
663,243

582,124
36,498
187,683

100

4,514

1,688,035

1,642,606

366

524,087

521,412

100

527

259,430

196,910

89

113,911

82,947

Establishments employing
2,500 workers or more — all
industries
.......................................

1,075

6,270,105

2,685,442

700

4,834,940

2,107.912

Manufacturing.....................................

619

3,756,854

1,398,889

422

3,014,082

1,096,762

Manufacturing ..................................
Nonmanufacturing:
3
Transportation, communication,
electric, gas, and sanitary
services.........................................
Wholesale t r a d e ............................
Retail t r a d e ..................................
Finance, insurance, and
real estate
................................
Services:
Engineering and architectural
services; and commercially
operated research, develop­
ment, and testing
laboratories o n l y ..................
Metropolitan areas— all
4
industries ..............................
Manufacturing ..................................
Nonmanufacturing:
3
Transportation, communication,
electric, gas, and sanitary
services .......................................
Wholesale t r a d e ............................
Retail trade ................................
Finance, insurance, and
real e s ta te .....................................
Services:
Engineering and architectural
services; and commercially
operated research, develop­
ment, and testing
laboratories o n l y ...................

T h e study relates to establishm ents w ith to ta l e m p lo y ­
m en t at or above the m in im u m lim ita tio n indicated in th e firs t
colu m n ; excludes Alaska and H aw aii.
2

Includes executive, adm inistrative, professional, super­
visory, and clerical em ployees, b u t excludes technicians, d r a ft­
ers, and sales personnel.
L im ite d to railroad, local and suburban passenger, deep




sea w ater (foreign and do m estic), and air tran sp o rtatio n indus­
tries as defin ed in the 1 9 6 7 e d itio n o f th e S tandard Industrial C lassification M anual.
------zf-----------------------------------Standard M e tro p o lita n S tatistical Areas in th e U n ited
States, e xcept Alaska and H aw aii, as revised throu gh A p ril
1 9 7 4 by the U .S. O ffice of M anagem ent and B udget.

corresponding to the employee’s normal work schedule
excluding overtime hours. Nonproduction bonuses are
excluded, but cost-of-living payments and incentive
earnings are included. The average salaries presented
relate to full-time employees for whom salary data are
available.
Data presented on year-to-year changes in average
salaries are subject to limitations which reflect the
nature of the data collected. Changes in average salaries
reflect not only general salary increases and merit or
other increases given to individuals while in the same
work level category, but they also may reflect other
factors such as employee turnover, expansions or reduc­
tions in the work force, and changes in staffing patterns
within establishments with different salary levels. For
example, an expansion in force may increase the
proportion of employees at the minimum of the salary
range established for a work level, which would tend to
lower the average, whereas a reduction or a low turnover
in the work force may have the opposite effect.
Similarly, year-to-year promotions of employees to
higher work levels of professional and administrative
occupations may affect the average of each level. The
established salary ranges for such occupations are rela­
tively wide, and promoted employees, who may have
been paid the maximum of the salary scale for the lower
level, are likely to be replaced by less experienced
employees who may be paid the minimum. Occupations
most likely to reflect such changes in the salary averages
are the higher levels of professional and administrative
occupations and single-incumbent positions such as chief
accountant and director of personnel.4
About 8 percent of the establishments which were
asked to supply data would not do so. These corres­
ponded to an estimated total in the universe studied of
approximately 1,740,000 workers, about 9 percent of
18,704,579. The noncooperating units were replaced by
others in the same industry-size-location classes. If all
similar units were already in the sample, the weights of
the included establishments were increased to account
for the missing units.
Some companies had an established policy of not
disclosing salary data for some of their employees. Often
this policy related to higher level positions, because
these employees were considered part of the manage­
ment group or were classified in categories which
included only one employee. In nearly all instances,
however, information was provided on the number of
such employees and the appropriate occupational classi­
fication. It was thus possible to estimate the proportion
4 These types of occupations also may be subject to greater
sampling error, as explained in the paragraph headed Estimates
of sampling error.




of employees in each category for whom salary data
were not available. In all but 7 of the 72 occupational
levels surveyed, the proportion of employees for whom
salary data were not available was less than 5 percent.5
Comparisons between establishments that provided
salary data for each specific occupational level and those
not doing so indicated that the two classes of establish­
ments did not differ materially in industries represented,
employment, or salary levels for other jobs in this series
for which data were available.
Occupational employment estimates relate to the
total in all establishments within the scope of the survey
and not the number actually surveyed. Employees for
whom salary data were not available were not taken into
account in the estimates.6 These estimates were derived
by weighting full-time employees in the occupations
studied in each sample establishment in proportion to
the number of establishments it represented within the
scope of the survey. For example, if the sample
establishment was selected from a group of four estab­
lishments with similar employment in the same industry
and region, each full-time employee found in an occupa­
tion studied was counted as four employees in compiling
the employment estimates for the occupations. In
addition, the survey occupations were limited to em­
ployees meeting the specific criteria in each survey
definition and were not intended to include all em­
ployees in each field of work.7 For these reasons, and
because of differences in occupational structure among
establishments, the estimates of occupational employ­
ment obtained from the sample of establishments
studied serve only to indicate the relative importance of
the occupations and levels as defined for the survey.
These qualifications of the employment estimates do not
materially affect the accuracy of the earnings data.
Wherever possible, data were collected for men and
women separately. If identification by sex was not
5Those with 5 percent and over were: Directors of personnel
V-21 percent; directors of personnel IV— percent; chief
20
accountants I— percent; directors of personnel I I I -9 percent;
11
chief accountants II— percent; directors of personnel 1 -6
7
percent; attorneys VI— percent.
5
6 Also not taken into account were a few instances in which
salary data were available for employees in an occupation, but
where there was no satisfactory basis for classifying the
employees by work level.
7Engineers, for example, are defined to permit classification
of employees engaged in engineering work within a band of eight
levels, starting with inexperienced engineering graduates and
excluding only those within certain fields of specialization or in
positions above those covered by level VIII. In contrast, such
occupations as chief accountants and directors of personnel are
defined to include only those with responsibility for a specified
program and with duties and responsibilities as indicated for
each of the more limited number of work levels selected for
study.

possible, all workers were reported as the predominant
sex. In the professional, administrative, and technical
support occupations, men were sufficiently predominant
to preclude presentation of separate data by sex. For
those clerical occupations in which both men and
women are commonly employed, separate data by sex
are available from the area wage survey reports compiled
by metropolitan area. The occupations and work levels
in which women accounted for 5 percent or more of the
employment were distributed according to the propor­
tion of women employees as follows:
Women (percent)

Occupation and level

95 or more . . . .

File clerks I and II, all levels of keypunch
operators, stenographers, and typists
Accounting clerks I, file clerks III, key­
punch supervisors II
Keypunch supervisors I
Keypunch supervisors III and accounting
clerks 11
Keypunch supervisors IV
Messengers
Job analysts 1
1
Drafter-tracers and buyers I
Accountants I, job analysts III, chemists I,
and engineering technicians I
Accountants 1 and chemists II
1
Auditors I and II, attorneys I, chemists III,
engineering techhicians II, job analysts IV ,
and drafters I
Accountants III, directors of personnel I
and II, attorneys II and III, engineers I,
engineering technicians III, buyers II and
III, chemists IV , and drafters 11

90-94

.................

85-89
80-84

.................
.................

65-69
45-49
35-39
25-29
20-24

.................
................
.................
.................
.................

15-19 .................
10-14 .................

5-9

.....................

Conversion o f salary rates

Salary data for the selected occupations were col­
lected in the form in which they were most readily
available from company records, i.e., on a weekly,
biweekly, semimonthly, monthly, or annual basis. For
the initial tabulations, the salary data were first con­
verted to a weekly basis for the clerical and drafting
occupations and to a monthly basis for all others. The
factors used to convert these data were as follows:
Conversion factors

Payroll basis '

To weekly
basis

W e e k ly ...............................................
1.0000
B iw e e k ly .......................................................5000
Sem im onthly....................................
.4602
M o n th ly .......................................................... 2301
A n n u a l............................................................0192

To monthly
basis
4.3450
2.1725
2.0000
1.0000
.0833

All salaries presented in the tables were rounded to the
nearest dollar. Average monthly salaries presented in
tables 1,2, and 3 and annual salaries presented in tables 1
and 2 for the clerical and drafting occupations are




derived from average weekly salaries (to the nearest
penny) by use of the factors 4.345 and 52.14, respec­
tively, and rounding the results. To obtain annual
salaries for all other occupations in tables 1 and 2,
average monthly salaries (to the nearest penny) are
multiplied by 12 and rounded to the nearest dollar.
Method o f determ ining median and quartile values

Median and quartile values presented in this report
were derived from distributions of employees by salary
using $ 1 class intervals. Weekly salary class intervals were
used for drafters and clerical occupations and monthly
salary class intervals were used for all other occupations.
The weekly values were multiplied by 4.345 to obtain
monthly values and by 52.14 to obtain annual values.
The annual values for other than drafters and clerical
occupations were obtained by multiplying monthly
values by 12.
Estimates of sampling error

The survey procedure yields estimates with widely
varying sampling errors, depending on the frequency
with which the job occurs and the dispersion of salaries.
Thus, for the 72 surveyed occupational work levels, the
relative sampling errors of the average salaries were
distributed as follows: 43 were under 2 percent; 16 were
2 and under 4 percent; 8 were 4 and under 6 percent;
and 5 were 6 percent and over.8 These sampling errors
measure the validity of the band within which the true
average is likely to fall. Thus, for an occupation with a
sample average monthly salary of $1,000 and sampling
error of 4 percent, the chances are 19 out of 20 that the
true average lies within the band of $960 to $1,040.
Methods of com putation of annual percent increases

The percent increases for each occupation in text
table 1 were obtained by adding the aggregate salaries
for each level in each of two successive years (employ­
ment in the most recent year, to eliminate the effects of
year-to-year employment shifts, multiplied by the aver­
age salaries in both years) and dividing the later sum by
the earlier sum. The resultant relative, less 100, is the
percent of increase. Changes in the scope of the survey
and in occupational definitions were incorporated into
the series on a continuing basis as soon as two
8The 6 percent and over group included: Directors of
personnel V -9 .9 percent; job analysts I I I —8.5 percent; auditors
1-8.5 percent; attorneys I I —7.4 percent; File clerk I I I —6.3
percent.

comparable periods were available. The increases for
each of the two broad occupational groups were
obtained by averaging the increases of the occupations
within the group. The increases for all survey occupa­
tions were determined by averaging the increases for the
two broad occupational groups. The annual increases
were then linked together to obtain the changes that
have occurred since this series was begun and to
compute average annual rates of increase for each
occupation and group and for all occupations combined.

The year-to-year percent increases for each group in
text table 2 were determined by adding average salaries
for all occupations in the group for 2 consecutive years,
and dividing the later sum by the earlier sum. The
resultant relative, less 100, shows the percent of in­
crease. Changes in the scope of the survey or in the
occupational definitions were incorporated into the
series as soon as comparable data for 2 consecutive
periods were available. The 14-year trends were obtained
by linking changes for the individual periods.

Appendix B. Survey Changes in 1975
Changes in occupational coverage

A 6-level computer operator job and a 5-level secretary job included in the 1974 study were not surveyed in 1975.




Appendix C.

O ccupational Definitions

The primary purpose of preparing job definitions for the Bureau’s wage surveys is to
assist its field staff in classifying into appropriate occupations, or levels within
occupations, 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 the grouping of occupational wage rates representing comparable job content. To
secure comparability of job content, some occupations and work levels are defined to
include only those workers meeting specific criteria as to training, job functions, and
responsibilities. Because of this emphasis on interestablishment and interarea compara­
bility of occupational content, the Bureau’s occupational definitions may differ
significantly from those in use in individual establishments or those prepared for other
purposes. Also see note referring to the definitions for the drafting and clerical
occupations at the end of this appendix.

Accountants and Auditors
ACCOUNTANT

Performs professional accounting work requiring
knowledge of the theory and practice of recording,
classifying, examining, and analyzing the data and
records of financial transactions. The work generally
requires a bachelor’s degree in accounting or, in rare
instances, equivalent experience and education com­
bined. Positions covered by this definition are charac­
terized 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 termi­
nology of accountancy, and often entails some under­
standing of such related fields as business law, statistics,
and general management. (See also chief accountant.)
Professional responsibilities in accountant positions
above the entry and developmental levels include several
such duties as:
Analyzing the effects of transactions upon account
relationships;
Evaluating alternative means of treating transactions;
Planning the manner in which account structures should
be developed or modified;
Assuring the adequacy of the accounting system as the
basis for reporting to management;
Considering the need for new or changed controls;




Projecting accounting data to show the effects of pro­
posed plans on capital investments, income, cash position,
and overall financial condition;
Interpreting the meaning of accounting records, reports,
and statements;
Advising operating officials on accounting matters; and
Recommending improvements, adaptations, or revisions
in the accounting system and procedures.

(Entry and developmental level positions provide oppor­
tunity to develop ability to perform professional duties
such as those enumerated above.)
In addition to such professional work, most accoun­
tants are also responsible for assuring the proper
recording and documentation of transactions in the
accounts. They, therefore, frequently direct non­
professional 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 work.
(Positions involving such supervisory work but not
including professional duties as described above are not
included in this description.)
Excluded are accountants whose principal or sole
duties consist of designing or improving accounting
systems or other nonoperating staff work, e.g., financial
analysis, financial forecasting, tax advising, etc. (The

criteria that follow for distinguishing among the several
levels of work are inappropriate for such jobs.) Note,
however, that professional accountant positions with
responsibility for recording or reporting accounting data
relative to taxes are included, as are operating or cost
accountants whose work includes, but is not limited to,
improvement of the accounting system.
Some accountants use electronic data processing
equipment to process, record, and report accounting
data. In some such cases the machine unit is a
subordinate segment of the accounting system; in others
it is a separate entity or is attached to some other
organization. In either instance, providing the primary
responsibility of the position is professional accounting
work of the type otherwise included, the use of data
processing equipment of any type does not of itself
exclude a position from the accountant description nor
does it change its level.
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 non­
professional positions by the variety of assignments; rate
and scope of development expected of the incumbent;
and the existence, implicit or explicit, of a planned
training program designed to give the entering
accountant practical experience. (Terminal positions are
excluded.)
Direction received. Works under close supervision of an
experienced accountant whose guidance is directed
primarily to the development of the trainee’s profes­
sional ability and to the evaluation of his potential for
advancement. Limits of assignments are clearly defined,
methods of procedure are specified, and kinds of items
to be noted and referred to supervisor are identified.
Typical duties and responsibilities. Performs a variety of
accounting tasks such as: Examining a variety of
financial statements for completeness, internal accuracy,
and conformance with uniform accounting classifica­
tions or other specific accounting requirements; recon­
ciling reports and financial data with financial state­
ments 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 to such work,
may also perform some nonprofessional tasks for
training purposes.
Responsibility for direction o f others. Usually none.

