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rDe?G>y t3gT National Survey of Professional, Administrative, Technical, and Clerical Pay, March 1978 U.S. Department of Labor Bureau of Labor Statistics 1978 Bulletin 2004 V 5 National Survey of Professional, Administrative, Technical, and Clerical Pay, March 1978 U.S. Department of Labor, Ray Marshall, Secretary Bureau of Labor Statistics Julius Shiskin, Commissioner October 1978 Bulletin 2004 For sale by the Superintendent of Documents, U.S. Government Printing Office Washington, D.C. 20402 Stock Number 029-001-02243-3 Preface This bulletin summarizes the administrative, technical, and information, relating to March industries throughout the United results o f the Bureau’ s annual salary survey o f selected professional, clerical occupations in private industry. The nationwide salary 1978, is representative o f establishments in a broad spectrum o f States, except Alaska and Hawaii. The results o f this survey are used for a number o f 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 o f the Federal Pay Comparability Act o f 1970. Under this act, the President has designated the Secretary o f Labor, the Director o f the Office o f Management and Budget, and the Chairman o f the U.S. Civil Service Commission to serve jointly as his agent for the purpose o f setting pay for Federal white-collar employees. The agent is 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 o f work. The President’s agent also determines the industrial, geographic, establishment-size, and occupational coverage o f the survey. The role o f the Bureau o f Labor Statistics in the pay-setting process is limited to conducting the survey and advising on the feasibility o f 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 o f duties and responsibilities. The occupations selected were judged to be (a) surveyable in industry within the framework o f a broad survey design, (b ) representative o f occupational groups which are numerically important in industry as well as in the Federal service, and (c) essentially o f the same nature in both the Federal and private sectors. Occupational definitions used in the collection o f 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 o f some occupations and work levels were limited to specific elements that could be classified uniformly among establishments. The Bureau o f Labor Statistics and the Civil Service Commission worked jointly in the preparation o f the definitions. The Civil Service Commission is responsible for ensuring that each work level definition incorporates the work characteristics necessary to determine a specific grade under the General Schedule; BLS’ primary concern is that the definitions are in terms readily recognizable in private enterprise. The survey could not have been conducted without the cooperation o f 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 o f the other Federal agencies that aided in planning the survey, wishes to express appreciation for the cooperation it has received. This study was conducted in the Bureau’ s Office o f Wages and Industrial Relations by the Division o f Occupational Wage Structures. The analysis in this bulletin was prepared by Philip M. Doyle and Felice Porter. Field work for the survey was directed by the Bureau’s Assistant Regional Commissioners for Operations. Material in this publication is in the public domain and may be reproduced without permission o f the Federal Government. Please credit the Bureau o f Labor Statistics and cite National Survey o f Professional, Administrative, Technical, and Clerical Pay, March 1978, Bulletin 2004. in Contents Page Summary ................................................................................................................................................................... Characteristics o f the s u rv ey ........................................................................................................................................ Changes in salary levels .............................................................................................................................................. Average salaries, March 1978 ..................................................................................................................................... 1 1 1 3 6 7 7 Salary levels in metropolitan a rea s.................................................................. Salary levels in large establishm ents............................................................................................................................ Salary distributions .................................................................................................................. Pay differences by in d u s t r y .................................................................................................................................. ... . 10 Average standard weekly hours .................................................................................................................................. 10 1. Percent increases in average salaries, 1961-78, by occupation and g r o u p ....................................................... 2. Percent increases in average salaries, 1961-78, by work level c a t e g o r y .......................................................... 2 3 7 Text tables: 3. Distribution o f work levels by degree o f salary d is p e rs io n ............................................. .............................. Reference tables: Average salaries: 1. United States ..................................................................................................................................... 2. Metropolitan a r e a s ............................................................................................................................... 3. Establishments employing 2,500workers or m o r e ................................................................................ 12 14 16 Employment distribution by salary: 4. Professional and administrativeoccu pation s......................................................................................... lg 5. Technical support occupations............................................................................................................. 24 6 . Clerical o c c u p a tio n s ............................................................................................................................ 7. Occupational employment distribution: By industry division ...................................................................... 8 . Relative salary levels: Occupation by industry division ............................................................................... 26 28 29 9. Average weekly hours: Occupation by industry d iv is io n ............................................................................ . 30 Charts: 1. Increases in average salaries for selected occupational groups, 1961 to 1978 ................................................. 2. Salaries in professional and technical occupations, March 1978 ................................................................... 3. Salaries in administrative and clerical occupations, March 1978 ................................................................... 4. Relative employment in selected occupational groups by industry division, March 1978 ........................... Appendixes: A. Scope and method o f s u r v e y ......................................................................................................................... B. Survey changes in 1978 C. Occupational d e fin itio n s .................... 4 8 9 1\ 3\ 35 35 D. Comparison o f salaries in private industry with salaries o f Federal employees under the General S ch ed u le...................................................................................................................... IV 62 Professional, Administrative, Technical, and Clerical Pay, March 1978 from one for messengers to eight each for chemists and engineers. Most occupations have more than one work level; some occupations are purposely defined, however, to cover specific bands o f levels which are not intended to represent Sum m ary Average salaries o f workers in the occupations covered by this survey rose 7.9 percent from March 1977 to March 1978, the second largest annual increase recorded since the survey began in 1960. Increases for 8 o f the 12 profes sional, administrative, and technical support occupations surveyed ranged from 7.8 to 9.1 percent; the average all workers in those occupations. The survey is designed to permit separate presentation o f data for metropolitan areas. These include the 276 Stand ard Metropolitan Statistical Areas in the United States, increase was 8.3 percent. The average o f the increases for the clerical occupations surveyed was 7.4 percent; the increases ranged from 6.0 to 9.7 percent.1 except Alaska and Hawaii, as revised through June 1977 by the U.S. Office o f Management and Budget. Establishments Average monthly salaries for the 78 occupational levels varied from $552 for clerks engaged in routine filing to workers and nine-tenths o f the professional, administrative, clerical, and supervisory employees within the scope o f the in metropolitan areas employed over four-fifths o f all the $4,317 for the highest level in the attorney series. For most o f the occupations, salary levels in metropolitan areas and in large establishments were higher than the average for all establishments within the full scope o f the survey. Salary levels and reported average standard weekly hours were generally lower in finance industries than in other major survey. Nine-tenths o f the employees in the occupations chosen for study were employed in metropolitan areas. Selected occupations included more than 1,533,000 employees, or almost one-fifth o f the estimated employ ment in professional, administrative, clerical, and related occupations in establishments within the scope o f the survey. Employment in the occupations varied widely, reflecting not only actual differences among occupations, but also differences in the range o f duties and responsi bilities covered by the occupational definitions. Among industry divisions represented in the survey. Characteristics o f the survey professional and administrative occupations, the eight levels o f engineers included 381,811 employees, whereas each o f This survey, the 19th in an annual series, provides nationwide salary averages and distributions for 78 work three other occupational categories (chief accountants, job analysts, and directors o f personnel) included fewer than 4,000 employees. Accounting clerks and secretaries made up nearly three-fifths o f the 729,720 employees in the level categories covering 19 occupations. It relates to establishments in all areas o f the United States, except Alaska and Hawaii, in the following industries: Mining; construction; manufacturing; transportation, communica tions, electric, gas, and sanitary services; wholesale trade; retail trade; finance, insurance, and real estate; and selected services. The minimum size o f the establishments surveyed is either 100 or 250 employees depending on the industry.2 Occupational definitions in this study permit employees to be classified by duties and responsibilities into appro priate work levels—designated by Roman numerals, with level I as the lowest. Specific job factors determining classification , however, vary from occupation to occupation. clerical occupations studied. Selected drafting occupations had aggregate employment o f 77,498; five engineering technician levels together had 90,778; and the six computer operator levels, 57,356. Although approximately one-half o f all employees in the occupations studied were women, they were concentrated in clerical positions. Women filled 90 percent or more o f each level o f key entry, operators, secretaries, file clerks, and typists. A percent distribution o f women employees by occupation and work level is shown in appendix A. The number o f work levels in each occupation ranges R esu lts o f the March 1977 survey were presented in National Survey o f Professional, Administrative, Technical, and Clerical Pay, March 1977, Bulletin 1980 (Bureau o f Labor Statistics, 1977). Changes in salary levels Text table 1 presents increases in average salaries that 2For a full description o f the scope o f the 1978 survey, see appendix A. occurred between annual survey periods since 1961 for 1 T e x t table 1. Percent increases in average salaries, 1961-78, by occupation and group 1961 to 1962 1962 to 1963 1963 to 1964 1964 to 1965 1965 to 1966 .......... 2.9 3.0 3.1 3.1 3.3 Professional, adm inistrative, and technical support2 .............................. Accountants ................................ A uditors ........................................ Chief accountants ......................... A tto rneys ..................................... Buyers .......................................... Job analysts ................................ D irectors of personnel .................. Chemists ........................................ E n g in e e r s ........................................ -E n g in e e rin g technicians ............... Drafters5 ........................................ .................... Com puter operators C lerical2 .................................................... A ccounting clerks ......................... File clerks ..................................... Key entry operators .................... M e ss e n g e rs..................................... Secretaries ..................................... S te n o g ra p h e rs................................. T ypists .......................................... 3.0 2.8 2.9 2.6 3.2 (4 ) 1.4 3.7 3.9 2.6 (4 ) 3.2 <4 ) 2.8 3.0 (3 ) (3 ) 2.6 (4 ) (3) 2.5 3.3 3.3 3.6 2.8 4.6 (4 ) 2.6 3.0 3.8 4.4 2.9 3.6 <4 ) 2.6 2.5 2.6 2.5 2.8 (4 ) 2.5 2.6 3.4 2.8 3.1 4.8 3.3 <4 ) 3.5 4.6 3.3 2.9 3.6 2.6 (4 ) 2.7 2.8 3.1 2.7 2.3 (4 ) 2.4 2.6 3.7 3.5 3.9 3.9 4.2 (4 ) 4.3 3.5 3.9 3.2 2.3 (3) (4 ) 2.4 2.2 t2.2 2.3 3.0 (4 ) 2.3 2.5 3.6 3.8 3.8 3.3 4.0 (3) 5.4 3.6 4.8 3.7 2.8 1.5 <4 > 3.0 3.0 2.9 3.7 2.8 (4 ) 2.9 2.6 1971 to 19 721 1972 to 1973 Occupation and group A ll survey occupations2 1970 to 1971 A ll survey occupations2 ............ Professional, adm inistrative, and technical support2 ................................ A c c o u n t a n t s ..................................... A uditors .......................................... Chief accountants ........................... A ttorneys ........................................ B u y e r s ................................................ Job analysts ..................................... Directors of personnel .................... Chemists .......................................... E n g in e e rs .......................................... Engineering technicians ................. Drafters5 .......................................... Com puter o p e r a t o r s ......................... Clerical2 ....................................................... Accounting clerks ........................... File clerks ........................................ Key entry operators ...................... M e ss e n g e rs........................................ Secretaries ..................................... Stenographers ................................ T ypists ............................................. 1968 to 1969 1969 to 1970 4.5 5.4 5.7 6.2 4.2 4.6 4.8 5.1 3.2 4.2 3.4 3.8 4.4 4.3 3.7 3.5 (4 ) 4.8 3.3 5.1 5.2 5.4 (3) 4.6 5.4 5.5 5.7 5.5 5.5 5.3 4.9 7.0 5.4 5.1 5.4 5.1 5.3 (4 ) 5.3 4.7 6.8 4.9 6.2 4.6 4.9 5.8 5.8 7.0 7.2 5.8 (3) 6.6 2.1 5.4 6.5 6.2 5.8 5.8 (4 ) 5.5 4.7 5.5 5.3 6.7 5.3 5.9 5.7 6.2 6.7 7.0 n 7.1 7.1 6.1 4.1 7.4 5.9 5.5 6.3 4.9 (4 ) 6.2 6.2 5.5 6.4 6.3 6.4 5.8 6.0 1973 to 1974 1974 to 1975 1975 to 1976 1976 to 1977 1977 to 1978 6.6 5.8 5.4 6.4 9.0 7.0 6.9 7.9 6.7 6.7 7.0 9.1 5.0 7.0 7.7 8.0 5.5 5.7 6.5 5.6 (4 ) 6.5 6.0 6.1 7.0 6.7 6.6 7.5 6.1 5.5 5.6 5.5 3.9 6.1 6.3 6.8 3.9 5.1 5.2 5.1 7.2 (4 ) 6.1 6.0 5.5 6.8 6.3 6.1 6.4 5.7 5.4 4.9 5.2 5.8 6.3 5.0 5.2 7.5 3.7 5.1 4.7 6.2 (4 ) 5.4 4.6 5.9 5.4 5.1 5.1 5.2 4.0 6.3 6.1 5.2 7.2 5.8 6.0 6.1 7.2 7.1 5.4 6.0 6.7 (3) 6.4 6.9 5.4 7.3 5.6 (3) 6.5 6.7 8.3 9.8 6.8 8.6 7.6 9.2 7.5 6.1 10.1 8.4 9.0 8.0 (4 ) 9.6 7.7 9.6 9.9 10.1 (4 ) 11.6 9.9 6.7 6.4 5.5 6.6 6.1 6.7 6.0 7.8 6.6 6.8 8.1 7.4 (3 ) 7.3 7.2 6.4 7.6 7.4 (3 ) 8.0 7.1 7.1 7.8 6.8 10.5 5.4 7.0 6.5 9.1 7.0 8.3 8.3 8.2 8.0 9.1 7.8 7.2 10.0 9.0 9.0 7.1 7.1 8.5 7.4 6.2 9.7 7.1 6.0 6.5 8.2 8.0 Survey data did not represent a 12-month period due to change in survey timing. Data have been prorated to represent a 12-month interval. 2 Data for 1 administrative occupation (managers of office services, last surveyed in 1968), 1 clerical super visory occupation (keypunch supervisors, surveyed from 1970 to 1976), and 3 clerical occupations (bookkeepingmachine operators, last surveyed in 1964, and switch board operators and tabulating-machine operators, last 1967 1966 to to 19 6 7 1 1968 ,.6 .4 7.2 6.0 5.4 6.6 6.9 5.5 5.9 7.5 6.4 7.9 6.2 survey in 1970), not shown above, are included in the allsurvey and the broad occupational group averages for the periods during which they were surveyed. ^ Comparable data not available for both years. N ot surveyed. Includes drafter-tracers. NOTE: 2 For method of computation, see Appendix A. each survey occupation.3 Also shown are average percent changes for the two broad occupational groups covered by the survey (the professional, administrative, and technical support group; and the clerical group) and the average percent change for the two groups combined. The 7.9-percent increase in white-collar salaries in the year ending March 1978 was the second largest recorded T e x t table 2. support occupations were up 8.3 percent. For the second consecutive year, the rate o f increase for professional, administrative, and technical support jobs exceeded the rate o f increase for clerical jobs. This relationship was pre dominant in the early years o f the survey (1962-71) but was reversed for 1973-76. 19 occupations surveyed, the smallest increases were for messengers, at 6.0 percent, and account ing clerks, at 6.2 percent. Showing the largest increases were directors o f personnel, at 10.0 percent, and file clerks, at 9.7 percent. To show changes in salaries since 1961 for different levels o f work, occupational classifications were grouped into three broad categories based on the Federal whitecollar grading system (text table 2). Group A contains survey classifications which equate to grades 1-4 o f the G roup B (GS grades 5-10) G roup C (GS grades 11-15) 1961-62 ____ 1962-63 ____ 1963-64 ____ 1964-65 ____ 1965-66 ____ 1966-671 . . . 1967-68 ____ 1968-69 ____ 1969-70 . . . . 2.8 2.7 2.7 2.2 2.9 4.5 5.1 5.5 6.2 2.6 4.0 2.6 3.3 3.7 4.8 5.8 6.5 6.3 3.5 3.7 3.5 4.2 4.2 4.1 4.7 5.9 6.4 1976 71 . . . . 1971-721 . . . 1972-73 ____ 1973-74 ____ 1974-75 ____ 1975-76 . . . . 1 9 7 6 7 7 ____ 1977-78 ____ 6.2 6.3 5.5 6.2 9.1 7.6 6.9 7.5 6.3 5.2 4.4 5.7 8.6 6.4 6.3 8.0 6.2 5.6 5.7 6.2 8.8 6.5 7.7 8.8 1961-78 ____ 139.4 141.0 153.2 1 Actual survey-to-survey increases have been prorated to a 12m onth period. N O T E : For m ethod of com putation, see appendix A. For detail on GS grades, see appendix D. General Schedule; group B covers GS grades 5-10; and group C, grades 11-15. (See appendix D, table D -l, for a listing o f survey classifications that equate to each GS grade.) Average salaries increased more for the higher occupa professional and administrative group averaged 5.1 percent over the 17-year period—less than the increases for the technical support and clerical groups, both 5.3 percent; and the experienced professional and administrative group, 5.6 percent.5 tional levels (group C) than for the two lower groups from 1961 through 1966, except for 1962-63. 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 Average salaries, March 1978 groups were nearly identical, but since 1971, the middle group has trailed the other two. Although salaries o f occupational levels in group C show the largest cumulative increase over the entire 1961-78 period, groups A and C have increased in almost the same proportion between 1971 Average monthly salaries for the occupations studied (table 1) ranged from $552 for file clerks I to $4,317 for the top level o f attorneys. These extremes reflect the wide range o f duties and responsibilities represented by the work levels surveyed. Average salaries for workers in the various occupational levels and a brief indication o f the duties and and 1978—60.6 percent and 60.9 percent, respectively. Another method o f examining salary trends is to combine the data into the four occupational groups shown in chart 1. Increases from 1977 to 1978 amounted to 8.8 4Work levels used to compute 1977-78 increases were: Clerical all clerical levels; technical support - all levels o f drafters, engineering technicians, and computer operators; entry and develop mental professional and administrative - accountants I and II, auditors I and II, attorneys I, job analysts II, chemists I and II, and engineers I and II; experienced professional and administrative accountants III, IV , and V, auditors III and IV, chief accountants I, II, III, and IV , attorneys II, III, IV, V, and VI, job analysts III and IV, directors o f personnel I, II, III, and IV, chemists III, IV , V, V I, VII, and V III, and engineers III, IV , V, V I, V II, and V III. A few survey levels, not readily identifiable with any o f the four 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. percent for the experienced professional and administrative group; 7.7 percent for the entry and developmental professional and administrative group; 8.0 percent for the technical support group; and 7.5 percent for the clerical group .4 For the first time since 1969, the clerical group recorded the smallest percent change. Increases in salaries for the entry and developmental begin ning in 1965, data are for establishments in metropolitan areas and nonmetropolitan counties; before 1965, data are for metropolitan areas only. Establishments employing fewer than 250 workers were excluded before 1966. G roup A (GS grades 1-4) Period since the series began. Clerical salaries were up 7.4 percent; salaries o f the professional, administrative, and technical Among the Percent increases in average salaries, 1961-78, by w ork level category 3 Chart 1. Increases in average salaries for selected occupational groups, 1961 to 1978 Percent increase 8 — 8 Entry and developmental professional and administrative 6 --- 8 --- 6 --- 8 --- 6 --- Technical support Clerical Mean increase 1961 to 1978 Mean increase 1961 to 1966 Mean increase 1966 to 1971 1971 to 1 1972 1973 to 1974 1972 to 1973 1 Data were adjusted to a 12-month period. 4 1974 to 1975 1975 to 1976 1976 to 1977 1977 to 1978 responsibilities these levels represent are summarized in the following paragraphs.6 Among the five levels o f accountants surveyed, average monthly salaries ranged from $1,065 for accountants I to $2,275 for accountants V. Auditors in the four levels defined for survey had average salaries ranging from $1,104 a month for auditors I to $ 1,924 for auditors IV . Level I in both the accounting and auditing series included trainees who had bachelor’ s degrees in accounting or the equivalent in education and experience combined. For level III, the most heavily populated group in both series, monthly salaries averaged $1,510 for accountants and $1,563 for auditors. Sixty-two percent o f the accountants and 38 percent o f the auditors were employed in manufacturing industries. Large numbers o f auditors were also employed in the finance, insurance, and real estate industries (34 percent) and in public utilities (15 percent).7 C h ie f a c c o u n ta n t s - su rveyed separately from accountants—include those who develop or adapt and direct the accounting program for a company or an establishment (plant) o f a company. Classification levels are determined by the extent o f delegated authority and responsibility, the technical complexity o f the accounting system, and, to a lesser degree, the size o f 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 o f an establishment with relatively few and stable functions and work processes (directing one or two accountants), averaged $1,963 a month. Chief accountants IV ,8 who have authority to establish and maintain the manufacturing industries employed about one-fourth, and public utilities, one-sixth.9 Buyers averaged $1,074 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 o f highly complex and technical items, materials, or services, averaged $1,988 a month. Manufacturing industries employed 82 percent o f the buyers in the four levels. In the personnel management field, four work levels o f job analysts and five levels o f directors o f personnel were studied.10 Job analysts II, the lowest level for which data could be presented, averaged $1,170 compared with $1,885 for job analysts IV , who, under general supervision, analyze and evaluate a variety o f the more difficult jobs and who may participate in the development and installation o f evaluation or compensation systems. Directors o f personnel are limited by definition to those who have programs that include, at a minimum, responsibility for administering a job evaluation system, employment and placement func tions, and employee relations and services. Those who are principal company representatives in contract negotiations with labor unions are excluded. Provisions are made in the definition for weighting various combinations o f duties and responsibilities to determine the level. Among personnel directors, average monthly salaries ranged from $1,736 for level I to $3,403 for level IV .11 Manufacturing industries employed 56 percent o f the job analysts and 73 percent o f the directors o f personnel included in the study; the a company with numerous and varied functions and work finance, insurance, and real estate industries ranked next with 29 percent o f the job analysts and 11 percent o f the directors o f personnel. processes (directing as many as 40 accountants), averaged $3,325 a month. Over two-thirds o f the chief accountants Chemists and engineers each are surveyed in eight levels. Both series start with a professional trainee level, typically who met the requirements o f the definitions for these four levels were employed in manufacturing industries. requiring a B.S. degree. The highest level surveyed involves accounting program, subject togeneralpolicy guidelines, for Attorneys are classified into survey levels based upon the difficulty o f their assignments and their responsibilities. Attorneys I, who include new law graduates with bar membership and those performing work that is relatively uncomplicated due to clearly applicable precedents and well-established facts, averaged $1,474 a month. Attorneys in the top level surveyed, level V I, averaged $4,317 a month. These higher level attorneys deal with legal matters o f major importance to their organization, and are usually subordinate only to the general counsel or an immediate either full responsibility over a very broad and highly complex and diversified engineering or chemical program, deputy in very large firms. Finance, insurance, and real with several subordinates each directing large and important segments o f 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.12 Average monthly salaries ranged from $1,124 for chemists I to $3,930 for chemists V III, and from $1,327 for engineers I to $3,509 for engineers V III. Although at level I the average salaries o f engineers exceeded those o f chemists by 18 percent, the salary estate industries employed almost one-half o f the attorneys, advantage o f engineers over chemists decreased steadily Classification o f employees in the occupations and work levels surveyed is based on factors detailed in the definitions in appendix C. Establishments primarily engaged in providing accounting and auditing services are excluded from the survey. 8Although chief accountants V, directors o f personnel V, and job analysts I were surveyed, as defined in appendix C, too few establishments reported employees meeting requirements for these levels to warrant presentation o f salary figures. 5 with each level, until at levels IV and V the average salaries for both occupations were nearly equal, and at level V III 9The survey excludes establishments primarily offering legal advice or legal services. 1 °See footnote 8. 11See footnote 8. 