Accountant II

General characteristics. At this continuing develop­
mental level the professional accountant makes practical
applications of technical accounting practices and con­
cepts beyond the mere application of detailed rules and
instructions. Assignments are designed to expand his
practical experience and to develop his professional
judgment in the application of basic accounting tech­
niques to simple professional problems. He is expected
to be competent in the application of standard pro­
cedures and requirements to routine transactions, to
raise questions about unusual or questionable items, and
to suggest solutions. (Terminal positions are excluded.)
Direction received. Work is reviewed closely to verify its
general accuracy and coverage of unusual problems, to
insure conformance with required procedures and special
instructions, and to assure his professional growth. His
progress is evaluated in terms of his ability to apply his
professional knowledge to basic accounting problems in
the day-to-day operations of an established accounting
system.
Typical duties and responsibilities. Performs a variety of
accounting tasks, e.g., prepares routine working papers,
schedules, exhibits, and summaries indicating the extent
of his examination, and presenting and supporting his
findings and recommendations. Examines a variety of
accounting documents to verify accuracy of computa­
tions and to ascertain that all transactions are properly
supported, are in accordance with pertinent policies and
procedures, and are classified and recorded according to
acceptable accounting standards.
Responsibility for the direction o f others. Usually none,
although he may supervise a few clerks.
Accountant III

General characteristics. Performs professional operating
or cost accounting work requiring the standardized
application of well-established accounting principles,
theories, concepts, and practices. Receives detailed
instructions concerning the overall accounting system
and its objectives, the policies and procedures under

which it is operated, and the nature of changes in the
system or its operation. Characteristically, the
accounting system or assigned segment is stable and well
established (i.e., the basic chart of accounts, classifica­
tions, the nature of the cost accounting system, the
report requirements, and the procedures are changed
infrequently).
Depending upon the workload involved, the accoun­
tant may have such assignments as supervision of the
day-to-day operation of: (a) The entire system of a
subordinate establishment, or (b) a major segment (e.g.,
general accounting; cost accounting; or financial state­
ments and reports) of a somewhat larger system, or (c)
in a very large and complex system, may be assigned to a
relatively narrow and specialized segment dealing with
some problem, function, or portion of work which is
itself of the level of difficulty characteristic of this level.
Direction received. A higher level professional accoun­
tant 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 state­
ments, and other appropriate means.
Typical duties and responsibilities. The primary respon­
sibility of most positions at this level is to assure that the
assigned day-to-day operations are carried out in
accordance with established accounting principles,
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 accounting, cost
budgeting, or comparable information); interpreting and
pointing out trends or deviations from standards; pro­
jecting data into the future; predicting the effects of
changes in operating programs; or identifying manage­
ment informational needs, and refining account struc­
tures or reports accordingly.
Within the limits of his delegated responsibility,
makes day-to-day decisions concerning the accounting
treatment of financial transactions. Is expected to
recommend solutions to complex problems and propose
changes in the accounting system for approval at higher
levels. Such recommendations are derived from his own
knowledge of the application of well-established
principles and practices.
Responsibility for the direction o f others. In most
instances he directs the work of a subordinate nonpro­
fessional staff.




Accountant IV

General characteristics. Performs professional operating
or cost accounting work which requires the application
of well-established accounting principles, theories, con­
cepts, and practices to a wide variety of difficult
problems. Receives instructions concerning the objec­
tives and operation of the overall accounting system. At
this level, compared with level III, the accounting system
or assigned segment is more complex, i.e., (a) is
relatively unstable, (b) must adjust to new or changing
company operations, (c) serves organizations of
unusually large size, or (d) is complicated by the need to
provide and coordinate separate or specialized
accounting treatment and reporting (e.g., cost
accounting using standard cost, process cost, and job
order techniques) for different operations or divisions of
the company.
Depending upon the workload and degree of
coordination involved, the accountant IV may have such
assignments as the supervision of the day-to-day opera­
tion of: (a) The entire accounting system of a sub­
ordinate establishment, or (b) a major segment (e.g.,
general accounting; cost accounting; or financial state­
ments and reports) of an accounting system serving a
larger and more complex establishment, or (c) the entire
accounting system of a large (e.g., employing several
thousand persons) subordinate establishment which in
other respects has an accounting system of the com­
plexity that characterizes level III.
Direction received. A higher level accountant normally is
available to furnish advice and assistance as needed.
Work is reviewed by spot checks and appraisal of results
for adequacy of professional judgment, compliance with
instructions, and overall accuracy and quality.
Typical duties and responsibilities.
As at level III, a
primary characteristic of most positions at this level is
the responsibility of operating an accounting system or
major segment of a system in the intended manner.
The accountant IV exercises professional judgment in
making frequent appropriate recommendations for: New
accounts; revisions in the account structure; new types
of ledgers; revisions in reporting system or subsidiary
records; changes in instructions regarding the use of
accounts; new or refined account classifications or
definitions; etc. He also makes day-to-day decisions
concerning the accounting treatment of financial
transactions and is expected to recommend solutions to
complex problems beyond the scope of his
responsibility.

Responsibility for direction o f others. Accounting staff
he supervises, if any, may include professional accoun­
tants.

staff supervised
accountants.

generally

includes

professional

A U D IT O R
Accountant V

General characteristics. Performs professional operating
or cost accounting work which is of greater than average
professional difficulty and responsibility because of the
presence of unusual and novel problems or the unusual
magnitude or impact of the accounting program.
Typically this level of difficulty arises from (a) the large
size of the accounting and operating organization, (b)
the atypical nature of the accounting problems
encountered, or (c) the unusually great involvement in
accounting systems design and development.
Examples of assignments characteristic of this level
are the supervision of the day-to-day operation of: (a)
The entire accounting system of a subordinate establish­
ment having an unusually novel and complex accounting
system, or (b) the entire accounting system of a large
(e.g., employing several thousand persons) subordinate
establishment which in other respects has an accounting
system of the complexity that characterizes level IV, or
(c) the entire accounting system of a company or
corporation that has a relatively stable and conventional
accounting system and employs several thousand persons
and has a few subordinate establishments which include
accounting units, or (d) a major segment of an
accounting system that substantially exceeds the
characteristics described in any one of the preceding
examples.
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 work is charac­
terized by its unusual difficulty or responsibility.
Accountants V typically are directly concerned on a
relatively continuous basis with what the nature of the
accounting system should be, with the devising or
revising of the operating accounting policies and pro­
cedures that are necessary, and with the managerial as
well as the accounting meaning of the reports and
statements for which they are responsible. Accountants
V are necessarily deeply involved in fundamental and
complex accounting matters and in the managerial
problems that are affected.
Responsibility for the direction o f others. Accounting




Performs professional auditing work requiring a
bachelor’s degree in accounting or, in rare instances,
equivalent experience and education combined. Audits
the financial records and practices of a company, or of
divisions or components of the company, to appraise
systematically and verify the accounting accuracy of
records and reports and to assure the consistent applica­
tion of accepted accounting principles. Evaluates the
adequacy of the accounting system and internal financial
controls. Makes appropriate recommendations for
improvement as necessary. To the extent determined
necessary, examines the transactions entering into the
balance sheet and the transactions entering into income,
expense, and cost accounts. Determines:
The existence of recorded assets (including the observa­
tion of the taking of physical inventories) and the allinclusiveness of recorded liabilities;
The accuracy of financial statements or reports and the
fairness of presentation of facts therein;
The propriety or legality of transactions;
The degree of compliance with established policies and
procedures concerning financial transactions.

Excluded are positions which do not require full
professional accounting training because the work is
confined on a relatively permanent basis to repetitive
examinations of a limited area of company operations
and accounting processes, e.g., only accounts payable
and receivable; demurrage records and related functions,
or station operations only of a railroad company; branch
offices which do not engage in the full range of banking
and accounting activities of the main bank; warehouse
operations only of a mail order company; checking
transactions to determine whether or not they conform
to prescribed routines or procedures. (Examinations of
such repetitive or limited nature normally do not require
or permit professional audit work to be performed.)
A u d ito r I

General characteristics. As a trainee auditor at the
entering professional level, performs a variety of routine
assignments. Typically, he is rotated through a variety of
tasks under a planned training program designed to
provide practical experience in applying the principles,
theories, and concepts of accounting and auditing to
specific situations. (Terminal positions are excluded.)

Direction received. Works under close supervision of an
experienced auditor whose guidance is directed primarily
to the development of the trainee’s professional ability
and to the evaluation of his potential for advancement.
Limits of assignments are clearly defined, methods of
procedure are specified, and kinds of items to be noted
and referred to supervisor are identified.
Typical duties and responsibilities. Assists in making
audits by performing such tasks as: Verification of the
accuracy of the balances in various records; examination
of a variety of types of documents and vouchers for
accuracy of computations; checking transactions to
assure they are properly documented and have been
recorded in accordance with correct accounting classifi­
cations; verifying the count of inventories; preparing
detailed statements, schedules, and standard audit
working papers; counting cash and other assets; pre­
paring simple reconciliations; and similar functions.

A u d ito r II

General characteristics. At this continuing develop­
mental level the professional auditor serves as a junior
member of an audit team, independently performing
selected portions of the audit which are limited in scope
and complexity. Auditors at this level typically have
acquired knowledge of company operations, policies,
and procedures. (Terminal positions are excluded.)

supported and are recorded correctly from an
accounting or regulatory standpoint; or preparing
working papers, schedules, and summaries.
A u ditor III

General characteristics. Work at this level consists of the
audit of operations and accounting processes that are
relatively stable, well-established, and typical of the
industry. The audits primarily involve the collection and
analysis of readily available findings; there is previous
audit experience that is directly applicable; the audit
reports are normally prepared in a prescribed format
using a standard method of presentation; and few if any
major problems are anticipated. The work performed
requires the application of substantial knowledges of
accounting principles and practices, e.g., bases for
distinguishing among capital maintenance and operating
expenses; accruing reserves for taxes; and other
accounting considerations of an equivalent nature.
Direction received. Work is normally within an estab­
lished audit program and supervision is provided by a
higher level auditor who outlines and discusses assign­
ments. Work is spot-checked in progress. Completed
assignments are reviewed for adequacy of coverage,
soundness of judgment, compliance with professional
standards, and adherence to policies.

Direction received. Detailed instructions are furnished
and the work is reviewed to the extent necessary to
verify its general accuracy and coverage of unusual
problems, to insure conformance with required pro­
cedures and special instructions, and to assure the
auditor’s professional growth. Any technical problems
not covered by instructions are brought to the attention
of a superior. His progress is evaluated in terms of his
ability to apply his professional knowledge to basic
auditing situations.

Typical duties and responsibilities. The auditor examines
transactions and verifies accounts; observes and evaluates
accounting procedures and internal controls; prepares
audit working papers and submits an audit report in the
required pattern containing recommendations for
needed changes or improvements. He is usually
responsible for selecting the detailed audit methods to
follow, choosing the audit sample and its size, deter­
mining the extent to which discrepancies need to be
investigated, and deciding the depth of the analyses
required to support reported findings and conclusions.
Examples of assignments involving work of this level:

Typical duties and responsibilities. Applies knowledge of
accounting theory and audit practices to a variety of
relatively simple professional problems in his audit
assignments, including such tasks as: The verification of
reports against source accounts and records to determine
their reliability; reconciliation of bank and other
accounts and verifying the detail of recorded trans­
actions; detailed examinations of cash receipts and
disbursement vouchers, payroll records, requisitions,
work orders, receiving reports, and other accounting
documents to ascertain that transactions are properly

As a team leader or working alone, independently
conducts audits of the complete accounts and related
operations of smaller or less complex companies (e.g.,
involving a centralized accounting system with few or no
subordinate, subsidiary, or branch accounting records) or of
comparable segments of larger companies.
As a member of an audit team, independently
accomplishes varied audit assignments of the above described
characteristics, typically major segments of complete audits,
or assignments otherwise limited in scope of larger and more
complex companies (e.g., complex in that the accounting
system entails cost, inventory, and comparable specialized
systems integrated with the general accounting system).




Illustrative of such assignments are the audit and initial
review of the accounting treatment and validity of
reporting of overhead expenses in a large manufacturing
or maintenance organization (e.g., major repair yard of a
railroad); or, the checking, verification, and balancing of
all accounts receivable and accounts payable; or, the
analysis and verification of assets and reserves; or, the
inspection and evaluation of accounting controls and
procedures.
A u d ito r IV

General characteristics. Auditors at this level are
experienced professionals who apply thorough
knowledge of accounting principles and theory in
connection with a variety of audits. Work at this level is
characterized by the audit of organizations and
accounting processes which are complex and difficult
because of such factors as: Presence of new or changed
programs and accounting systems; existence of major
specialized accounting functions (e.g., cost accounting,
inventory accounting, sales accounting), in addition to
general accounting; need to consider extensive and
complicated regulatory requirements; lack of or
difficulty in obtaining information; and other similar
factors. Typically, a variety of different assignments are
encountered over a period of time, e.g., 1 year. The
audit reports prepared are comprehensive, explain
irregularities, cite rules or regulations violated,
recommend remedial actions, and contain analyses of
items of special importance or interest to company
management.
Direction received. Within an established audit program,
has responsibility for independently planning and
executing audits. Unusually difficult problems are dis­
cussed with the supervisor who also reviews completed
assignments for adherence to principles and standards
and the soundness of conclusions.