12 It is recognized in the definition that top positions o f some companies with unusually extensive and complex engineering or chemical programs are above that level. the average salaries for chemists exceeded those for engineers by 12 percent. Level IV represents the largest group in each series; it Computer operators, surveyed in six levels, are classified on the basis o f responsibility for solving problems and correcting equipment malfunctions, the degree o f var includes professional employees who are fully competent in industries accounted for 91 percent o f all chemists and 74 iability o f their assignments, and the relative level o f sophistication o f the equipment they operate. Computer operators I whose work assignments consist o f on-the-job training averaged $712 a month. Computer operators III, the largest group surveyed, averaged $939. A t the highest percent o f all engineers; the selected services, 6 and 13 level, computer operator V I, the average monthly salary percent; and public utilities, 2 and 8 percent, respectively. By definition, the five-level series for engineering was $1,514; less than 2 percent o f the operators, however, technicians operators (keypunch operators) were distributed by in dustry in approximately similar proportions. Nearly two- all technical aspects o f their assignments, work with considerable independence, and, in some cases, supervise a few professional and technical workers. Manufacturing is limited to employees providing were at this level. Computer operators and key entry semi- professional technical support to engineers engaged in areas such as research, design, development, testing, or manu facturing process improvement, and whose work pertains to electrical, electronic, or mechanical components or equip ment. Technicians engaged primarily in production or maintenance work are excluded. Engineering technicians I, who perform simple routine tasks under close supervision or from detailed procedures, averaged $872 a month. fifths were employed in manufacturing, over one-fifth in finance, insurance, and real estate, and one-tenth in both public utilities and selected services. Among the survey’s seven clerical jobs, secretary was the most heavily populated. Average monthly salaries for secretaries ranged from $817 at level I to $ 1,202 at level V. Average salaries o f $819 and $918 were reported for general and senior stenographers; $724 and $916 for accounting clerks I and II; and $648 and $773 for the two Engineering technicians V, the highest level surveyed, averaged $1,559 a month. That level includes fully ex perienced technicians performing more complex assign levels o f typists. In 13 o f the 17 clerical work levels, employment in manufacturing exceeded that in any o f the nonmanufacturing divisions within the scope o f the survey; highest employment totals in the other four levels were in the finance, insurance, and real estate division. Women ments involving responsibility for planning and conducting a complete project o f relatively limited scope, or a portion o f a larger and more diverse project in accordance with objectives, requirements, and design approaches as outlined by the supervisor or a professional engineer. Salaries for constituted 90 percent or more o f the employees in 14 o f the clerical work levels; men constituted more than one-half in only 1 (messengers). intermediate levels III and IV , at which a majority o f the technicians surveyed are classified, averaged $1,172 and $1,359, respectively. As might be expected, most o f the percent) and in the selected services studied (14 percent), Median monthly salaries (the amount below and above which 50 percent o f the employees are found) for most work levels were slightly lower than the weighted averages with public utilities employing nearly all the rest (5 (means) cited above (i.e., salaries in the upper halves o f the percent). Although the ratio o f such technicians to engineers studied was about 1 to 4 in all manufacturing industries, a ratio o f approximately 1 to 3 was found in arrays affected averages more than salaries in the lower halves). The mean was greater than the median by less than 2 percent for 34 o f the 78 work levels, from 2 to 4 percent in 25 work levels, and from 4 to 6.5 percent in 17 levels. In technicians as defined were employed in manufacturing (79 establishments manufacturing mechanical and electrical equipment, 1 to 6 in public utilities, and 1 to 2 in research, only two work levels, chemists I and computer operators V I, was the median greater than the mean. The relative development, and testing laboratories. In the drafting field, the definitions used in the survey cover four levels o f work—drafter-tracers, and drafters I, II, difference between the mean and the median was generally greater for the clerical work levels than for the professional, administrative, and technical levels. and III. Monthly salaries averaged $817 for drafter-tracers and ranged from $937 to $1,408 among the three levels o f Salary levels in m etropolitan areas drafters. Drafter-tracers copy plans and drawings prepared by others or prepare simple or repetitive drawings o f easily visualized items. The three drafter levels, as defined, ranged In most occupational levels, average salaries for em from employees preparing detail drawings o f single units or ployees in metropolitan areas (table 2) were slightly higher parts (level I) to those who, working in close support with than average salaries for employees in all establishments the design originator, plan the graphic presentation o f within the full scope o f the survey (table 1). Only in 2 o f complex items having distinctive design features, and either the 78 work levels for which separate data could be prepare or direct the preparation o f the drawings (level III). The drafting employees were distributed by industry in presented were average salaries more than 1.0 percent about the same proportion as engineers, with 68 percent in Employment in the survey occupations in metropolitan manufacturing, areas was about nine-tenths o f the 10 percent in public utilities, and higher in metropolitan areas than in all areas combined. 14 total nationwide employment reported in these occupations. The propor- percent in the selected services studied. 6 Text table 3. Distribution of work levels by degree of salary dispersion Num ber of levels having degree of dispersion 1 o f— Occupation A ll occupations Num ber of w ork levels Under 15 percent 15 and under 20 percent 20 and under 25 percent 25 and under 30 percent 30 percent and over 22 22 7 ................................. 78 1 26 A ccountants ....................................................... A udito rs ............................................................ Chief accountants ............................................. A tto rn e ys .......................................................... .............................................................. Buyers Job analysts ....................................................... D irectors of personnel ........................................ Chemists ............................................................ Engineers ............................................................ Engineering technicians ...................................... Drafters2 ............................................................ Com puter operators ........................................... Clerical workers .................................................. 5 4 *4 _ — 1 - 3 1 2 1 — — — — — — 1 1 5 8 2 — 1 1 6 4 3 4 8 8 5 4 6 17 2 2 1 4 3 2 1 2 3 — 2 — — 1 — 1 1 — 2 1 — 3 2 11 — — — — — — — — 1 1 5 1 Degree of dispersion equals the salary range of the m iddle 50 percent of employees in a w o rk level expressed as a percent of the median salary fo r that level, 2 Includes drafter-tracers. tions varied, however, among occupations and work levels. the following tabulation (all-establishment average for each Nearly all attorneys, for example, but only about four- occupational level = 100 percent): fifths o f the directors o f personnel and chief accountants, were employed in metropolitan areas. In 70 o f the 78 work levels, 85 percent or more o f the employment was in Professional, administrative, and technical metropolitan areas. It is apparent, therefore, that for most work levels, salaries in nonmetropolitan counties could have little effect combined. upon the averages for all establishments Clerical Total num ber of levels . 57 17 95-99 p e r c e n t .................... 100-104 percent ............. 105-109 percent ............. 110-114 percent ............. 115 percent and over . . . 1 23 15 14 4 - 2 6 7 2 Salary levels in large establishments As expected, the pay relatives were close to 100 for those work levels where large establishments contributed heavily to the total employment and, consequently, to the all-establishment average. Table 3 presents separate data for 74 occupational work levels in large establishments—those with 2,500 employees or more. Included are the proportions o f employees working in large establishments and their salary levels relative to the full survey averages. Salary distributions Large establishments accounted for 36 percent o f all employees in the 74 occupational levels—ranging from 5 percent for directors o f personnel II to 70 percent for the highest level o f engineering technicians studied. The pro portion was near one-third for most professional, administrative, and technical support occupations although Percent distributions o f employees by monthly salary are presented for the professional and administrative occupations in table 4, for technical support occupations in table 5, and for the clerical occupations in table 6 . Within all 78 work levels, salary rates for the highest paid for the numerically important engineer and engineering employees were more than twice those o f the lowest paid technician occupations the proportions were 53 and 52 employees. The absolute spread between highest and lowest percent, respectively. The proportion was 27 percent for paid workers within a given work level tended to widen employees in the clerical occupations. with each rise in work level for most occupations. But all Salaries in large establishments expressed as a percent o f occupations showed a substantial degree o f overlapping o f the average for that work level in all establishments ranged individual salaries between work levels. Ranges in salary from 99 to 128 and averaged 106 for the 74 levels. Salary rates o f employees in established pay grades or work levels levels in large establishments exceeded all-establishment averages by 5 percent or more in all but two o f the clerical within salary structures o f individual firms also often overlapped substantially. levels, but in only 33 o f 57 nonclerical levels, as shown by The middle 50 and 80 percent o f the salary range and 7 Chart 2. Salaries in professional and technical occupations, March 1978 Median monthly salaries and ranges within which fell 50 percent and 80 percent of employees Occupation and level 0 $500 $1,000 $1,500 $2,000 Accountants I III IV V Auditors I II III IV Chief accountants | II III IV Attorneys I II III IV V VI Chemists 1 II III IV V VI VII VIII Engineers I II III IV V VI VII VIII Engineering technicians I II III IV V Drafter-tracers Drafters I II III Computer I operators II III IV V VI 8 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000 $5,500 Chart 3. Salaries in administrative and clerical occupations, March 1978 Median monthly salaries and ranges within which fell 50 percent and 80 percent of employees Occupation and level 0 Directors of personnel I II III IV Job analysts II III IV Buyers I II III IV Secretaries | II III IV V Accounting clerks I II $500 $1,000 $1,500 $2,000 General stenographers Senior stenographers Key entry operators | II File clerks I II III Typists I II Messengers 9 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000 $5,500 the median salary for each occupational work level are shown in charts 2 and 3. The charts point up occupational pay relationships as well as the typically greater degree o f salary dispersion associated with the higher work levels in industry divisions. Where the finance industries contributed a substantial proportion o f the total employment in an occupation, the average salary for all industries combined was lowered, and the relative levels in industries such as manufacturing and public utilities tended to be well above 100 percent o f the all-industry level. For example, relative pay levels for file clerks (110 percent o f the all-industry level in manufacturing and 131 percent in public utilities) each occupational series. Expressing the salary range o f the middle 50 percent o f employees in each work level as a percent o f the median salary permits comparison o f salary ranges and eliminates extremely low and high salaries from each comparison. As reflected the influence o f lower salaries for the high shown in text table 3, the degree o f dispersion ranged from 15 to 30 percent o f the median salary in 70 o f the 78 work proportion (66 percent) o f these workers employed in the finance industries. The finance industries, however, also reported lower average standard weekly hours than the other industries surveyed as shown in table 9. levels. The degree o f dispersion tended to be greater in the clerical occupations than in the other occupations studied. Differences in salaries paid within work levels reflect a variety o f factors other than duties and responsibilities. These include salary structures within establishments which provide for a range o f rates for each grade level; variations in occupational employment among industries, as illus trated in table 7 and chart 4; and salary variations among regions—particularly for clerical occupations.13 Clerical employees usually are recruited locally while professional and administrative positions tend to be recruited on a broader regional or national basis. Average standard w eekly hours The length o f 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 o f the office work force was used as the standard workweek. The distribution o f average weekly hours (rounded to the nearest half hour) is presented in table 9 for each occupation by major industry division surveyed. Average weekly hours were lower in Pay differences by industry By combining the data for all levels o f work studied 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 each occupation, relative salary levels in major industry divisions may be compared to each other and to salary levels in all industries combined (table 8). Relative salary levels for the 12 professional, adminis trative, and technical support occupations tended to be closest to the average for all industry divisions in manu facturing. However, manufacturing contributed more to total employment than any other industry division for all but 1 (attorney) o f the 12 occupations. Relative salary levels in the mining and public utilities industry divisions were generally the highest. 13 For analysis o f interarea pay differentials in clerical salaries, see Area Wage Surveys: Metropolitan Areas, United States and Regional Summaries, 1975, Bulletin 1850-89 (Bureau o f Labor Statistics, 1977) and Wage Differences Among Metropolitan Areas, i9 7 d j Summary 78-1 (Bureau o f Labor Statistics, 1978). For information on scheduled weekly hours o f office workers employed in metropolitan areas, see Area Wage Surveys, Selected Metropolitan Areas, 1976, Bulletin 1900-81 (Bureau o f Labor Sta tistics, 1978). For most occupations studied, relative salary levels were lower in finance, insurance, and real estate than in other Although only nationwide salary data are presented in this bulletin, salary data for clerical and drafting occupations are available for each o f the metropolitan areas in which the Bureau conducts area wage surveys. These area reports also include information on supplementary benefits such as paid vacations, holidays, and health, insurance, and pension plans relating to nonsupervisory office workers. A directory o f occupational wage surveys, which contains a listing by State and area, is available at the Bureau’ s regional offices listed on the inside back cover o f this bulletin. 10 Chart 4. Relative employment in selected occupational groups by industry division, March 1978 Percent Occupational group 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 Engineering technicians and drafters Computer operators Clerical employees ✓ Mining and construction Manufacturing 11 Public utilities Finance, Insurance, and real estate Trade and selected services 100 Table 1. Average salaries: United States (E m p lo y m e n t and average salaries fo r selected p ro fessio nal, ad m inistrative , te c h n ica l, and c le ric a l o cc u p a tio n s in p rivate in d u s try ,1 U n ite d S tates e x ce p t A la sk a and H aw aii, M a rch 1978) A n n u a l salaries4 M o n th ly salaries4 O cc u p a tio n and level2 ACCOUNTANTS ACCO UNTANTS ACCOUNTANTS ACCO UNTANTS ACCO UNTANTS ACCO UNTANTS A U D IT O R S A U D IT O R S A U D IT O R S A U D IT O R S CH I Eh C H IE F C H ItF C H IE F M id d le range5 M id d le range5 Mean M edian F irst ^quartile T h ird q u a rtile Mean M edian F irs t q u a rtile T h ir d q u a rtile AND A U D IT O R S I .................................................................. II ............................................................... III ............................................................ I V ............................................................... V .................................................................. I .......................................................................... 11 ....................................................................... III .................................................................... I V ....................................................................... ACCOUNTANTS ACCO UNTANTS ACCO UNTANTS ACCO UNTANTS N um b er of em p lo yees3 I .................................................. II ............................................... III ............................................ I V ............................................... 9 ,6 5 8 1 7 ,1 5 6 S I , 065 $ 1 ,0 5 0 1 ,2 6 1 $950 1 ,1 4 3 $ 1 ,1 5 0 $ 1 2 ,7 8 5 $ 1 2 ,6 0 0 $ 1 1 ,4 0 0 $ 1 3 ,8 0 0 1 ,3 0 6 1 ,4 5 5 1 5 ,6 7 1 1 7 ,4 6 0 1 ,5 1 0 1 ,4 8 3 1 ,3 3 0 1 ,6 6 6 1 8 ,1 1 5 1 5 ,1 3 1 1 7 ,7 9 6 1 3 ,7 1 8 3 1 ,9 8 9 1 5 ,9 6 0 1 9 ,9 9 2 2 4 ,0 0 0 2 0 ,2 8 7 1 ,8 3 6 1 ,8 1 2 1 ,6 4 9 2 ,0 0 0 2 2 ,0 3 6 7 ,3 5 1 2 ,2 7 5 2 ,2 6 6 2 ,0 4 1 2 ,4 8 2 2 7 ,3 0 1 2 1 ,7 4 2 2 7 ,1 8 9 1 9 ,7 9 2 2 4 ,4 9 0 2 9 ,7 8 8 1 ,5 8 9 1 ,1 0 4 1 ,0 6 5 956 1 ,2 0 8 1 1 ,4 7 1 1 4 ,4 9 4 1 ,3 0 8 1 ,1 1 2 1 ,4 5 8 1 5 ,0 0 0 1 3 ,3 4 8 1 7 ,4 9 3 4 ,9 4 7 1 ,5 6 3 1 ,2 5 0 1 ,5 4 1 1 3 ,2 4 3 1 5 ,6 9 4 1 2 ,7 7 4 2 ,8 3 7 1 ,3 8 2 1 ,7 1 1 1 8 ,7 5 6 1 8 ,4 9 3 1 6 ,5 8 1 3 ,1 8 4 1 ,9 2 4 1 ,8 7 5 1 ,7 2 8 2 ,0 8 8 2 3 ,0 9 3 2 2 ,5 0 0 2 0 ,7 3 6 2 0 ,5 3 2 2 5 ,0 5 6 2 ,0 8 3 2 3 ,5 6 1 2 4 ,9 9 6 1 ,8 3 3 836 1 ,9 6 3 1 ,0 8 0 2 ,3 1 4 1 ,9 0 0 2 ,2 9 1 560 2 ,8 4 7 2 ,7 9 2 2 ,0 9 0 2 ,5 4 0 256 3 ,3 2 5 3 ,2 4 9 2 .9 5 0 2 7 ,7 6 9 2 2 ,8 0 0 2 7 ,4 8 9 2 1 ,9 9 1 2 ,5 0 0 3 ,0 5 8 3 ,6 4 9 3 4 ,1 6 0 3 3 ,5 0 0 3 0 ,4 8 0 3 6 ,6 9 6 3 9 ,8 9 5 3 8 ,9 8 4 3 5 ,4 0 0 4 3 ,7 8 2 2 5 ,0 7 9 3 0 ,0 0 0 ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTO RNEYS 1 ....................................................................... II ..................................................................... III .................................................................. I V ............................................................ .. V ....................................................................... V I .................................................................... 1 ,4 9 8 1 ,4 7 4 1 ,4 5 8 1 ,2 5 0 1 ,6 6 5 1 7 ,6 9 3 1 7 ,4 9 3 1 4 ,9 9 4 1 9 ,9 8 0 2 ,5 4 8 1 ,8 0 9 1 ,7 7 7 1 ,5 8 3 1 .9 9 1 2 1 ,7 1 3 1 8 ,9 9 2 2 3 ,8 9 0 2 ,5 7 4 2 4 ,0 4 0 3 0 ,8 8 8 2 ,8 8 3 2 ,3 1 1 2 ,2 9 1 2 ,0 0 3 2 ,7 2 4 2 ,7 9 6 2 ,7 4 1 1 ,8 6 2 3 ,5 2 7 3 ,4 7 4 2 ,4 6 0 3 ,1 2 4 642 4 ,3 1 7 4 ,2 5 0 3 ,9 3 1 2 7 ,7 3 8 2 1 ,3 2 5 2 7 ,4 8 9 3 ,0 8 2 3 3 ,5 4 7 3 2 ,8 8 7 2 9 ,5 2 0 3 6 ,9 8 5 3 ,8 7 3 4 ,7 0 6 4 2 ,3 1 8 4 1 ,6 8 7 3 7 ,4 8 5 5 1 ,7 9 8 5 1 ,0 0 0 4 7 ,1 7 2 4 6 ,4 8 1 5 6 ,4 7 7 1 ,1 9 5 1 2 ,8 8 7 1 6 ,1 9 5 1 2 ,3 5 5 1 5 ,8 9 4 1 0 ,8 0 0 1 ,4 9 0 1 ,7 9 1 1 4 ,3 2 8 1 7 ,8 8 0 1 9 ,2 9 2 2 3 ,2 2 0 1 7 ,4 1 5 2 ,2 0 0 1 9 ,5 9 0 2 3 ,8 5 3 2 0 ,9 8 8 2 1 ,4 9 1 2 6 ,4 0 0 BUYERS BUYERS BUYERS BUYERS BUYERS I ................................................................................ II ............................................................................. III .......................................................................... I V ............................................................................. PERSO NNEL JO B JO B JO B AN ALYSTS ANALYSTS AN ALYSTS D IR E C T O R S D IR E C T O R S D IR E C T O R S D IR E C T O R S OF OF OF OF c h e m is t s E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S 1 ,0 7 4 1 ,3 5 0 1 ,0 3 0 1 ,3 2 4 900 1 ,1 9 4 1 ,6 3 2 1 ,6 0 8 4 ,5 4 4 1 .9 8 8 1 ,9 3 5 1 ,4 5 1 1 .7 4 9 1 ,1 7 0 1 ,5 2 9 1 ,1 0 9 1 ,0 1 6 1 ,2 5 0 1 4 ,0 4 0 576 1 ,4 9 7 1 ,3 5 6 1 ,7 0 2 1 8 ,3 5 4 1 3 ,3 0 8 1 7 ,9 6 4 1 2 ,1 9 5 1 6 ,2 6 8 2 0 ,4 2 4 521 1 ,8 8 5 1 ,8 7 4 1 ,7 0 8 2 ,0 6 7 2 2 ,6 1 6 2 2 ,4 9 1 2 0 ,4 9 2 2 4 ,8 0 4 MANAGEMENT II ................................. .. ........................ III .......................................................... I V ............................................................. PERSO NNEL PERSO N N EL PERSO NNEL PERSO N N EL C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S 1 4 ,3 3 9 5 ,3 4 5 1 4 ,4 7 2 1 5 ,2 8 9 AND I .................................... I I ................................. III .............................. I V ................................. 339 1 5 ,0 0 0 937 1 ,7 3 6 1 ,9 7 4 1 ,9 1 6 2 ,3 9 0 2 0 ,8 3 3 2 6 ,2 4 5 2 0 ,1 9 6 2 4 ,9 9 0 1 8 ,4 8 0 2 2 ,9 9 1 2 3 ,6 9 1 2 ,1 8 7 1 ,6 8 3 2 ,0 8 3 1 ,5 4 0 1 ,8 7 9 895 2 ,6 8 3 2 ,5 9 1 2 ,2 9 5 2 ,9 5 3 3 2 ,2 0 1 3 1 ,0 8 8 2 7 ,5 4 0 3 5 ,4 3 2 286 3 ,4 0 3 3 ,3 0 2 3 ,0 5 5 3 ,7 0 8 4 0 ,8 3 5 3 9 ,6 2 6 3 6 ,6 6 5 4 4 ,4 9 6 1 ,1 2 4 1 ,3 6 1 1 ,1 3 5 1 ,3 4 1 1 3 ,4 9 2 1 6 ,3 3 7 1 3 ,6 1 5 1 6 ,0 9 4 1 1 ,5 8 5 1 4 ,2 2 0 1 ,6 0 3 965 1 ,1 8 5 1 ,4 5 8 1 ,2 6 9 1 ,6 2 1 1 ,9 6 1 1 9 ,4 5 3 1 9 ,2 4 0 1 7 ,4 9 3 1 5 ,2 2 2 1 8 ,0 2 4 2 1 ,3 0 0 1 ,7 8 3 2 ,1 3 2 2 ,5 8 0 2 3 ,5 3 2 2 8 ,4 9 4 2 3 ,3 0 4 2 1 ,3 9 1 2 5 ,5 9 0 2 8 ,2 8 9 2 5 ,5 9 0 2 ,9 9 9 3 3 ,1 1 0 3 2 ,5 8 0 3 0 ,0 5 0 3 0 ,9 6 0 3 5 ,9 8 6 2 8 ,6 7 7 E N G IN E E R S I .......................................................................... I I ....................................................................... .................................................................... III I V ........................................................................ V .......................................................................... V I ....................................................................... V II .................................................................... v i i i .................................................................. I ....................................................................... II ..................................................................... III .................................................................. I V .................................................................... V ....................................................................... V I .................................................................... V I I .................................................................. V III ............................................................... 2 ,4 5 5 4 ,1 3 5 8 ,6 3 8 9 ,8 8 7 2 ,3 7 5 1 ,9 4 2 2 ,3 5 7 7 ,5 8 3 3 ,5 3 9 2 ,7 5 9 2 ,7 1 5 1 ,2 2 3 3 ,2 4 4 3 ,5 0 0 3 8 ,9 2 7 3 7 ,1 8 5 3 5 ,0 0 0 4 2 ,0 0 0 3 ,9 3 0 3 ,0 9 9 3 ,8 5 9 2 ,9 1 7 400 3 ,4 1 5 4 ,2 9 1 4 7 ,1 5 6 4 6 ,3 1 3 4 0 ,9 8 4 5 1 ,4 9 2 1 7 .0 9 7 1 8 ,9 6 0 2 2 ,0 2 0 1 6 ,6 3 3 3 2 ,0 4 3 1 ,3 2 7 1 ,4 6 4 1 ,3 1 6 1 ,4 5 0 1 ,2 2 5 1 ,3 4 8 1 ,4 2 5 1 ,5 8 0 1 5 ,9 2 8 1 7 ,5 6 7 1 5 ,7 9 4 1 7 ,4 0 0 1 4 ,7 0 0 1 6 ,1 7 0 8 1 ,4 9 5 1 ,6 6 5 2 0 ,1 9 4 2 3 ,9 7 2 1 8 ,1 8 3 2 1 ,6 0 0 2 ,3 3 3 2 ,6 8 9 2 ,1 2 1 2 ,4 3 3 2 ,1 8 5 2 ,5 3 5 2 ,9 1 1 1 9 ,9 8 0 2 3 ,7 9 0 8 1 ,5 2 0 3 9 ,2 5 4 1 ,9 8 3 2 ,3 1 5 2 ,6 5 7 1 ,5 1 5 1 ,8 0 0 1 ,8 3 5 1 1 3 ,5 0 9 1 ,6 8 3 1 ,9 9 8 2 8 ,0 0 1 3 2 ,2 6 4 2 7 ,7 8 0 3 1 ,8 8 7 2 5 ,4 5 2 2 9 ,1 9 8 2 6 ,2 2 0 30, 4 *0 3 4 ,9 3 4 1 3 ,6 7 2 3 ,6 8 5 3 ,0 4 3 3 ,5 0 9 3 ,0 0 5 3 ,4 5 0 3 ,2 9 1 3 ,7 5 8 3 6 ,5 2 0 4 2 ,1 0 4 3 6 ,0 5 6 3 ,1 7 2 3 3 ,2 8 8 3 8 ,0 6 2 3 9 ,4 9 2 4 5 f 101 See fo o tn o te s at end o f table. 2 ,1 3 2 2 ,5 0 4 1 ,5 0 2 1 ,7 7 5 12 2 ,7 7 4 4 1 ,4 0 0 Table 1. Average salaries: United States— Continued (E m p lo y m e n t and average salaries fo r selected p ro fessio n al, ad m in istrative , te c h n ica l, and c le ric a l o cc u p a tio n s in p riv ate in d u s try ,1 U n ite d States e x ce p t A la sk a and H aw aii, M a rch 1978) M o n th ly salaries4 O cc u p a tio n and level2 t e c h n ic a l E N G IN E E R IN G E N G IN E E R IN G E N G IN E E R IN G E N G IN E E R IN G E N G IN E E R IN G N u m b er of e m p lo yee s3 A n n u a l salaries4 M id d le range5 M id d le ranges Mean M edian F irs t q u a rtile T h ird q u a rtile $765 Mean M edian F irst q u a rtile T h ird q u a rtile suppo rt T E C H N IC IA N S T E C H N IC IA N S T E C H N IC IA N S T E C H N IC IA N S T E C H N IC IA N S I ................................. II .............................. III ............................ I V ............................... V ................................. UKA FT E K - T D RAFTERS D RAFTERS DRAFTERS R A C E R S ............................................................. I .......................................................................... I I ...................................................................... .................................................................... III COM PUTER COM PUTER CO M PUTER CO M PUTER CO M PUTER COM PUTER O PERATO RS O PERATO RS O PERATO RS O PERATO RS O PERATO RS O PERATO RS I .............................................. I I ............................................ III ......................................... I V ............................................ V ............................................... V I ............................................ 4 ,AT A $1 1 ,3 0 4 965 869 1 1 ,9 1 8 $ 1 0 ,0 1 1 1 1 ,5 7 5 $9 , 1 7 7 993 $942 1 ,0 8 6 $1 0 , 4 6 1 1 4 ,0 8 4 1 0 ,4 2 8 2 4 ,9 1 5 1 ,1 7 2 $872 1 ,1 6 4 $834 1 ,0 2 0 1 ,3 0 1 1 4 ,0 6 2 1 3 ,9 7 4 1 2 ,2 4 2 1 3 ,0 3 5 1 5 ,6 1 2 2 9 ,2 1 7 1 8 ,0 8 8 1 ,3 5 9 1 ,5 5 9 1 ,3 5 0 1 ,2 2 7 1 ,4 8 0 1 6 ,2 0 0 1 4 ,7 2 4 1 7 ,7 6 0 1 ,5 4 9 1 ,4 1 2 1 ,6 9 1 1 6 ,3 0 2 1 8 ,7 0 3 1 8 ,5 9 3 1 6 ,9 4 6 2 0 ,2 9 2 782 1 1 ,6 0 1 5 ,2 9 9 1 7 ,5 7 0 817 1 ,0 3 7 1 ,1 4 2 1 ,1 1 1 986 1 ,2 8 2 9 ,8 0 3 1 1 ,2 4 7 1 3 ,7 0 9 7 ,9 5 8 900 663 800 9 ,3 8 5 937 2 7 ,0 3 8 1 0 ,8 0 0 1 3 ,3 2 7 1 1 ,8 3 6 1 2 ,4 4 3 1 5 ,3 8 1 2 7 ,5 9 1 1 ,4 0 8 1 ,3 7 3 1 ,2 1 0 1 *5 5 6 1 6 ,9 0 2 1 6 ,4 7 6 1 4 ,5 2 0 1 8 ,6 6 6 8 ,2 3 2 1 0 ,0 1 6 7 ,5 0 8 9 ,3 3 3 8 ,6 9 7 1 0 ,9 4 9 9 ,6 9 6 1 2 ,2 1 0 1 2 ,5 1 4 5 ,3 2 8 7 ,1 1 1 2 4 ,7 2 5 967 712 686 626 778 8 ,5 4 6 863 939 835 725 1 ,0 1 7 912 808 1 ,0 4 3 1 0 ,3 5 2 1 1 ,2 7 4 9 ,5 9 6 1 5 ,4 1 3 1 ,1 4 5 1 ,1 1 6 1 ,2 9 7 1 ,1 4 2 1 5 ,6 9 1 1 3 ,3 9 0 1 5 ,5 6 4 1 5 ,3 0 0 1 ,3 0 8 1 ,2 7 5 1 ,4 5 6 1 1 ,8 3 6 3 ,6 6 6 1 3 ,7 0 4 1 7 ,4 6 7 1 ,1 1 3 1 ,5 1 4 1 ,5 2 3 1 ,3 6 5 1 ,6 3 3 1 8 ,1 7 3 1 8 ,2 7 1 1 6 ,3 8 5 1 9 ,5 9 5 9 0 ,5 1 1 724 916 685 875 591 809 7 ,0 9 1 9 ,7 0 7 1 ,0 4 9 8 ,6 8 2 1 0 ,9 8 6 8 ,2 2 0 747 1 0 ,5 0 0 8 ,9 6 8 1 2 ,5 9 2 552 534 486 586 6 ,6 2 1 6 ,4 0 3 5 ,8 3 4 1 3 ,4 2 1 660 619 547 721 7 ,9 1 4 7 ,4 2 8 6 ,5 7 0 8 ,6 5 5 4 ,1 9 1 841 791 675 986 1 0 ,0 9 5 9 ,4 8 9 8 ,0 9 7 1 1 ,8 3 6 8 ,5 4 6 9 ,4 1 1 1 1 ,2 4 1 986 1 3 ,7 3 7 C L E R IC A L CLERKS, CLERKS, CLERKS, CLERKS, CLERKS, A C C O U N T I N G I ............................................... A C C O U N T I N G I I ............................................ F I L E I ............................................................... F ILE II ............................................................ F ILE III .......................................................... 