Typical duties and responsibilities. Auditors at this level
have full responsibility for planning the audit, including
determination of the aspects to emphasize, methods to
be used, development of nonstandard or specialized
audit aids such as questionnaires, etc., where previous
audit experience and plans are o f limited applicability.
Included in the scope of work that characterizes this
level are such functions as: Evaluation of methods used
for determining depreciation rates of equipment; evalua­
tion of assets where original costs are unknown; evalua­
tion of the reliability of accounting and reporting




systems; analysis of cost accounting systems and cost
reports to evaluate the basis for cost and price setting;
evaluation of accounting procurement and supply
management records, controls, and procedures; and
many others.
Examples of assignments involving work at this level:
As a team leader or working alone, independently plans
and conducts audits of the complete accounts and related
operations of relatively large and complex companies (e.g.,
complex in that the accounting system entails cost,
inventory, and comparable specialized accounting systems
integrated with the general accounting system) or of
company branch, subsidiary, or affiliated organizations which
are individually of comparable size and complexity.
As a member of an audit team, independently plans and
accomplishes audit assignments that constitute major
segments of audits of very large and complex organizations, for
example, those with financial responsibilities so great as to
involve specialized subordinate, subsidiary, or affiliate
accounting systems that are complete in themselves.

NOTE: Excluded from level IV are auditors who, as
team leaders or working alone, conduct complete audits
of very large and complex organizations, for example,
those with financial responsibilities so great as to involve
specialized subordinate, subsidiary, or affiliate
accounting systems that are complete in themselves; or
are team members assigned to major segments of audits
of even larger or more complex organizations.

C H IE F A C C O U N T A N T

As the top technical expert in accounting, is respon­
sible for directing the accounting program for a com­
pany or for an establishment of a company. The
minimum accounting program includes: (1) General
accounting (assets, liabilities, income, expense, and
capital accounts, including responsibility for profit and
loss and balance sheet statements); and (2) at least one
other major accounting activity, typically tax
accounting, cost accounting, property accounting, or
sales accounting. It may also include such other activities
as payroll and timekeeping, and mechanical or electronic
data processing operations which are an adjunct of the
accounting system. (Responsibility for an internal audit
program is typically not included.)
The responsibilities of the chief accountant include
all of the following:
1. On own responsibility, developing or adapting or
revising an accounting system to meet the needs of the
organization;
2. Supervising, either directly or through subordinate
supervisors, the operation of the system with full manage­
ment responsibility for the quality and quantity of work
performed, training and development of subordinates, work

scheduling and review, coordination with other parts of the
AR-2. The basic accounting system is prescribed in
organization served, etc.;
broad outline rather than in specific detail. While certain
3.
Providing, directly or through an official such as a
major financial reports, overall accounts, and general
comptroller, advisory services to the top management
policies are required by the basic system, the chief
officials of the organization served as to:
accountant has broad latitude and authority to decide
a. The status of financial resources and the financial
trends or results of operations as revealed by accounting
the specific methods, procedures, accounts, reports, etc.,
data, and selecting a manner of presentation that is
to be used within the organizational segment served. He
meaningful to management;
must secure prior approval from higher levels for only
b. Methods for improving operations as suggested by
those changes which would basically affect the broad
his expert knowledge of accounting, e.g., proposals for
requirements prescribed by such higher levels. Typical
improving cost control, property management, credit and
collection, tax reduction, or similar programs.
responsibilities include:

Excluded are positions with responsibility for the
accounting program if they also include (as a major part
of the job) responsibility for budgeting; work measure­
ment; organization, methods, and procedures studies; or
similar nonaccounting functions. (Positions of such
breadth are sometimes titled comptroller, budget and
accounting manager, financial manager, etc.)
Some positions responsible for supervising general
accounting and one or more other major accounting
activities but which do not fully meet all of the
responsibilities of a chief accountant specified above
may be covered by the descriptions for accountant.
Chief accountant jobs which meet the characteristics
described are classified by level of work1 according to
(a) authority and responsibility and (b) technical com­
plexity, using the table accompanying the definitions
which follow.

A u th o rity and Responsibility

AR-1. The accounting system (i.e., accounts, procedures,
and reports to be used) has been prescribed in consider­
able detail by higher levels in the company or organiza­
tion. The chief accountant has final, unreviewed
authority within the prescribed system, to expand it to
fit the particular needs of the organization served, e.g.,
in the following or comparable ways:
Provides greater detail in accounts and reports or financial
statements;
Establishes additional accounting controls, accounts,
subaccounts, and subsidiary records; and
Provides special or interim reports and statements needed
by the manager responsible for the day-to-day operations of
the organization served.

This degree of authority is typically found at a plant
or similar subordinate establishment.

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




Evaluating and taking final action on recommendations
proposed by subordinate establishments for changes in
aspects of the accounting system or activities not prescribed
by higher authority;
Extending cost accounting operations to areas not pre­
viously covered;
Changing from one cost accounting method to another;
Expanding the utilization of computers within the
accounting process; and
Preparing accounting reports and statements reflecting the
events and progress of the entire organization for which he is
responsible; often consolidating data submitted by
subordinate segments.

This degree of authority is most typically found at
intermediate organizational levels such as regional
offices, or division or subsidiary headquarters. It is also
found in some company level situations where the
authority of the chief accountant is less extensive than is
described in AR-3. More rarely it is found in plant level
chief accountants who have been delegated more
authority than usual for such positions as described in
AR-1.
AR-3. Has complete responsibility for establishing and
maintaining the framework for the basic accounting
system used in the company, subject only to general
policy guidance and control from a higher level company
official responsible for general financial management.
Typical responsibilities include:
Determining the basic characteristics of the company’s
accounting system and the specific accounts to be used;
Devising and preparing accounting reports and statements
required to meet management’s needs for data;
Establishing basic accounting policies, interpretations, and
procedures;
Reviewing and taking action on proposed revisions to the
company’s accounting system suggested by subordinate units;
and
Taking final action on all technical accounting matters.

Characteristically, participates extensively in broad
com pany
management processes by providing
accounting advice, interpretations, or recommendations
based on data accumulated in the accounting system and
on his professional judgment and experience.

Authority
and
1
responsibility

Level

Technical -i
complexity

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

I

AR-1

TC-1

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

II

AR-1

TC-2

About 5 to 10 professional accountants, with at least
one or two matching the accountant IV job
definition.

AR-2

TC-1

About 5 to 10 professional accountants. Most of
these match the accountant III job definition, but
one or two may match the accountant IV job
definition.

AR-3

TC-1

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

AR-1

TC-3

About 15 to 20 professional accountants. A t least
one or two match the accountant V job definition.

AR-2

TC-2

About 15 to 20 professional accountants. Many of
these match the accountant IV job definition, but
some may match the accountant V job definition.

AR-3

TC-1

About 5 to 10 professional accountants. Most of
these match the accountant III job definition, but
one or two may match as high as accountant V.

AR-2

TC-3

About 25 to 40 professional accountants. Many of
these match the accountant V job definition, but
several may exceed that level.

AR-3

TC-2

About 15 to 20 professional accountants. Most of
these match the accountant IV job definition, but
several may match the accountant V and one or two
may exceed that level.

AR-3

TC-3

About 25 to 40 professional accountants. Many of
these match the accountant V job definition, but
several may exceed that level.

or

or

III

or

or

IV

or

V

A R - 1 , -2 , and -3 and T C - 1 , -2 , and -3 are e x p la in e d in th e acco m p an yin g te x t.




Technical Com plexity

TC-1. The organization which the accounting program
serves has relatively few functions, products, work
processes, etc., and these tend to be stable and
unchanging. The accounting system operates in accord­
ance with well-established principles and practices or
those of equivalent difficulty which are typical of that
industry.
TC-2. The organization which the accounting program
serves has a relatively large number of functions,
products, work processes, etc., which require substantial
and frequent adaptations of the basic system to meet
management needs (e.g., adoption of new accounts,
subaccounts, and subsidiary records; revision of
instructions for the use of accounts; improvement or
expansion of methods for accumulating and reporting
cost data in connection with new or changed work
processes).
TC-3. The organization which the accounting program
serves puts a heavy demand on the accounting organiza­
tion for specialized and extensive adaptations of the

basic system to meet management needs. Such demands
arise because the functions, products, work processes,
etc., of the organization are very numerous, diverse,
unique, or specialized, or there are other comparable
complexities. Consequently, the accounting system, to a
considerable degree, is developed well beyond
established principles and accounting practices in order
to:
Provide for the solution of problems for which no clear
precedents exist; or
Provide for the development or extension of accounting
theories and practices to deal with problems to which these
theories and practices have not previously been applied.

Subordinate S taff

In table C-l the number of professional accountants
supervised is recognized to be a relatively crude criterion
for distinguishing between various levels. It is to be
considered less important in the matching process than
the other criteria. In addition to the staff of professional
accountants in the system for which the chief
accountant is responsible, there are clerical, machine
operation, bookkeeping, and related personnel.

Attorneys
ATTORNEY

Performs consultation and advisory work and carries
out the legal processes necessary to effect the rights,
privileges, and obligations of the company. The work
performed requires completion of law school with an
LL.B. degree (or the equivalent) and admission to the
bar. Responsibilities or functions include one or more o f
the following or comparable duties:
Preparing and reviewing various legal instruments and
documents, such as contracts, leases, licenses, purchases,
sales, real estate, etc.;
Acting as agent of the company in its transactions;
Examining material (e.g., advertisements, publications,
etc.) for legal implications; advising officials of proposed
legislation which might affect the company;
Applying for patents, copyrights, or registration of
company’s products, processes, devices, and trademarks;
Advising whether to initiate or defend lawsuits;
Conducting pre-trial preparations; defending the company
in lawsuits; and
Advising officials on tax matters, government regulations,
and/or corporate rights.

Excluded from this definition are:
Patent work 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” (and their
immediate full associates or deputies), who serve as company
officers or the equivalent and are responsible for participating
in the overall management and formulation of policy for the
company in addition to directing its legal work. (The duties
and responsibilities of such positions exceed level VI as
described below.)

Attorney jobs which meet the above definition are to
be classified and coded in accordance with table C-2 and
the definitions which follow.
D-l. Legal questions are characterized by: Facts that are
well established; clearly applicable legal precedents; and
matters not of substantial importance to the organiza­
tion. (Usually relatively limited sums of money, e.g., a
few thousand dollars, are involved.)
Examples o f D-l work:
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.

Difficulty
of legal w ork 1

Level

1

Responsibility
of jo b 1

This is the entry level. The duties and
responsibilities after initial orientation and
training are those described in D-1 and R-1.

II

D-1

R-2

D-2

R-1

D-2

R-2

D-3

R-3

D-3

R-2

V

D-3

VI

D-3

Sufficient professional experience (at least 1
year, usually more) at the "D -1 " level to
assure competence as an attorney.

or

Ml

A t least 1 year, usually more, of professional
experience at the "D -2" level.

or

IV

Extensive professional
"D -2" or a higher level.

experience

at

the

R-3

Extensive professional
"D -3" level.

experience

at

the

R-4

Extensive professional
"D -3" and "R -3" levels.

experience

at

the

or

1 D -1 ,

Completion of law school with an LL.B. or
J.D. degree plus admission to the bar.

R-1

D-2

Experience required

D -2 , D -3 and R -1 , R -2, R -3 , and R -4 are e x p la in e d in th e a cc o m p an yin g te x t .

Searching case reports, legal documents, periodicals,
textbooks, and other legal references, and preparing draft
opinions on employee compensation or benefit questions
when there is a substantial amount o f clearly applicable
statutory, regulatory, and case material.
Drawing up contracts and )ther legal documents in
connection with real property transactions requiring the
development of detailed information but not involving
serious questions regarding titles to property or other major
factual or legal issues.

D-2. Legal work is regularly difficult by reason of one or
more of the following: The absence of clear and directly
applicable legal precedents; the different possible
interpretations that can be placed on the facts, the laws,
or the precedents involved; the substantial importance of
the legal matters to the organization (e.g., sums as large
as $100,000 are generally directly or indirectly
involved); the matter is being strongly pressed or
contested in formal proceedings or in negotiations by
the individuals, corporations, or government agencies
involved.




Examples o f D-2 work:
Advising on the legal implications of advertising
representations when the facts supporting the representations
and the applicable precedent cases are subject to different
interpretations.
Reviewing and advising on the implications of new or
revised laws affecting the organization.
Presenting the organization’s defense in court in a
negligence lawsuit which is strongly pressed by counsel for an
organized group.
Providing legal counsel on tax questions complicated by
the absence of precedent decisions that are directly
applicable to the organization’s situation.

D-3. Legal work is typically complex and difficult
because of one or more of the following: The questions
are unique and require a high order of original and
creative legal endeavor for their solution; the questions
require extensive research and analysis and the obtaining
and evaluation of expert testimony regarding con­
troversial issues in a scientific, financial, corporate
organization, engineering, or other highly technical area;

the legal matter is of critical importance to the
organization and is being vigorously pressed or contested
(e.g., sums such as $1 million or more are generally
directly or indirectly involved).
Examples o f D-3 work:
Advising on the legal aspects and implications of Federal
antitrust laws to projected greatly expanded marketing
operations involving joint ventures with several other
organizations.
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.
Preparing and presenting a case before an appellate court
where the case is highly important to the future operation of
the organization and is vigorously contested by very
distinguished (e.g., having a broad regional or national
reputation) legal talent.
Serving as the principal counsel to the officers and staff of
an insurance company on the legal problems in the sale,
underwriting, and administration of group contracts involving
nationwide or multistate coverages and laws.
Performing the principal legal work in a nonroutine major
revision of the company’s charter or in effectuating new
major financing steps.

R -l. Responsibility for final action is usually limited to
matters covered by legal precedents and in which little
deviation from standard practice is involved. Any
decisions or actions having a significant bearing on the
organization’s business are reviewed. (Is given guidance
in the initial stages of his assignment. Assignments are
then carried out with moderate independence although
guidance is generally available and is sought from time to
time on problem points.)
R-2. Usually works independently in investigating the
facts, searching legal precedents, defining the legal and
factual issues, drafting the necessary legal documents,
and developing conclusions and recommendations.
Decisions having an important bearing on the organiza­
tion’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, aids,
or clerks.)
R-3. Carries out assignments independently and makes
final legal determinations in matters of substantial
importance to his organization. Such determinations are
subject to review only for consistency with company
policy, possible precedent effect, and overall effective­
ness. To carry out his assignments, he deals regularly
with company officers and top level management
officials and confers or negotiates regularly with senior
attorneys and officials in other companies or in govern­
ment agencies on various aspects of his 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 his organization
and developing completed briefs, opinions, contracts, or
other legal products. To carry out his assignments he
represents his organization at conferences, hearings, or
trials, and personally confers and negotiates with top
attorneys and top-ranking officials in private companies
or in government agencies. On various aspects of his
assigned work may give advice directly and personally to
corporation officers and top level managers, or may
work through the general counsel of the company in
advising officers. (Generally receives no preliminary
instruction on legal problems. On matters requiring the
concentrated efforts of several attorneys or other
specialists, is responsible for directing, coordinating, and
reviewing the work of the attorneys involved.)
OR
As a primary responsibility, directs the work of a
staff of attorneys, one, but usually more, of whom
regularly perform D-3 legal work. With respect to the
work directed, gives advice directly to corporation
officers and top managerial officers, or may give such
advice through the general counsel. (Receives guidance
as to organization policy but no technical supervision or
assistance except when he might request advice from, or
be briefed by, the general counsel on the overall
approach to the most-difficult, novel, or important legal
questions. Usually reports to the general counsel or his
deputy.)

Buyers
BUYER

Purchases materials, supplies, equipment, and services
(e.g., utilities, maintenance, and repair). In some
instances items 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 supplier. May interview prospective
vendors. Purchases items and services at the most
favorable price consistent with quality, quantity, specifi­
cation requirements, and other factors. Prepares or
supervises preparation of purchase orders from requisi­
tions. 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.
In addition to the work described above, some (but
not all) buyers direct the work of one or a few clerks
who perform routine aspects of the work. As a
secondary and subsidiary duty, some buyers may also
sell or dispose of surplus, salvage, or used materials,
equipment, or supplies.
NOTE: Some buyers are responsible for the pur­
chasing of a variety of items and materials. When the
variety includes items and work described at more than
one of the following levels, the position should be
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 invest­
ment purposes;
c. Positions that specifically require professional educa­
tion 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 terms of its
probable effect on the organization’s profit and competitive
status;
e. Buyers whose principal responsibility is the super­




vision of other buyers or the management, direction, or
supervision of a purchasing program;
1 Persons predominantly concerned with contract or
subcontract administration;
g. Persons whose major duties consist of ordering,
reordering, or requisitioning items under existing contracts;
and
h. Positions restricted to clerical functions or to purchase
expediting work.
Buyer I

Purchases “off-the-shelf” types of readily available,
commonly used materials, supplies, tools, furniture,
services, etc.
Transactions usually involve local retailers, whole­
salers, jobbers, and manufacturers’ sales representatives.
Quantities purchased are generally small amounts,
e.g., those available from local sources.
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;
and common building maintenance or common utility
services.

Buyer II

Purchases “off-the-shelf” types of standard, generally
available technical items, materials, and services.
Transactions usually involve dealing directly with
manufacturers, distributors, jobbers, etc.
Quantities of items and materials purchased may be
relatively large, particularly in the case of contracts for
continuing supply over a period of time.
May be responsible for locating or promoting 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 include: Industrial
types of handtools; electronic tube and component test
instruments; standard electronic parts and components;
electric motors; gasoline service station equipment; PBX
or other specialized telephone services; and routine
purchases of common raw materials such as standard
grades and sizes of steel bars, rods, and angles.
Also included at this level are buyers of materials of
the types described for buyer I when the quantities
purchased are large so that local sources of supply are
generally inadequate and the buyer must deal directly
with manufacturers on a broader than local scale.

Buyer III

Purchases items, materials, or services of a technical
and specialized nature. The items, while of a common
general type, are usually made, altered, or customized to
meet the user’s specific needs and specifications.
Transactions usually require dealing with manufac­
turers. The number of potential vendors is likely to be
small and price differentials often reflect important
factors (quality, delivery dates and places, etc.) that are
difficult to evaluate.
The quantities purchased of any item or service may
be large.
Many of the purchases involve one or more of such
complications as: Specifications that detail, in technical
terms, the required physical, chemical, electrical, or
other comparable properties; special testing prior to
acceptance; grouping of items for lot bidding and
awards; specialized processing, packing, or packaging
requirements; export packs; overseas port differentials;
etc.
Is expected to keep abreast of market and product
developments. May be required to locate new sources of
supply.
Some positions may involve assisting in the training
or supervising of lower level buyers or clerks.
Examples of items purchased include: Castings;
special extruded shapes of normal size and material;
special formula paints; electric motors of special shape
or speed; special packaging of items; and raw materials in
substantial quantities.

Buyer IV

Purchases highly complex and technical items,
materials, or services, usually those specially designed
and manufactured exclusively for the purchaser.
Transactions require dealing with manufacturers and
often involve persuading potential vendors to under­
take the manufacturing of custom-designed items

according to complex and rigid specifications.
Quantities of items and materials purchased are often
large in order to satisfy the requirements for an entire
large organization for an extended period of time.
Complex schedules of delivery are often involved. Buyer
determines appropriate quantities to be contracted for at
any given period of time.
Transactions are often complicated by the presence
of one or more such matters as inclusion of: Require­
ments for spare parts, preproduction samples and
testing, or technical literature; or patent and royalty
provisions.
Keeps abreast of market and product developments.
Develops new sources of supply.
In addition to the work described above, a few
positions may also require supervision over a few lower
level buyers or clerks. (No position is included in this
level solely because supervisory duties are performed.)
Examples of items purchased include: Special pur­
pose high cost machine tools and production facilities;
raw materials of critically important characteristics or
quality; parts, subassemblies, components, etc., specially
designed and made to order (e.g., communications
equipment for installation in aircraft being manufac­
tured; component assemblies for missiles and rockets;
and motor vehicle frames).
NOTE: Excluded are buying positions above level IV.
Some buyers above level IV make purchases in such
unusually large quantities that they can affect the
market price of a commodity or produce other signi­
ficant effects on the industry or trade concerned. Others
may purchase items of either (1) extraordinary technical
complexity, e.g., involving the outermost limits of
science or engineering, or (2) unusually high individual
or unit value. Such buyers often persuade suppliers to
expand their plants or convert facilities to the produc­
tion of new items or services. These types of buying
functions are often performed by program managers or
company officials who have primary responsibilities
other than buying.

Personnel Management
JOB A N A L Y S T

Performs work involved in collecting, analyzing, and
developing occupational data relative to jobs, job
qualifications, and worker characteristics as a basis for
compensating employees in a fair, equitable, and
uniform manner. Performs such duties as studying and
analyzing jobs and preparing descriptions of duties and




responsibilities and of the physical and mental require­
ments needed by workers; evaluating jobs and deter­
mining appropriate wage or salary levels in accordance
with their difficulty and responsibility; independently
conducting or participating with representatives of other
companies in conducting compensation surveys within a
locality or labor market area; assisting in administering
merit rating programs; reviewing changes in wages and

salaries indicated by surveys and recommending changes
in pay scales; and auditing individual jobs to check the
propriety of evaluations and to apply current job
classifications.

Job Analyst I

As a trainee, performs work in designated areas and
of limited occupational scope. Receives immediate
supervision in assignments designed to provide training
in the application of established methods and techniques
of job analysis. Studies the least difficult jobs and
prepares reports for review by a job analyst of higher
level.

Job Analyst II

Studies, describes, and evaluates jobs in accordance
with established procedures. Is usually assigned to the
simpler kinds of both wage and salaried jobs in the
establishment. Works independently on such assignments
but is limited by instructions of his superior and by
defined area of assignment.

Job Analyst III

Analyzes and evaluates a variety of wage and salaried
jobs in accordance with established evaluation systems
and procedures. May conduct wage surveys within the
locality or participate in conducting surveys of broad
compensation areas. May assist in developing survey
methods and plans. Receives general supervision but
responsibility for final action is limited.
Job Analyst IV

Analyzes and evaluates a variety of jobs in accordance
with established evaluation systems and procedures, and
is given assignments wiiich regularly include responsi­
bility for the more difficult kinds of jobs. (“More
difficult” means jobs which consist of hard-tounderstand work processes; e.g., professional, scientific,
administrative, or technical; or jobs in new or emerging
occupational fields; or jobs which are being established
as part of the creation of new organizations; or where
other special considerations of these types apply.)
Receives general supervision, but responsibility for final
action is limited. May participate in the development
and installation of evaluation or compensation systems,
which may include those for merit rating programs. May




plan survey methods and conduct or direct wage surveys
within a broad compensation area.
D IR E C T O R O F P E R S O N N E L

Directs a personnel management program for a
company or a segment of a company. Serves top
management officials of the organization as the source
of advice and assistance on personnel management
matters and problems generally; is typically consulted on
the personnel implications of planned changes in
management policy or program, the effects on the
organization of economic or market trends, product or
production method changes, etc.; represents manage­
ment in contacts with other companies, trade associa­
tions, government agencies, etc., dealing primarily with
personnel management matters.
Typically the director of personnel for a company
reports to a company officer in charge of industrial
relations and personnel management activities or an
officer of similar level. Below the company level the
director of personnel typically reports to a company
officer or a high management official who has responsi­
bility for the operation of a plant, establishment, or
other segment of the company.
For a job to be covered by this definition, the
personnel management program must include responsi­
bility for all three of the following functions:
1. Administering a job evaluation system :i.e., a system in
which there are established procedures by which jobs are
analyzed and evaluated on the basis o f their duties, responsi­
bilities, and qualification requirements in order to provide a
foundation for equitable compensation. Typically, such a
system includes the use of one or more sets of job evaluation
factors and the preparation of formal job descriptions. It may
also include such related functions as wage and salary surveys
or merit rating system administration. The job evaluation
system(s) does not necessarily cover all jobs in the organiza­
tion, but does cover a substantial portion of the organization.
2. Employment and placement function: i.e., recruiting
actively for at least some kinds of workers through a variety
of sources (e.g., schools or colleges, employment agencies,
professional societies, etc.); evaluating applicants against
demands of particular jobs by use of such techniques as job
analysis to determine requirements, interviews, written tests
of aptitude, knowledge, or skill, reference checks, experience
evaluations, etc.; recommending selections and job place­
ments to management, etc.
3. Employee relations and services function: i.e.,
functions designed to maintain employees’ morale and
productivity at a high level (for example, administering a
formal or informal grievance procedure; identifying and
recommending solutions for personnel problems such as
absenteeism , high turnover, low productivity, etc.;
administration of beneficial suggestions system, retirement,
pension, or insurance plans, merit rating system, etc.;

tions, work rules, hiring or layoff procedures, etc., within the
broad terms of a general agreement reached at higher levels,
or to supply advice and information on technical points to
the company’s principal representative.

overseeing cafeteria operations, recreational programs, indus­
trial health and safety programs, etc.).

In addition, positions covered by this definition may,
but do not necessarily, include responsibilities in the
following areas:
Employee training and development;
Labor relations activities which are confined mainly to
the administration, interpretation, and application o f those
aspects of labor union contracts that are essentially of the
type described under (3) above. May also participate in
bargaining of a subordinate nature, e.g., to negotiate detailed
settlement of such matters as specific rates, job classifica­

Excluded are positions in which responsibility for
actual contract negotiation with labor unions as the
principal company representative is a significant aspect
of the job, i.e., a responsibility which serves as a primary
basis for qualification requirements and compensation.
Director of personnel jobs which meet the above
definition are classified by level of work2 in accordance
with the criteria shown in table C-3.

Table C-3. Criteria fo r matching directors o f personnel by level
“Operations level"
personnel program 1
Number of employees in
work force serviced

250-750 ...............................
1,000-5,000 ........................
6 ,000 - 12,000 .....................
15,000-25,000 ...................

"Type A "
organization
serviced 3

"Type B"
organization
serviced 4

1

II
III
IV
V

II
III
IV

"Development level"
personnel program 2
Number of employees in
work force serviced

250-750 ...............................
1,000-5,000 ........................
6 ,000 - 12,000 .....................
15,000-25,000 ...................

"Type A "
organization
serviced 3
II
III
IV
V

"Type B"
organization
serviced 4

III
IV
V
-

1 "Operations level" personnel program—d ire c to r o f personnel servicing an o rg a n iz a tio n a l segm ent (e.g., a p la n t) o f a c o m p a n y ,
w h e re th e basic personnel p rog ram policies, plans, ob jectives, e tc., are established at c o m p a n y headqu arters or at some o th e r higher
level b e tw e e n th e p la n t and th e c o m p a n y headqu arters level. T h e personnel d ire c to r's res p o n s ib ility is to p u t these in to o p e ra tio n at
th e local level, in such a m an n e r as to m ost e ffe c tiv e ly serve th e local m an ag e m e n t needs.
2

"Development level"personnel program—e ith e r :

(a) D ire c to r o f personnel servicing an e n tire c o m p a n y (w ith o r w ith o u t s u b o rd in a te establishm ents) w h ere th e personnel d ire c to r
plays an im p o rta n t role in e s ta b lis h m e n t o f basic personnel policies, plans, ob jectives, e tc., fo r th e c o m p a n y subject to p o lic y
d ire c tio n and c o n tro l fr o m c o m p a n y o ffice rs, o r (b ) d ire c to r o f personnel servicing an in te rm e d ia te o rg a n iz a tio n b e lo w th e
c o m p a n y level, e.g., a d ivision o r a subsid iary, to w h ic h a rela tiv e ly c o m p le te d e le g a tio n o f personnel program plan nin g and
d e v e lo p m e n t re s p o n s ib ility is m ade. In this s itu a tio n o n ly basic p o lic y d ire c tio n is given by th e p a ren t c o m p a n y and local office rs.
T h e d ire c to r o f personnel has essentially th e sam e degree o f la titu d e and res p o n s ib ility fo r esta b lis h m e n t o f basic personnel policies,
plans, ob jectives, e tc., as described above in (a).