7 4 ,0 5 5 3 0 ,3 8 4 KEY EN TRY OPERATORS I ............................................... 6 4 ,1 1 2 712 666 KEY EN TRY OPERATORS I I ............................................ 4 2 ,4 3 5 842 810 M E S S E N G E R S .......................................................................... S E C R E T A R I E S I .................................................................. S E C R E T A R I E S I I ............................................................... S E C R E T A R IE S I I I ............................................................. S E C R E T A R I E S I V ............................................................... S E C R E T A R I E S V .................................................................. S T E N O G R A P H E R S , G E N E R A L ......................................... S T E N O G R A P H E R S , S E N I O R ............................................ T Y P I S T S I ............................................................................. T Y P IS T S II .......................................................................... 2 0 ,4 3 5 3 9 ,8 9 5 633 817 595 791 7 4 ,5 5 7 893 869 8 4 ,2 5 3 5 3 ,7 4 9 1 7 ,8 6 3 2 6 ,0 3 1 2 7 ,6 8 1 585 709 784 937 7 ,9 9 4 7 ,0 2 0 1 0 ,0 9 9 9 ,7 2 0 8 ,5 0 9 521 695 7 ,5 9 5 6 ,2 5 7 8 ,3 4 2 700 756 901 999 9 ,8 0 1 7 ,1 4 3 9 ,4 8 9 1 0 ,7 2 1 1 0 ,4 2 8 8 ,3 9 5 9 ,0 7 2 1 1 ,9 9 2 1 0 ,8 1 6 991 967 839 1 ,1 1 7 1 1 ,8 9 4 1 1 ,6 0 4 1 0 ,0 6 3 1 3 ,4 0 0 1 ,0 8 5 1 ,2 0 2 819 1 ,0 6 6 1 ,1 7 8 917 1 ,2 2 5 1 ,3 6 5 1 3 ,0 1 8 1 4 ,4 3 0 1 2 ,7 9 2 1 4 ,1 3 8 1 1 ,0 0 2 1 2 ,2 9 5 1 4 ,7 0 0 1 ,0 2 5 7 ,9 1 5 9 ,1 4 4 4 1 ,2 1 5 918 648 2 4 ,9 3 2 773 782 900 608 735 660 951 9 ,8 3 4 9 ,3 8 5 762 550 1 ,0 4 6 706 1 1 ,0 1 8 1 0 ,8 0 0 7 ,3 0 0 643 860 7 ,7 7 8 9 ,2 7 6 8 ,8 2 0 1 6 ,3 8 3 1 1 ,4 0 8 1 2 ,5 4 9 6 ,6 0 0 8 ,4 7 8 7 ,7 1 6 1 0 ,3 2 4 4 Salaries re p orted are standard salaries paid fo r standard w o rk schedules; i.e., the straight-tim e salary corre sp on din g to th e e m p lo y e e 's no rm al w o rk sched ule ex clu d in g o v ertim e hours. N o n p ro d u c tio n bonuses are e x clu d ed , b u t c o s t-o f-liv in g p aym e nts and in ce n tive earnings are includ ed . 5 T h e m id d le range (in te rq u a rtile ) is the central p art o f the array e x clu d in g the upper and low e r fo u rth s o f the e m p lo y e e d is trib u tio n . 1 F o r scope o f stu d y , see tab le A-1 in a p p en d ix A . 2 O cc u p a tio n a l d e fin itio n s appear in a p p en d ix C. 3 O ccu p atio n al e m p lo y m e n t estim ates relate to th e to tal in all estab lishm ents w ith in the scope o f th e survey and n o t to th e n u m b e r a c tu a lly surveyed. F o r fu rth e r e x p la n a tio n , see ap p end ix A . 7 ,0 3 2 13 Table 2. Average salaries: Metropolitan areas (E m p lo y m e n t and .average salaries f o r selected p ro fessio nal, a d m in istrative , te c h n ica l, and c le ric a l o cc u p a tio n s in p riv ate in d u stry , m e tro p o lita n areas,1 U n ite d States e x ce p t A la s k a and H a w a ii, M a rch 1978) I O cc u p a tio n and level2 ACCO UNTANTS ACCO UNTANTS ACCOUNTANTS ACCO UNTANTS ACCO UNTANTS ACCO UNTANTS A U D IT O R S A U D IT O R S A U D IT O R S A U D IT O R S C H IE F C H IE F C H IE F C H IE F AND M id d le range5 M id d le range5 Mean M edian Mean M edian F irst q u artile T h ird q u a rtile $952 1 ,1 4 5 $ 1 ,1 5 3 $ 1 2 ,8 2 7 1 ,4 7 1 1 5 ,7 5 7 $ 1 2 ,6 0 0 1 5 ,2 4 0 $ 1 1 ,4 2 9 1 3 ,7 4 5 1 ,3 3 3 1 ,6 4 9 1 ,6 7 1 2 ,0 0 8 1 8 ,2 1 4 1 7 ,8 8 0 1 5 ,9 9 4 2 0 ,0 5 4 2 2 ,0 8 3 2 7 ,3 2 6 2 1 ,7 4 2 2 7 ,1 8 0 1 9 ,7 9 2 2 4 ,0 9 0 2 4 ,4 9 0 2 9 ,9 8 1 1 2 ,7 6 1 F irst q u a rtile T h ird q u a rtile A U D IT O R S I .................................................................. II ............................................................... III ............................................................. I V ............................................................... V .................................................................. I .......................................................................... I I ....................................................................... III .................................................................... I V ....................................................................... ACCOUNTANTS ACCOUNTANTS ACCCUNTANTS ACCO UNTANTS A n n u a l salaries4 M o n th ly salaries4 N u m b er of em ployees3 I .................................................. I I ............................................... III ............................................ I V ............................................... 8 ,5 9 9 $ 1 ,0 6 9 $1 ,0 5 0 1 5 ,5 6 7 1 ,3 1 3 1 ,2 7 0 2 7 ,9 8 2 1 ,5 1 8 1 ,4 9 0 1 8 ,0 0 5 1 ,8 1 2 6 ,6 6 6 1 ,8 4 0 2 ,2 7 7 2 ,2 6 5 2 ,0 4 1 2 ,4 9 8 1 ,5 8 3 1 ,1 0 3 1 ,0 6 3 955 1 ,2 0 4 2 ,7 5 9 1 ,2 5 0 1. 5 4 T 1 ,1 1 2 1 ,4 5 8 4 ,6 8 5 1 ,3 1 0 1 ,5 6 8 1 3 ,2 3 3 1 5 ,7 1 9 1 ,3 9 5 1 ,7 2 4 1 8 ,8 2 1 1 5 ,0 0 0 1 8 ,5 6 4 3 ,1 0 5 1 ,9 2 5 1 ,8 7 5 1 ,7 3 1 2 ,0 8 8 2 3 ,0 9 5 2 2 ,5 0 0 618 1 ,9 7 5 1 ,9 5 8 1 ,8 2 8 2 ,1 3 0 2 3 ,6 9 8 2 3 ,4 9 1 2 ,4 9 9 2 7 ,8 9 5 2 7 ,3 0 0 2 5 ,0 7 9 3 ,1 1 5 3 ,7 6 4 3 4 ,1 5 9 3 3 ,4 8 7 2 9 ,9 8 8 3 7 ,3 8 0 3 9 ,9 2 9 3 8 ,9 8 4 3 5 ,2 5 6 4 5 ,1 7 2 1 7 ,7 9 3 2 1 ,7 1 4 1 5 ,3 0 0 1 9 ,9 8 0 2 1 ,3 4 1 1 8 ,9 9 2 2 3 ,7 0 8 2 7 ,4 8 9 3 0 ,9 8 8 869 2 ,3 2 5 480 2 ,8 4 7 2 ,2 7 5 2 ,7 9 1 2 ,0 9 0 2 ,4 9 9 216 3 ,3 2 7 3 ,2 4 9 2 ,9 3 8 1 ,4 5 7 2 ,5 1 6 1 ,4 8 3 1 ,8 0 9 1 ,4 7 5 1 ,2 7 5 1 ,6 6 5 1 ,7 7 8 1 ,5 8 3 2 ,8 3 0 2 ,3 1 5 2 ,2 9 1 1 ,9 7 6 2 ,5 8 2 2 ,6 5 4 2 ,7 9 8 2 ,0 1 2 2 ,4 5 7 1 ,8 2 5 3 ,5 3 0 4 ,3 1 7 1 1 ,4 6 0 1 3 ,3 4 8 1 6 ,7 4 0 2 0 ,7 7 3 2 1 ,9 3 6 $ 1 3 ,8 3 5 1 7 ,6 4 8 1 4 ,4 4 4 1 7 ,5 0 1 2 0 ,6 9 2 2 5 ,0 5 6 2 5 ,5 6 0 2 9 ,9 8 8 ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTCKN cYS ATTO RNEYS ATTO RNEYS I ....................................................................... II .................................................................... H I .................................................................. I V .................................................................... V ....................................................................... V I ..................................................................... 642 2 ,7 4 9 3 ,4 9 9 4 ,2 5 0 3 ,1 2 9 3 ,9 3 1 3 ,0 8 2 3 ,8 7 5 4 ,7 0 6 1 7 ,7 0 0 2 7 ,7 7 7 3 3 ,5 7 3 3 2 ,9 8 7 2 4 ,1 4 1 2 9 ,4 8 8 4 2 ,3 6 0 4 1 ,9 8 3 3 7 ,5 5 4 3 6 ,9 8 5 4 6 ,5 0 0 5 1 ,7 9 8 5 1 ,0 0 0 4 7 ,1 7 2 5 6 ,4 7 7 BUYERS BUYERS BUYERS BUYERS BUYERS I ................................................................................ II ............................................................................. III .......................................................................... I V ............................................................................. PERSO NNEL JO B JO B JO B AN ALYSTS AN ALYSTS AN ALYSTS D IR E C T O R S D IR E C T O R S D IR E C T O R S D IR E C T O R S OF OF OF OF E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S 1 ,0 4 0 900 1 ,2 0 8 1 2 ,9 5 1 1 2 ,4 8 0 1 0 ,8 0 0 1 4 ,4 9 4 1 ,3 6 3 1 ,3 2 5 1 ,2 0 0 1 ,4 9 9 1 3 ,4 1 5 4 ,6 4 9 1 ,6 4 3 1 ,6 1 6 1 ,4 5 4 1 ,8 0 0 1 6 ,3 5 5 1 9 ,7 1 2 1 5 ,9 0 3 1 9 ,3 9 2 1 4 ,4 0 0 1 7 ,4 4 8 2 1 ,6 0 0 4 ,2 9 3 1 ,9 8 7 1 ,9 3 3 1 ,7 3 9 2 ,2 0 6 2 3 ,8 3 6 2 3 ,1 9 1 2 0 .8 7 2 2 6 ,4 7 2 305 1 ,1 8 5 1 ,0 4 5 1 ,3 5 6 1 2 ,5 4 0 1 5 ,0 1 6 1 ,7 1 0 1 4 ,2 2 5 1 8 ,3 6 9 1 3 ,3 9 5 1, 531 1 ,8 8 6 1 ,1 1 6 1 ,4 9 9 1 ,2 5 1 565 1 7 ,9 9 3 1 6 ,2 6 8 2 0 ,5 2 0 1 ,8 6 6 1 ,7 0 8 2 ,0 7 0 2 2 ,6 3 5 2 2 ,3 9 2 2 0 ,4 9 2 2 4 ,8 4 0 1 9 ,7 6 1 1 7 ,9 9 3 2 2 ,9 9 1 2 8 ,7 6 4 1 7 ,9 9 3 M ANAGEM ENT 11 ............................................................ III ......................................................... I V ............................................................. PERSO NNEL PERSO NNEL PERSO NNEL PERSO N N EL I .................................... I I ................................. III .............................. IV ................................. 500 682 1 ,6 4 7 2 ,0 8 5 2 ,6 2 4 1 ,9 1 6 1 ,9 1 6 2 ,3 9 7 2 0 ,1 8 0 2 6 ,3 1 6 2 ,6 9 5 2 ,2 9 5 2 ,9 5 7 3 ,3 8 1 3 ,3 0 2 3 ,0 3 3 3 ,6 8 2 3 2 .3 4 2 4 0 ,5 6 9 I .......................................................................... I I ....................................................................... III .................................................................... I V ........................................................................ V .......................................................................... V I ....................................................................... V II .................................................................... V III .................................................................. 2 .2 5 7 3 ,7 3 5 1 ,1 2 5 1 ,1 4 8 956 1 ,2 7 5 1 3 ,5 0 5 1 ,3 6 1 1 ,3 4 3 1 ,1 7 5 1 ,5 0 5 7 ,6 2 1 1 ,6 2 5 1 ,6 0 5 1 ,4 5 8 1 ,7 9 0 1 6 ,3 3 5 1 9 ,4 9 9 8 ,4 8 5 1 ,9 6 3 1 ,9 4 9 1 ,7 8 1 2 ,1 3 5 I ....................................................................... II .................................................................... III .................................................................. I V .................................................................... V ....................................................................... V I .................................................................... V II .................................................................. V III ............................................................... AND 1 ,5 4 1 1 ,6 8 2 2 ,1 9 3 1 ,4 9 9 795 259 C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S 1 ,0 7 9 1 2 ,0 3 2 2 5 ,0 2 0 3 1 ,4 8 7 2 2 ,9 9 1 2 7 ,5 4 0 3 5 ,4 8 6 3 9 ,6 2 6 3 6 ,3 9 4 4 4 ,1 8 2 1 3 ,7 7 0 1 6 ,1 2 0 1 1 .4 7 1 1 4 ,0 9 4 1 5 ,3 0 0 1 9 ,2 6 0 1 7 ,4 9 3 2 1 ,4 8 0 2 3 ,5 5 2 2 3 ,3 9 1 2 1 ,3 7 7 2 5 ,6 1 5 2 8 ,3 8 1 E N G IN E E R S 6 ,6 4 8 2 ,3 6 5 2 ,3 4 1 2 ,1 2 3 2 ,7 2 4 2 ,5 0 4 3 3 ,3 0 0 2 8 ,0 9 3 3 2 ,6 8 7 3 0 ,9 0 0 2 ,7 7 5 2 ,5 7 5 3 ,0 0 7 2 5 ,4 7 2 3 ,0 6 2 3 0 ,0 5 0 3 6 ,0 8 6 1 ,1 1 4 3 ,1 1 7 3 ,8 5 9 2 ,9 5 3 3 ,4 9 9 3 9 ,0 3 4 3 7 ,4 0 1 3 5 ,4 3 2 4 1 ,9 8 3 371 3 ,2 5 3 3 ,9 4 9 3 ,4 2 5 4 ,2 7 2 4 7 ,3 8 3 4 6 ,3 1 3 4 1 ,1 0 0 5 1 ,2 6 6 1 4 ,9 5 0 2 9 ,0 7 6 1 ,3 3 0 1 ,4 6 8 1 ,3 2 0 1 ,4 5 5 1 ,2 2 5 1 ,3 5 0 1 ,4 2 5 1 ,5 8 5 1 5 ,9 5 8 1 7 ,6 1 8 1 5 ,8 4 0 1 7 ,4 6 0 1 4 ,7 0 0 1 6 ,2 0 0 7 4 ,0 5 7 1 ,6 9 2 2 ,0 0 9 1 ,6 7 3 1 ,9 9 9 1 ,5 2 4 1 ,8 1 4 1 ,8 4 5 2 ,1 9 9 2 0 ,3 0 6 2 4 ,1 1 3 2 0 ,0 7 4 2 3 ,9 9 0 1 8 ,2 9 3 2 1 ,7 6 8 1 7 ,1 0 0 1 9 ,0 2 0 22.14C 2 6 ,3 8 9 2 ,5 4 0 2 ,9 1 6 1 0 3 ,8 4 3 7 5 ,4 7 2 3 6 ,9 8 0 1 3 ,0 8 5 3 ,5 1 8 2 ,3 4 0 2 ,3 2 0 2 ,1 2 5 2 ,6 9 2 2 ,6 6 0 3 ,0 0 0 2 ,4 3 3 3 ,0 4 2 3 ,5 0 2 3 ,4 4 5 See fo o tn o te s a t end o f table. 1 8 ,0 6 0 14 2 ,7 7 3 3 ,1 6 7 2 8 ,0 7 6 2 7 ,8 4 0 2 5 ,5 0 0 3 0 ,4 8 0 3 ,2 8 5 3 2 ,3 0 9 3 6 ,5 0 1 3 1 ,9 2 0 3 6 ,0 0 0 2 9 ,1 9 8 3 3 ,2 7 3 3 4 ,9 8 6 3 9 ,4 1 8 3 ,7 5 0 4 2 ,0 2 5 4 1 ,3 4 0 3 8 ,0 0 4 4 5 ,0 0 0 Table 2. Average salaries: Metropolitan areas— Continued (E m p lo y m e n t and average salaries fo r selected p ro fessio nal, ad m in istrative , te c h n ica l, and cle rica l o cc u p a tio n s in p riv ate in d u stry , m e tro p o lita n areas,1 U n ite d States e x ce p t A la sk a and H aw aii, M arch 1978) M o n th ly salaries4 N u m b er e m p lo yee s3 T E C H N IC A L I ................................. I I ............................... III ............................ I V ............................... V ................................. 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 I I ....................................................................... D RAFTERS I I I ..................................................................... O PERATO RS O PERATO RS O PERATO RS O PERATO RS O PERATO RS O PERATO RS Mean M edian F irs t q u a rtile M id d le range5 T h ird q u a rtile Mean M edian F irs t q u a rtile T h ird q u a rtile SUPPO RT E N G IN E E R IN G T E C H N IC IA N S E N G IN E E R IN G T E C H N IC IA N S E N G IN E E R IN G T E C H N IC IA N S E N G IN E E R IN G T E C H N IC IA N S E N G IN E E R IN G T E C H N IC IA N S CO M PUTER COMPUTER COM PUTER CO M PUTER COM PUTER COM PUTER A n n u a l salaries4 M id d le range5 O cc u p a tio n and level2 I ............................................... I I ............................................ III ......................................... I V ............................................. V ............................................... V I ............................................ 3 ,9 2 7 $877 $841 $760 $1 0 , 0 9 2 $9 , 1 2 5 $1 1 ,4 3 6 998 969 869 $953 1 ,0 8 6 $1 0 , 5 2 6 1 2 ,1 8 1 2 2 ,4 1 9 1 1 ,9 7 6 1 1 ,6 2 7 1 0 ,4 2 8 1 ,1 7 0 1 ,1 6 1 1 ,0 1 5 1 ,3 0 2 1 3 ,9 3 0 1 2 ,1 7 8 1 3 ,0 3 5 1 5 ,6 2 1 2 6 ,3 3 6 1 ,3 6 4 1 ,3 5 4 1 ,4 8 2 1 6 ,2 4 4 1 4 ,8 2 9 1 7 ,7 8 4 1 6 ,9 6 5 1 ,5 6 3 1 ,5 5 5 1 ,2 3 6 1 ,4 1 4 1 4 ,0 4 3 1 6 ,3 6 6 1 ,6 9 7 1 8 ,7 5 1 1 8 ,6 6 0 1 6 ,9 6 4 2 0 ,3 6 4 4 ,5 3 6 833 946 813 905 9 ,9 9 8 9 ,7 5 9 1 0 ,8 6 3 2 3 ,4 9 4 1 ,1 5 1 1 ,1 1 8 1 ,3 0 0 1 1 ,3 5 7 1 3 ,8 0 9 8 ,0 3 0 9 ,6 0 0 1 1 ,8 4 5 800 991 1 ,4 1 7 1 ,3 8 2 1 ,2 1 7 1 ,5 6 4 1 7 ,0 0 7 1 3 ,4 1 6 1 6 ,5 8 5 1 1 ,8 8 8 1 4 ,5 9 9 1 5 ,6 0 0 2 5 ,4 9 4 4 ,8 0 3 715 874 680 850 628 735 912 1 ,1 1 9 782 1 .0 2 1 1 ,0 4 3 8 ,5 8 0 1 0 ,4 8 7 941 988 1 ,2 7 3 1 ,3 0 3 1 ,5 0 9 1 ,2 9 5 1 ,1 3 4 1 ,4 4 4 1 5 ,6 3 2 1 5 ,5 3 8 1 3 ,6 0 9 1 7 ,3 2 8 1 ,4 8 8 1 ,3 6 6 1 ,6 3 3 1 8 ,1 0 3 1 7 ,8 5 3 1 6 ,3 9 2 1 9 ,5 9 5 726 690 920 549 878 525 619 595 750 1 5 ,2 5 5 6 ,3 7 5 2 2 ,7 6 1 1 3 ,9 8 5 3 ,3 8 7 896 1 ,1 4 7 669 808 987 1 ,0 5 9 1 1 ,2 8 7 1 3 ,7 6 7 1 2 ,7 0 3 1 8 ,7 7 0 8 ,1 6 0 7 ,5 3 7 9 .3 8 5 1 0 ,2 0 0 1 0 ,9 4 9 8 ,8 2 0 9 ,6 9 8 1 2 ,2 5 3 1 2 ,5 1 4 1 1 ,8 5 3 1 5 ,2 7 7 1 3 ,4 2 9 C L E R IC A L CLERKS. CLERKS. CLERKS, CLERKS. CLERKS. A C C O U N T I N G I ............................................... A C C U U N T I N G I I ............................................ F I L E I ............................................................... F ILE II ............................................................ F ILE III .......................................................... 7 9 ,7 2 1 6 7 ,7 9 5 2 5 ,7 0 3 1 2 ,3 0 8 3 ,8 6 9 KEY EN TRY OPERATORS I ............................................... 5 8 ,1 7 8 KEY EN TR Y OPERATORS I I ............................................ 3 9 ,5 4 9 M E S S E N G E R S .......................................................................... S E C R E T A R I E S I .................................................................. S E C R E T A R IE S I I ............................................................... ............................................................ S E C R E T A R IE S I I I S E C R E T A R I E S I V ............................................................... S E C R E T A R I E S V .................................................................. S T E N O G R A P H E R S . G E N E R A L .......................................... S T E N O G R A P H E R S , S E N I O R ............................................ T Y P I S T S I ............................................................................. T Y P I S T S I I .......................................................................... 1 9 ,2 7 6 3 6 ,3 4 5 1 3 3 scope o f a p p end ix 6 8 ,3 0 4 7 8 ,3 1 9 5 1 ,0 1 9 1 7 ,1 0 4 2 3 ,1 3 6 661 841 717 846 631 810 8 ,7 1 2 8 ,2 8 0 7 ,1 4 0 9 ,7 1 9 1 ,0 5 0 580 1 1 ,0 3 8 6 ,5 8 2 1 0 ,5 3 2 6 ,3 0 0 9 ,0 0 0 5 ,8 1 8 1 2 ,6 0 0 6 ,6 0 0 6 ,9 6 0 8 ,6 9 2 724 7 ,9 3 4 7 ,4 2 5 782 673 814 668 589 1 ,0 0 6 791 1 0 ,0 8 6 9 ,3 8 5 8 ,0 1 6 8 ,6 0 5 8 ,0 8 2 7 ,0 7 1 9 ,4 8 9 713 940 1 0 ,1 4 6 591 799 521 690 7 ,5 7 5 9 ,7 7 2 7 ,0 9 1 8 ,5 5 1 6 ,2 5 7 1 1 ,2 8 3 8 ,2 8 0 700 1 2 ,0 7 0 9 ,5 9 4 8 ,4 0 0 1 0 ,8 6 0 758 905 1 ,0 0 0 9 ,8 5 4 870 1 0 ,7 5 5 1 0 ,4 4 0 9 ,0 9 6 1 2 ,0 0 0 970 843 1 .1 2 0 1 1 ,9 4 8 1 1 ,6 4 5 1 ,0 7 5 1 ,1 8 2 921 1 ,0 3 4 1 4 .7 6 0 1 ,2 0 8 820 788 821 896 996 1 ,0 9 1 1 3 ,4 4 0 1 ,2 3 0 1 3 ,0 9 3 1 2 ,9 0 0 1 0 ,1 1 5 1 1 ,0 5 4 1 4 ,4 9 3 1 4 ,1 8 2 1 2 ,4 0 8 1 6 ,4 5 2 657 1 ,3 7 1 958 9 ,8 3 5 9 ,4 5 6 7 ,8 8 4 1 1 ,4 9 7 1 1 ,0 5 2 1 0 ,8 4 5 9 ,1 7 7 1 2 ,5 7 8 765 1 ,0 4 8 3 8 ,3 7 5 648 608 550 707 7 ,7 8 1 7 ,3 0 0 6 ,6 0 0 8 ,4 8 8 2 3 ,6 2 7 771 730 640 860 9 ,2 5 3 8 ,7 6 0 7 ,6 8 0 1 0 ,3 2 4 2 6 ,2 5 9 921 904 4 Salaries re p orted are standard salaries paid fo r standard w o rk schedules; i.e., the straight-tim e salary c orre sp on d in g to th e e m p lo y e e 's no rm al w o rk schedule ex clu d in g overtim e hours. N o n p ro d u c tio n bonuses are e x clu d ed , b u t co st-o f-liv in g p aym e nts and in ce n tive earnings are includ ed . 5 T h e m id d le range (in te rq u a rtile ) is th e central p art o f the array e x clu d in g the up p er and lo w e r fo u rth s o f the e m p lo y ee d is trib u tio n . F o r scope o f stu d y , see tab le A-1 in a p p e n d ix A . O cc u p a tio n a l d e fin itio n s appear in ap p e n d ix C. O cc u p a tio n a l e m p lo y m e n t estim ates relate to the to ta l in all estab lishm ents w ith in the th e survey and n o t to the nu m b er a c tu a lly surveyed. F o r fu rth e r e x p la n a tio n , see A. 485 550 15 Table 3. Average salaries: Establishments employing 2,500 workers or more (E m p lo y m e n t and average m o n th ly salaries fo r selected pro fessio nal, ad m in istrative , te c h n ica l, and cle ric a l o cc u p a tio n s in p riv ate in d u s try ,1 in estab lishm ents em p lo y in g 2 ,5 0 0 w o rk e rs o r m o re,2 U n ite d States e x ce p t A la sk a and H aw aii, M a rch 1978) Levels in estab lishm ents em p lo y in g 2 ,5 0 0 w o rk e rs o r m ore expressed as percen t o f tho se in all estab lishm ents c o m b in e d M o n th ly salaries5 O cc u p a tio n and level3 ACCO UNTANTS ACCO UNTANTS ACCOUNTANTS ACCOUNTANTS ACCO UNTANTS ACCO UNTANTS A U D IT O R S A U D IT O R S A U D IT O R S A U D IT O R S C H IE F C H IE F AN0 N u m b er of em p lo yee s4 M id d le range6 Mean M edian F irst q u a rtile T h ird q u a rtile M ean salaries A U D IT O R S I ..................................................................... I I .................................................................. III ............................................................... I V .................................................................. V ..................................................................... 2 ,3 0 8 $ 1 ,1 8 1 $ 1 ,1 5 0 $ 1 ,0 5 5 $ 1 ,2 8 5 6 , 108 8 ,8 3 4 1 ,4 3 6 1 ,6 3 8 1 ,4 5 7 1 ,6 2 4 1 ,6 2 5 1 ,8 4 5 5 ,7 5 8 1 ,9 1 5 1 ,8 9 1 1 ,2 5 2 1 ,4 3 0 1 ,7 0 0 2 ,7 0 4 2 ,2 9 8 2 ,2 8 5 2 ,0 4 7 I ............................................................................. I I .......................................................................... ....................................................................... III I V .......................................................................... 503 1 ,2 1 5 1 , 129 1 ,4 9 5 1 ,3 8 6 1 ,6 2 9 1 ,1 4 2 1 ,3 2 5 1 ,0 3 7 1 ,1 6 9 1 .6 0 0 1 ,3 9 0 1 ,5 6 2 1 ,8 5 0 1 ,2 6 0 1 ,9 4 5 1 ,9 0 0 1 ,6 8 4 150 91 3 ,2 1 2 3 ,1 5 7 2 ,6 7 4 3 ,3 3 7 3 ,2 5 0 ACCOUNTANTS ACCO UNTANTS E m p lo y m e n t III ............................................... I V .................................................. 24 36 28 111 110 109 2 ,1 1 6 28 104 2 ,5 2 5 37 101 1 ,3 9 7 32 40 110 106 30 104 2 ,1 5 2 40 101 3 ,8 3 3 3 ,7 5 0 27 36 113 3 ,0 0 0 15 115 109 100 ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTO RNEYS ATTO RNEYS I .......................................................................... II ....................................................................... III ..................................................................... I V ....................................................................... V .......................................................................... V I ....................................................................... 218 422 1 ,6 8 9 1 ,9 7 8 1 ,6 5 0 1 ,9 2 7 1 ,5 3 7 1 ,7 5 3 1 ,8 3 3 2 ,1 5 7 701 845 2 ,3 7 1 2 ,3 4 0 2 ,1 2 4 2 ,6 1 4 17 24 526 2 ,9 3 8 3 ,6 1 3 251 4 ,3 6 8 2 ,8 5 6 2 ,6 2 5 3 ,1 6 9 31 3 ,5 0 2 4 ,2 0 5 3 ,2 4 0 3 ,8 6 7 3 ,8 3 5 4 ,7 0 0 28 39 103 105 102 101 BUYERS bUYERS BUYERS BUYERS BUYERS I .................................................................................. II ................................................................................ III ............................................................................. I V ............................................................................... PERSO NNEL JO B JO B JO B AN ALYSTS ANALYSTS ANALYSTS D IR E C T O R S D IR E C T O R S D IR E C T O R S OF OF OF E N G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S tN G IN E E R S E N G IN E E R S E N G IN E E R S E N G IN E E R S 1 ,2 6 9 1 ,2 5 7 1 ,0 8 2 1 ,4 4 5 18 1 ,4 6 8 1 ,4 2 9 1 ,2 7 4 1 ,6 2 5 23 109 4 ,8 6 5 1 ,7 1 8 1 ,6 9 0 1 ,4 9 5 1 ,8 9 8 2 ,7 7 5 2 ,0 1 3 1 ,9 5 0 1 ,7 4 2 2 ,2 7 0 32 61 101 l i e 105 M ANAGEMENT I I ............................................................... III ............................................................ IV ............................................................... 147 1 ,2 6 7 1 ,2 2 6 1 .0 8 1 1 .4 3 6 43 108 310 1 ,6 2 4 1 ,5 8 7 1 ,4 3 0 1 ,8 1 3 54 106 341 1 ,9 4 1 1 ,9 3 0 1 ,7 7 3 2 ,1 0 0 65 103 PERSO NNEL PERSO NNEL PERSO NNEL 97 2 ,7 8 9 2 ,4 2 5 2 ,6 6 0 3 ,4 1 6 5 18 128 3 ,0 7 9 2 ,8 3 8 3 ,0 8 0 3 ,2 2 7 161 115 3 ,6 1 8 3 ,5 0 2 3 ,2 2 5 4 ,0 2 5 40 106 449 1 ,2 6 3 1 ,2 5 0 1 ,3 7 0 18 112 1 ,4 6 2 1 ,5 2 1 1 ,7 7 7 1 ,5 1 7 1 ,3 6 5 1 ,6 8 8 1 ,7 5 5 1 ,9 5 1 35 29 112 110 2 ,0 8 6 2 ,0 7 5 1 ,6 0 0 1 ,8 9 9 2 .2 6 3 34 106 104 C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S C H E M IS T S 941 3 ,3 9 4 AND I I .................................... ................................. III I V .................................... 115 E N G IN E E R S I ............................................................................. II .......................................................................... III ....................................................................... I V .......................................................................... V ............................................................................. V I .......................................................................... V II ....................................................................... I .......................................................................... I I ....................................................................... III ..................................................................... I V ....................................................................... V .......................................................................... V I ....................................................................... V I I ..................................................................... V III .................................................................. 2 ,5 1 5 3 ,3 5 9 2 ,9 7 9 2 ,4 6 1 2 ,4 3 5 2 ,2 1 4 2 ,6 7 5 1 ,6 9 1 2 ,8 6 2 2 ,7 7 5 2 ,5 2 2 3 ,1 0 7 39 48 582 3 ,4 0 2 3 ,2 4 2 2 ,9 5 4 3 ,7 5 5 48 105 50 46 103 103 8 ,2 5 4 1 ,3 6 4 1 4 ,7 7 7 1 ,5 0 1 1 ,7 3 9 1 ,7 2 0 2 ,0 5 4 2 ,3 7 8 3 7 ,9 4 5 6 0 , 188 4 5 ,7 1 0 1 ,3 5 0 1 ,4 8 5 104 1 ,2 7 4 1 ,4 4 5 1 ,3 7 5 1 ,5 6 6 1 ,6 0 7 1 ,8 9 6 47 103 2 ,0 4 0 1 ,8 5 8 2 ,1 6 7 2 ,2 4 5 2 ,5 8 0 53 56 103 2 ,3 5 8 58 102 2 2 ,7 3 7 8 ,4 9 7 2 ,7 5 3 3 ,1 0 5 2 ,7 0 8 2 ,5 0 0 2 ,9 6 5 3 ,0 7 5 62 102 102 3 ,5 7 2 3 ,5 0 0 2 ,8 5 0 3 ,2 0 7 3 ,3 1 4 2 ,3 4 3 3 ,8 2 0 64 102 See fo o tn o te s at end o f table. 1 ,1 4 5 16 Table 3. Average salaries: Establishments employing 2,500 workers or more— Continued (E m p lo y m e n t and average m o n th ly salaries fo r selected p ro fessio nal, ad m in istrative , te c h n ica l, and cle ric a l o cc u p a tio n s in p rivate in d u s try ,1 in estab lishm ents em p lo y in g 2 ,5 0 0 w o rk e rs o r m ore,2 U n ite d States ex ce p t A la sk a and H aw aii, M arch 1978) Levels in establishm ents em p lo y in g 2 ,5 0 0 w o rkers o r m ore expressed as percen t o f those in all estab lishm ents com b in e d M o n th ly salaries5 O cc u p a tio n and level1 3 2 T E C H N IC A L E N G IN E E R IN G E N G IN E E R IN G E N G IN E E R IN G E N G IN E E R IN G E N G IN E E R IN G O PERATO RS O PERATO RS OPERATO RS O PERATO RS O PERATO RS O PERATO RS M id d le range6 Mean M edian F irs t q u a rtile T h ird q u a rtile E m p lo y m e n t Mean salaries SUPPO RT T E C H N IC IA N S T E C H N IC IA N S T E C H N IC IA N S T E C H N IC IA N S T E C H N IC IA N S I .................................... I I ................................. III .............................. I V ................................. V .................................... 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 I I .......................................................................... DRAFTERS I I I ....................................................................... COM PUTER COMPUTER COM PUTER CO M PUTER CO M PUTER COM PUTER N u m b er of em p lo yee s4 I .................................................. I I ............................................... III ............................................ I V ............................................... V .................................................. V I ............................................... 1 ,8 6 1 5 ,7 0 9 $960 1 ,0 6 3 * 800 $1 , 0 8 6 1 ,0 3 6 925 1 0 ,7 8 6 1 ,2 0 0 1 ,1 9 6 1 ,0 5 3 1 ,1 8 0 1 ,3 6 9 $ 906 62 61 108 107 102 102 1 6 ,2 6 3 1 ,3 9 1 1 ,3 9 6 1 ,2 7 0 1 ,5 1 2 63 56 1 2 ,5 7 7 1 ,5 7 0 1 ,5 6 6 1 ,6 2 0 1 ,7 1 0 70 101 I , 586 921 5 ,9 2 8 8 ,7 6 1 1 ,0 6 0 967 1 ,0 0 6 773 862 1 ,0 3 5 1 ,1 7 8 30 36 113 111 1 ,2 5 8 1 ,2 6 8 1 ,0 9 1 1 ,6 0 1 32 110 1 1 ,3 9 6 1 ,5 6 6 1 .6 9 1 1 ,3 1 0 1 ,7 0 7 61 110 1 ,2 1 3 799 776 683 882 23 112 2 ,2 1 6 970 1 ,0 2 1 860 1 ,0 5 1 31 112 6 ,0 1 1 5 ,5 0 5 1 , 166 1 ,3 9 2 26 1 ,6 7 7 67 61 113 109 1 ,0 6 0 1 ,0 6 1 917 1 ,2 5 0 1 ,3 6 9 1 ,2 2 0 1 ,0 7 3 1 ,7 3 3 1 ,3 6 1 652 1 ,5 0 6 1 ,6 7 7 1 ,2 1 0 1 ,3 6 1 1 ,6 3 5 1 5 ,0 0 5 1 5 ,6 0 7 867 856 695 1 ,0 0 6 17 120 1 ,0 6 6 1 ,0 3 8 869 1 ,2 1 8 21 116 2 ,3 5 7 616 511 677 8 111 2 ,7 8 2 1 ,9 2 5 552 673 888 881 21 66 113 105 18 29 36 105 99 C LE R IC A L CLERKS, CLERKS, CLERKS, CLERKS, CLERKS, A C C O U N T I N G I .................................................. A C C O U N T I N G 11 ............................................... F ILE I .................................................................. F ILE I I ............................................................... F ILE III ............................................................ 765 KEY EN TRY O PERATO RS I .................................................. 1 1 ,8 0 0 872 KEY ENTRY O PERATO RS I I ............................................... 1 2 ,6 3 6 936 M E S S E N G E R S ............................................................................. S E C R E T A R I E S I ..................................................................... S E C R E T A R IE S I I .................................................................. S E C R E T A R IE S I I I ............................................................... S E C R E T A R I E S I V .................................................................. S E C R E T A R I E S V ..................................................................... S T E N O G R A P H E R S , g e n e r a l ............................................ S T E N O G R A P H E R S , S E N I O R ............................................... T Y P I S T S I ................................................................................ T Y P IS T S I I ............................................................................. 5 ,0 6 8 1 1 ,0 9 0 685 886 2 3 ,7 8 1 976 903 630 687 769 567 785 25 122 111 108 867 750 990 28 108 967 825 1 ,0 9 5 32 1 ,1 9 8 1 ,3 6 7 35 108 31 111 2 9 ,2 7 2 1 ,0 6 6 1 ,0 3 7 915 1 6 ,5 2 6 5 ,3 6 5 1 ,2 0 6 1 ,1 9 0 1 ,3 3 8 1 ,0 6 6 822 109 1 ,3 6 7 856 1 ,1 8 0 1 ,6 9 2 30 112 1 1 ,0 1 5 951 963 695 792 990 1 2 ,8 8 0 1 ,0 8 3 62 67 106 106 9 ,3 2 1 1 0 ,2 8 7 715 826 673 586 652 806 969 23 775 61 110 107 1 F o r scope o f stu d y , see tab le A-1 in a p p en d ix A . 