2 "Type A " organization serviced—m ost jobs serviced do n o t present p a rtic u la rly d iffic u lt o r unusual re c ru itm e n t, jo b
e v a lu a tio n , o r tra in in g p ro b le m s because th e jobs consist o f rela tiv ely e as y-to-un derstand w o rk processes, and an a dequate la b o r supp ly
is available. These c o n d itio n s are m ost lik e ly to be fo u n d in o rganizations in w h ic h th e w o rk fo rc e and o rg a n iza tio n a l s tru c tu re are
rela tiv ely stable.
4 "Type B " organization serviced—a substantial n u m b e r o f jobs present d iffic u lt re c ru itm e n t, jo b e v a lu a tio n , o r tra in in g
pro b le m s because o f th e jobs: C onsist o f h a rd -to -u n d e rsta n d w o rk processes (e.g., professional, s c ie n tific , a d m in is tra tiv e , o r te c h n ic a l);
have h a rd -to -m a tc h skill req u ire m en ts; are in new or em erging occupatio ns; o r are e x tre m e ly hard to f ill. These c o n d itio n s are m ost
lik e ly to be fo u n d in org a n izatio n s in w h ic h th e w o rk fo rc e , o rg a n izatio n a l s tru c tu re , w o rk processes o r fu n c tio n s , e tc., are c o m p lic a te d
o r unstable.
N O T E : T h e re are gaps b e tw e e n d iffe r e n t degrees o f all th re e elem ents used to d e te rm in e jo b level m atches. These gaps have been
pro v id ed p u rp osely to a llo w ro o m fo r ju d g m e n t in gettin g th e best overall jo b level m atch fo r each jo b . T h u s , a jo b w h ic h services a
w o rk fo rc e o f 8 5 0 em p lo y e e s should be m atched w ith level II if it is a personnel prog ram o p era tio n s level jo b w h e re th e n a tu re o f th e
o rg a n iza tio n serviced seems to fa ll slig h tly b e lo w th e d e fin itio n fo r ty p e B. H o w e v e r, th e same jo b should be m atched w ith level I if th e
n ature o f th e o rg a n iza tio n serviced clearly falls w e ll w ith in th e d e fin itio n fo r ty p e A .

Chemists and Engineers
C H E M IS T

Performs professional work in research, development,
in te rp re ta tio n , and analysis to determine the
composition, molecular structure, and properties of
substances; to develop or investigate new materials and
2 Insufficient data were obtained for level V to warrant
presentation o f average salaries.




processes; and to investigate the transformations which
substances undergo. Work typically requires a B.S.
degree in chemistry or the equivalent in appropriate and
substantial college level study of chemistry plus
experience.
Chemist I

General characteristics. This is the entry level of profes­
sional work requiring a bachelor’s degree in chemistry

and no experience, or the equivalent (to a degree) in
appropriate education and experience. Performs assign­
ments designed to develop professional capabilities and
to provide experience in the application of training in
chemistry as it relates to the company’s programs. May
also receive formal classroom or seminar type training.
(Terminal positions are excluded.)
Direction received. Works under close supervision.
Receives specific and detailed instructions as to required
tasks and results expected. Work is checked during
progress, and is reviewed for accuracy upon completion.
Typical duties and responsibilities. Performs a variety of
routine tasks that are planned to provide experience and
familiarization with the chemistry staff, methods,
practices, and programs of the company. The work
includes a variety of routine qualitative and quantitative
analyses; physical tests to determine properties such as
viscosity, tensile strength, and melting point; and
assisting more experienced chemists to gain additional
knowledge through personal observation and discussion.

cedures, e.g., extending or curtailing the analysis or using
alternate procedures, based on his knowledge of the
problem and pertinent available literature. Conducts
specified phases of research projects as an assistant to an
experienced chemist.
Responsibility for the direction o f others. May be
assisted by a few aids or technicians.
Chemist III

General characteristics. Performs a broad range of
chemical tests and procedures utilized in the laboratory,
using judgment in the independent evaluation, selection,
and adaptation of standard methods and techniques.
May carry through a complete series of tests on a
product in its different process stages. Some assignments
require a specialized knowledge of one or two common
categories of related substances. Performance at this
level requires developmental experience in a professional
position, or equivalent graduate level education.

Chemist II

Direction received. On routine work, supervision is very
general. Assistance is furnished on unusual problems and
work is reviewed for application of sound professional
judgment.

General characteristics. At this continuing develop­
mental level, performs routine chemical work requiring
selection and application of general and specialized
methods, techniques, and instruments commonly used in
the laboratory and the ability to carry out instructions
when less common or proposed methods or procedures
are necessary. Requires work experience acquired in an
entry level position, or appropriate graduate level study.
For training and developmental purposes, assignments
may include some work that is typical of a higher level.
(Terminal positions are excluded.)

Typical duties and responsibilities. In accordance with
instructions as to the nature of the problem, selects
standard methods, tests or procedures; when necessary,
develops or works out alternate or modified methods
with supervisor’s concurrence. Assists in research by
analyzing samples or testing new procedures that require
specialized training because (a) standard methods are
inapplicable, (b) analytical findings must be interpreted
in terms of compliance or noncompliance with
standards, or (c) specialized and advanced equipment
and techniques must be adapted.

Direction received. Supervisor establishes the nature and
extent of analysis required, specifies methods and
criteria on new types of assignments, and reviews work
for thoroughness of application of methods and
accuracy of results.

Responsibility for the direction o f others. May supervise
or coordinate the work of a few technicians or aids, and
be assisted by lower level chemists.

Typical duties and responsibilities. Carries out a wide
variety of standardized methods, tests, and procedures.
In accordance with specific instructions may carry out
proposed and less common ones. Is expected to detect
problems in using standardized procedures because of
the condition of the sample, difficulties with the
equipment, etc. Recommends modifications of pro­

General characteristics. As a fully competent chemist in
all conventional aspects of the subject matter or the
functional area of the assignments, plans and conducts
work requiring (a) mastery of specialized techniques or
ingenuity in selecting and evaluating approaches to
unforeseen or novel problems, and (b) ability to apply a
research approach to the solution of a wide variety of

Responsibility for the direction o f others. Usually none.




Chemist IV

problems and to assimilate the details and significance of
chemical and physical analyses, procedures, and tests.
Requires sufficient professional experience to assure
competence as a fully trained worker; or, for positions
primarily of a research nature, completion of all require­
ments for a doctoral degree may be substituted for
experience.
Direction received. Independently performs most assign­
ments with instructions as to the general results
expected. Receives technical guidance on unusual or
complex problems and supervisory approval on proposed
plans for projects.
Typical duties and responsibilities. Conducts laboratory
assignments requiring the determination and evaluation
of alternative procedures and the sequence of
performing them. Performs complex, exacting, unusual
analytical assignments requiring specialized knowledge
of techniques or products. Interprets results, prepares
reports, and may provide technical advice in his
specialized area.
Responsibility for the direction o f others. May supervise
a small staff of chemists and technicians.
Chemist V

General characteristics. Participates in planning labora­
tory programs on the basis of specialized knowledge of
problems and methods and probable value of results.
May serve as an expert in a narrow specialty (e.g., class
of chemical compounds, or a class of products), making
recommendations and conclusions which serve as the
basis for undertaking or rejecting important projects.
Development of the knowledge and expertise required
for this level of work usually reflects progressive
experience through chemist IV.
Direction received. Supervision and guidance relates
largely to overall objectives, critical issues, new concepts,
and policy matters. Consults with supervisor concerning
unusual problems and developments.
Typical duties and responsibilities. One or both of the
following: (1) In a supervisory capacity, plans, organizes,
and directs assigned laboratory programs. Independently
defines scope and critical elements of the projects and
selects approaches to be taken. A substantial portion of
the work supervised is comparable to that described for
chemist IV. (2) As individual researcher or worker,
carries out projects requiring development of new or




highly modified scientific techniques and procedures,
extensive knowledge of his specialty, and knowledge of
related scientific fields.
Responsibility for the direction o f others. Supervises,
coordinates, and reviews the work of a small staff of
chemists and technicians engaged in varied research and
development projects, or a larger group performing
routine analytical work. Estimates manpower needs and
schedules and assigns work to meet completion date. Or,
as individual researcher or worker, may be assisted on
projects by other chemists or technicians.

Chemist V I

General characteristics. Performs work requiring leader­
ship and expert knowledge in a specialized field,
product, or process. Formulates and conducts a systema­
tic attack on a problem area of considerable scope and
complexity which must be approached through a series
of complete and conceptually related studies, or a
number of projects of lesser scope. The problems are
complex because they are difficult to define and require
unconventional or novel approaches or have other
difficult features. Maintains liaison with individuals and
units within and outside his organization, with responsi­
bility for acting independently on technical matters
pertaining to his field. Work at this level usually requires
extensive progressive experience including work compar­
able to chemist V.
Direction received. Supervision received is essentially
administrative, with assignments given in terms of broad
general objectives and limits.
Typical duties and responsibilities. One or both of the
following: (1) In a supervisory capacity (a) plans,
develops, coordinates, and directs a number of large and
important projects or a project of major scope and
importance, or (b) is responsible for the entire chemical
program of a company, when the program is of limited
complexity and scope. Activities under his leadership are
of such a scope that they require a few (3 to 5)
subordinate supervisors or team leaders with at least one
in a position comparable to level V. (2) As individual
researcher or worker determines, conceives, plans, and
conducts projects of major importance to the company.
Applies a high degree of originality and ingenuity in
adapting, extending, and synthesizing existing theory,
principles, and techniques into original combinations
and configurations. May serve as a consultant to other
chemists in his specialty.

Responsibility for the direction o f others. Plans,
organizes, and supervises the work of a staff of chemists
and technicians. Evaluates progress of the staff and
results obtained, and recommends major changes to
achieve overall objectives. Or, as individual worker or
researcher, may be assisted on individual projects by
other chemists or technicians.

complex aspects of extremely broad and important
programs. Has responsibility for exploring, evaluating,
and justifying proposed and current programs and
projects and furnishing advice on unusually complex and
novel problems in the specialty field. Typically will have
contributed innovations (e.g., techniques, products,
procedures) which are regarded as significant advances in
the field.

Chemist V II

Responsibility for the direction o f others. Directs several
subordinate supervisors or team leaders, some of whom
are in positions comparable to chemist VI; or, as
individual researcher and consultant, may be assisted on
individual projects by other chemists and technicians.

General characteristics. Makes decisions and recommen­
dations that are recognized as authoritative and have an
important impact on extensive chemical activities.
Initiates and maintains extensive contacts with key
chemists and officials of other organizations and com­
panies, requiring skill in persuasion and negotiation of
critical issues. At this level individuals will have
demonstrated creativity, foresight, and mature judgment
in anticipating and solving unprecedented chemical
problems, determining program objectives and require­
ments, organizing programs and projects, and developing
standards and guides for diverse chemical activities.
Direction received.
direction.

Receives general administrative

Typical duties and responsibilities. One or both of the
following: (1) In a supervisory capacity is responsible for
(a) an important segment of a chemical program of a
company with extensive and diversified scientific
requirements, or (b) the entire chemical program of a
company where the program is more limited in scope.
The overall chemical program contains critical problems
the solution of which requires major technological
advances and opens the way for extensive related
development. Makes authoritative technical recom­
mendations concerning the scientific objectives and
levels of work which will be most profitable in light of
company requirements and scientific and industrial
trends and developments. Recommends facilities,
personnel, and funds required. (2) As individual
researcher and consultant, selects problems for research
to further the company’s objectives. Conceives and plans
investigations in which the phenomena and principles are
not adequately understood, and where few or contra­
dictory scientific precedents or results are available for
reference. Outstanding creativity and mature judgment
are required to devise hypotheses and techniques of
experimentation and to interpret results. As a leader and
authority in his company, in a broad area of specializa­
tion, or in a narrow but intensely specialized one, advises
the head of a large laboratory or company officials on




Chemist V I II

General characteristics. Makes decisions and recom­
mendations that are authoritative and have a far-reaching
impact on extensive chemical and related activities of
the company. Negotiates critical and controversial issues
with top level chemists and officers of other organiza­
tions and companies. Individuals at. this level have
demonstrated a high degree of creativity, foresight, and
mature judgment in planning, organizing, and guiding
extensive chemical programs and activities of
outstanding novelty and importance.
Direction received.
direction.

Receives general administrative

Typical duties and responsibilities. One or both of the
following: (1) In a supervisory capacity is responsible for
(a) the entire chemical program of a company which is
of moderate scope, or (b) an important segment of a
chemical program of a company with very extensive and
highly diversified scientific requirements, where pro­
grams are of such complexity and scope that they are of
critical importance to overall operations and include
problems of extraordinary difficulty that have resisted
solution. Decides the kind and extent of chemical
programs needed to accomplish the objectives of the
company, for choosing the scientific approaches, for
planning and organizing facilities and programs, and for
interpreting results. (2) As individual researcher and
consultant formulates and guides the attack on problems
of exceptional difficulty and marked importance to the
company and/or industry. Problems are characterized by
the lack of scientific precedents and source materials, or
the lack of success of prior research and analysis so that
their solution would represent an advance of great
significance and importance. Performs advisory and

consulting work for the company as a recognized
authority for broad program areas of considerable
novelty and importance. Has made contributions such as
new products or techniques, development of processes,
etc., which are regarded as major advances in the field.
Responsibility for the direction o f others. Supervises
several subordinate supervisors or team leaders some of
whose positions are comparable to chemist VII, or
individual researchers some of whose positions are
comparable to chemist VII and sometimes chemist VIII.
As an individual researcher and consultant may be
assisted on individual projects by other chemists or
technicians.
NOTE: Individuals in charge of a company’s chemical
program may match any of several of the survey job
levels, depending on the size and complexity of chemical
programs. Excluded from level VIII are chemists in
charge of programs so extensive and complex (e.g.,
consisting of highly diversified or unusually novel
products and procedures) that one or more subordinate
supervisory chemists are performing at level VIII. Also
excluded from level VIII are individual researchers and
consultants who are recognized as national and/or
international authorities and scientific leaders in very
broad areas of scientific interest and investigation.

and abilities. May also receive formal classroom or
seminar type training. (Terminal positions are excluded.)
Direction received. Works under close supervision.
Receives specific and detailed instructions as to required
tasks and results expected. Work is checked during
progress and is reviewed for accuracy upon completion.
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 company.
Responsibility for the direction o f others. Usually none.
Engineer II

General characteristics. At this continuing develop­
mental level, performs routine engineering work
requiring application of standard techniques, procedures,
and criteria in carrying out a sequence of related
engineering tasks. Limited exercise of judgment is
required on details of work 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 work that is typical of a higher level.
(Terminal positions are excluded.)