2 Includes data fro m 6 large com p anies th a t p ro v id e c o m p a n y w id e data n o t id e n tifie d b y size o f establishm ent. 3 O cc u p a tio n a l d e fin itio n s appear in a p p en d ix C. 4 O cc u p a tio n a l e m p lo y m e n t estim ates relate to th e to tal in all estab lishm ents w ith in the scope o f the survey and n o t to the n u m b e r a c tu a lly surveyed. F o r fu rth e r e x p la n a tio n , see a p p end ix A . 572 700 1 ,0 6 6 1 ,0 1 7 1 ,0 6 9 861 863 5 Salaries re p orted are standard salaries p aid f o r standard w o rk schedules; i.e., the straight-tim e salary c o rre sp o n d in g to th e e m p lo y ee 's n o rm al w o rk sched ule ex clu d in g overtim e hours. N o n p ro d u c tio n bonuses are e x clu d e d , b u t c o st-o f-liv in g p aym e nts and in ce n tive earn ings are includ ed . 6 T h e m id d le range (in te rq u a rtile ) is the central p art o f the array ex clu d in g th e up p er and lo w e r fo u rth s o f the e m p lo y e e d is trib u tio n . 17 Table 4. Employment distribution by salary: Professional and administrative occupations (Percent d is trib u tio n o f em p lo y ee s in selected p ro fessio nal and a d m in istra tive o cc u p a tio n s b y m o n th ly salary. U n ite d S tates e x ce p t A la sk a and H a w a ii,1 M a rch 1978) A cc o u n ta n ts C h ie f acco un tants A u d it o r s M o n th ly salary II III IV 1 .6 - - - - 1 .2 - - - ~ 3 .7 3 .4 1 .8 3 .6 (0 .9 ) _ ~ - 5 .7 1 .9 6 .6 5 .5 1 .1 .3 2 .3 2 .5 - _ ~ - ~ - - “ 1 0 .6 1 2 .4 1 2 .0 5 .4 5 .3 8 .6 5 .7 9 .6 8 .3 9 .6 4 .5 3 .7 3 .0 3 .1 1 .3 1 UNDER $800 .................................. AND UNDER AND U N D ER AND UNDER AND U N D E R $825 $850 $875 $900 ....................... 2 .2 3 .6 4 .7 2 .0 $900 $925 $950 $975 AND AND AND AND $925 . . . . • • • • • • • • • $950 . . . . $975 . . . . . . . . . . . . . $ 1 , 0 0 0 . . ....................... 5 .0 3 .9 6 .2 6 .4 ••••••••• 1 1 .9 1 2 .3 1 3 .0 9 .7 5 .7 UNDER UNDER UNDER UNDER . . . . . . . . . . . . . . . . • •••••••• • •••••••• ...................... $800 $825 $850 $875 $ 1 ,0 0 0 $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 AND UNDER AND UNDER AND UNDER AND UNDER AND UNDER $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 $ 1 ,2 5 0 $ 1 ,2 5 0 $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 $ 1 ,5 0 0 $ 1 ,5 0 0 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 AND UNDER AND UND ER AND UNDER AND UN D ER AND U ND ER $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 $ 1 ,7 5 0 $ 1 ,8 3 3 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 $ 2 ,0 0 0 $ 2 ,0 0 0 $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 AND UNDER AND UNDER AND UNDER AND UNDER AND UNDER $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 $ 2 ,2 5 0 $ 2 ,2 5 0 $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 AN D UNDER AN 0 UNDER AND UNDER AND UNDER AND UNDER $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 $ 2 ,5 0 0 $ 2 ,5 0 0 $ 2 ,6 0 0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 AND UNDER AND UN D ER AN D UNDER AN D UNDER AND UNDER $ 2 ,6 0 0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 $ 3 ,0 0 0 $ 3 ,0 0 0 $ 3 ,1 0 0 $ 3 ,2 0 0 $ 3 ,3 0 0 $ 3 ,4 0 0 AND UNDER AND UNDER AND UNDER AND UN O ER AND UN D ER $ 3 ,1 0 0 $ 3 ,2 0 0 $ 3 ,3 0 0 $ 3 ,4 0 0 $ 3 ,5 0 0 $ 3 ,5 0 0 $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 AND UNO ER AND UNDER AND UNO ER AND U NO ER AN D U NO ER $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 $ 4 ,0 0 0 $ 4 ,0 0 0 $ 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 AND UNDER A N D U NO ER AND UNDER AN D UNO ER AND UNDER $ 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 $ 4 ,5 0 0 ••••••••• • •••••••• $ 4 ,5 0 0 AND $ 4 ,6 0 0 TUTAL NUM BER AVERAGE OF UNDER .............. ....................... • •••••••• - .............. EM PLO YEES • •••••••• - . . . . . . . . . _ _ (2 .5 ) 1 .2 2 .2 - 4 .9 5 .4 1 0 .0 1 0 .7 1 0 .2 (1 .3 ) 1 .4 1 .9 3 .7 5 .8 _ 8 .4 7 .3 5 .6 5 .9 5 .0 6 .2 8 .4 6 .9 8 .3 8 .9 - - (1 .7 ) 1 .0 2 .0 3 .7 - 3 .6 3 .6 3 .1 5 .6 2 .0 7. 5 7 .0 5 .5 6 .0 3 .8 4 .8 4 .8 7 .2 8 .4 6 .8 (1 .9 ) 1 .1 1 .4 1 .0 1 .1 (0 .7 ) - 3 .6 3 .4 2 .2 2 .5 1 .9 7 .9 8 .2 6 .5 6 .0 5 .7 1 .9 3 .5 2 .5 3 .5 4 .3 1 .3 (2 .3 ) 5 .1 5 .1 2 .8 2 .1 2 .6 5 .7 4 .7 5 .8 6 .1 5 .2 2 .3 1 .4 1 .0 (3 .0 ) 5 .6 6 .4 6 .6 6 .7 3 .7 - - - - - - ••••••••• - ....................... “ - - ••••••••• . . . . . . . . . - - _ _ - - - • •••••••• - - - - II III IV 1 - - - - - - - ~ - - - - - - - - - _ - - * * - - ~ - II IV - - _ - - - (0 .3 ) - - 1 .0 .7 . e 1 .5 5 .7 - - - - 8 .6 5 .2 5 .7 4 .4 7 .4 4 .3 5 .4 6 .6 8 .1 9 .0 _ _ - - - - - * .8 .7 .9 2 .6 (0 .3 ) 4 .2 1 .5 2 .2 1 .9 2 .6 9 .0 7 .9 6 .2 6 .4 6 .8 2 3 4 6 8 .5 .4 .1 .5 .2 1 .2 2 .8 7 .9 3 .5 3 .8 _ - 1 .9 * - - 1 .6 .9 .8 1 .9 1 .5 3 4 2 2 2 7 .0 8 .4 7 .2 7 .6 3 .8 1 .0 1 3 .9 1 3 .3 6 .9 1 0 .9 5 .3 .7 .7 2 .4 .8 _ - - - - - III .6 .2 .8 .8 .0 (3 .0 ) 1 .5 _ - 2 .1 - - _ - - - - - (0 .8 ) - 1 .2 (3 .9 ) - 5 .5 7 .0 2 .9 5 .0 3 .4 3 .7 7 .1 2 .5 8 .9 2 .6 5 .6 7 .4 1 .9 1 0 .1 9 .0 1 .1 2 .7 2 .3 - - - - - - _ - 3 .4 .8 3 .3 1 .3 .9 1 .2 .6 1 .7 2 .3 4 .1 7 .7 4 .8 3 .5 6 .8 2 .3 2 .0 7 .1 1 .4 5 .4 1 .2 .8 1 .2 1 .2 7 .6 6 .2 2 .4 3 .5 .5 7 .5 1 2 .9 7 .9 1 2 .0 9 .5 4 .3 2 .3 8 .2 1 2 .9 2 .2 .2 .6 1 .5 (0 .6 ) 1 .8 4 .5 3 .2 2 .1 3 .6 5 .5 7 .8 1 2 .5 8 .2 4 .7 2 .3 3 .5 8 .2 3 .1 .4 - - 7 .9 4 .9 4 .4 2 .3 1 .9 - - — - .8 1 .4 (1 .1 ) — - - - - - - - - - - 1 .6 .8 .4 - - - - - _ - - ~ - - (2 .0 ) - - - _ - - - - - _ - - - - - - - - - - - - - - - - 1 .6 .7 .5 .5 2 .9 _ _ - - - - _ - _ _ - - - - - - - - - - - - ................. - - 4 .1 ( 0 .2 ) - 6 .3 1 .6 3 .9 - .......... - - - - - - - - - 1 .2 ••••••••• - - - - - - - - - ....................... • •••••• • •••••••• ....................... - .......... ....................... • •••••••• .......... .......... — * * 1 0 0 .0 - 1 0 0 .0 - - .4 1 0 0 .0 1 0 0 .0 9 ,6 5 8 1 7 ,1 5 6 3 1 ,9 8 9 2 0 ,2 8 7 7 ,3 5 1 1 ,5 8 9 2 ,8 3 7 4 ,9 4 7 3 ,1 8 4 836 1 ,0 8 0 560 256 $ 1 ,0 6 5 $ 1 ,3 0 6 $ 1 ,5 1 0 $ 1 ,8 3 6 $ 2 ,2 7 5 $ 1 , 104 $ 1 ,3 0 8 $ 1 ,5 6 3 $ 1 ,9 2 4 $ 1 ,9 6 3 $ 2 ,3 1 4 $ 2 ,8 4 7 $ 3 ,3 2 5 18 1 0 0 .0 * 1 0 0 .0 See fo o tn o te s at end o f table. 1 * - . . . . SALARY - ................................. ....................... M O N THLY 3 .3 3 .4 1 .7 (3 .3 ) V 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 Table 4. Employment distribution by salary: Professional and administrative occupations— Continued (Percent d is trib u tio n o f e m p lo yee s in selected pro fessio nal and a d m in istra tive o cc u p a tio n s b y m o n th ly salary, U n ite d S tates e x ce p t A la sk a and H a w a ii,1 M a rch 1978) A tto rn e y s M o n th ly salary II III IV V 3 .4 - - - - - 1 $975 AND UNDER $ 1 ,0 0 0 VI $ 1 ,0 0 0 $ 1 , C 50 $ 1 , 100 $ 1 ,1 5 0 $ 1 ,2 0 0 AND AN D AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 $ 1 , 2 50 1. 7 2 .7 - - - - - 1 3 .0 5 .2 _ _ - - - - - - $ 1 ,2 5 0 $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 AND $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,9 0 0 $ 1 ,4 5 0 $ 1 ,5 0 0 2 .2 9 .1 4 .9 6 .3 7 .1 .3 1 .3 1 .7 2 .2 7 .0 - - AND AND AND UNDER UNDER UNDER UNDER UNDER 1 .7 * $ 1 ,5 0 0 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 6 .2 7 .9 3 .9 5 .7 1 .5 8 .2 5 .4 4 .7 7 .2 7 .5 .1 .8 1 .2 2 .4 .8 - $ 1 ,7 5 0 $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 $ 2 ,0 0 0 2 .0 1 .4 8 .3 2 .7 9 .0 8 .8 4 .7 3 .6 6 .4 1 .4 3 .5 5 .3 2 .5 3 .3 - (1 .2 ) 1 .1 $ 2 , OoO $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 $ 2 ,2 5 0 1 .0 2 .3 1 0 .9 ) - 2 .5 4 .2 3 .3 4 .6 1 .0 4 .4 3 .8 4 .9 3 .4 5 .7 .8 1 .0 .6 2 .3 2 .0 $ 2 ,2 5 0 $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 $ 2 ,5 0 0 • - .4 2 .5 (3 .6 ) - 5 .9 5 .5 3 .5 5 .6 5 .6 2 .6 2 .2 3 .6 6 .9 6 .4 (1 .2 ) $ 2 ,5 0 0 $ 2 ,6 J0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 AND AND AND AND AND UN0ER UNDER UNDER UNDER UNDER $ 2 ,6 0 0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 $ 3 ,0 0 0 _ _ - - 4 .8 7 .3 4 .9 3 .9 1 .6 8 .1 7 .7 8. 8 6 .6 7 .2 1 .0 2 .9 1 .3 3 .0 8 .2 1 .2 .3 .8 .8 $ 3 ,0 0 0 $ 3 ,1 0 0 $ 3 ,2 0 0 $ 3 ,3 0 0 AND AND AND AND UNDER UNDER UNDER UNDER $ 3 ,1 0 0 $ 3 ,2 0 0 $ 3 ,3 0 0 $ 3 ,4 0 0 .6 .7 .2 .0 6 .9 4 .5 6 .3 1 0 .2 .3 .8 2 .0 .9 $ 3 ,4 0 0 AN O UNDER $ 3 ,5 0 0 $ 3 ,5 0 0 $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 $ 4 ,0 0 0 $ 4 ,0 0 0 $ 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 $ 4 ,5 0 0 $ 4 ,5 0 0 $ 4 ,6 0 0 $ 4 ,7 0 0 $ 4 ,8 0 0 $ 4 ,9 0 0 AND AND AND AND ANO UNDER UNDER UNDER UNDER U NO ER $ 4 ,6 0 0 $ 4 ,7 0 0 $ 4 ,8 0 0 $ 4 ,9 0 0 $ 5 ,0 0 0 $ 5 ,0 0 0 $5, 100 $ 5 ,2 0 0 $ 5 ,3 0 0 $ 5 ,4 0 0 AND AND AND AND AND UNDER UNDER UNDER U NO ER UNDER $ 5 ,1 0 0 $ 5 ,2 0 0 $ 5 ,3 0 0 $ 5 ,4 0 0 $ 5 ,5 0 0 $ 5 ,5 0 0 $ 5 ,6 0 0 $ 5 ,7 0 0 $ 5 ,8 0 0 $ 5 ,9 0 0 ANO ANO AND ANO AND UNDER UNO ER UNDER UNDER UNDER $ 5 ,6 0 0 $ 5 ,7 0 0 $ 5 ,8 0 0 $ 5 ,9 0 0 $ 6 ,0 0 0 $ 6 ,0 0 0 AN D O V E R ................. . and NUMBER OF - - - - “ _ - 2 .1 2 .0 1 .6 (0 .7 ) - - - - - - - - - 7 4 3 4 “ " - - - - - — - - - - - 4 .1 6 .0 4 .7 _ _ _ - - - - - 2 .0 1 .5 1 .1 (2 .7 ) - 5 .2 7 .4 8 .6 4 .0 6 .3 2 .5 4 .5 1 .9 2 .8 5 .1 _ _ 3 .2 5 .4 1 .0 1 .6 1 .4 1 6 .8 2 .5 2 .8 4 .2 1 3 .1 - _ - - - - - - - - - _ _ _ _ _ _ - - - - - - _ — - - - : J, _ - - - - - - - * - .2 - - - - - 2 .3 - — - .8 .5 1 .0 1 2 .3 ) 3 .1 2 .0 8 .1 1 .2 2 .5 - 1 .4 1 .4 1 .4 1 .4 1 .9 _ - - — — — - " 1 0 0 .0 1 0 0 .0 1 0 0 .0 - 1 0 0 .0 .8 1 .9 2 .0 1 0 0 .0 .. 1 ,4 9 8 2 ,5 4 8 2 ,8 8 3 2 ,7 2 4 1 ,8 6 2 642 SALARY $ 1 ,4 7 4 $ 1 ,8 0 9 $ 2 ,3 1 1 $ 2 ,7 9 6 $ 3 ,5 2 7 $ 4 ,3 1 7 EM PLO YEES M O N TH LY - _ 1 0 0 .0 TOTAL AVERAGE - * See fo o tn o te s at end o f table. 19 Table 4. Employment distribution by salary: Professional and administrative occupations— Continued (Percent d is trib u tio n o f em p lo yee s in selected pro fessio nal and a d m in istra tive o cc u p a tio n s by m o n th ly salary, U n ite d States e x ce p t A la sk a and H a w a ii,1 M arch 1978) B uyers M o n th ly salary i II III IV UNDER $ 7 2 $ 7 2 5 AND $ 7 5 0 AND $ 7 7 5 AND 5 .......................................................... U N D E R $ 7 5 0 .................................. U N D E R $ 7 7 5 .................................. U N D E R $ 8 0 0 ................................. 1 .2 1 .0 1 .5 2 .8 _ - ~ - * ~ $800 $825 $850 $875 AND AND AND AND UNDER UNDER UNDER UNDER $825 $850 $875 $900 .................................. .................................. .................................. .................................. 1 .9 3 .9 5 .8 6 .5 - - $900 $925 $950 $975 AND AND ANU AND UNDER UNDER UNDER UNDER $ 9 2 5 .................................. $ 9 5 0 .................................. $ 9 7 5 .................................. $ 1 , 0 0 0 ............................ 5 .2 2 .6 5 .6 5 .7 - - “ - - (2 .8 ) 1 .1 1. 1 ~ ( 1 .8 ) 1 .1 3. 1 - “ ~ ~ - $ 1 ,0 0 0 $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 $ 1 ,2 5 0 ....................... ....................... ....................... ....................... ....................... 1 0 .5 7 .9 8 .9 5 .6 6 .3 2 .6 9 .0 6 .9 7 .8 9 .6 $ 1 ,2 5 0 $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 $ 1 ,5 0 0 ....................... ....................... ....................... ....................... ....................... 2 .3 3 .7 3 .2 1 .5 2 .8 9 .5 1 0 .5 7 .3 7 .1 6 .5 3 .9 9 .5 9 .9 6 .0 8 .3 ( 1 .7 ) 1 .0 2 .8 $ 1 ,5 0 0 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 AND AND AND AN0 AND UNDER UNDER UNDER UNDER UNDER $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 ....................... ....................... ....................... ....................... ....................... 1 .3 1 .0 (2 .9 ) - 5 .6 9 .7 2 .9 2 .1 2 .1 8 .0 7 .2 9 .0 6 .6 6 .8 2 .8 2 .8 9 .2 9 .9 5 .7 $ 1 ,7 5 0 $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 $ 2 ,0 0 0 ....................... ....................... ....................... ....................... ....................... - 1 .7 (9 .9 ) - 5 .2 5 .9 3 .2 2 .9 3 .1 6 .5 6 .1 7 .3 6 .2 5 .1 $ 2 ,0 3 0 $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 AND U N D ER AND UNDER AND U N 0ER AND UNDER AND UNDER $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 $ 2 ,2 5 0 ....................... ....................... ....................... ....................... ....................... - - ~ ~ 1 .9 1 .6 1 .7 1 .0 1 .0 3 .7 5 .6 9 .2 9 .5 9 .5 $ 2 ,2 5 0 $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,9 0 0 $ 2 ,9 5 0 AND UNDER AND UNDER AND UNDER AND UNDER AN 0 UNDER $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,9 0 0 $ 2 ,9 5 0 $ 2 ,5 0 0 ....................... - - (2 .7 ) 2 .8 .......................... - - ....................... - - 2 .6 2 .9 $ 2 ,5 0 0 AND OF .......................... “ “ .................................................. - - .......................................................... EM PLO YEES M O N THLY .................................. SALAR Y . . . . . . . . . . - 1 .6 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 00 .0 5 ,3 9 5 1 9 ,9 7 2 1 5 ,2 8 9 9 ,5 9 9 $ 1 ,0 7 9 $ 1 ,3 5 0 $ 1 ,6 3 2 $ 1 ,9 8 8 See fo o tn o te s a t end o f table. 2 .3 CO NUM BER AVERAGE .......................... CO TOTAL OVER ~ - 20 Table 4. Employment distribution by salary: Professional and administrative occupationsContinued (Percent d is trib u tio n o f em p lo yee s in selected professional and a d m in istra tive o cc u p a tio n s b y m o n th ly salary, U n ite d States e x ce p t A la sk a and H a w a ii,1 M arch 1978) D ire c to rs o f personnel J o b analysts M o n th ly salary UNDER $900 $925 $950 $975 $900 AND AND AND AND UNDER UNDER UNDER UNDER $925 $950 $975 $ 1 ,0 0 .................................. .................................. .................................. 0 ............................ II - - - - _ - - - - IV 1 .2 - 1 .5 3 .8 4 .7 1 1 .5 _ ( 1 .4 ) 1 .6 - - _ - _ - - - - $ 1 ,0 0 0 $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 $ 1 ,2 5 0 ....................... ....................... ....................... ....................... ....................... 8 .3 1 5 .9 1 4 .5 5 .0 7 .7 .7 3 .0 $ 1 ,2 5 0 $ 1 ,3 0 0 $ 1 ,3 5 3 $ 1, 400 $ 1 ,4 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 $ 1 ,5 0 0 ....................... ....................... ....................... ....................... ....................... 6 .2 2 .9 2 .1 2 .9 2 .1 6 .6 6 .4 1 2 .8 1 0 .8 6 .3 $ 1 , 500 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 AND AND AND AN O AND UNDER UNDER UNDER UNDER UNDER $ 1 ,5 5 0 $1 , 6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 ....................... ....................... ....................... ....................... ....................... 3. 5 .6 1 .8 .9 .6 7 .5 8 .0 4 .0 4 .3 6 .8 $ 1 ,7 5 0 $ 1 ,8 0 3 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 AND AN O AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 $ 2 ,0 0 0 ....................... ....................... ....................... ....................... ....................... 1 .2 (1 .2 ) - 3 .3 3 .3 3 .3 2 .1 1 .6 $ 2 ,0 0 0 $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 $ 2 ,2 5 0 ....................... ....................... ....................... ....................... ....................... - - $ 2 ,2 5 0 $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 AND AN D AND AND AND UNDER UNDER UNDER UNDER UNDER $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 $ 2 ,5 0 0 ....................... ....................... ...................... ....................... ....................... _ _ - - $ 2 ,5 0 0 $ 2 ,6 0 0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 AN D U N D E R AND UNDER AND U N D E R AND UNDER AND U N D ER $ 2 ,6 0 0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 $ 3 ,0 0 0 ....................... ....................... ....................... ....................... ....................... - _ - - $ 3 ,0 0 0 $ 3 ,1 0 0 $ 3 ,2 0 0 $ 3 ,3 0 0 $ 3 ,4 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 3 ,1 0 0 $ 3 ,2 0 0 $ 3 ,3 0 0 $ 3 ,4 0 0 $ 3 ,5 0 0 ....................... ....................... ....................... ....................... ....................... $ 3 ,5 0 0 $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 $ 4 ,0 0 0 ....................... ....................... ....................... ....................... ....................... - - - - - * * $ 4 ,0 0 0 $ 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 AND AND AND AND AND UNDER UNDER UNDER U NO ER UNDER * 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 $ 4 ,5 0 0 ....................... ....................... ....................... ....................... ....................... _ _ _ - - - _ - - - - - $ 4 ,5 0 0 $ 4 ,6 0 0 AND AND UNDER OVER $ 4 ,6 0 0 ....................... _ - _ _ - * ” * TOTAL NUM BER AVERAGE OF _ - EM PLO YEES M O NTHLY .................................. SALARY ......................... .3 .9 - _ .3 1 .0 1 .9 1 1 .9 ) - - - - - - 1 .1 1 .9 - 5 .2 6 .0 .6 3 .3 1 0 .0 8 .6 3 .2 1 3 .8 5 .9 2 .3 .5 - - - 3 .2 2 .4 3 .3 - - 6 .7 7 .9 1 0 .2 5 .0 3 .8 3 .9 3 .4 3 .2 5 .1 5 .8 3 .1 2 .1 1 .5 8 .4 9 .7 (0 .1 ) 2 .2 .2 .9 2 .6 _ 7 .5 3 .8 5 .2 4 .8 1 .9 1 .9 9 .7 6 .3 .7 .1 7 .7 6 .4 3 .5 4 .3 2 .6 _ - 1 .8 .9 2 .2 4 .7 - 2 .3 2 .5 .8 .8 .6 .6 1 .0 - 2 .7 4 .9 7 .0 1 .4 3 .2 1 0 .3 3 .1 4 .2 2 .7 7 .6 2 .3 1 .5 .2 2 .1 (0 .4 ) - 3 .2 3 .4 4 .5 1 .5 2 .3 6 .6 7 .3 7 .4 6 .0 6 .7 3 .1 4 .5 1 .7 3 .1 3 .6 2 .0 2 .7 3 .8 3 .5 9 .8 8 .4 5 .9 1 4 .7 5 .2 .6 2 .6 .6 1 .9 (1 .1 ) 7 .7 4 .9 3. 1 3 .1 4 .2 - 2 .8 4 .9 2. 1 2 .1 .7 .2 .1 - * - - - - - - - - - * - .7 .5 1 .0 .2 1 .2 - (0 .4 ) - - - - 1 0 0 .0 * - - - . - - 1 0 0 .0 - - * 1 0 0 .0 1 0 0 .0 - * - 1 0 0 .0 - (0 .3 ) 3 .1 1 .4 - 2 .1 .7 1 0 0 .0 339 576 521 937 1 ,8 7 9 895 286 $ 1 ,1 7 0 $ 1 ,5 2 9 $ 1 ,8 8 5 $ 1 ,7 3 6 $ 2 ,1 8 7 $ 2 ,6 8 3 $ 3 ,4 0 3 See footnotes at end of table. .9 7 .3 IV 4 .9 .1 1 .0 2 .9 4 .5 (2 .5 ) 1 .0 .6 3 .3 - 1 0 0 .0 III i III II 21 Table 4. Employment distribution by salary: Professional and administrative occupations— Continued (Percent d is trib u tio n o f em p lo yee s in selected p ro fessio n al and a d m in istra tive o cc u p a tio n s b y m o n th ly salary, U n ite d States e x ce p t A la sk a and H a w a ii,1 M a rch 1978) C he m ists M o n th ly salary 1 II III IV V $725 $750 $775 AND UNDER AND UNDER AND U N D ER $750 $775 $800 .................................. .................................. .................................. 1 .1 .5 2 .2 $800 $825 $850 $875 AN 0 UNDER AND U N D E R AND UNDER AND U N O ER $825 $850 $875 $900 .................................. .................................. .................................. .................................. 2 .4 3 .2 5 .1 2 .0 $900 $925 $950 $975 AND AND AND AND $925 $950 $975 $ 1 ,0 0 .................................. .................................. .................................. 0 ............................ 4 .1 2 .4 3 .1 3 .8 (1 .6 ) 1 .8 1 .7 8 .6 6 .5 7 .8 1 0 .3 9. 1 4 .9 3 .8 3 .5 9 .4 6 .7 7 .4 1 0 .0 8 .3 7 .9 6 .9 3 .5 3 .9 5 .1 5 .6 7 .8 (2 .1 ) 1 .2 5 .6 4 .3 3 .* 3 .4 3 .5 8 .6 8 .6 8 .9 7 .5 7 .0 1 .6 3 .1 3 .0 4 .6 5 .6 1 .6 1 .9 (2 .4 ) - 5 .3 4 .6 4 .2 3 .3 3 .0 1 .6 1 .7 1 .2 (2 .7 ) UNDER UNDER UNDER UNDER - - - - - - _ - - - - - - - - - - - _ _ _ - _ _ AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 , 0 5 0 ....................... $ 1 , 1 0 0 ....................... $ 1 , 1 5 0 ....................... $ 1 , 2 0 0 ....................... $ 1 , 2 5 0 ....................... $ 1 ,2 5 0 $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 $ 1 ,5 0 0 ....................... ....................... ....................... ....................... ....................... 7 .6 6 .6 4 .0 3. 1 4. 7 $ 1 ,5 0 0 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 ANO UNDER AND UNDER AND UNDER AN D UNDER ANO UN D ER $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 ....................... ....................... ....................... ....................... ....................... (2 .0 ) - $ 1 ,7 5 0 $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 ANO UNDER AND UNDER AND UNDER AND UNDER AND UNDER $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 $ 2 ,0 0 0 ....................... ....................... ....................... ....................... ....................... $ 2 ,0 0 0 $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 AND AND AND AND AND UNDER UNDER U NO ER UNDER UNDER $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 $ 2 ,2 5 0 ....................... ....................... ....................... ....................... ....................... - - - - $ 2 ,2 5 0 $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 AND AND AND AND AND U NO ER UNDER UNDER UNDER UNDER $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 $ 2 ,5 0 0 ....................... ....................... ....................... .................... .. ....................... _ - - - - - - - - - - - * - - (0 .5 ) 1 .6 2 .3 1 .4 - $ 2 ,5 0 0 $ 2 ,6 0 0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 AND AND AND AND AND UNDER UNO ER UNDER UNDER UNDER $ 2 ,6 0 0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 $ 3 ,0 0 0 ....................... ....................... ....................... ....................... ....................... - $ 3 ,0 0 0 $ 3 ,1 0 0 $ 3 ,2 0 0 $ 3 ,3 0 0 $ 3 ,4 3 0 AND ANO AND AND ANO UNDER U NO ER UNDER UNDER UNDER $ 3 ,1 0 0 $ 3 ,2 0 0 $ 3 ,3 0 0 $ 3 ,4 0 0 $ 3 ,5 0 0 ....................... ....................... ....................... ....................... ....................... - - - * $ 3 ,5 0 0 $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 AND AND AND AND AND UNDER UNO ER UNDER UNDER UNDER $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 $ 4 ,0 0 0 ....................... ....................... ....................... ....................... ....................... - - - - - - “ $ 4 ,0 0 0 $ 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 AND AND AND AND AND U NO ER UNDER UNDER UNDER UNDER $ 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 $ 4 ,5 0 0 ....................... - - .......................... - $ 4 ,5 0 0 $ 4 ,6 0 0 $ 4 ,7 0 0 $ 4 ,8 0 0 $ 4 ,9 0 0 AND UNDER AND UNDER AND UNDER AN D UNDER AND U N D E R $ 4 ,6 0 0 $ 4 ,7 0 0 $ 4 ,8 0 0 $ 4 ,9 0 0 $ 5 ,0 0 0 .......................... - - .......................... - - $ 5 ,0 0 0 $ 5 ,1 0 0 $ 5 ,2 0 0 $ 5 ,3 0 0 $ 5 ,4 0 0 AND UNDER AND UND ER AND UNDER AND UNDER ANO U N D ER $ 5 ,1 0 0 $ 5 ,2 0 0 $ 5 ,3 0 0 $ 5 ,4 0 0 $ 5 ,5 0 0 $ 5 ,5 0 0 $ 5 ,6 0 0 AND ANO U N D E R $ 5 , 6 0 0 .......................... O V E R ................................................... TOTAL .................................................................. NUMBER AVERAGE OF EM PLO YEES M O N TH LY - - _ - - - - - _ - - _ - - _ - - - - - - - - 6 .1 8 .1 7 .3 3 .0 9 .0 (3 .3 ) 1 .2 2 .0 1 .8 3 .7 _ _ _ - - - - - 5 .4 6 .6 4 .4 6 .0 3 .2 4 .0 4 .7 5 .8 4 .6 6 .4 • _ _ (2 .4 ) 1 .0 1 .6 1 .5 _- - - - 2 .9 3 .4 1 .9 1 .4 1 .6 6 .6 5 .2 5 .3 5 .1 7 .4 3 .4 2 .7 2 .8 4 .2 5 .1 2 .2 1 1 .4 ) - 9 .4 7 .1 5 .5 3 .8 2 .9 1 2 .4 1 1 .3 1 1 .8 8 .1 7 .9 4 .4 5 .2 4 .7 3 .6 1 7 .6 (0 .5 ) 1 .0 1 .4 1 .2 (1 .5 ) - 4 .4 5 .9 5 .3 2 .0 1 .9 1 1 .2 6 .1 4 .5 7 .6 6 .3 1 .3 1 .8 1 0 .3 2 .0 1 2 .5 1 .3 1 .1 (2 .0 ) - 4 .9 3 .4 3 .4 3 .3 1 .6 1 0 .3 2 .5 5 .5 5 .5 1 .8 1 .1 1 .0 1 .0 .9 9 .8 4 .0 1 0 .5 3 .0 4 .0 _ - - - - - - - - - - - - ~ - - - - _ (0 .7 ) 1 .0 1 .2 .4 - - - - - •“ - - - - - - - 1 .3 (2 .9 ) - - - - - - - - - - - - - — - - 1 .3 “ * 1 .5 .7 * - “ - .......................... - - - - .......................... - - - - - - - * - - “ “ - - - * “ 1 0 0 .0 - - - - - 1 0 0 .0 — - 1 0 0 .0 - 1 0 0 .0 1 0 0 .0 1 0 0 .0 3 .0 .8 2 .8 .5 1 .3 1 .3 1 .3 .3 .3 1 0 0 .0 2 ,45$ 4 ,1 3 5 8 ,6 3 8 9 ,8 8 7 7 ,5 8 3 3 ,5 3 9 1 ,2 2 3 400 $ 1 ,1 2 4 $ 1 ,3 6 1 $ 1 ,6 2 1 $ 1 ,9 6 1 $ 2 ,3 7 5 $ 2 ,7 5 9 $3 ,2 4 4 $ 3 ,9 3 0 See f o o tn o te s at end o f table. _ - - ............................. - - “ 1 0 0 .0 _ - - .......................... - _ - - - .......................... _ - .......................... .......................... - - - ” .......................... - - - “ .......................... - - - - - - - _ .......................... .......................... ~ - - - - ~ .......................... ....................................... SALARY - - - V III V II - $ 1 ,0 0 0 $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 - VI 22 Table 4. Employment distribution by salary: Professional and administrative occupations— Continued (Percent d is trib u tio n o f e m p lo yee s in selected pro fessio nal and a d m in istra tive o cc u p a tio n s b y m o n th ly salary. U n ite d States e x ce p t A la sk a and H a w a ii,' M arch 1978) 1 UNDEK S i. 000 ... II III IV V VI V II V III 1 .0 - - - - - - - S I , 000 S i , 050 $ 1 ,1 0 0 S I , 150 S I ,200 AN0 AND AND AND AND U NO ER UNDER UNDER UNDER U N O ER $1 , 0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $1 , 2 0 C $ 1 ,2 5 0 ....................... ....................... ....................... ....................... ....................... 1 .8 2 .6 4. 1 8 .0 1 3 .7 - - - ( 1 .4 1 1 .7 3 .0 4 .0 - - - — - - (1 .3 ) * S I ,250 S I , 300 S I ,350 $ 1 ,4 0 0 $ 1 ,4 5 0 AND AND AND AND AND UNO ER UNDER UNDER UNO ER UNDER $1 , 3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 $ 1 ,5 0 0 ....................... ....................... ....................... ....................... ....................... 1 3 .3 1 3 .2 1 2 .3 9 .5 7 .9 6 .4 9 .0 1 2 .0 1 2 .0 1 1 .3 1 .8 2 .6 4 .1 5 .6 6 .9 - - - - * (2 .4 ) $ 1 ,5 0 0 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 AND AND AN0 AND AND UNDER U NO ER UNDER UNO ER UNO ER $ 1 ,5 5 0 $ 1 ,6 0 0 $1 , 6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 ....................... ....................... ....................... ....................... ....................... 5 .3 3 .7 1 .8 (1 .9 ) 9 .3 8 .0 6 .8 5 .2 3 .8 8 .1 8 .5 8 .4 8 .2 7 .7 1 .5 , 2 .4 3 .2 4 .3 5 .2 - $ 1 ,7 5 0 $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 AND AN0 AND AND AND UNDER UNDER U NO ER UNDER UNDER $ 1 ,8 0 0 $ 1 ,8 50 $ 1 ,9 0 0 $ 1 ,9 5 0 $ 2 ,0 0 0 ....................... ....................... ....................... ....................... ....................... - 2 .3 1 .7 (2 .2 ) 6 .9 6 .7 5 .0 4 .4 3 .8 5 .6 6 .7 6 .5 7 .1 7 .2 (3 .1 ) 1 .9 2 .0 3 .0 3 .4 - $ 2 ,0 0 0 $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 AND UNDER AND U N O E R AND UNDER AND UN D ER AND UNDER $ 2 ,0 5 0 $ 2 ,1 0 0 $ 2 ,1 5 0 $ 2 ,2 0 0 $ 2 ,2 5 0 ....................... ....................... ....................... ....................... ....................... 3 .1 2 .6 1 .6 1 .1 (1 .7 ) 6 .8 6 .5 5 .5 5 .2 5 .1 4 .3 4 .9 5 .5 6 .6 6 .7 $ 2 ,2 5 0 $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 AND U N O ER AND UNDER AND UNDER AND UN O ER AND U NO ER $ 2 ,3 0 0 $ 2 ,3 5 0 $ 2 ,4 0 0 $ 2 ,4 5 0 $ 2 ,5 0 0 ....................... ....................... ....................... ....................... ....................... - - 3 .8 3 .3 2 .9 2 .3 1 .9 $ 2 ,5 0 0 $ 2 ,6 0 0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 AND AND AN O AND ANO UNO ER UNDER UNDER U NO ER UNDER $ 2 ,6 0 0 $ 2 ,7 0 0 $ 2 ,8 0 0 $ 2 ,9 0 0 $ 3 ,0 0 0 ....................... ....................... ....................... ....................... ....................... _ - - - ~ - 2 .9 (1 .6 ) - $ 3 ,0 0 0 AND UNDER $ 3 ,1 0 0 ....................... - - - $ 3 ,1 0 0 $ 3 ,2 0 0 $ 3 ,3 0 0 $ 3 ,4 0 0 AND AND AND AND UNDER UNDER U NO ER UNDER $ 3 ,2 0 0 $ 3 ,3 0 0 $ 3 ,4 0 0 $ 3 ,5 0 0 ....................... ....................... ....................... ....................... - - - - - - * * * $ 3 ,5 0 0 $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 AN O AND AND AND AND UNDER UNDER U NO ER UNDER UNOER $ 3 ,6 0 0 $ 3 ,7 0 0 $ 3 ,8 0 0 $ 3 ,9 0 0 $ 4 ,0 0 0 ....................... ....................... ....................... ....................... ....................... - - - - - - - — - - $ 4 ,0 0 0 $ 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 AND AND AND AND AND UNOER UNOER UNO ER UNDER UNDER $ 4 ,1 0 0 $ 4 ,2 0 0 $ 4 ,3 0 0 $ 4 ,4 0 0 $ 4 ,5 0 0 ....................... ....................... ....................... ....................... ....................... $ 4 ,5 0 0 $ 4 ,6 0 0 $ 4 ,7 0 0 $ 4 ,8 0 0 $ 4 ,9 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 4 ,6 0 0 $ 4 ,7 0 0 $ 4 ,3 0 0 $ 4 ,9 0 0 $ 5 ,0 0 0 ...................... ...................... ....................... ....................... ....................... $ 5 ,0 0 0 AND OVER AVERAGE OF - - - - * - - * - - * - - * * - - - - ~ - “ - - — — (2 .9 ) 1 .4 1 .5 2 .1 2 .2 - - * * 6 .4 6 .6 6 .4 5 .5 5 .3 3 .0 3 .9 4 .2 5 .3 5 .5 (2 .0 ) 1 .1 •9 1 .3 2 .2 ( C . 7) 8 .9 6 .8 5 .1 3 .0 2 .2 1 1 .3 1 1 .6 1 0 .3 8 .7 7 .1 4 .2 6 .1 9 .8 9 .7 1 1 .4 1 .0 5 .5 1 1 .0 5 .9 (1 .3 ) - 3 .8 3 .4 9 .0 8 .8 5 .6 4 .6 5 .6 8 .6 1 0 .7 8 .1 (2 .6 ) - 3 .1 3 .2 1 .7 1 .2 (3 .2 ) 9 .0 8 .0 6 .4 4 .6 3 .0 - - - - - - 4 .3 2 .3 1 .1 •9 1 .5 ~ 2 .1 1 .7 * - * - - - - - - - - - * - - * - _ _ _ _ _ _ - - - - - - - “ - - - - - - _ EM PLO YEES M O N TH LY - * TOTAL NUM BER - - 1 .1 1 .5 3 .6 3 .9 4 .2 1 .1 .9 .4 .3 .7 1 .8 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 .................................. 1 6 ,6 3 3 3 2 ,0 4 3 8 1 ,4 9 5 1 1 3 ,5 0 9 8 1 ,5 2 0 3 9 ,2 5 4 1 3 ,6 7 2 3 ,6 8 5 ......................... 4 1 ,3 2 7 $ 1 ,4 6 4 $ 1 ,6 8 3 $ 1 ,9 9 8 $ 2 ,3 3 3 $2 ,6 8 9 $ 3 ,0 4 3 $3 ,5 0 9 SALAR Y these interva ls have been accu m u late d and are show n in the interval above o r b e lo w the e x tre m e interval c o n ta in in g at least 1 p ercent. T h e percentages representing these em p lo yee s are sho w n in parentheses. Because o f ro u n d in g , sum s o f in d iv id u a l item s m ay n o t equal 100. 1 F o r scope o f stu d y , see tab le A-1 in a p p en d ix A . N O T E : T o avo id sho w ing sm all p ro p o rtio n s o f em p lo yee s scattered at o r near the extrem es o f the d is trib u tio n s f o r som e o ccu p atio n s. T h e percentages o f e m p lo yee s in - - 23 Table 5. Employment distribution by salary: Technical support occupations (Percent d is trib u tio n o f em p lo yee s in selected tech n ica l su p p o rt o cc u p a tio n s by m o n th ly salary, U n ite d States ex ce p t A la sk a and H a w a ii,1 M arch 1978) Engineering technicians M o n th ly salary i U N D E R $ 5 2 5 .......................................................... $ 5 2 5 A N D U N D E R $ 5 5 0 .................................. $ 5 5 0 A N D U N D E R $ 5 7 5 .................................. $ 5 7 5 A N D U N D E R $ 6 0 0 .................................. - II III - - (0 .7 ) IV V ~ - - - - " - D raftertracers D ra fte rs 1 II III - - - 2 .5 1 .4 3 .5 2 .2 (0 .7 ) 5 .0 2 .9 9. 1 5 .9 1. 1 .9 2 .7 2 .1 - - * ~ $600 $625 $650 $675 AND AND AND AND UNDER UNDER UNDER UNDER $625 $650 $675 $700 .................................. .................................. .................................. .................................. 1 .5 1 .7 2 .1 4 .9 “ * $700 $725 $750 $775 AND AND AND AND UNDER UNDER UNDER UNDER $725 $750 $775 $800 .................................. ................................. .................................. .................................. 3 .8 7 .6 5 .7 8 .7 (1 .9 ) 1 .5 3 .0 3 .8 - - - 5 .5 6 .4 3 .6 5 .2 2 .9 3 .4 5 .0 6 .3 (1 .4 ) 1 .0 1 .5 - $800 $825 $850 $875 AN D AND AND AND UNDER UNDER UNDER UNDER $825 $850 $875 $900 .................................. .................................. .................................. .................................. 9 .3 7 .3 8 .7 4 .8 3 .7 6 .2 6 .6 5 .2 (0 .9 ) 1 .8 2 .0 2 .5 - - - - 1 .6 2 .3 4 .5 2 .1 6 .1 5 .9 6 .2 6 .0 .8 1 .6 2 .7 2 .8 * — $900 $925 $950 $975 AND AND AND AND UNDER UNDER UNDER UNDER $ 9 2 5 .................................. $ 9 5 0 .................................. $ 9 7 5 .................................. $ 1 , 0 0 0 ............................ 5 .6 3 .4 3 .5 3 .8 8 .5 5 .0 6 .4 5 .8 2 .6 3 .0 3 .6 5 .0 (1 .5 ) 1. 1 - 5 .8 1 .7 5 .9 7 .8 6 .9 5 .4 4 .7 3 .9 3 .1 3 .2 4 .9 4 .5 (3 .0 ) 1 .4 1 0 .7 9 .2 5 .6 4 .0 3 .9 8 .4 9 .8 8 .0 9 .3 9 .4 1 .6 3 .0 7 .1 6 .5 8 .1 - 5 .6 4 .2 1 .6 .9 1 .3 6 .1 5 .5 2 .9 4 .8 2 .4 9 .1 9 .9 1 0 .8 7 .6 6*4 2. 6 4 .4 5 .6 6 .0 7 .9 2 .7 2 .1 1 .0 1 .4 1 .0 8 .3 6 .0 7 .6 3 .7 2 .7 9 .4 1 1 .7 1 0 .6 9 .7 7 .6 3 .3 5 .6 8 .4 7 .8 1 1 .3 (1 .7 ) * 1 .8 1 .7 1 .2 1 .3 ( 2 . 1) 5 .3 5 .3 4 .8 3 .9 2 .7 7 .0 8 .2 8 .1 5 .9 8 .1 (0 .8 ) - 1 .4 1 .2 .7 1 .1 (0 .8 ) 6 .5 5 .3 4 .6 2 .1 1 .2 7 .3 8 .6 8 .8 8 .8 6 .1 - - ~ - 2 .6 1 .4 (2 .7 ) ~ 6 .0 5 .0 3 .7 3 .7 2 .4 - (2 .6 ) - - - - “ 4 .7 3 .8 2 .5 2 .5 1 .7 1 .8 1 .1 1 .1 1 .2 1 .0 - 2 .4 - $ 1 ,0 0 0 $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 $ 1 ,2 5 0 ....................... ....................... ....................... ....................... ....................... 3 .0 2 .6 2 .1 3 .2 1 .8 $ 1 ,2 5 0 $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 $ 1 ,5 0 0 ....................... ....................... ....................... ....................... ....................... 3 .0 (1 .2 ) - $ 1 ,5 0 0 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 AND UNDER AND UNDER AND U N 0 E R AND UNDER AND UNDER $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 ....................... ....................... ....................... ....................... ....................... - $ 1 ,7 5 0 $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 $ 2 ,0 0 0 ....................... ....................... ....................... ....................... ....................... - - - * $ 2 ,0 0 0 AND O V E R .............. .............................. T U rA L NUM BER AVERAGE OF .......................................................... EM PLO YEES M O N THLY . . ............................ SALAR Y .......................... - - - - - - (2 .1 ) 1 .8 2 .6 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 4 ,4 7 4 1 4 ,0 8 4 2 4 ,9 1 5 2 9 ,2 1 7 1 8 ,0 8 8 $872 $993 $ 1 ,1 7 2 $ 1 ,3 5 9 $ 1 ,5 5 9 1 0 0 .0 See fo o tn o te s at end o f table. - - 24 - ~ “ - - - - 4. 8 1 0 0 .0 1 0 0 .0 1 0 0 .0 5 ,2 9 9 1 7 ,5 7 0 2 7 ,0 3 8 2 7 ,5 9 1 $817 $937 $ 1 ,1 4 2 $ 1 ,4 0 8 1 0 0 .0 Table 5. Employment distribution by salary: Technical support occupations— Continued (Percent d is trib u tio n o f em p lo yee s in selected tech n ica l su p p o rt o cc u p a tio n s b y m o n th ly salary. U n ite d States e x ce p t A la sk a and H a w a ii,1 M a rch 1978) C o m p u te r op erators M o n th ly salary 1 II III IV V VI $475 AND UNDER $500 ............................ 0 .3 0 .5 - - - - $500 $525 $550 $575 AND AND AND AND UNDER $ 5 2 5 UNDER $ 5 5 0 UNDER $ 5 7 5 UNDER $ 6 0 0 ............................ ............................ ............................ ............................ 1 .5 3 .0 3 .3 6 .2 1 .1 .3 1 .4 2 .5 - - - - - - $600 $625 $650 $675 AND UNDER AND U N D E R AND UNDER A N 0 UNDER $625 $650 $675 $700 ............................ ............................ ............................ ............................ 9 .4 9 .2 1 2 .0 1 1 .0 1 .8 2 .5 5 .0 5 .7 (2 .8 ) 2 .1 2 .3 - - - $700 $725 $750 $775 AND AND AND AND UNDER UN0ER UNDER UNDER $725 $750 $775 $600 ............................ ............................ ............................ ............................ 9 .5 4 .8 3 .8 5 .9 4 .3 5 .8 4 .5 7 .9 2 .3 3 .4 4 .7 5 .0 — - - (3 .1 ) * $600 $825 $850 $675 AND AND AND AND UNDER UNDER UNDER UNDER $625 $850 $875 $900 ............................ ............................ ............................ ............................ 3 .1 2 .9 4 .4 1 .6 4 .6 4 .3 4 .0 3 .4 4 .8 5 .6 7 .5 6 .6 1 .6 2 .1 2 .7 2 .7 - - (0 .3 ) 2 .4 1 .3 ~ $900 $925 $950 $975 AND AND AND AND UNDER UNDER UNDER UNDER $ 9 2 5 ............................ $ 9 5 0 ............................ $ 9 7 5 ............................ $ 1 , 0 0 0 ....................... 1 .8 1 .4 .6 .7 3 .9 2 .5 2 .7 2 .7 5 .4 5 .3 5 .1 4 .7 3 3 3 4 1 1 .8 5 .1 7 .0 .6 .8 8 .1 7 .5 4 .1 3 .1 2 .7 $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 $ 1 ,2 5 0 ................. .................. ................. .................. ................. 1 .7 (1 .9 ) - AND U N D ER AND UNDER AND UNDER AND U N D ER A N D UNDER $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 $ 1 ,5 0 0 ................. ................. .................. ................. ................. - $ 1 ,5 0 0 $ 1 ,5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 AND AND AND AND AND UNDER UNDER UNDER UNDER UNDER $1 , 5 5 0 $ 1 ,6 0 0 $ 1 ,6 5 0 $ 1 ,7 0 0 $ 1 ,7 5 0 ................. ................. ................. ................. ................. $ 1 ,7 5 0 $ 1 ,8 0 0 $ 1 ,8 5 0 $ 1 ,9 0 0 $ 1 ,9 5 0 AND AND AND AND AND 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 ....................................... TOTAL .................................................... $ 1 ,0 0 0 $ 1 ,0 5 0 $ 1 ,1 0 0 $ 1 ,1 5 0 $ 1 ,2 0 0 AND AND AND AND AND $ 1 ,2 5 0 $ 1 ,3 0 0 $ 1 ,3 5 0 $ 1 ,4 0 0 $ 1 ,4 5 0 NUM BER AVERAGE OF UNDER UNDER UNDER UNDER UNDER EM PLO YEES M O N THLY ................................. SALARY .................... - 1 .7 (1 .3 ) - 1 .9 1 .3 1 .0 (2 .4 ) - - - .5 .8 2 .0 2 .6 8 .7 1 0 .7 9 .6 8 .3 8 .6 4 .3 6 .9 5 .8 6 .8 1 0 .1 5 .1 5 .5 7 .2 8 .1 7 .7 7 .5 6 .9 7 .5 8 .3 1 2 .0 7 .0 7 .1 8 .3 1 5 .3 7 .6 6 .4 5 .8 3 .3 3 .3 1 .8 1 .3 .7 1 .1 (2 .2 ) 3 .5 4 .8 - - - - - - - - 1 .4 1 .0 1 0 0 .0 * 1 0 0 .0 3 .3 .7 .8 1 0 0 .0 1 0 0 .0 — - (4 .1 ) 1 .3 1 .3 1 .6 5 .3 .9 1 .3 1 .6 1 0 0 .0 1 0 0 .0 .7 - - .7 .4 .6 .3 2 .8 5 ,3 2 8 7 ,1 1 1 2 4 ,7 2 5 1 5 ,4 1 3 3 ,6 6 6 1 ,1 1 3 $712 $86 3 $939 $ 1 ,1 4 5 $ 1 ,3 0 8 $ 1 ,5 1 4 have been accum ulate d and are show n in the interval above o r b elo w the e x tre m e interval c o n ta in in g at least 1 p ercent. T h e percentages representing these e m p lo yee s are show n in p aren theses. Because o f ro un ding , sum s o f in d iv id u a l item s m ay n o t equal 100. 1 F o r scope o f stu d y , see table A-1 in ap p end ix A . N O T E : T o avo id sho w ing sm all p ro p o rtio n s o f em p lo yees scattered at o r near the extrem es o f the d is trib u tio n s fo r som e o ccu p atio n s, th e percentages o f em p lo yee s in these intervals ~ 25 Table 6. Employment distribution by salary: Clerical occupations (Percent d is trib u tio n o f e m p lo yee s in selected cle rica l o ccup atio ns, b y m o n th ly salary, U n ite d States ex ce p t A la sk a and H a w a ii,1 M a rch 1978) C lerks, acco un ting K e y e n try op erato rs C lerk s, file Messengers M o n th ly salary i II II III 1 II 0 .5 3 .5 1 4 .2 1 4 .5 _ _ _ 0 .6 4 .1 5 .5 1 .0 (0 .1 ) 1 .2 2 .4 1 3 .8 1 2 .6 9 .0 1 0 .8 7 .8 7 .7 1 0 .3 8 .0 .6 1 .5 2 .7 3 .7 5 .6 4 .1 8 .0 7 .8 2 .3 2 .5 3 .9 4 .2 6 .3 4 .1 3 .7 1 .8 7 .8 7 .4 5 .7 5 .7 5 .1 5 .0 5 .4 5 .6 8 .0 7 .7 7 .1 6 .2 4 3 5 4 .5 .7 .C .7 7 4 5 5 5 .7 4 .7 5 .1 4 .3 4 .7 5 .3 4 .9 5 .1 1 .0 (4 .2 ) 4 .8 3 .5 3 .7 4 .0 5 .7 5 .2 5 .9 3 .7 5 .5 4 .7 5 .1 3 .9 6 6 6 6 .0 .4 .0 .3 4 .1 3 .1 1 .8 1 .5 .................................. .................................. .................................. .................................. 3 .3 2 .8 2 .7 2 .0 4 .7 4 .7 4 .8 3 .9 - 1 .0 .8 .8 1 .6 4 .7 3 .7 4 .2 3 .0 2 .7 2 .4 2 .1 1 .6 5 .3 6 .2 5 .0 4 .7 1 .1 1 .5 1 .8 1 .4 A N D U N D E R * 9 2 5 .................................. A N D U N D E R * 9 5 0 .................................. A N D U N D E R * 9 7 5 .................................. A N D U N O E R * 1 , 0 0 0 ............................. 0 A N D U N D E R * 1 , 0 5 0 ....................... 1 .9 1 .1 2 .1 1 .9 3 .1 4 .5 3 .5 3 .3 3. 1 7 .1 _ - .7 1 .3 .7 .9 1 .5 2 .5 2 .0 2 .6 2 .2 5 .0 2 .0 1 .4 1 .3 1 .0 1 .8 4 .4 3 .5 3 .6 2 .4 4 .0 .5 .8 1 .1 .7 1 .2 1 .7 1 .4 1 .0 (1 .8 ) 6 .4 3. 1 3 .0 2 .2 2 .7 - (4 .1 ) - 4 .2 3 .6 1 .2 5 .8 1 .8 1 .4 .9 1 .6 1 .2 (1 .4 ) 3. 1 2 .1 2 .0 2 .2 1 .1 (2 .9 ) - - 1 .5 (1 .0 ) ~ 1 .1 ( 1 .8 ) _ AND AND AND ANO UNDER UNDER UNDER U NO ER *425 *450 *475 *500 ................................. .................................. .................................. .................................. * 5 0 0 AND * 5 2 5 AND * 5 5 0 AND * 5 7 5 AND UNDER UNDER UNDER UNDER *525 $550 *575 *600 .................................. .................................. .................................. .................................. 5 4 6 6 *600 *625 *650 *675 AND AND AND AND UNDER UNDER UNDER U NO ER *625 *650 *675 1700 .................................. .................................. .................................. .................................. 7 .0 6 .2 7 .3 6 .0 *7GC *725 *750 *775 AND ANO AND AND U NO ER UNDER UNDER UNO ER *725 *750 *775 *800 .................................. .................................. .................................. .................................. *800 *825 1850 *875 AND ANO AND AND UNDER UNOER UNDER UNDER *825 *850 *875 *900 *900 1925 *950 1975 * 1 ,0 0 *400 *425 *450 *475 1 * 1 ,0 5 0 * 1 ,1 0 0 * 1 ,1 5 0 * 1 ,2 0 0 * 1 ,2 5 0 AND UNDER AND UNDER AND UNDER AND UNDER AND UNDER * 1 ,3 0 0 * 1 ,3 5 0 * 1 ,4 0 0 * 1 ,4 5 0 AND AND AND AND TOTAL NUMBER AVERAGE OF * 1 ,1 0 0 * 1 ,1 5 0 * 1 ,2 0 0 * 1 ,2 5 0 * 1 ,3 0 0 ....................... ....................... ....................... ....................... ....................... U N D E R * 1 , 3 5 0 ....................... U N D E R 1 1 , 4 0 0 ....................... U N D E R * 1 , 4 5 0 ....................... O V E R ............................................. .5 .3 .2 .7 _ - - _ (1 .7 ) 1 .2 2 .3 1 .7 1 .0 2 .1 - - - - ~ - - - - (1 .5 ) 1 .8 1 .6 0 .3 1 .6 6 .5 9 .6 8 .5 9 .3 8 .5 7 .9 .8 .9 .7 .9 - - * “ 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 ............................... 9 0 ,5 1 1 7 4 ,0 5 5 3 0 ,3 8 4 1 3 ,4 2 1 4 , 191 6 4 ,1 1 2 4 2 ,4 3 5 2 0 ,4 3 5 S A L A R Y ....................... *724 *916 *552 *660 *841 *712 *842 *633 ... EM PLO YEES M O NTHLY (0 .3 ) 1 .1 2 .6 See footnotes at end of table. Table 6. Employment distribution by salary: Clerical occupations— Continued (Percent distribution of employees in selected clerical occupations, by m onthly salary. United States except Alaska and Hawaii,' March 1978) Stenog- Secretaries M o n th ly salary II 1 U N D E R $ 4 5 0 .......................................................... $ 4 5 0 A N D U N D E R $ 4 7 5 .................................. $ 4 7 5 A N D U N O E R $ 5 0 0 ...................... .. III IV general V _ _ _ _ _ - - - - - Ste no g raphers, senio r _ T y p ists II i _ 0 .6 2 .3 5 .0 (0 .8 ) (0 .9 ) 1 .3 8 .6 7 .9 1 1 .C 1 1 .0 1 .5 1 .9 3. 6 5 .7 4 .6 5 .3 5 .6 4 .3 1 .7 2 .4 3 .0 3 .9 8 .3 6 .8 6 .5 5 .4 6 .7 6 .3 7 .7 7 .7 4 .3 4 .5 4 .7 4 .0 4. 7 4 .C 2 .8 2 .0 5 .9 5 .7 6 .1 5 .5 — - (0 .9 ) - 1 .2 2 .6 3 .8 3 .7 _ — - - - - $500 $525 $550 $575 AND U N D ER AND UN D ER AN D UNOER AND U N D ER $525 $550 $575 $600 .................... .. . . . . . . . . . . . . . .................................. .................................. 1 1 .1 ) 1 .4 1 .4 2 .1 _ _ _ _ - - - - (1 .5 ) 1 .1 - - - - - $600 $625 $65C $675 AND UNDER ANO U N D E R AND UNDER AND UN D ER $625 $650 $675 $700 .................................. .................................. .................................. ................................. 3 .1 4 .3 6 .0 6 .0 1 .5 2 .2 3 .8 4 .0 _ - - (2 .0 ) 1 .6 1 .9 (1 .8 ) 1 .2 - $700 $725 $750 $775 AND ANO AND AND UNDER UNDER UNDER UNDER $725 $750 $775 $800 .................................. .................................. .................................. .................................. 6 .4 6 .2 7 .2 6 .4 4 .5 4 .8 5 .2 5 .1 2 .2 2 .8 3 .6 4 .0 1 .0 1 .7 2 .1 2 .2 (2 .3 ) 1 .6 5 .6 5 .1 5 .4 4 .4 $800 $825 $850 $875 ANC ANO ANO AND UNDER UNDER UNDER UNDER $825 $350 $875 $900 .................................. .................................. .................................. .................................. 6 .5 6 .2 5 .6 4 .5 5 .7 5 .8 6 .1 5 .3 4 .1 4 .6 5 .1 4 .4 2 .4 2 .5 3 .8 3 .0 1 .4 1 .5 3 .1 1 .4 4. 8 4 .1 2 .9 3 .5 4 .1 5 .5 5 .7 3. 7 1 .8 1 .6 1 .0 1 .5 4 .0 4. 1 3 v3 2 .7 $ 9 0 0 A N D U N D E R $ 9 2 5 .................................. $ 9 2 5 A N D U N D E R $ 9 5 0 .................................. $ 9 5 0 A N D U N D E R $ 9 7 5 .................................. $ 9 7 5 A N D U N D E R $1 , 0 0 0 ............... .. $ 1 , 0 0 0 A N D U N D E R $ 1 , 0 5 0 ....................... 4 .6 3 .3 2 .2 1 .9 3 .8 5 .8 4 .6 4 .1 3 .9 5 .6 5 .0 5 .2 4 .9 4 .6 8 .7 4 .4 3 .7 4 .3 4 .7 8 .5 2 .5 3 .1 2 .2 2 .9 7 .2 4 .2 2 .9 4 .2 2 .9 4 .2 4 .3 4 .7 4 .6 3 .2 8 .9 .8 1 .4 .7 l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r AVERAGE ' UNDER UNDER UNDER UNDER UNDER .......................................................... EM PLO YEES M O N THLY ................................. SALARY _ _ - - - - 1 .4 (2 .4 ) - - - - 1 0 0 .0 1 0 0 .0 1 0 0 .0 3 9 ,8 9 5 7 4 ,5 5 7 $817 $893 ......................... * - - - - - - - - _ - - - - - - - - - 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 1 0 0 .0 8 4 ,2 5 3 5 3 ,7 4 9 1 7 ,8 6 3 2 6 ,0 3 1 2 7 ,6 8 1 4 1 ,2 1 5 2 4 ,9 3 2 $991 $ 1 ,0 8 5 $ 1 ,2 0 2 $819 $918 $648 $773 F o r scope o f stu d y , see tab le A-1 in a p p en d ix A . N O T E : T o av o id sho w ing sm all p ro p o rtio n s o f em p lo yee s scattered at o r near th e interva ls have been a ccu m u late d and are show n in the interval above o r b elo w the extrem e interval c o n ta in in g a t least 1 p ercent. T h e percentages representing these em p lo yee s are show n in parentheses. Because o f ro un ding , sum s o f in d iv id u a l item s m ay n o t equal 100. extrem es o f the d is trib u tio n s fo r som e o cc u p a tio n s, the percentages o f e m p lo yee s in these - - 27 Table 7. Occupational employment distribution: By industry division (P erce nt d is trib u tio n o f em p lo y ee s in selected p ro fessio nal, ad m inistrative , te c h n ica l, and cle rica l o c c u p a tio n s1 b y in d u stry d iv isio n ,2 U n ite d States e x ce p t A la sk a and H aw aii, M a rch 1978) O c c u p a tio n P R O F E S S IO N A L AND Con stru ctio n Manu factu rin g P u b lic u t ilit ie s 3 W holesale trade R eta il trade Finance, insurance, and real estate Se lected se rvices4 A D M IN IS T R A T IV E ............................................................................... 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 R S ............................................................................................. J O B A N A L Y S T S ............................................................................ D I R E C T O R S O F P E R S O N N E L ................................................. C H E M I S T S ....................................................................................... E N G I N E E R S .................................................................................... a c c o u n t a n t s T E C H N IC A L M in in g I S ) ( 5) 62 13 5 ( 5) ( 5) ( 5) 6 34 ( 5) 38 70 15 4 4 4 5 ( 5 ) 4 15) ( 5 ) (5 ) 26 16 ( 5) (5) 48 ( 5) ( 5 ) (5) 9 ( 5 ) 82 56 6 ( 5) ( 5) ( 5) 8 (5) (5 ) 29 73 91 4 ( 5) ( 5) 11 ( 5) ( 5) (5) 8 4 ( 5) ( 5 ) ( 5) ( 5 ) 13 79 5 ( 5) ( 5) 68 10 ( 5 ) ( 5) 10 7 5 15) (5 ) ( 5) 15 1 ( 5) ( 5) 4 ( 5 ) ( 5) (5 1 5 ( 5) 39 ( 5) 8 74 4 4 6 SUPPO 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 O M P U T E R O P E R A T O R S ............................................................ (5> ( 5) 14 ( 5) 14 26 10 C L E R IC 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 EN T R Y O PER A TO R S M E S S E N G E R S .................................................................................. S E C R E T A R I E S ............................................................................... S T F N O G R A P H E R S .......................................................................... T Y P I S T S ............................................................................................. ( 5) ( 5) 41 14 15) ( 5) ( 5) ( 5) 18 38 10 15) ( 5) 10 ( 5) ( 5) 31 50 ( 5 ) ( 5) 46 10 24 ( 5 ) ( 5) 39 9 9 ( 5 ) 11 4 13 16 ( 5 ) ( 5) 66 ( 5) 8 21 11 6 6 42 6 4 23 5 5 (5 ) 4 15 4 38 5 ( 5) 4 L im ite d to engineering, a rch ite c tu ra l, and surveyin g services; c o m m e rc ia lly operated research, d ev elo pm en t, and testing lab orato ries; c re d it re p o rtin g and c o lle c tio n agencies; c o m p u te r and data processing services; m anagem ent, c o n su ltin g , and p u b lic re la tio n s services; and n o n c o m m e rcia l e d u catio n al, s c ie n tific, and research org an izatio n s. s Less than 4 percent. * Ea ch o cc u p a tio n in clu d es th e w o rk levels show n in table 1. 2 F o r scope o f s tu d y , see tab le A-1 in a p p e n d ix A . 3 T ra n s p o rta tio n (excep t U.S. P ostal Service), c o m m u n ica tio n s, ele c tric, gas, and sani ta ry services. 6 28 Table 8. Relative salary levels: Occupation by industry division (Relative salary levels fo r selected professional, administrative, technical, and clerical occupations1 by industry division,2 United States except Alaska and Hawaii, March 1978) (Average salary fo r each o cc u p a tio n in all in du stries = 100) O cc u p a tio n P R O F E S S IO N A L AND Con stru ctio n Manu factu rin g P u b lic u tilitie s 3 W holesale trade R eta il trade Finance, insurance, and real estate Selected se rvices4 A D M IN IS T R A T IV E A C C CUNT 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 R S ............................................................................................. J O B A N A L Y S T S ............................................................................ D I R E C T O R S O F p e r s o n n e l ................................................. C H E M I S T S ....................................................................................... E N G I N E E R S ..................................................................................... T E C H N IC A L M in in g X 08 98 100 106 96 93 93 113 15) 105 105 97 92 15) ( 5) 97 ( 5 ) 105 ( 5 ) 98 (5 ) 106 101 106 105 99 15) ( 5) 15) 112 102 98 100 <5 ) 96 100 106 109 108 112 - 85 93 15) 109 ( 5) 96 96 15) 117 97 100 97 15) 101 100 ( 5) ( 5) ( 5) - 95 108 101 100 103 ( 5) ( 5) ( 5) 98 107 ( 5) SUPPO 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 O M P U T E R O P E R A T O R S ............................................................ - 118 102 99 115 ( 5 ) - 115 100 100 108 15) 96 (5 ) 96 102 95 106 113 101 97 96 88 111 99 96 90 131 93 105 121 106 99 93 106 88 115 101 110 120 108 108 96 91 106 86 125 100 101 C L E R IC 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 EN TR Y O PER A TO R S ■............................................................ M E S S E N G F R S .................................................................................. S E C R E T A R I E S ............................................................................... S T E N O G R A P H E R S .......................................................................... T Y P I S T S .......................................................................................... 108 102 92 98 90 92 116 98 103 111 100 88 90 100 97 91 103 107 108 106 93 82 91 108 103 105 121 100 100 88 100 4 L im ite d to engineering, a rch ite c tu ra l, and surveyin g services; c o m m e rc ia lly o p e r ated research, d evelo pm en t, and testing laboratories; advertising; c re d it re p o rtin g and c o lle c tio n agencies; c o m p u te r and data processing services; m anagem ent, co n su ltin g , and p u b lic re la tio n s services; and n o n c o m m e rcia l e d u catio n al, sc ie n tific , and research o rg anizatio ns. 5 I n su ffic ie n t e m p lo y m e n t in 1 w o rk level o r m ore to w arrant separate p resentation o f data. 1 Each o cc u p a tio n in clu d es the w o rk levels show n in tab le 1. In c o m p u tin g relative salary levels fo r each o cc u p a tio n b y in d u stry d iv isio n , the to ta l e m p lo y m e n t in each w o rk level in a ll in du stries surveyed was used as a c o n stan t em p lo y m e n t w eigh t to e lim in a te the effe c t o f d iffe re n c e s in the p ro p o rtio n o f e m p lo y m e n t in v ario u s w o rk levels w ith in each o ccu p atio n . 2 F o r scope o f stu d y , see tab le A-1 in ap p e n d ix A . 3 T ra n s p o rta tio n (e xcep t U .S . P ostal Service), c o m m u n ica tio n s, ele c tric, gas, and san ita ry services. 29 Table 9. Average weekly hours: Occupation by industry division (Average standard w e e k ly h o u rs' f o r em p lo y ee s in selected pro fessio nal, ad m in istrative , te c h n ica l, and cle rica l o cc u p a tio n s2 b y in d u stry d iv is io n ,3 U n ite d S tates e x ce p t A la sk a and H aw aii, M a rch 1978) ____________________________________________________________________________________________________ O cc u p a tio n 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 8 .0 3 9 .0 ( 6) 4 0 .0 ( 6) 3 9 .0 3 9 .0 ( 6 ) 3 9 .5 3 7 .5 4 0 .0 3 9 .5 ( 6) 16) 3 9 .5 4 0 .0 3 8 .5 3 9 .5 3 9 .5 <6 1 3 8 .5 4 0 .0 3 9 .5 4 0 .0 P u b lic u tilitie s 4 W holesale trade R eta il trade S elected services5 A D M IN IS T R A T IV E (6 ) 4 0 .0 3 9 .5 <6 ) (6 ) 3 9 .0 <6 ) 3 9 .5 3 8 .0 3 8 .0 4 0 .0 3 9 .0 3 9 .5 - 3 9 .5 3 8 .0 <6 ) - 4 0 .0 4 0 .0 4 0 .0 ( 6 ) ( 6) ( 6) ( 6 ) ( 6 ) 3 8 .0 3 9 .5 4 0 .0 3 9 .5 ( 6) ( 6 ) <61 3 9 .5 o 4 0 .0 00 ro 3 9 .5 4 0 .0 o 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 R S .......................................................................................... J O B A N A L Y S T S ..................................................................... D I R E C T O 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 ..................................................................... T E C H N IC A L 3 9 .5 Manu facturing + AND Con stru ctio n O • o P R O F E S S IO N A L F in an ce, insurance, and real estate M in in g 3 9 .0 SUPPO 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 O M P U T E R o p e r a t o r s ......................................................... <61 - _ 3 9 .5 4 0 .0 3 9 .5 4 0 .0 4 0 .0 4 0 .0 4 0 .0 4 0 .0 3 9 .0 ( 6 ) 3 9 .0 (6 ) 4 0 .0 3 9 .5 3 9 .5 3 9 .5 3 9 .0 3 9 .5 3 9 .5 3 8 .0 3 9 .5 C L E R IC 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 E N TR Y O PER ATO R S .......................................................... M E S S E N G E R S ............................................................................... S E C R E T A R I E S ............................................................................ S T E N O G R A P H E R S ....................................................................... T Y P I S T S ....................................................................................... 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 8 .0 3 8 .5 4 0 .0 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 9 .5 3 8 .0 4 0 .0 3 9 .5 3 9 .5 3 9 .5 3 9 .0 3 9 .5 3 8 .5 3 9 .5 3 8 .0 3 9 .0 3 9 .5 3 9 .5 4 0 .0 3 9 .5 3 9 .0 3 9 .5 3 8 .0 3 8 .5 3 9 .5 3 9 .5 3 9 .0 3 9 .0 3 9 .0 3 9 .5 3 9 .0 4 0 .0 3 9 .5 4 0 .0 3 8 .0 3 8 .0 3 9 .0 4 0 .0 3 9 .5 3 9 .5 3 9 .0 3 9 .5 3 8 .0 3 9 .0 3 9 .5 3 9 .5 3 9 .5 1 Based o n the standard w o rk w e e k f o r w h ic h em p lo yee s receive th e ir regular straight-tim e salary. If standard ho u rs w ere n o t available, the standard ho urs a p p lica b le f o r a m a jo rity o f the o ffic e w o rk fo rc e in th e e s tab lish m en t w ere used. T h e average fo r each jo b categ o ry was ro un de d to the nearest h a lf hour. 2 Ea ch o cc u p a tio n inclu d es the w o rk levels sho w n in tab le 1. 3 F o r scope o f stu d y , see tab le A -1 in a p p e n d ix A . 4 T ra n s p o rta tio n (e xcep t U .S . Postal Service), c o m m u n ica tio n s, ele c tric, gas, and san ita ry services. 