E N G IN E E R

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 engineer­
ing or the equivalent in combined education and
experience. (Excluded are: Safety engineers, industrial
engineers, quality control engineers, sales engineers, and
engineers whose primary responsibility is to be in charge
of nonprofessional maintenance work.)

Direction received. Supervisor screens assignments for
unusual or difficult problems and selects techniques and
procedures to be applied on nonroutine work. Receives
close supervision on new aspects of 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 o f others. May be
assisted by a few aids or technicians.

Engineer I
Engineer III

General characteristics. This is the entry level of profes­
sional work requiring a bachelor’s degree in engineering
and no experience, or the equivalent (to a degree) in
appropriate education and experience. Performs assign­
ments designed to develop professional work knowledges




General characteristics. Independently evaluates, selects,
and applies standard engineering techniques, procedures,
and criteria, using judgment in making minor adapta­
tions 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 profes­
sional 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. Assign­
ments usually include one or more of the following:
Equipment design and development, test of materials,
preparation of specifications, process study, research
investigations, report preparation, and other activities of
limited scope requiring knowledge of principles and
techniques commonly employed in the specific narrow
area of assignments.
Responsibility fo r the direction o f others. May supervise
or coordinate the work of drafters, technicians, and
others who assist in specific assignments.
Engineer IV

General characteristics. As a fully competent engineer in
all conventional aspects of the subject matter or the
functional area of the assignments, plans and conducts
work requiring judgment in the independent evaluation,
selection, and substantial adaptation and modification of
standard techniques, procedures, and criteria. Devises
new approaches to problems encountered. Requires
sufficient professional experience to assure competence
as a fully trained worker; or, for positions primarily of a
research nature, completion of all requirements for a
doctoral degree may be substituted for experience.
Direction received. Independently performs most assign­
ments with instructions as to the general results
expected. Receives technical guidance on unusual or
complex problems and supervisory approval on proposed
plans for projects.
Typical duties and responsibilities. Plans, schedules,
conducts, or coordinates detailed phases of the engineer­
ing 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 o f others. May supervise
a few engineers or technicians on assigned work.
Engineer V

General characteristics. Applies intensive and diversified
knowledge of engineering principles and practices in
broad areas of assignments and related fields. Makes
decisions 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 techni­
ques and the modification and extension of theories,
precepts, and practices of his field and related sciences
and disciplines. The knowledge and expertise required
for this level of work usually result from progressive
experience, including work comparable to engineer IV.
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 duties and responsibilities. One or more of the
following: (1) In a supervisory capacity plans, develops,
coordinates, and directs a large and important engineer­
ing project or a number of small projects with many
complex features. A substantial portion of the work
supervised is comparable to that described for engineer
IV. (2) As individual researcher or worker carries out
complex or novel assignments requiring the development
of new or improved techniques and procedures. Work 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 evalua­
tion tests, products, or equipment when necessary data
are insufficient or confirmation by testing is advisable.
Usually performs as a staff advisor and consultant as to a
technical specialty, a type of facility or equipment, or a
program function.
Responsibility for the direction o f others. Supervises,
coordinates, and reviews the work of a small staff of
engineers and technicians; estimates manpower needs

and schedules and assigns work to meet completion date.
Or, as individual research or staff specialist may be
assisted on projects by other engineers or technicians.

scientific methods and developments affecting his
organization for the purpose of recommending changes
in emphasis of programs or new programs warranted by
such developments.

Engineer V I

General characteristics. Has full technical responsibility
for interpreting, organizing, executing, and coordinating
assignments. Plans and develops engineering projects
concerned with unique or controversial problems which
have an important effect on major company programs.
This involves exploration of subject area, definition of
scope and selection of problems for investigation, and
development of novel concepts and approaches.
Maintains liaison with individuals and units within or
outside his organization, with responsibility for acting
independently on technical matters pertaining to his
field. Work at this level usually requires extensive
progressive experience including work comparable to
engineer V.
Direction received. Supervision received is essentially
administrative, with assignments given in terms of broad
general objectives and limits.
Typical duties and responsibilities. One or more of the
following: (1) In a supervisory capacity (a) plans,
develops, coordinates, and directs a number of large and
important projects or a project of major scope and
importance, or (b) is responsible for the entire
engineering program of a company when the program is
of limited complexity and scope. The extent of his
responsibilities generally requires a few (3 to 5)
subordinate supervisors or team leaders with at least one
in a position comparable to level V. (2) As individual
researcher or worker conceives, plans, and conducts
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 tech­
niques. 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 tech­
niques which are of material significance in the solution
of important problems. (3) As a staff specialist serves as
the technical specialist for the organization (division or
company) in the application of advanced theories,
concepts, principles, and processes for an assigned area
of responsibility (i.e., subject matter, function, type of
facility or equipment, or product). Keeps abreast of new




Responsibility for the direction o f 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 V II

General characteristics. Makes decisions and recom­
mendations that are recognized as authoritative and have
an important impact on extensive engineering activities.
Initiates and maintains extensive contacts with key
engineers and officials of other organizations and
companies, requiring skill in persuasion and negotiation
of critical issues. At this level individuals will have
demonstrated creativity, foresight, and mature engineer­
ing 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.
Direction received.
direction.

Receives general administrative

Typical duties and responsibilities. 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 with extensive and diversified engineering
requirements, or (b) the entire engineering program of a
company when it is more limited in scope. The overall
engineering program contains critical problems the solu­
tion of which requires major technological advances and
opens the way for extensive related development. The
extent of his responsibilities generally requires several
subordinate organizational segments or teams. Recom­
mends facilities, personnel, and funds required to carry
out programs which are directly related with and
directed toward fulfillment of overall company objec­
tives. (2) As individual researcher and consultant is a
recognized leader and authority in his company in a
broad area of specialization or in a narrow but intensely
specialized field. Selects research problems to further the
company’s objectives. Conceives and plans investigations
of broad areas of considerable novelty and importance

for which engineering precedents are lacking in areas
critical to the overall engineering program. Is consulted
extensively by associates and others, with a high degree
of reliance placed on his scientific interpretations and
advice. Typically, will have contributed inventions, new
designs, or techniques which are regarded as major
advances in the field.
Responsibility for the direction o f others. Directs several
subordinate supervisors or team leaders, some of whom
are in positions comparable to engineer VI; or, as
individual researcher and consultant, may be assisted on
individual projects by other engineers and technicians.

Engineer V I II

General characteristics. Makes decisions and recom­
mendations that are recognized as authoritative and have
a far-reaching impact on extensive engineering and
related activities of the company. Negotiates critical and
controversial issues with top level engineers and officers
of other organizations and companies. Individuals at this
level demonstrate a high degree of creativity, foresight
and mature judgment in planning, organizing, and
guiding extensive engineering programs and activities of
outstanding novelty and importance.
Direction received.
direction.

Receives general administrative

Typical duties and responsibilities. One or both of the
following: (1) In a supervisory capacity is responsible for
(a) an important segment of a very extensive and highly
diversified engineering program of a company, or (b) the
entire engineering program of a company when the
program is of moderate scope. The programs are of such
complexity and scope that they are of critical
importance to overall objectives, include problems of
extraordinary difficulty that often have resisted

solution, and consist of several segments requiring
subordinate supervisors. Is responsible for deciding the
kind and extent of engineering and related programs
needed to accomplish the objectives of the company, for
choosing the scientific approaches, for planning and
organizing facilities and programs, and for interpreting
results. (2) As individual researcher and consultant
formulates and guides the attack on problems of
exceptional difficulty and marked importance to the
company or industry. Problems are characterized by
their lack of scientific precedents and source material, or
lack of success of prior research and analysis so that
their solution would represent an advance of great
significance and importance. Performs advisory and
consulting work for the company as a recognized
authority for broad program areas or in an intensely
specialized area of considerable novelty and importance.
Responsibility for the direction o f others. Supervises
several subordinate supervisors or team leaders some of
whose 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: Individuals in charge of a company’s engineer­
ing program may match any of several of the survey job
levels depending on the size and complexity of engineer­
ing programs. Excluded from level VIII are 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. Also excluded
from level VIII are 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.

Technical Support
E N G IN E E R IN G T E C H N IC IA N

To be covered by these definitions, employees must
meet all of the following criteria: (a) Provides
semiprofessional technical support for engineers working
in such areas as research, design, development, testing, or
manufacturing process improvement. (2) Work pertains
to electrical, electronic, or mechanical components or
equipment. (3) Required to have some knowledge of




science or engineering. (Excludes production or
maintenance workers, quality control testers, craft
workers, drafters, designers, and engineers.)

Engineering Technician I

Performs simple routine tasks under close supervision
or from detailed procedures. Work is checked in process

or on completion. Performs, at this level, one or a
combination of such typical duties as:
Assembles or installs equipment or parts requiring simple
wiring, soldering, or connecting.
Performs simple or routine tasks or tests such as tensile or
hardness tests; operates and adjusts simple test equipment;
records test data.
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

Performs standardized or prescribed assignments,
involving a sequence of related operations. Follows
standard work methods or explicit instructions; tech­
nical adequacy of routine work is reviewed on com­
pletion; nonroutine work may also be reviewed in
process. Performs, at this level, one or a combination of
such typical duties as:
Assembles or constructs simple or standard equipment or
parts. May service or repair simple instruments or equipment.
Conducts a variety of standardized tests; may prepare test
specimens; sets up and operates standard test equipment;
records test data.
Extracts engineering data from various prescribed sources;
processes the data following well-defined methods; presents
the data in prescribed form.

Engineering Technician I II

Performs assignments that are not completely
standardized or prescribed. Selects or adapts standard
procedures or equipment. Receives initial instructions,
equipment requirements, and advice from supervisor or
engineer; technical adequacy of completed work is
checked. Performs, at this level, one or a combination of
such typical duties as:
Constructs components, subunits, or simple models or
adapts standard equipment. May troubleshoot and correct
malfunctions.
Conducts various tests or experiments which may require
minor modifications in test setups or procedures; selects, sets
up, and operates standard test equipment and records test
data.
Extracts and compiles a variety of engineering data;
processes or computes data using specified formulas and
procedures. Performs routine analysis to check applicability,
accuracy, and reasonableness of data.

Engineering Technician IV

Performs nonroutine assignments of substantial
variety and complexity. Receives objectives and tech­




nical advice from supervisor or engineer; work is
reviewed for technical adequacy. May be assisted by
lower level technicians. Performs, at this level, one or a
combination of such typical duties as:
Works on limited segment of development project; con­
structs experimental or prototype models to meet
engineering requirements; conducts tests or experiments;
records and evaluates data and reports findings.
Conducts tests or experiments requiring selection and
adaptation or modification of test equipment and test
procedures; records data; analyzes data and prepares test
reports.
Compiles and computes a variety of engineering data; may
analyze test and design data; develops or prepares schematics,
designs, specifications, parts lists, or makes recommendations
regarding these items. May review designs or specifications
for adequacy.

Engineering Technician V

Performs nonroutine and complex assignments in­
volving responsibility for planning and conducting a
complete project of relatively limited scope or a portion
of a larger and more diverse project. Selects and adapts
plans, techniques, designs, or layouts. May coordinate
portions of overall assignment; reviews, analyzes, and
integrates the technical work of others. Supervisor or
professional engineer outlines objectives, requirements,
and design approaches; completed work is reviewed for
technical adequacy and satisfaction of requirements.
May be assisted by lower level technicians. Performs, at
this level, one or a combination of such typical duties as:
Designs, develops, and constructs major units, devices, or
equipment; conducts tests or experiments; analyzes results
and redesigns or modifies equipment to improve per­
formance; reports results.
Plans or assists in planning tests to evaluate equipment
performance. Determines test requirements, equipment
modification and test procedures; conducts tests, analyzes
and evaluates data, and prepares reports on findings and
recommendations.
Reviews and analyzes a variety of engineering data to
determine requirements to meet engineering objectives; may
calculate design data; prepares layouts, detailed specifica­
tions, parts lists, estimates, procedures, etc. May check and
analyze drawings or equipment to determine adequacy of
drawings and design.

DRAFTERS

Drafter-tracer

Copies plans and drawings prepared by others by
placing tracing cloth or paper over drawings and tracing
with pen or pencil. (Does not include tracing limited to

plans primarily consisting of straight lines and a large
scale not requiring close delineation.)
and/or
Prepares simple or repetitive drawings of easily visualized
items. Work is closely supervised during progress.
D rafter I

Prepares detail drawings of single units or parts for
engineering, construction, manufacturing, or repair pur­
poses. Types of drawings prepared include isometric
projections (depicting three dimensions in accurate
scale) and sectional views to clarify positioning or
components and convey needed information. Consoli­
dates details from a number of sources and adjusts or
transposes scale as required. Suggested methods of
ipproach, applicable precedents, and advice on source
naterials are given with initial assignments. Instructions
are less complete when assignments recur. Work may be
spot checked during progress.
D rafter II

Performs nonroutine and complex drafting assign­
ments that require the application of most of the
standardized drawing techniques regularly used. Duties
typically involve such work as: Prepares working

drawings of subassemblies with irregular shapes, multiple
functions, and precise positional relationships between
components; prepares architectural drawings for con­
struction of a building including detail drawings of
foundations, wall sections, floor plans, and roof. Uses
accepted formulas and manuals in making necessary
computations to determine quantities of materials to be
used, load capacities, strengths, stresses, etc. Receives
initial instructions, requirements, and advice from super­
visor. Completed work is checked for technical
adequacy.
D rafter I II

Plans the graphic presentation of complex items
having distinctive design features that differ significantly
from established drafting precedents. Works in close
support with the design originator, and may recommend
minor design changes. Analyzes the effect of each
change on the details of form, function, and positional
relationships of components and parts. Works with a
minimum of supervisory assistance. Completed work is
reviewed by design originator for consistency with prior
engineering determinations. May either prepare
drawings, or direct their preparation, by lower level
drafters.

Clerical Supervisory

K E Y P U N C H S U P E R V IS O R

Supervises three or more keypunch operators who
keypunch or verify cards or tape for computer or
tabulating machine processing. May also, as an incidental
responsibility, supervise the operation of other types of
punching machines such as reproducers or gang punches.
Excluded are: (a) Positions also responsible for
supervising the operation of equipment such as com­
puters, tabulating machines, or other kinds of office
machines; (b) positions responsible for supervising




clerical work not directly related to the keypunch
function; and (c) working supervisors, group leaders, or
other overseers with more limited supervisory responsi­
bility than is described below.
Keypunch supervisory positions are classified in five
levels (I through V) on the basis of combinations of
three elements-level and kind of supervisory responsi­
bility, difficulty of keypunch work supervised, and
number of employees supervised. In table C-4 two levels
of supervision are described and each is followed by a
brief chart that shows the level of keypunch supervisor
for each combination of the other two elements.

Table C-4. Criteria fo r matching keypunch supervisors by level

Level and kind of supervisory responsibility
Lower

Upper

Is responsible for the day-to-day operations and flow of work
when the organization of the work, assignment of employees to
positions, the job types and levels, instructions and procedures,
etc., are prescribed by higher authority. Within this prescribed
framework, assigns work to individual employees; instructs
employees in specific tasks and procedures; insures work meets
established standards of quality; checks attendance; keeps
production records; provides information to higher levels for use
in budgeting, planning of personnel changes, adjusting to
variations in the workload, etc.; reports problems to a higher
level supervisor. (Exclude positions in which keypunching rather
than supervisory responsibility is the most significant function.)

In addition to being responsible for the functions of the lower
level of supervisory responsibility, plans and establishes the
organization and flow of work; plans changes to meet both
short- and long-term workload trends and changes; selects
employees and assigns them to positions; assigns and reviews
work of subordinates; initiates recommendations or formal
actions such as requests for staff, job evaluation actions,
promotions, etc.; approves absences and vacation schedules;
recommends disciplinary actions; in some positions, assists
programmers, project planners, or other technical specialists in
designing card layouts and detailed punching instructions.

Number of
employees
supervised

Difficulty of keypunch work
supervised

Difficulty of keypunch work
supervised
Less difficult 1

|

More difficult 2

Less difficult 1

Level of keypunch supervisor
3 - 1 5 ........................
20-40 .....................
50 or m o r e ............

1
II
III

More difficult 2

Level of keypunch supervisor

II
III
IV

II
III
IV

III
IV
V

**
Less difficult keypunch work - W o rk is ro u tin e and re p e titiv e . U n d e r close supervision or fo llo w in g specific procedures or
in structio ns, w o rk s fr o m various s tan d a rd ize d source d o cu m e n ts w h ic h have been c oded, fo llo w s specified procedures w h ic h have been
prescribed in d e ta il and req u ire little o r no selecting, coding, or in te rp re tin g o f data to be recorded . R efers to supervisor p ro b le m s
arising fr o m erron eo us item s, codes, o r missing in fo rm a tio n . (T h is level is th e same as th e B LS Class B K e y p u n c h O p e ra to r.)
^
More difficult keypunch work - W o rk requires th e a p p lic a tio n o f e xp e rien ce and ju d g m e n t in selecting procedures to be
fo llo w e d and in searching fo r , in te rp re tin g , selecting, o r coding item s to be k e y p u n c h e d fro m a v a rie ty o f do cu m e n ts . O n occasion m ay
also p e rfo rm som e ro u tin e k e y p u n c h w o rk . M a y tra in in ex p e rie n c e d k e y p u n c h op erators. (T h is level is th e same as th e B LS Class A
K e y p u n c h O p e ra to r.)

NOTE:
If th e k e y p u n c h activ itie s in clu d e b o th " m o r e d if f ic u lt " and "less d if f ic u lt " w o rk , classification should be on th e basis o f
th e m o re d iffic u lt w o rk , p ro v id ed th a t a s ig n ific a n t p r o p o rtio n o f th e k e y p u n c h op era to rs w o rk at this level. T h e n u m b er o f k e y p u n c h
op era to rs p e rfo rm in g m o re d iffic u lt w o rk is considered s ig n ific a n t w h e n at least 2 5 p e rce n t o f th e op erators w o rk at this level,
provided th e re are a t least tw o such o p era to rs in units w ith a to ta l o f 3 or 4 em p lo y e e s, 3 such op era to rs in un its w ith a to ta l o f 5 to 12
em p lo y e e s, and 4 such o p era to rs in units w ith a to ta l o f 1 3 or m ore op erators.

Clerical

C L E R K , A C C O U N T IN G

Performs one or more accounting clerical tasks such
as posting to registers and ledgers; reconciling bank
accounts; verifying the internal consistency, com­
pleteness, and mathematical accuracy of accounting
documents; assigning prescribed accounting distribution
codes; examining and verifying for clerical accuracy
various types of reports, lists, calculations, postings, etc.;
or preparing simple (or assisting in preparing more




complicated) journal vouchers. May work in either a
manual or automated accounting system.
The work requires a knowledge of clerical methods
and office practices and procedures which relates to the
clerical processing and recording of transactions and
accounting information. With experience, the worker
typically becomes familiar with the bookkeeping and
accounting terms and procedures used in the assigned
work, but is not required to have a knowledge of the
formal principles of bookkeeping and accounting.

Positions are classified into levels on the basis of the
following definitions.

Clerk, Accounting I

Under close supervision, following detailed instruc­
tions and standardized procedures, performs one or
more routine accounting clerical operations, such as
posting to ledgers, cards, or worksheets where identifica­
tion of items and locations of postings are clearly
indicated; checking accuracy and completeness of
standardized and repetitive records or accounting
documents; and coding documents using a few
prescribed accounting codes.
Clerk, Accounting II

Under general supervision, performs accounting
clerical operations which require the application of
experience and judgment, for example, clerically pro­
cessing complicated or nonrepetitive accounting trans­
actions, selecting among a substantial variety of
prescribed accounting codes and classifications, or
tracing transactions through previous accounting actions
to determine source of discrepancies. May be assisted by
one or more accounting clerks I.
C L E R K , F IL E

Files, classifies, and
established filing system.
manual tasks required to
classified into levels on
definitions.

retrieves material in an
May perform clerical and
maintain files. Positions are
the basis of the following

Clerk, File I

Performs routine filing of material that has already
been classified or which is easily classified in a simple
serial classification system (e.g., alphabetical, chrono­
logical, or numerical). As requested, locates readily
available material in files and forwards material; may fill
out withdrawal charge. May perform simple clerical and
manual ta^ks required to maintain and service files.
Clerk, File II

Sorts, codes, and files unclassified material by simple
(subject matter) headings or partly classified material by
finer subheadings. Prepares simple related index and
cross-reference aids. As requested, locates clearly
identified material in files and forwards material. May
perform related clerical tasks required to maintain and
service files.




Clerk, File III

Classifies and indexes file material such as cor­
respondence, reports, technical documents, etc., in an
established filing system containing a number of varied
subject matter files. May also file this material. May keep
records of various types in conjunction with the files.
May lead a small group of lower level file clerks.
KEYPUNCH O PERATOR

Operates a keypunch machine to record or verify
alphabetic and/or numeric data on tabulating cards or on
tape.
Positions are classified into levels on the basis of the
following definitions.
Keypunch O perator I

Work is routine and repetitive. Under close super­
vision or following specific procedures or instructions,
works from various standardized source documents
which have been coded, and follows specified procedures
which have been prescribed in detail and require little or
no selecting, coding, or interpreting of data to be
recorded. Refers to supervisor problems arising from
erroneous items, codes, or missing information.
Keypunch O perator II

Work requires the application of experience and
judgment in selecting procedures to be followed and in
searching for, interpreting, selecting, or coding items to
be keypunched from a variety of source documents. On
occasion may also perform some routine keypunch
work. May train inexperienced keypunch operators.
M E SSEN G ER

Performs various routine duties such as running
errands, operating minor office machines such as sealers
or mailers, opening and distributing mail, and other
minor clerical work. Exclude positions that require
operation of a motor vehicle as a significant duty.
STENO GRAPHER

Primary duty is to take dictation using shorthand,
and to transcribe the dictation. May also type from
written copy. May operate from a stenographic pool.
May occasionally transcribe from voice recordings.

NOTE: This job is distinguished from that of a secretary
in that a secretary normally works in a confidential
relationship with only one manager or executive and
performs more responsible and discretionary tasks.
Stenographer, General

Dictation involves a normal routine vocabulary. May
maintain files, keep simple records, or perform other
relatively routine clerical tasks.

letters from general instructions; reading and routing
incoming mail; answering routine questions, etc.
T Y P IS T

Uses a typewriter to make copies of various materials
or to make out bills after calculations have been made
by another person. May include typing of stencils, mats,
or similar materials for use in duplicating processes. May
do clerical work involving little special training, such as
keeping simple records, filing records and reports, or
sorting and distributing incoming mail.

Stenographer, Senior
Typist I

Dictation involves a varied technical or specialized
vocabulary such as in legal briefs or reports on scientific
research. May also set up and maintain files, keep
records, etc.
OR
Performs stenographic duties requiring significantly
greater independence and responsibility than steno­
grapher, general, as evidenced by the following: Work
requires a high degree of stenographic speed and
accuracy; a thorough working knowledge of general
business and office procedure and of the specific
business operations, organization, policies, procedures,
files, workflow, etc. Uses this knowledge in performing
stenographic duties and responsible clerical tasks such as
maintaining follow-up files; assembling material for
reports, memorandums, and letters; composing simple

Performs one or more o f the following: Copy typing
from rough or clear drafts; or routine typing of forms,
insurance policies, etc.; or setting up simple standard
tabulations; or copying more complex tables already set
up and spaced properly.
Typist II

Performs one or more o f the following: Typing
material in final form when it involves combining
material from several sources; or responsibility for
correct spelling, syllabication, punctuation, etc., of
technical or unusual words or foreign language material;
or planning layout and typing of complicated statistical
tables to maintain uniformity and balance in spacing.
May type routine form letters, varying details to suit
circumstances.

NOTE: The occupational titles and definitions for drafter-tracers, messengers, and steno­
graphers are the same as those used in the Bureau’s program of occupational wage surveys in
metropolitan areas. The occupations listed below have the same definition in both the national
and area surveys; however, the level designations differ as shown:

Occupation

National Survey of
Professional, Administrative, Technical, and
Clerical Pay

Occupational
Wage Surveys in
Metropolitan
Areas

D rafter................................................................................

I
II
III

C
B
A

Clerk, accounting ...........................................................

I
II

B
A

Clerk, f ile ............................................................................

I
II
III

C
B
A

Keypunch o p e ra to r.........................................................

I
II

B
A

T y p is t .................................................................................

I
II

B
A




Appendix D. Comparison of Average Annual Salaries in Private
Industry with Corresponding Salary Rates for Federal Employees
Under the General Schedule, March 1975
The survey was designed to provide a basis for
comparing salaries under the General Schedule classifica­
tion and pay system with salaries in private enterprise.
To assure collection of pay data for work levels
equivalent to the General Schedule grade levels, the Civil
Service Commission, in cooperation with the Bureau of




Labor Statistics, prepared the occupational work level
definitions used in the survey. Definitions were graded
by the Commission according to standards established
for each grade level. Table D-l shows the surveyed jobs
grouped by work levels equivalent to General Schedule
grade levels.