3 9 .5 5 L im ite d to engineering, a rch ite c tu ra l, and surveyin g services; c o m m e rc ia lly o p e r ated research, d ev elo pm en t, and testing lab oratories; advertising; c re d it re p o rtin g and c o lle c tio n agencies; c o m p u te r and data processing services; m anagem ent, c o n su ltin g , and p u b lic re la tio n s services; and n o n c o m m e rcia l e d u c a tio n a l, sc ie n tific , and research o rg anizatio ns. 6 In su ffic ie n t e m p lo y m e n t in 1 w o rk level o r m o re to w a rra n t separate p re senta tio n o f data. 30 Appendix A. Scope and Method of Survey Scope o f survey o f the BLS job definitions which appear in appendix C. In comparing actual duties and responsibilities o f employees The survey relates to establishments in the United with those enumerated in the survey definitions, extensive use was made o f company occupational descriptions, organization charts, and other personnel records. States, except Alaska and Hawaii, in the following in dustries: Mining; construction; manufacturing; transporta tion, communications, electric, gas, and sanitary services (except the U.S. Postal Service); wholesale trade; retail Sam pling and estimating procedures trade; finance, insurance, and real estate; and selected services. Excluded are establishments employing fewer than The sampling frame from which the sample was drawn for the 1978 survey was obtained by updating and supplementing the sampling frame for the 1977 survey the minimum number o f workers, as indicated for each industry division in table A -l, at the time o f reference o f the universe data (March 1976). The variable minimum employment size, which was first adopted in the 1966 survey, approximates the minimum establishment size in which the survey occupations are typically found. Smaller establishments often do not assign workers the narrowly defined job duties specified in the survey definitions. Establishments within the scope o f the survey at the time o f preparation o f the universe list are included even i f they employed fewer than the specified minimum number o f workers when visited for the survey. However, establish using information obtained from the Unemployment Insurance reporting systems o f the 48 States within the scope o f the survey. All establishments in the sampling frame were stratified by industry group and by total employment (size class). The sample for the 1978 survey included approximately 3,930 establishments.3 The sample selected for the 1977 survey was retained for approximately one-half o f the sampled strata (a sample o f new establishments within the survey scope was also selected from these strata). An ments found to be outside o f the industrial scope o f the survey during the visit are excluded. independent sample was selected from each o f the re maining strata. In each o f the independently sampled strata, The estimated number o f establishments and the total employment within the scope o f this survey, and within the the sample size was approximately proportional to total employment for the stratum. All samples were systematic random samples. sample actually studied, are shown for each major industry division in table A -l. These estimates also are shown separately for establishments employment 2,500 workers or In combining the data, each establishment was weighted according to the inverse o f its probability o f selection, so that unbiased estimates o f universe totals were generated. I f more and for those located in Standard Metropolitan Statistical Areas (SM SA’s).1 data were not provided by a sample member, weights o f responding sample establishments within the same stratum were adjusted to account for the missing establishment. No Tim e of survey and m ethod o f collection adjustment was made for establishments which were de termined to be out o f business or out o f the scope o f the survey at the time o f data collection. In the March 1978 survey, data were not available from about 12 percent o f the sample members (representing 2,228,000 employees in the total universe); an additional 3 percent (representing 444,000 employees) o f the sampled establishments were either out o f business or out o f the scope o f the survey. Data collection was planned so that the data would reflect an average reference period o f March 1978. 2 Data were obtained by Bureau field economists who visited a nationwide sample o f representative establishments within the scope o f the survey between January and May. Employees were classified according to occupation and level, with the assistance o f company officials, on the basis 1The metropolitan area data relate to all 276 SMSA’ s (within the 48 States surveyed) as revised through June 1977 by the U.S. Office o f Management and Budget. Earlier surveys represented SMSA’s ranging in number from 188 for surveys before 1963 to 263 in the 1975 and 1976 surveys. 2The March payroll period has been used since the 1972 survey. The 1967 and 1971 surveys had a June reference period for all occupations. Before the 1967 study, the average reference period was February for clerical and drafting jobs and March for all other occupations. Until 1963, reports listed “ Winter” as the reference period. From 1963 through 1966, the more specific designation “ February-March” was used. Nature of data collected and reported Reported salaries are standard salaries paid for standard work schedules, i.e., the straight-time salary corresponding to the employee’ s normal work schedule excluding over3A few o f the largest employers, together employing approximately 1,160,000 workers, gave data on a companywide basis. These companies were eliminated from the universe to which the procedure described applies. The sample count includes the establishments o f these companies within the scope o f the survey. 31 Table A-1. Number of establishments and workers within scope of survey and number studied, by industry division, United States, March 1978 W ithin scope of survey Minim um empl oym ent in establish ments w ithin scope of survey Industry d iv is io n 1 U nited States—all industries34 5 .................. M anufacturing ............................................................. Nonm anufacturing: M ining .................................................................... C o n s t r u c t io n .......................................................... Transportation, com m unication, electric, gas, and sanitary services ...................................... Wholesale trade ..................................................... .......................................................... Retail trade Finance, insurance, and real e s t a t e ....................... Selected services6 ................................................ M etropolitan areas—all industries7 .......... M anufacturing ............................................................. Nonm anufacturing: M ining .................................................................. Construction ........................................................ Transportation, com m unication, electric, gas, and sanitary services ...................................... Wholesale trade .................................................. Retail trade .......................................................... Finance, insurance, and real estate .................... Selected services6 ................................................ Establishm ents em ploying 2,500 workers or more—all industries ....................... M anufacturing .......................................................... Workers in establishments Workers in establishments Number of establish ments Number of establ ishments Total 36,554 21,301,802 8,867,777 3,605 6,995,437 3,116,155 4 100-250 18,637 12,153,018 3,746,710 1,880 4,080,552 1,448,835 250 250 442 516 324,1 26 275,428 109,415 105,443 77 53 88,354 51,294 35,473 26,352 5100-250 100 250 100 100 3,534 3,589 3,296 5,377 1,163 2,562,859 765,475 2,736,508 2,031,302 453,086 1,244,169 422,739 887,859 1,971,103 380,339 436 228 394 392 145 1,203,988 56,447 809,793 535,107 169,902 641,853 35,221 270,931 520,779 136,711 29,284 17,709,780 8,074,257 2,970 6,423,677 2,972,254 4 100-250 13,376 9,245,862 3,214,976 1,408 3,626,224 1,345,965 250 250 244 473 172,561 248,829 74,194 101,772 39 42 47,713 38,034 5100-250 100 250 100 100 2,641 3,239 3,112 5,072 1,127 2,268,280 714,601 2,668,531 1,949,361 441,755 1,145,651 404,916 872,038 1,889,162 371,548 373 211 381 376 140 1,158,849 54,867 804,385 528,822 164,783 626,875 34,617 269,317 514,494 133,226 987 6,430,147 2,884,848 761 5,085,314 2,301,546 513 3,716,934 1,394,566 449 3,057,984 1,136,394 ... ... — 4 100-250 1 As defined in the 1972 e dition of the Standard In dustrial Classification Manual, U.S. O ffice of Management and Budget. in c lu d e s executive, adm inistrative, professional, supervisory, and clerical employees, b u t excludes technicians, drafters, and sales personnel. 3 Establishm ents w ith total em ploym ent at or above the m inim um lim ita tio n indicated in the first colum n; excludes Alaska and Hawaii. 4 M inim um em ploym ent size was 100 fo r chemical and allied products; petroleum refining and related industries; m achinery, except electrical; electrical m achinery, equipm ent, and supplies; transportation equipment; and instruments and related products. M inim um size was 250 in all other manufacturing industries. 5 M inim um e m p loym ent size was 100 for railroad transportation;local and suburban Studied Professional, administrative, supervisory, and clerica l1 2 Total Professional , administrative, supervisory, and clerical2 - 23,132 24,628 transit; deep sea foreign and dom estic transportation; air transportation; com m unica tions, electric, gas, and sanitary services; and pipelines; and 250 fo r all other transporta tion industries. U.S. Postal Service is excluded fro m the survey. 6 Lim ited to engineering, architectural, and surveying services; com m ercially operated research, developm ent, and testing laboratories; advertising; credit reporting and collection agencies; com puter and data processing services; management, consulting, and public relations services; and noncom m ercial educational, scientific, and research organizations. 7Standard m etropolitan statistical areas in the United States, except Alaska and Hawaii, as revised through June 1977 by the U.S. O ffice of Management and Budget. time hours. Nonproduction bonuses are excluded, but cost-of-living payments and incentive earnings are included. Average salaries are for full-time employees for whom within the scope o f the survey and not just for the establishments actually studied. An occupational employ ment estimate was derived by multiplying the full-time employment in the occupation in each sample establish ment by the establishment weight and then summing these results. salary data are available. Data on year-to-year changes in average salaries are subject to limitations which reflect the nature o f the data collected. Changes in average salaries reflect not only Employees whose salary data were not available were general salary increases and merit or other increases given to individuals while in the same work level category, but they not taken into account in the estimates. Also not taken into account were the few instances in which salary data were available but there was no satisfactory basis for classifying also may reflect other factors such as employee turnover, expansions or reductions 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 o f employees at the minimum o f the salary the employees by work level. In addition, survey occupations were limited to employees meeting the specific criteria in each survey definition and were not intended to include all employees in each field o f work .6 For these reasons, and because o f differences in occupational structure among establishments, estimates o f occupational employment obtained from the sample o f establishments studied indicate only the relative importance o f the occupations and levels as defined for the survey. These qualifications o f the employment estimates do not mate rially affect the accuracy o f the earnings data. range established for a work level, which would tend to lower the average, whereas a reduction or a low turnover in the work force may have the opposite effect. Similarly, promotions o f employees to higher work levels o f profes sional and administrative occupations may affect the average o f each level. The established salary ranges for such occupations are relatively wide, and promoted employees, who may have been paid the maximum o f the salary scale Wherever possible, data were collected for men and women separately. For clerical occupations in which both for the lower level, are likely to be replaced by less experienced employees who may be paid the minimum. men and women are commonly employed, separate data by Occupations most likely to reflect such changes in the salary averages are the higher levels o f professional and sex are available from the Bureau’s area wage survey reports compiled by metropolitan area. Occupations and work levels in which women accounted for 5 percent or administrative occupations and single-incumbent positions such as chief accountant and director o f personnel.4 Some more o f the employment were distributed according to the proportion o f women employees as follows: companies had an established policy o f not disclosing salary data for some o f their employees. Often Women (percent) Occupation and level 95 or more . . . . 90-94 ................... File clerks I and secretaries I and V Accounting clerks I, file clerks I and II, key entry operators I and II, secretaries II, III, and IV, general stenographers, and typists I and II Senior stenographers A ccounting clerks II Job analysts II Messengers Buyers I Job analysts III, chemists I, and com puter operators 11 Accountants I and drafter-tracers Com puter operators I Accountants II, auditors I,job analysts IV , chemists II, engineering technicians I, and com puter operators III A uditors II, attorneys I and 11, buyers II, and directors of personnel I Accountants III, chemists III, engineer ing technicians II, drafters I, and com puter operators IV Accountants IV, auditors III, attorneys III, IV, and V , buyers III, directors of personnel II and III, engineers I, en gineering technicians III, drafters 11, and com puter operators V this policy related to higher level positions because these employees were considered part o f the management group or were classified in categories which included only one employee. In nearly all instances, however, information was provided on the number o f such employees and the appropriate occupational classification. It was thus possible to estimate the proportion o f employees in each category for whom salary data were not available. In all but 9 o f the 78 occupational levels surveyed, the proportion o f em ployees 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 that did not, indicate that the two classes o f establishments did not differ materially in industries represented, employ ment, or salary levels for other jobs in this series for which data were available. Occupational employment counts generated by the .................... ................... . . . . . . . .................... .................... ................... 30-34 25-29 20-24 ................... ................... ................... 15-19 ................... 10-14 .................... 5 - 9 .......................... survey are estimates o f the total for all establishments 4 These types o f occupations also may be subject to greater sampling error, as explained in the paragraph headed “ Estimates o f sampling error.” 5Those with 5 percent and over were: Chief accountants I, II, and I I I - 10, 6, and 9 percent, respectively; attorneys V and V I - 6 and 14 percent, respectively; directors o f personnel II, III, and I V - 9 , 12, and 18 percent, respectively; and chemists V III- 9 percent. 85-89 80-84 60-64 45-49 40-44 35-39 Conversion of salary rates Salary data were collected from company records in their most readily available form, i.e., weekly, biweekly, 33 78 surveyed occupational work levels, estimated relative standard errors o f the average salaries were distributed as follows: 53 were under 1 percent; 21 were 1 and under 2 percent; 3 were 2 and under 3 percent; and 1 was over 3 semimonthly, monthly, or annually. For the initial tabula tions, the salary data were first converted to a monthly basis. The factors used to convert these data are as follows: Payroll basis Weekly .................................................... B iw eekly ................................................ S e m im o n t h ly .......................................... M o n th ly ................................................ Annual .................................................... Conversion factor percent.7 Standard errors measure the validity o f the band within which the true average is likely to fall. For this 4.3450 2.1725 2.0000 1.0000 .0833 survey, there is a 70-percent chance that the true value o f a salary rate lies within a band o f values defined by the reported average plus and minus two standard errors. All salaries were rounded to the nearest dollar. To obtain annual salaries in tables 1 and 2 , average monthly salaries (to the nearest penny) were multiplied by 12 and rounded Methods of com putation of annual percent increases to the nearest dollar. The percent increases for each occupation in text table 1 were obtained by adding the aggregate salaries for each level in each o f 2 successive years and dividing the later sum by M ethod of determ ining mean, median, the earlier sum. The resultant relative, less 100, is the and quartile values percent increase. T o eliminate the effects o f year-to-year employment shifts, employment in the most recent year The mean salary (average wage rate) for a specific occupational level was obtained by dividing total wages for was multiplied by the average salaries in both years. Changes in the scope o f the survey and in occupational that level by the total employment for the occupational definitions were incorporated into the series as soon as two level. distributions o f employees by salary using $1 class intervals. comparable periods were available. Increases for each o f the two broad occupational groups (the professional, admin Annual values were obtained by multiplying monthly values istrative, and technical support group; and the clerical by 12 . group) were obtained by averaging the increases o f the Median and quartile values were derived from occupations within the group. Increases for all survey occupations combined were determined by averaging the Estimates of sampling error increases for the two broad occupational groups. Annual increases were then linked to obtain changes that have The survey procedure yields estimates with widely varying sampling errors, depending on the frequency with occurred since this series was begun and to compute average annual rates o f increase for each occupation and group and which the job occurs and the dispersion o f salaries. For the for all occupations combined. Year-to-year percent increases for each group specified in text table 2 and chart 1 were determined by adding average salaries for all occupations in the group for 2 consecutive years, dividing the later sum by the earlier sum, shifting the decimal two places to the right, and subtracting 100. Changes in the scope o f the survey or in occupational definitions were incorporated into the series as soon as Engineers, for example, are defined to classify employees engaged in engineering work within a band o f eight levels, starting with inexperienced engineering graduates and excluding only those within certain fields o f specialization or in positions above those covered by level V III. In contrast, occupations such as chief accountants and directors o f personnel are defined to include only those with responsibility for a specified program and with duties and responsibilities as indicated for each o f the more limited number o f work levels selected for study. 7Job analysts II at 3.75 percent. comparable data for 2 consecutive periods were available. The 17-year trends in text table 2 were obtained by linking changes for the individual periods. 34 Appendix B. Survey Changes in 1978 to facilitate classification and better relate the definitions Changes in occupational definitions to duties and responsibilities as they exist in private industry. Evaluation o f survey data and collection ex perience revealed that the revised definitions had little effect on matches made in the previous survey and did not affect comparisons o f data for trend purposes. Minor revisions were made to the definitions o f buyers and keypunch operators, and the title o f the latter was changed to “ key entry operators.” The revisions were made 35 Appendix C. Occupational Definitions The primary purpose o f preparing job definitions for the Bureau’s wage surveys is to assist its field staff in classifying into appropriate occupations, or levels within occupations, work ers who are employed under a variety o f payroll titles and different work arrangements from establishment to establishment and from area to area. This permits the grouping o f occupa tional wage rates representing comparable job content. To secure comparability o f job content, some occupations and work levels are defined to include only those workers meet ing specific criteria as to training, job functions, and responsibilities. Because o f this empha sis on interestablishment and interarea comparability o f occupational content, the Bureau’s occupational definitions may differ significantly from those in use in individual establish ments or those prepared for other purposes. Also see note referring to the definitions for the drafting and clerical occupations at the end o f this appendix. Accountants and Auditors Ad visin g op erating o ffic ia ls on accoun ting m atters; and R eco m m en d in g im provem en ts, adaptations, or revi sions in the accoun ting system and procedures. ACCOUNTANT Performs professional accounting work requiring knowl edge o f the theory and practice o f recording, classifying, (Entry and developmental level positions provide opportu nity to develop ability to perform professional duties such examining, and analyzing the data and records o f financial transactions. The work generally requires a bachelor’s de as those enumerated above.) gree in accounting or, in rare instances, equivalent experi In addition to such professional work, most accountants ence and education combined. Positions covered by this definition are characterized by the inclusion o f work that is analytical, creative, evaluative, and advisory in nature. The work draws upon and requires a thorough knowledge o f the are hlso responsible for assuring the proper recording and documentation o f transactions in the accounts. They, there fore, frequently direct nonprofessional personnel in the ac tual day-to-day maintenance o f books o f accounts, the ac cumulation o f cost or other comparable data, the prepara tion o f standard reports and statements, and similar work. (Positions involving such supervisory work but not includ ing professional duties as described above are not included in this description.) fundamental doctrines, theories, principles, and terminolo gy o f accountancy, and often entails some understanding o f 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 Excluded are accountants whose principal o r sole duties consist o f designing or improving accounting systems or such duties as: other nonoperating staff work, e.g., financial analysis, fi A n a ly zin g the e ffe c ts o f transactions upon account relationships; E valuating alternative means o f treating transactions; Planning the m anner in w h ich account structures should be d eveloped or m o d ifie d ; Assuring the adequacy o f the accounting system as the basis fo r rep ortin g to m anagem ent; Considering the need fo r n ew or changed con trols; P ro jectin g accounting data to show the e ffe c ts o f p ro posed plans on capital investm ents, in com e, cash p osi tio n , and overall financial c o n d itio n ; In terpretin g the m eaning o f accounting records, re ports, and statem ents; nancial forecasting, tax advising, etc. (The criteria that fol low for distinguishing among the several levels o f work are inappropriate for such jobs.) Note, however, that profes sional accountant positions with responsibility for record ing or reporting accounting data relative to taxes are in cluded, as are operating or cost accountants whose work includes, but is not limited to, improvement o f the account ing system. Some accountants use electronic data processing equip ment to process, record, and report accounting data. In 36 some such cases the machine unit is a subordinate segment o f the accounting system; in others it is a separate entity or is attached to some other organization. In either instance, problems. Is expected to be competent in the application o f standard procedures and requirements to routine transac tions, to raise questions about unusual or questionable items, and to suggest solutions. (Terminal positions are ex cluded.) provided that the primary responsibility o f the position is professional accounting work o f the type otherwise includ ed, the use o f data processing equipment o f any type does not o f itself exclude a position from the accountant de Direction received. Work is reviewed closely to verify its scription nor does it change its level. general accuracy and coverage o f unusual problems, to in sure conformance with required procedures and special in structions, and to assure professional growth. Progress is evaluated in terms o f ability to apply professional knowl edge to basic accounting problems in the day-to-day opera tions o f an established accounting system. A cco u nta n t I General characteristics. At this beginning professional level, the accountant learns to apply the principles, theories, and concepts o f accounting to a specific system. The position is distinguishable from nonprofessional positions by the vari ety o f assignments; rate and scope o f development expected o f the incumbent; and the existence, implicit or explicit, o f Typical duties and responsibilities. Performs a variety o f accounting tasks, e.g., prepares routine working papers, schedules, exhibits, and summaries indicating the extent o f the examination and presenting and supporting findings and recommendations. Examines a variety o f accounting docu a planned training program designed to give the entering accountant practical experience. (Terminal positions are ex ments to verify accuracy o f computations and to ascertain that all transactions are properly supported, are in accor cluded.) dance with pertinent policies and procedures, and are classi Direction received. Works under close supervision o f an ex fied and recorded according to acceptable accounting stan dards. perienced accountant whose guidance is directed primarily to the development o f the trainee’s professional ability and to the evaluation o f advancement potential. Limits o f as signments are clearly defined, methods o f procedure are Responsibility fo r the direction o f others. Usually none, although sometimes responsible for supervision o f a few specified, and kinds o f items to be noted and referred to clerks. supervisor are identified. A cco u nta n t III Typical duties and responsibilities. Performs a variety o f accounting tasks such as: Examining a variety o f financial General characteristics. Performs professional operating or cost accounting work requiring the standardized application statements for completeness, internal accuracy, and con formance with uniform accounting classifications or other o f well-established accounting principles, theories, con specific accounting requirements; reconciling reports and financial data with financial statements already on file, and pointing out apparent inconsistencies or errors; carrying out assigned steps in an accounting analysis, such as computing cepts, and practices. Receives detailed instructions con cerning the overall accounting system and its objectives, the policies and procedures under which it is operated, and the nature o f changes in the system or its operation. Character istically, the accounting system or assigned segment is sta ble and well established (i.e., the basic chart o f accounts, classifications, the nature o f the cost accounting system, the report requirements, and the procedures are changed infrequently). Depending upon the workload involved, the accountant may have such assignments as supervision o f the day-to-day operation of: (a) The entire system o f a subordinate estab standard ratios; assembling and summarizing accounting literature on a given subject; preparing relatively simple fi nancial statements not involving problems o f analysis or presentation; and preparing charts, tables, and other exhib its to be used in reports. In addition to such work, may also perform some nonprofessional tasks for training purposes. Responsibility fo r direction o f others. Usually none. lishment, or (b )a major segment (e.g., general accounting; A cco u nta n t II cost accounting; or financial statements and reports) o f a General characteristics. At this continuing developmental somewhat larger system, or (c )in a very large and complex system, may be assigned to a relatively narrow and special level the professional accountant makes practical applica ized segment dealing with some problem, function, or por tions o f technical accounting practices and concepts be tion o f work which is itself o f the level o f difficulty charac