O ccup ation and l e v e l
su r v e y e d by BLS 1

S a la r y r a te s fo r F e d e r a l e m p lo y e e s und er the G e n e r a l S c h ed u le 3

A verage
annual
s a la r ie s
in p r iv a te
in d u stry 2

A n nual r a te s and s te p s 6
A verage
8

10

$ 5 , 524
6, 2 1 4

$ 5 , 409

$ 5 , 294

$ 5 , 470

$ 5 , 646

$ 5 ,8 2 2

$ 5, 998

$ 6 , 174

$ 6 , 350

$ 6 , 526

$ 6 , 702

$ 6 ,8 7 8

C le r k s , f ile II --------------K eypunch o p e r a to r s I ---T y p is ts I ------------------------

6, 2 4 4
7, 114
6, 3 6 5

6, 170

5, 996

6, 196

6, 396

6, 596

6, 796

6 ,9 9 6

7, 196

7, 396

7 ,5 9 6

7, 796

C le r k s , a ccou n tin g I -------C le r k s , f ile III ---------------D r a f t e r - tr a c e r s -------------E n g in e e r in g te c h n ic ia n s I
K eypunch o p e r a to r s II ----K eypunch s u p e r v is o r s I —
S te n o g r a p h e r s, g e n e r a l —
T y p is ts II -------------------------

7,
7,
7,
8,
8,
9,
7,
7,

141
683
674
625
193
187
801
452

7, 247

6, 764

6, 939

7, 214

7, 439

7, 664

7, 889

8, 114

8, 339

8, 564

8, 789

8,
8,
9,
10,
8,

982
988
970
595
784

8, 476

7, 596

7, 84 9

8 608

8, 861

9, 114

9. 367

9, 620

10, 891
11 , 296

9, 649

8, 500

8, 783

9, 066

9, 349

9, 632

9, 915

C le r k s , f ile I M essen g ers —

C le r k s , acco u n tin g II
u r a ifte r s i ----D r a i e r s I ----------------------------

E n g in e e r in g te c h n ic ia n s II
K eypunch s u p e r v is o r s II —
S te n o g r a p h e r s, s e n io r ---A ccou n tan ts I ---------------------A u d ito r s I ---------------------------B u y e r s I -----------------------------C h e m ists I ------------------------D r a fte r s I I ---------------------------E n g in e e r s I ------------------------E n g in e e r in g te c h n ic ia n s III
K eypunch s u p e r v is o r s III —

11,
11,
12,
11,
11,

,

10 , 861
801
217
917
397
971

K eypunch s u p e r v is o r s IV 7 -------------

14, 3 1 0

G S -6

10, 919

9, 473

9, 789

10, 105

10, 421

10, 737

11, 053

11, 369

11, 685

12, 001

1 2 ,3 1 7

A cco u n ta n ts II -----------A u d ito r s II -----------------B u y e r s II -------------------C h e m ists II --------------D r a fte r s III ----------------E n g in e e r s II
E n g in e e r in g te c h n ic ia n s IV
Job a n a ly s ts II ------------------

12, 7 8 5
12, 587
1 3 ,3 3 7
13, 288
14, 2 8 9
14, 197
13, 101
12, 543

G S-7

11, 809

10, 520

10, 871

11 , 222

11, 573

11, 924

12, 275

12, 626

12, 977

13, 328

13, 679

A ccou n tan ts III
A tto r n e y s I
A u d ito r s III ------------------------B u y e r s III ---------------------------C h e m ists III -----------------------E n g in e e r s III ---------------------E n g in e e r in g te c h n ic ia n s V Job a n a ly s ts III7-------------------

14,
15,
15,
15,
15,
16,
14,
14,

14, 370

12, 841

14, 981

15, 409

16, 265

16, 693

A cco u n ta n ts IV ----------------------------A tto r n e y s II ---------------------------------A u d ito r s IV ----------------------------------B u y e r s IV ------------------------------------C h e m ists IV ---------------------------------C h ief a ccou n tan ts I --------------------D ir e c t o r s of p e r s o n n e l I -------------E n g in e e r s IV --------------------------------Job a n a ly s ts IV 7 ----------------------------

1 7 ,6 1 8
17, 7 5 7
18, 8 0 0
18, 983
19, 2 0 4
19, 2 8 9
16, 8 0 9
19, 4 4 3
18, 4 5 9

18, 061

1 8 ,5 7 7

19. 609

20, 125

S ee fo o tn o te s at end of ta b le .




458
220
33 4
995
572
330
829
949

15, 481

15, 997

16, 513

17, 029

O ccup ation and le v e l
su rveyed by B L S1

A verage
annual
s a la r ie s
in p r iv a te
in d u s tr y 2

S a la r y r a te s fo r F e d e r a l e m p lo y e e s und ei• the G en er a l S c h e d u le 3
A nnual r a te s and s te p s 6
G ra d e4 A v e r a g e 5
1

2

3

4

5

6

7

8

9

10

A ccou n tan ts V ------------------------------A tto r n e y s I I I --------------------------------C h e m ists V ----------------------------------C h ief accou n tan ts II --------------------D ir e c t o r s or p e r s o n n e l II------------E n g in e e r s V ----------------------------------

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

G S-12

$ 2 0 , 755 $ 1 8 ,4 6 3 $ 1 9 ,0 7 8 $ 1 9 , 693 $20, 308 $ 2 0 ,9 2 3 $ 2 1 ,5 3 8 $22, 153 $ 2 2 ,7 6 8 $ 2 3 ,3 8 3 $ 2 3 ,9 9 8

A tto r n e y s I V _____________________
C h e m ists V I ---------------------------------C h ief a ccou n tan ts I I I --------------------D ir e c to r of p e r so n n e l I I I ------------E n g in e e r s V I ---------------------------------

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

G S-13

2 4 ,6 6 0

2 1 ,8 1 6

2 2 ,5 4 3

23, 270

2 3 ,9 9 7

2 4 ,7 2 4

2 5 ,4 5 1

2 6 , 178

2 6 ,9 0 5

27, 632

2 8 ,3 5 9

A tto r n e y s V ----------------------------------C h e m ists V I I --------------------------------C h ief accou n tan ts I V --------------------D ir e c to r s of p e r s o n n e l IV------------E n g in e e r s V I I --------------------------------

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

G S-14

28, 977

2 5 ,5 8 1

2 6 ,4 3 4

2 7 ,2 8 7

2 8 ,1 4 0

2 8 ,9 9 3

29, 846

3 0 ,6 9 9

3 1 ,5 5 2

3 2 ,4 0 5

3 3 ,2 5 8

A tto r n e y s V I---------------------------------C h e m ists V I I I ------------------------------D ir e c t o r s of p e r s o n n e l V ------------E n g in e e r s V I I --------------------------------

4 1 ,0 4 6
37, 855
3 9 ,8 4 3
3 4 ,1 1 4

G S-15

3 3 ,8 4 7

2 9 ,8 1 8

3 0 ,8 1 2

3 1 ,8 0 6

3 2 ,8 0 0

3 3 ,7 9 4

3 4 ,7 8 8

3 5 ,7 8 2 * 3 6 ,7 7 6

1 F o r d e fin itio n s , s e e a ppend ix C.
2 S u r v e y fin d in gs as su m m a r iz e d in ta b le 1 o f th is b u lle tin . F o r
sc o p e of su r v e y , s e e append ix A.
3 S a la r y r a te s in e ffe c t M arch 1975, r e fe r e n c e date o f the BLS
su r v e y , a s e s ta b lis h e d by E x e c u tiv e O rd er 11811 is s u e d u n d er a u th o r ity
o f S e c tio n 5305 of t itle 5, U .S . C od e.
4 C or r e sp o n d in g g r a d e s in the G en er a l S ch ed u le w e r e su p p lied by
the U .S . C iv il S e r v ic e C o m m is s io n .
5 M ean s a la r y of a ll G en er a l S ch ed u le e m p lo y e e s in ea ch grade
a s of M arch 31, 1975. N ot lim it e d to F e d e r a l e m p lo y e e s in o ccu p a tio n s
s u r v e y e d by B L S.
6 S e c tio n 5335 of tit le 5 o f the U .S . Code p r o v id e s fo r w ith in grad e i n c r e a s e s on con d itio n that the e m p lo y e e 's w o rk i s o f an a c c e p t ­

*37, 770 * 3 8 ,7 6 4

ab le le v e l o f c o m p e te n c e a s d efin ed b y the head o f the a g e n c y . F o r e m ­
p lo y e e s who m e e t th is co n d itio n , the s e r v ic e r e q u ir e m e n ts a r e 52 c a l ­
endar w e e k s ea ch fo r a d v a n c e m en t to s a la r y r a te s 2, 3, and 4; 104
w e e k s ea ch fo r a d v a n c e m en t to s a la r y r a te s 5, 6, and 7; and 156 w e e k s
ea ch fo r a d v a n cem en t to s a la r y r a te s 8, 9, and 10. S e c tio n 5336 p r o ­
v id e s that an a d d itio n a l w ith in -g r a d e in c r e a s e m a y b e g ra n ted w ithin
any p e r io d o f 52 w e e k s in r e c o g n itio n o f high q u a lity p e r fo r m a n c e above
that o r d in a r ily found in the type o f p o s itio n c o n c e r n e d .
7 N ot u s e d in the 1975 F e d e r a l- p r iv a te pay c o m p a r is o n s .
8 The r a te of b a sic pa y fo r e m p lo y e e s at th e s e r a te s i s lim ite d
by s e c tio n 5308 o f t it le 5 of the U n ited S ta te s Code to the rate fo r le v e l
V o f the E x e c u tiv e S c h e d u le . In M arch 1975, the annual r a te fo r le v e l
V w a s $ 3 6 ,0 0 0 .

U n der S e c tio n 5303 o f t itle 5 of the U n ited S ta te s C ode, h ig h e r m in im u m r a te s (but not e x c e e d in g the m a x im u m s a la r y
ra te p r e s c r ib e d in the G en er a l S ch ed u le fo r the gra d e o r le v e l) and a c o r re sp o n d in g new s a la r y ra n g e m a y be e s ta b lis h e d
fo r p o s itio n s o r o c c u p a tio n s u n d er c e r ta in c o n d itio n s. The c o n d itio n s in clu d e a find ing that the G o v er n m e n t's r e c r u itm e n t
o r r e te n tio n o f w e ll- q u a lif ie d p e r s o n s i s sig n ific a n tly han d icap p ed b e c a u s e the s a la r y r a te s in p r iv a te in d u s tr y a r e su b ­
s ta n tia lly above the s a la r y r a te s of the sta tu to r y pay s c h e d u le s . A s of M arch 1975, s p e c ia l, h ig h e r s a la r y r a n g e s w e r e
a u th o r iz e d fo r p r o f e s s io n a l e n g in e e r s , a c c o u n ta n ts, and a u d ito rs at the e n try g r a d e s (G S-5 and G S -7 ). In fo rm a tio n on s p e ­
c ia l s a la r y r a te s, in c lu d in g the o c c u p a tio n s and the a r e a s to w h ich they apply, m a y be ob ta in ed fr o m the U .S . C iv il S e r v ­
ic e C o m m is s io n , W ashington , D. C. 20 4 1 5 , o r its r e g io n a l o f f ic e s .




A basic reference source showing how
negotiators in different industries handle
specific problems, complete with
illustrative clauses identified by the
company and union signatories, and
detailed tabulations on prevalence of
clauses.
Based on an analysis of about 1800
major agreements, 15 bulletins dealing
with key issues in collective bargaining
have been completed by the Bureau of
Labor Statistics.

ORDER FORM
Check the
Publication
Desired

Title

Bulletin
Number

Date of
Publication

Price

Major Collective Bargaining Agreements:
Grievance Procedures...............................................
Severance Pay and Layoff Benefit Plans...................
Supplemental Unemployment Benefit Plans and
Wage-Employment Guarantees...........................
Deferred Wage Increase and Escalator Clauses................
Management Rights and Union-Management Cooperation.
Arbitration Procedures.......................................................
Training and Retraining Provisions....................................
Subcontracting....................................................................
Paid Vacation and Holiday Provisions................................
Plant Movement, Transfer, and Relocation Allowances . ..
Seniority in Promotion and Transfer Provisions................
Administration of Negotiated Pension, Health, and
Insurance Plans...............................................................
Layoff, Recall, and Worksharing Procedures.....................
Administration of Seniority..................................................
Hours, Overtime and Weekend Work ..............................

1425-1.............. ............ 1964 .................. .................$ 1.45
1425-2.............. ............ 1965 ................ ..............
1.80
1425-3..............
1425-4..............
1425-5............
1425-6........
1425-7..............
1425-8..............
1425-9..............
1425-10............
1425-11. .

............ 1965 ................ ............
............ 1966 .................. ............
. .1966 ................ ..............
. .1966 .............. ................
............ 1969 ............... ................
............ 1969 ............... ................
............ 1969 ............... ................
............ 1969 ............... ..............
.1970 ..............

1.80
1.10
1.35
2.40
1.05
1.10
1.90
1.55
1.25

1425-12............ ............ 1970 ............... ..........
1425-13............ ............ 1972 ............... ................
1425-14............ ............ 1972 ............... ................
. . . .1974 .............. ............
1425-15 .

1.00
1.75
1.25
1.45
. $ 22.20

Total for all 15 Bulletins ....................................................

Regional Office
Bureau of Labor Statistics
U.S. Department of Labor

To order, check the bulletins wanted
above, and mail with payment, to your nearest
Bureau of Labor Statistics regional office.
MAKE CHECK PAYABLE TO
SUPERINTENDENT OF
DOCUMENTS. Prices of Government
publications are subject to change.



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911 Walnut Street, Kansas City, Mo. 64106
555 Griffin Square Building, Dallas, Texas 75202
450 Golden Gate Ave., San Francisco, Calif. 94102

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M on th ly Labor Review
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ences. Book reviews,
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Employment and Earnings
iuiy 1975

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O ccupational O utloo k
Q uarterly Details on
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Employment and Earn­
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O c c u p a tio n a l O u tlo o k

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BUREAU OF LABOR STATISTICS
REGIONAL OFFICES

Region V

Region I

9 th Floor
Federal O ffic e B uilding
2 3 0 S. D earborn Street
Chicago , III. 6 0 6 0 4

1 6 0 3 J F K Federal Building
G overnm ent C enter
Boston, Mass. 0 2 2 0 3
Phone: (6 1 7 ) 2 2 3 -6 7 61

Phone:

(3 1 2 ) 3 5 3 -1 8 8 0

Region II
Region VI

Suite 3 4 0 0
1 5 1 5 Broadway
N ew Y o rk , N .Y . 1 0 0 3 6
Phone:

Second Floor
5 5 5 G riffin Square B uilding
Dallas, T e x . 7 5 2 0 2
Phone: (2 1 4 ) 7 4 9 -3 5 1 6

(2 1 2 ) 9 7 1 -5 4 0 5

Region III
Regions V II and V III*

P.O. Box 1 3 3 0 9
Philadelphia, Pa. 19101
Phone:

911 W aln ut Street
Kansas C ity , M o. 6 4 1 0 6

(2 1 5 ) 5 9 6 -1 1 5 4

Phone:

(8 1 6 ) 3 74 -2 4 81

Region IV
1371 Peachtree S treet, N .E .
A tla n ta , Ga. 3 0 3 0 9
Phone: (4 0 4 ) 5 2 6 -5 4 1 8




Regions IX and X * *
4 5 0 Golden Gate Avenue
Box 3 6 0 1 7
San Francisco, C alif. 9 4 1 0 2
Phone:

Regions VII and VIII are serviced by Kansas City
Regions IX and X are serviced by San Francisco

(4 1 5 ) 5 5 6 -4 6 7 8

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