yond the mere application o f detailed rules and instruc teristic o f this level. tions. Assignments are designed to expand practical experi ence and to develop professional judgment in the applica Direction received. A higher level professional accountant tion o f basic accounting techniques to simple professional normally is available to furnish advice and assistance as 37 needed. Work is reviewed for technical accuracy, adequacy o f professional judgment, and compliance with instructions through spot checks, appraisal o f results, subsequent pro cessing, analysis o f reports and statements, and other appro (e.g., employing several thousand persons) subordiante es tablishment which in other respects has an accounting sys tem o f the complexity that characterizes level III. priate means. Direction received. A higher level accountant normally is available to furnish advice and assistance as needed. Work is Typical duties and responsibilities. The primary responsibil ity o f most positions at this level is to assure that the as reviewed by spot checks and appraisal o f results for ade quacy o f professional judgment, compliance with instruc tions, and overall accuracy and quality. signed day-to-day operations are carried out in accordance with established accounting principles, policies, and objec tives. The accountant performs such professional work as: Developing nonstandard reports and statements (e.g., those containing cash forecasts reflecting the interrelations o f ac counting, cost budgeting, or comparable information); in Typical duties and responsibilities. As at level III, a primary characteristic o f most positions at this level is the responsi bility o f operating an accounting system or major segment o f a system in the intended manner. terpreting and pointing out trends or deviations from stan The accountant IV exercises professional judgment in making frequent appropriate recommendations for: New dards; projecting data into the future; predicting the effects o f changes in operating programs; or identifying manage ment informational needs, and refining account structures accounts; revisions in the account structure; new types o f ledgers; revisions in reporting system or subsidiary records; or reports accordingly. changes in instructions regarding the use o f accounts; new Within the limits o f delegated responsibility, makes dayto-day decisions concerning the accounting treatment o f or refined account classifications or definitions; etc. Also financial transactions. Is expected to recommend solutions to complex problems and propose changes in the account ing system for approval at higher levels. Such recommenda treatment o f financial transactions and is expected to rec ommend solutions to complex problems beyond incum makes day-to-day decisions concerning the accounting bent’s scope o f responsibility. tions are derived from personal knowledge o f the applica Responsibility fo r direction o f others. Accounting staff su tion o f well-established principles and practices. pervised, i f any, may include professional accountants. Responsibility fo r the direction o f others. In most instances is responsible for supervision o f a subordinate nonprofes A cco u nta n t V sional staff. A cco u n ta n t IV General characteristics. Performs professional operating or cost accounting work which is o f greater than average pro General characteristics. Performs professional operating or ence o f unusual and novel problems or the unusual magni cost accounting work which requires the application o f well-established accounting principles, theories, concepts, and practices to a wide variety o f difficult problems. Re ceives instructions concerning the objectives and operation o f the overall accounting system. A t this level, compared with level III, the accounting system or assigned segment is more complex, i.e., (a) is relatively unstable, (b ) must ad just to new or changing company operations, (c ) serves or ganizations o f unusually large size, o r (d ) is complicated by tude or impact o f the accounting program. Typically this level o f difficulty arises from (a) the large size o f the ac counting and operating organization, (b ) the atypical nature the need to provide and coordinate separate or specialized ing an unusually novel and complex accounting system, or accounting treatment and reporting (e.g., cost accounting (b ) the entire accounting system o f a large (e.g., employing using standard cost, process cost, and job order techniques) several thousand persons) subordinate establishment which in other respects has an accounting system o f the complexi fessional difficulty and responsibility because o f the pres o f the accounting problems encountered, or (c ) the unusu ally great involvement in accounting systems design and development. Examples o f assignments characteristic o f this level are the supervision o f the day-to-day operation of: (a ) The en tire accounting system o f a subordinate establishment hav for different operations or divisions o f the company. Depending upon the workload and degree o f coordina ty that characterizes level IV , or (c ) the entire accounting system o f a company or corporation that has a relatively tion involved, the accountant IV may have such assign ments as the supervision o f the day-to-day operation o f : (a) stable and conventional accounting system and employs several thousand persons and has a few subordinate estab lishments which include accounting units, or (d ) a major The entire accounting system o f a subordinate establish ment, or (b ) a major segment (e.g., general accounting; cost accounting; or financial statements and reports) o f an ac counting system serving a -larger and more complex estab segment o f an accounting system that substantially exceeds the characteristics described in any one o f the preceding lishment, or (c ) the entire accounting system o f a large examples. 38 Direction received. An accountant o f higher level normally is available to furnish advice and assistance as needed. Work normally do not require or permit professional audit work to be performed.) is reviewed for adequacy o f professional judgment, compli ance with instructions, and overall quality. A u d ito r I Typical duties and responsibilities. The work is character ized by its unusual difficulty or responsibility. Accountants General characteristics. As a trainee auditor at the entering V typically are directly concerned on a relatively continu professional level, performs a variety o f routine assign ous basis with what the nature o f the accounting system ments. Typically, the trainee is rotated through a variety o f should be, with the devising or revising o f the operating tasks under a planned training program designed to provide accounting policies and procedures that are necessary, and practical experience in applying the principles, theories, and with the managerial as well as the accounting meaning o f concepts o f accounting and auditing to specific situations. the reports and statements for which they are responsible. (Terminal positions are excluded.) Accountants V are necessarily deeply involved in funda mental and complex accounting matters and in the manage Direction received. Works under close supervision o f an ex rial problems that are affected. perienced auditor whose guidance is directed primarily to the development o f the trainee’s professional ability and to the evaluation o f advancement potential. Limits o f assign Responsibility fo r the direction o f others. Accounting staff supervised generally includes professional accountants. ments are clearly defined, methods o f procedure are speci fied, and kinds o f items to be noted and referred to super visor are identified. A U D ITO R Typical duties and responsibilities. Assists in making audits by performing such tasks as: Verification o f the accuracy o f the balances in various records; examination o f a variety o f types o f documents and vouchers for accuracy o f computa tions; checking transactions to assure they are properly doc umented and have been recorded in accordance with cor rect accounting classifications; verifying the count o f inven tories; preparing detailed statements, schedules, and stan Performs professional auditing work requiring a bache lor’s degree in accounting or, in rare instances, equivalent experience and education combined. Audits the financial records and practices o f a company, or o f divisions or com ponents o f the company, to appraise systematically and verify the accounting accuracy o f records and reports and to assure the consistent application o f accepted accounting dard audit working papers; counting cash and other assets; principles. Evaluates the adequacy o f the accounting system preparing simple reconciliations; and similar functions. and internal financial controls. Makes appropriate recom mendations for improvement as necessary. To the extent A u d ito r II determined necessary, examines the transactions entering into the balance sheet and the transactions entering into General characteristics. At this continuing developmental income, expense, and cost accounts. Determines: level the professional auditor serves as a junior member o f The existence o f recorded assets (including the obser vation o f the taking o f physical inventories) and the all- an audit team, independently performing selected portions o f the audit which are limited in scope and complexity. Auditors at this level typically have acquired knowledge o f company operations, policies, and procedures. (Terminal positions are excluded.) inclusiveness o f record ed liabilities; The accuracy o f financial statements or reports and the fairness o f presentation o f facts therein; The propriety or legality of transactions; The degree o f compliance with established policies and procedures concerning financial transactions. Direction received. Detailed instructions are furnished and the work is reviewed to the extent necessary to verify its Excluded are positions which do not require full profes sional accounting training because the work is confined on a relatively permanent basis to repetitive examinations o f a general accuracy and coverage o f unusual problems, to in sure conformance with required procedures and special in limited area o f company operations and accounting pro structions, and to assure the auditor’s professional growth. cesses, e.g., only accounts payable and receivable; demur rage records and related functions, or station operations brought to the attention o f a superior. Progress is evaluated Any technical problems not covered by instructions are only o f a railroad company; branch offices which do not in terms o f ability to apply professional knowledge to basic auditing situations. engage in the full range o f banking and accounting activities o f the main bank; warehouse operations only o f a mail order company; checking transactions to determine wheth er or not they conform to prescribed routines or proce Typical duties and responsibilities. Applies knowledge o f accounting theory and audit practices to a variety o f rela dures. (Examinations o f such a repetitive or limited nature tively simple professional problems in audit assignments, 39 accounts receivable and accounts payable; or, the analysis and verification o f assets and reserves; or, the inspection and evaluation o f accounting controls and procedures. including such tasks as: The verification o f reports against source accounts and records to determine their reliability; reconciliation o f bank and other accounts and verifying the detail o f recorded transactions; detailed examinations o f cash receipts and disbursement vouchers, payroll records, requisitions, work orders, receiving reports, and other ac A u d ito r IV counting documents to ascertain that transactions are prop General characterisitcs. Auditors at this level are experi erly supported and are recorded correctly from an account enced professionals who apply a thorough knowledge o f accounting principles and theory in connection with a vari ing or regulatory standpoint; or preparing working papers, schedules, and summaries. ety o f audits. Work at this level is characterized by the audit o f organizations and accounting processes which are complex and difficult because o f such factors as: Presence o f new or changed programs and accounting systems; exis A u d ito r III tence o f major specialized accounting functions (e.g., cost General characteristics. Work at this level consists o f the accounting, inventory accounting, sales accounting), in ad audit o f operations and accounting processes that are rela dition to general accounting; need to consider extensive and tively stable, well-established, and typical o f the industry. The audits primarily involve the collection and analysis o f complicated regulatory requirements; lack o f or difficulty in obtaining information; and other similar factors. Typical readily available findings; there is previous audit experience that is directly applicable; the audit reports are normally ly, a variety o f different assignments are encountered over a prepared in a prescribed format using a standard method o f presentation; and few if any major problems are anticipat period o f time, e.g., 1 year. The audit reports prepared are ed. The work performed requires the application o f sub stantial knowledge o f accounting principles and practices, e.g., bases for distinguishing among capital maintenance and tions violated, recommend remedial actions, and contain analyses o f items o f special importance or interest to com pany management. operating expenses; accruing reserves for taxes; and other accounting considerations o f an equivalent nature. Direction received. Within an established audit program, has comprehensive, explain irregularities, cite rules or regula responsibility for independently planning and executing au Typical duties and responsibilities. The auditor examines dits. Unusually difficult problems are discussed with the transactions and verifies accounts; observes and evaluates accounting procedures and internal controls; prepares audit working papers and submits an audit report in the required supervisor who also reviews completed assignments for ad herence to principles and standards and the soundness o f conclusions. pattern containing recommendations for needed changes or Typical duties and responsibilities. Auditors at this level have full responsibility for planning the audit, including improvements. Usually is responsible for selecting the de tailed audit methods to follow, choosing the audit sample determination o f the aspects to emphasize, methods to be used, development o f nonstandard or specialized audit aids such as questionnaires, etc., where previous audit experi ence and plans are o f limited applicability. Included in the scope o f work that characterizes this level are such functions as: Evaluation o f methods used for determining depreciation rates o f equipment; evaluation o f assets where original costs are unknown; evaluation o f the and its size, determining the extent to which discrepancies need to be investigated, and deciding the depth o f the anal yses required to support reported findings and conclusions. Examples o f assignments involving work at this level: As a team leader or working alone, independently conducts audits o f the complete accounts and related operations o f smaller or less complex companies (e.g., involving a centralized accounting system with few or no subordinate, subsidiary, or branch accounting records) or o f comparable segments o f larger companies. As a member o f an audit team, independently accom plishes varied audit assignments o f the above described characteristics, typically major segments o f complete au dits, or assignments otherwise limited in scope o f larger and more complex companies (e.g., complex in that the accounting system entails cost, inventory, and compara ble specialized systems integrated with the general ac counting system). reliability o f accounting and reporting systems; analysis o f cost accounting systems and cost reports to evaluate the basis for cost and price setting; evaluation o f accounting procurement and supply management records, controls, and procedures; and many others. Examples o f assignments involving work at this level: As a team leader or working alone, independently plans and conducts audits o f the complete accounts and related operations o f relatively large and complex com panies (e.g., complex in that the accounting system en tails cost, inventory, and comparable specialized ac counting systems integrated with the general accounting system) or o f company branch, subsidiary, or affiliated organizations which are individually o f comparable size and complexity. Illustrative o f such assignments are the audit and initial review o f the accounting treatment and validity o f re porting o f overhead expenses in a large manufacturing or maintenance organization (e.g., major repair yard o f a rail road); or, the checking, verification, and balancing o f all 40 nonaccounting functions. (Positions o f such breadth are As a member o f an audit team, independently plans and accomplishes audit assignments that constitute ma jor segments of audits o f very large and complex organi zations, for example, those with financial responsibilities so great as to involve specialized subordinate, subsidiary, or affiliate accounting systems that are complete in themselves. sometimes titled comptroller, budget and accounting mana ger, financial manager, etc.) Some positions responsible for supervising general ac counting and one or more other major accounting activities but which do not fully meet all o f the responsibilities o f a chief accountant specified above may be covered by the N O T E : Excluded from level IV are auditors who, as team leaders or working alone, conduct complete audits o f descriptions for accountant. Chief accountant jobs which meet the characteristics de very large and complex organizations, for example, those scribed are classified by level o f w ork 1 according to with financial responsibilities so great as to involve special ized subordinate, subsidiary, or affiliate accounting systems that are complete in themselves; or are team members as (a) authority and responsibility and (b ) technical complex ity, using the table accompanying the definitions which fo l low. signed to major segments o f audits o f even larger or more complex organizations. A u th o rity and responsibility AR-1. The accounting system (i.e., accounts, procedures, C H IEF A C C O U N T A N T and reports to be used) has been prescribed in considerable detail by higher levels in the company or organization. The As the top technical expert in accounting, is responsible for directing the accounting program for a company or for an establishment o f a company. The minimum accounting chief accountant has final, unreviewed authority within the prescribed system, to expand it to fit the particular needs program includes: ( 1) General accounting (assets, liabilities, o f the organization served, e.g., in the following or compar income, expense, and capital accounts, including responsi able ways: bility for profit and loss and balance sheet statements); and Provides greater detail in accounts and reports or fi nancial statements; Establishes additional accounting controls, accounts, subaccounts, and subsidiary records; and Provides special or interim reports and statements needed by the manager responsible for the day-to-day operations o f the organization served. ( 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 o f the account ing system. (Responsibility for an internal audit program is This degree o f authority is typically found at a plant or typically not included.) The responsibilities o f the chief accountant include all o f similar subordinate establishment. the following: AR-2. The basic accounting system is prescribed in broad outline rather than in specific detail. While certain major financial reports, overall accounts, and general policies are 1. On own responsibility, developing or adapting or revising an accounting system to meet the needs o f the organization; 2. Supervising, either directly or through subordinate supervisors, the operation o f the system with full man agement responsibility for the quality and quantity o f work performed, training and development o f subordi nates, work scheduling and review, coordination with other parts o f the organization served, etc.; 3. Providing, directly or through an official such as a comptroller, advisory services to the top management officials o f the organization served as to: a. The status o f financial resources and the finan cial trends or results o f operations as revealed by ac counting data, and selecting a manner o f presentation that is meaningful to management; b. Methods for improving operations as suggested by an expert knowledge o f accounting, e.g., proposals for improving cost control, property management, credit and collection, tax reduction, or similar pro grams. required by the basic system, the chief accountant has broad latitude and authority to decide the specific meth ods, procedures, accounts, reports, etc., to be used within the organizational segment served. Approval must be se cured from higher levels only for those changes which would basically affect the broad requirements prescribed by such higher levels. Typical responsibilities include: Evaluating and taking final action on recommenda tions proposed by subordinate establishments for changes in aspects o f the accounting system or activities not prescribed by higher authority; Extending cost accounting operations to areas not previously covered; Changing from one cost accounting method to anoth er; Expanding the utilization o f computers within the accounting process; and Preparing accounting reports and statements reflect ing the events and progress o f the entire organization for Excluded are positions with responsibility for the ac counting program i f they also include (as a major part o f the jo b ) responsibility for budgeting; work measurement; 1Insufficient data were obtained for level V to warrant presenta tion o f average salaries. organization, methods, and procedures studies; or similar 41 Table C-1. Criteria for matching chief accountants by level A u th o rity and respo nsibility1 Technical co m p le x ity 1 1 AR-1 TC-1 O nly one or two professional accountants, who do not exceed the accountant III job definition. II AR-1 TC-2 A b o u t 5 to 10 professional accountants, w ith at least one or tw o m atching the accountant IV job definition. A R -2 TC-1 A b o u t 5 to 10 professional accountants. Most of these m atch the accountant III job definition, but one or tw o may match the accountant IV job definition. A R -3 TC-1 O nly one or two professional accountants, w ho do not exceed the accountant IV job definition. AR-1 TC-3 A b o u t 15 to 20 professional accountants. A t least one or two match the accountant V job definition. A R -2 TC-2 A b o u t 15 to 20 professional accountants. Many of these match the accountant IV job definition, but some may m atch the accountant V job definition. A R -3 TC-1 A b o u t 5 to 10 professional accountants. Most of these match the accountant III job definition, but one or tw o may match as high as accountant V . A R -2 TC-3 A b o u t 25 to 40 professional accountants. M any of these match the accountant V job definition, but several may exceed that level. A R -3 TC-2 A b o u t 15 to 20 professional accountants. M ost of these match the accountant IV job definition, but several may match the accountant V and one or tw o may exceed that level. A R -3 TC-3 A b o u t 25 to 40 professional accountants. M any of these match the accountant V job definition, but several may exceed that level. Level Subordinate professional accounting staff A1'. »• . - p. - , - ' or or III or or IV or V 1 A R - 1 , -2, and -3 and T C - 1 , -2, and -3 are e x p la in e d in th e a c c o m p a n y in g te x t. which incumbent is responsible; often consolidating data submitted by subordinate segments. the company’s accounting system suggested by subordi nate units; and Taking final action on all technical accounting mat ters. This degree o f authority is most typically found at inter mediate organizational levels such as regional offices, or Characteristically, participates extensively in broad com pany management processes by providing accounting ad vice, interpretations, or recommendations based on data ac cumulated in the accounting system and on professional judgment and experience. division or subsidiary headquarters. It is also found in some company level situations where the authority o f the chief accountant is less extensive than is described in AR-3. More rarely it is found in plant level chief accountants who have been delegated more authority than usual for such positions as described in AR-1. Technical com plexity AR-3. Has complete responsibility for establishing and maintaining the framework for the basic accounting system TC-1. used in the company, subject only to general policy guid serves has relatively few functions, products, work pro ance and control from a higher level company official re cesses, etc., and these tend to be stable and unchanging. sponsible for general financial management. Typical respon sibilities include: The accounting system operates in accordance with wellestablished principles and practices or those o f equivalent difficulty which are typical o f that industry. Determining the basic characteristics of the com pany’s accounting system and the specific accounts to be used; Devising and preparing accounting reports and state ments required to meet management’s needs for data; Establishing basic accounting policies, interpretations, and procedures; Reviewing and taking action on proposed revisions to The organization which the accounting program TC-2. The organization which the accounting program serves has a relatively large number o f functions, products, work processes, etc., which require substantial and frequent adaptations o f the basic system to meet management needs (e.g., adoption o f new accounts, subaccounts, and subsidi 42 ary records; revision o f instructions for the use o f accounts; improvement or expansion o f methods for accumulating and reporting cost data in connection with new or changed work processes). TC-3. Provide for the solution o f problems for which no clear precedents exist; or Provide for the development or extension o f account ing theories and practices to deal with problems to which these theories and practices have not previously been applied. The organization which the accounting program Subordinate staff serves puts a heavy demand on the accounting organization fo r specialized and extensive adaptations o f the basic sys tem to meet management needs. Such demands arise be cause the functions, products, work processes, etc., o f the organization are very numerous, diverse, unique, or special ized, or there are other comparable complexities. Conse quently, the accounting system, to a considerable degree, is In table C-l the number o f professional accountants su pervised is recognized to be a relatively crude criterion for distinguishing between various levels. It is to be considered less important in the matching process than the other crite ria. In addition to the staff o f professional accountants in developed well beyond established principles and account the system for which the chief accountant is responsible, there are clerical, machine operation, bookkeeping, and re ing practices in order to: lated personnel. Attorneys ATTO RN EY Attorney jobs which meet the above definition are to be classified in accordance with table C-2 and the definitions Performs consultation and advisory work and carries out which follow. the legal processes necessary to effect the rights, privileges, and obligations o f the company. The work performed re quires completion o f law school with an LL.B. degree (or the equivalent) and admission to the bar. Responsibilities or functions include one o r more o f the follow ing or compar able duties: D ifficu lty D -l. Legal questions are characterized by: Facts that are well established; clearly applicable legal precedents; and matters not o f substantial importance to the organization. (Usually relatively limited sums o f money, e.g., a few thous Preparing and reviewing various legal instruments and documents, such as contracts, leases, licenses, purchases, sales, real estate, etc.; Acting as agent o f the company in its transactions; Examining material (e.g., advertisements, publica tions, etc.) for legal implications; advising officials of proposed legislation which might affect the company; Applying for patents, copyrights, or registration of company’s products, processes, devices, and trademarks; Advising whether to initiate or defend lawsuits; Conducting pre-trial preparations; defending the com pany in lawsuits; and Advising officials on tax matters, government regula tions, and/or corporate rights. and dollars, are involved.) Examples o f D -l work: Legal investigation, negotiation, and research prepara tory to defending the organization in potential or actual lawsuits involving alleged negligence where the facts can be firmly established and there are precedent cases di rectly applicable to the situation. Searching case reports, legal documents, periodicals, textbooks, and other legal references, and preparing draft opinions on employee compensation or benefit questions when there is a substantial amount o f clearly applicable statutory, regulatory, and case material. Drawing up contracts and other legal documents in connection with real property transactions requiring the development o f detailed information but not involving serious questions regarding titles to property or other major factual or legal issues. Excluded from this definition are: Patent work which requires professional training in addition to legal training (typically a degree in engineer ing or in a science); Claims examining, claims investigating, or similar work fo r which professional legal training and bar mem bership is not essential; Attorneys, frequently titled “ general counsel” (and their immediate full associates or deputies), who serve as company officers or the equivalent and are responsible for participating in the overall management and formula tion o f policy for the company in addition to directing its legal work. (The duties and responsibilities o f such positions exceed level V I as described below.) ' D-2. Legal work is regularly difficult by reason o f one or more o f the following: The absence o f clear and directly applicable legal precedents; the different possible interpre tations that can be placed on the facts, the laws, or the precedents involved; the substantial importance o f 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 43 Table C-2. Criteria for matching attorneys by level D iffic u lty of legal w o rk 1 Level R esponsibility of jo b 1 T his is the entry level. The duties and responsibilities after initial orientation and training are those described in D-1 and R-1. 1 Experience required Com pletion of law school w ith an L L B . or J.D. degree plus admission to the bar. D-1 R-2 D-2 R-1 D-2 R-2 D-3 R-1 D-2 R-3 D-3 R-2 V D-3 R-3 Extensive professional experience at the "D -3 " level. VI D-3 R-4 Extensive professional experience at the "D -3 " and " R - 3 " levels. II Su fficien t professional experience (at least 1 year, usually more) at the "D -1 ” level to assure competence as an attorney. or III A t least 1 year, usually more, o f professional experience at the " D -2 " level. or IV Extensive professional experience at the "D -2 " or a higher level. or 1 D -1, -2, -3 a n d R -1 , -2, -3, and -4 are e x p la in e d in th e a c c o m p a n y in g te x t. Preparing and presenting a case before an appellate court where the case is highly important to the future operation o f 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 o f an insurance company on the legal problems in the sale, underwriting, and administration o f group con tracts involving nationwide or multistate coverages and laws. Performing the principal legal work in a nonroutine major revision o f the company’s charter or in effectuat ing new major financing steps. or in negotiations by the individuals, corporations, or gov ernment agencies involved. Examples o f D-2 work: Advising on the legal implications o f advertising rep resentations when the facts supporting the representa tions and the applicable precedent cases are subject to different interpretations. Reviewing and advising on the implications o f 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. R esponsibility D-3. Legal work is typically complex and difficult because o f one or more o f the following: The questions are unique and require a high order o f original and creative legal en deavor for their solution; the questions require extensive research and analysis and the obtaining and evaluation o f R-1. Responsibility for final action is usually limited to matters covered by legal precedents and in which little devi ation from standard practice is involved. Any decisions or actions having a significant bearing on the organization’s business are reviewed. (Is given guidance in the initial stages expert testimony regarding controversial issues in a scientif o f assignment, e.g., in planning and organizing legal research ic, financial, corporate organization, engineering, or other highly technical area; the legal matter is o f critical impor and studies. Assignments are then carried out with moder ate independence although guidance is generally available tance to the organization and is being vigorously pressed or and is sought from time to time on problem points.) contested (e.g., sums such as $1 million or more are general ly directly or indirectly involved). R-2. Usually works independently in investigating the facts, searching legal precedents, defining the legal and factual Examples o f D-3 work: Advising on the legal aspects and implications of Fed eral antitrust laws to projected greatly expanded market ing operations involving joint ventures with several other organizations. Planning legal strategy and representing a utility com pany in raie or government franchise cases involving a geographic area including parts or all o f several States. issues, drafting necessary legal documents, and developing conclusions and recommendations. Decisions having an im portant bearing on the organization’s business are reviewed. (Receives information from supervisor regarding unusual circumstances or important policy considerations pertaining to a legal problem. I f trials are involved, may receive guid44 ance from a supervisor regarding presentation, line o f ap proach, possible line o f opposition to be encountered, etc. In the case o f nonroutine written presentations the final product is reviewed carefully, but primarily for overall soundness o f legal reasoning and consistency with organiza tion policy. Some (but not all) attorneys make assignments to one or more lower level attorneys, aids, or clerks.) ing completed briefs, opinions, contracts, or other legal products. To carry out assignments, represents the organiza tion at conferences, hearings, or trials and personally con fers and negotiates with top attorneys and top-ranking o ffi cials in private companies or in government agencies. On various aspects o f assigned work may give advice directly and personally to corporation officers and top level manag ers, or may work through the general counsel o f the com R-3. Carries out assignments independently and makes final pany in advising officers. (Generally receives no preliminary legal determinations in matters o f substantial importance to instruction on legal problems. On matters requiring the con the organization. Such determinations are subject to review centrated efforts o f several attorneys or other specialists, is responsible for directing, coordinating, and reviewing the only for consistency with company policy, possible prece dent effect, and overall effectiveness. To carry out assign work o f the attorneys involved.) ments, deals regularly with company officers and top level OR management officials and confers or negotiates regularly with senior attorneys and officials in other companies or in government agencies on various aspects o f assigned work. (Receives little or no preliminary instruction on legal prob As a primary responsibility, directs the work o f a staff o f attorneys, one, but usually more, o f whom regularly per form D-3 legal work. With respect to the work directed, gives advice directly to corporation officers and top mana lems and a minimum o f technical legal supervision. May assign and review work o f a few attorneys, but this is not a primary responsibility.) gerial officers, or may give such advice through the general counsel. (Receives guidance as to organization policy but no technical supervision or assistance except when request ing advice from, or briefing by, the general counsel on the R-4. Carries out assignments which entail independently planning investigations and negotiations on legal problems overall approach to the most difficult, novel, or important legal questions. Usually reports to the general counsel or o f the highest importance to the organization and develop deputy.) Buyers N O T E : Some buyers are responsible for the purchasing BUYER o f a variety o f items and materials. When the variety in Purchases materials, supplies, equipment, and services cludes items and work described at more than one o f the (e.g., utilities, maintenance, and repair). In some instances following levels, the position should be considered to equal the highest level that characterizes at least a substantial items are o f types that must be specially designed, pro duced, or modified by the vendor in accordance with draw ings or engineering specifications. portion o f the buyer’s time. Solicits bids, analyzes quotations received, and selects or recommends supplier. May interview prospective vendors. Purchases items and services at the most favorable price consistent with quality, quantity, specification require ments, and other factors. Prepares or supervises preparation o f purchase orders from requisitions. May expedite delivery and visit vendors’ offices and plants. Normally, purchases are unreviewed when they are con sistent with past experience, and are in conformance with Excluded are: a. Buyers of items for direct sale, either wholesale or retail; b. Brokers and dealers buying for clients or for in vestment purposes; c. Positions that specifically require professional edu cation and qualifications in a physical science or in en gineering (e.g., chemist, mechanical engineer); d. Buyers who specialize in purchasing a single or a few related items o f highly variable quality such as raw cotton or wool, tobacco, cattle, or leather for shoe up pers, etc. Expert personal knowledge o f the item is re quired to judge the relative value o f the goods offered and to decide the quantity, quality, and price o f each purchase in terms of its probable effect on the organiza tion’s profit and competitive status; e. Buyers whose principal responsibility is the super vision of other buyers or the management, direction, or supervision o f a purchasing program; f. Persons predominantly concerned with contract or subcontract adminsitration; g. Persons whose major duties consist o f ordering, established rules and policies. Proposed purchase transac tions that deviate from the usual or from past experience in terms o f prices, quality o f 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 o f one or a few clerks who perform routine aspects o f the work. As a secondary and subsidiary duty, some buyers may also sell or dispose o f surplus, salvage, or used materials, equipment, or supplies. 45 reordering, or requisitioning items under existing con Transactions usually require dealing with manufacturers. tracts; and The number o f potential vendors is likely to be small and h. Positions restricted to clerical functions or to pur price differentials often reflect important factors (quality, chase expediting work. delivery dates and places, etc.) that are difficult to evaluate. Buyer I The quantities purchased o f any item or service may be large. Many o f the purchases involve one or more o f such com Purchases “ off-the-shelf’ types o f readily available, com monly used materials, supplies, tools, furniture, services, etc. plications as: Specifications that detail, in technical terms, th£ required physical, chemical, electrical, or other compar Transactions usually involve local retailers, wholesalers, able properties; special testing prior to acceptance; grouping jobbers, and manufacturers’ sales representatives. o f items for lot bidding and awards; specialized processing, Quantities purchased are generally small amounts, e.g., those available from local sources. packing, or packaging requirements; export packs; overseas port differentials; etc. Is expected to keep abreast o f market and product devel Examples o f items purchased include: Common statio nery and office supplies; standard types o f office furniture opments. May be required to locate new sources o f supply. Some positions may involve assisting in the training or supervising o f lower level buyers or clerks. and fixtures; standard nuts, bolts, sjrews; janitorial and common building maintenance supplies; and common building maintenance or common utility services or office machine repair services. Examples o f items purchased include: Castings; special extruded shapes o f normal size and material; special formula paints; electric motors o f special shape or speeds; production equipment; special packaging o f items; and raw materials in Buyer II Purchases “ off-the-shelf’ types o f standard, generally available technical items, materials, and services. substantial quantities or with special characteristics. Trans actions may involve occasional modification o f standard and Buyer IV common usage items, materials, and services, and include a Purchases highly complex and technical items, materials, few stipulations about unusual packing, marking, shipping, etc. or services, usually those specially designed and manufac Transactions usually involve dealing directly with manu facturers, distributors, jobbers, etc. tured exclusively for the purchaser. Transactions require dealing with manufacturers and o f Quantities o f items and materials purchased may be rel atively large, particularly in the case o f contracts for con tinuing supply over a period o f time. May be responsible for locating or promoting possible ten involve persuading potential vendors to undertake the manufacturing o f custom-designed items according to com plex and rigid specifications. Quantities o f items and materials purchased are often large in order to satisfy the requirements for an entire large organization for an extended period o f time. Complex schedules o f delivery are often involved. Buyer determines appropriate quantities to be contracted for at any given new sources o f supply. Usually is expected to keep abreast o f market trends, changes in business practices in the as signed markets, new or altered types o f materials entering the market, etc. Examples o f items purchased include: Industrial types o f handtools; standard electronic parts, components and com ponent test instruments; electric motors; gasoline service station equipment; PBX or other specialized telephone serv ices; special purpose printing services; and routine purchases o f common raw materials such as standard grades and sizes period o f time. Transactions are often complicated by the presence o f one or more such matters as inclusion of: Requirements for spare parts, preproduction samples and testing, or technical o f steel bars, rods, and angles. literature; or patent and royalty provisions. Keeps abreast o f market and product developments. De Also included at this level are buyers o f materials o f the velops new sources o f supply. In addition to the work described above, a few positions types described for buyer I when the quantities purchased may also require supervision over a few lower level buyers are large so that local sources o f supply are generally inade or clerks. (N o position is included in this level solely be quate and the buyer must deal directly with manufacturers on a broader than local scale. cause supervisory duties are performed.) Examples o f items purchased include: Special purpose high cost machine tools and production facilities; specialized Buyer III condensers, boilers, and turbines; raw materials o f critically important characteristics or quality; parts, subassemblies, Purchases items, materials, or services o f a technical and components, etc., specially designed and made to order (e.g., specialized nature. The items, while o f a common general communications equipment for installation in aircraft being type, are usually made, altered, or customized to meet the manufactured; component assemblies for missiles and rock user’s specific needs and specifications. ets, and motor vehicle frames). 46 N O TE : Excluded are buying positions above level IV. Some buyers above level IV make purchases in such unusu ally large quantities that they can affect the market price o f a commodity or produce other significant effects on the industry or trade concerned. Others may purchase items o f either ( 1) extraordinary technical complexity, e.g., involv ing the outermost limits o f science or engineering, or (2 ) unusually high individual or unit value. Such buyers o f ten persuade suppliers to expand their plants or convert facilities to the production o f new items or services. These types o f buying functions are often performed by program managers or company officials who have primary responsi bilities other than buying. Personnel Management JO B A N A L Y S T Performs work involved in collecting, analyzing, and de veloping occupational data relative to jobs, job qualifica tions, and worker characteristics as a basis for compensating employees in a fair, equitable, and uniform manner. Per forms such duties as studying and analyzing jobs and pre paring descriptions o f duties and responsibilities and o f the physical and mental requirements needed by workers; eval uating jobs and determining appropriate wage or salary lev els in accordance with their difficulty and responsibility; independently conducting or participating with representa tives o f other companies in conducting compensation sur veys within a locality or labor market area; assisting in ad ministering merit rating programs; reviewing changes in wages and salaries indicated by surveys and recommending changes in pay scales; and auditing individual jobs to check the propriety o f evaluations and to apply current job classi fications. (Positions also responsible for supplying manage ment with a high technical level o f advice regarding the solution o f broad personnel management problems should be excluded.) Job A nalyst I As a trainee, performs work in designated areas and o f limited occupational scope. Receives immediate supervision in assignments designed to provide training in the applica tion o f established methods and techniques o f job analysis. Studies the least difficult jobs and prepares reports for re view by a job analyst o f higher level.2 Job A nalyst II Studies, describes, and evaluates jobs in accordance with established procedures. Is usually assigned to the simpler kinds o f both wage and salaried jobs in the establishment. Works independently on such assignments but is limited by defined area o f assignment and instructions o f superior. or participate in conducting surveys o f broad compensation areas. May assist in developing survey methods and plans. Receives general supervision but responsibility for final ac tion is limited. Job A nalyst IV Analyzes and evaluates a variety o f jobs in accordance with established evaluation systems and procedures, and is given assignments which regularly include responsibility for the more difficult kinds o f jobs. ( “ More difficult” means jobs which consist o f hard-to-understand work processes; e.g., professional, scientific, administrative, or technical; or jobs in new or emerging occupational fields; or jobs which are being established as part o f the creation o f new organi zations; or where other special considerations o f these types apply.) Receives general supervision, but responsibility for final action is limited. May participate in the development and installation o f evaluation or compensation systems, which may include those for merit rating programs. May plan survey methods and conduct or direct wage surveys within a broad compensation area. 2 Insufficient data were obtained for level I to warrant presenta tion o f average salaries. D IR EC TO R O F P E R S O N N E L Directs a personnel management program for a company or a segment o f a company. Serves top management o ffi cials o f the organization as the source o f advice and assis tance on personnel management matters and problems gen erally; is typically consulted on the personnel implications o f planned changes in management policy or program, the effects on the organization o f economic or market trends, product or production method changes, etc.; represents management in contacts with other companies, trade asso ciations, government agencies, etc., dealing primarily with personnel management matters. Typically the director o f personnel for a company re ports to a company officer in charge o f industrial relations Job A nalyst III and personnel management activities or an officer o f similar level. Below the company level the director o f personnel Analyzes and evaluates a variety o f wage and salaried typically reports to a company officer or a high manage jobs in accordance with established evaluation systems and ment official who has responsibility for the operation o f a procedures. May conduct wage surveys within the locality plant, establishment, or other segment o f the company. overseeing cafeteria operations, recreational programs, industrial health and safety programs, etc.). For a job to be covered by this definition, the personnel management program must include responsibility for all three o f the following functions: In addition, positions covered by this definition may, but do not necessarily, include responsibilities in the fo l 1. Administering a job evaluation system: i.e., a sys tem in which there are established procedures by which jobs are analyzed and evaluated on the basis o f their duties, responsibilities, and qualification requirements in order to provide a foundation for equitable compensa tion. Typically, such a system includes the use o f one or more sets o f job evaluation factors and the preparation o f formal job descriptions. It may also include such re lated functions as wage and salary surveys or merit rating system administration. The job evaluation system(s) does not necessarily cover all jobs in the organization, but does cover a substantial portion of the organization. 2. Employment and placement function: i.e., recruit ing actively for at least some kinds of workers through a variety of sources (e.g., schools or colleges, employment agencies, professional societies, etc.); evaluating appli cants against demands o f particular jobs by use o f such techniques as job analysis to determine requirements, interviews, written tests o f aptitude, knowledge, or skill, reference checks, experience evaluations, etc.; recom mending selections and job placements to management, etc. 3. Employee relations and services function: i.e., functions designed to maintain employees’ morale and productivity at a high level (for example, administering a formal or informal grievance procedure; identifying and recommending solutions for personnel problems such as absenteeism, high turnover, low productivity, etc.; ad ministration o f beneficial suggestions system, retirement, pension, or insurance plans, merit rating system, etc.; Table C-3. lowing areas: Employee training and development; Labor relations activities which are confined mainly to the administration, interpretation, and application o f those aspects o f labor union contracts that are essential ly o f the type described under (3 ) above. May also parti cipate in bargaining o f a subordinate nature, e.g., to ne gotiate detailed settlement o f such matters as specific rates, job classifications, work rules, hiring or layoff pro cedures, etc., within the broad terms o f a general agree ment reached at higher levels, or to supply advice and information on technical points to the company’s princi pal representative. Equal employment opportunity (EEO); Reporting under the Occupational Safety and Health A ct (OSHA). Excluded are positions in which responsibility for actual contract negotiation.with labor unions as the principal com pany representative is a significant aspect o f the job, i.e., a responsibility which serves as a primary basis for qualifica tion requirements and compensation. Director o f personnel jobs which meet the above defini tion are classified by level o f work3 in accordance with the criteria shown in table C-3. 3Insufficient data were obtained for level V to warrant presenta tion o f average salaries. Criteria for matching directors o f personnel by level "D evelopm ent level" personnel program 1 23 "O perations level" personnel program 1 Num ber of employees in w o rk force serviced 250-750 .................................... 1 000-5,000 .............................. 6 000-12 00 0 ............................ 15,000-25,000 .......................... "T y p e A " organization serviced3 "T y p e B " organization serviced4 1 II III IV II III IV V Num ber of employees in w ork force serviced 250-750 ....................................... 1,000-5,000 ................................ 6,000-12,000 .............................. 15,000-25,000 ............................ 1 "O perations level” personnel program —d ir e c t o r o f p e rso n n e l s e rv icin g an o r g a n iz a tio n a l s e g m en t (e.g., a p la n t) o f a c o m p a n y , w h e re th e b a s ic p e rs o n n e l p ro g ra m p o lic ie s , p la n s, o b je c tiv e s , e tc ., are e s ta b lis h e d a t c o m p a n y h e a d q u a rte rs o r at s o m e o th e r higher level b etw e en th e p la n t and th e c o m p a n y h e a d q u a rte rs level. T h e p e rs o n n e l d ir e c t o r 's r e s p o n s ib ilit y is t o p u t these in to o p e r a tio n at lo ca l m a n a g e m e n t needs. " Developm ent level” personnel program —e ith er: (a) D ir e c to r o f p e rs o n n e l s e rv ic in g an e n tire c o m p a n y (w ith o r w it h o u t s u b o r d in a t e e s ta b lis h m e n ts) w h e re th e p e rs o n n e l d i re c to r p la y s an im p o r t a n t ro le in e s ta b lis h m e n t o f b a sic p e r so n n e l p o lic ie s , pla n s, o b je c tiv e s , e tc ., f o r th e c o m p a n y s u b je c t t o p o lic y d ir e c t io n and c o n t r o l fr o m c o m p a n y o ffic e rs , or (b) d ir e c t o r o f p e rs o n n e l s e rv ic in g an in te rm e d ia te o r g a n iz a tio n b e lo w th e c o m p a n y level, e.g., a d iv is io n o r a s u b s id ia ry , t o w h ic h a r e la tiv e ly c o m p le te d e le g a tio n o f p e rs o n n e l p ro g ra m p la n n in g a nd d e v e lo p m e n t r e s p o n s ib ilit y is m a d e. In th is s itu a tio n o n ly b a sic p o lic y d ir e c t io n is given b y th e p a re n t c o m p a n y and lo cal o ffic e rs . T h e d ir e c t o r o f p e rs o n n e l has e s s e n tia lly th e sam e d e II III IV V III IV V w o rk f o r c e o f 8 5 0 e m p lo y e e s s h o u ld be m a tc h e d w ith level 11 if it is a p e rs o n n e l p ro g ra m o p e r a t io n s level jo b w h e re th e n a tu re o f th e o r g a n iz a tio n se rv ic e d seem s to fa ll s lig h tly b e lo w th e d e f in it io n fo r t y p e B. H o w e v e r, th e sam e jo b s h o u ld be m a tc h e d w ith level I if th e n a tu re o f th e o r g a n iz a t io n s ervice d c le a r ly fa lls w ell w it h in th e d e fi n itio n f o r t y p e A . gree o f la t it u d e a n d r e s p o n s ib ilit y f o r e s ta b lis h m e n t o f b asic p e r so n n e l p o lic ie s , pla n s, o b je c tiv e s , e tc ., as d e sc rib e d a b o v e in (a). 3 "T y p e A " organization serviced—m o st jo b s s ervice d d o n o t p re s e n t p a r t ic u la r ly d if f ic u lt o r u n u su a l r e c r u it m e n t, jo b e v a lu a tio n , "T y p e B" organization serviced4 o r t ra in in g p r o b le m s b e c a u s e th e jo b s c o n s is t o f re la t iv e ly easy-tou n d e rs ta n d w o rk p ro cesse s, a n d an a d e q u a te la b o r s u p p ly is a v a il able. T h e s e c o n d it io n s are m o s t lik e ly t o be f o u n d in o r g a n iz a tio n s in w h ic h th e w o rk f o r c e a n d o r g a n iz a tio n a l s tr u c t u re are re la tiv e ly stable. 4 "T yp e B ” organization serviced—a s u b sta n tia l p r o p o r t io n o f th e jo b s p re s e n t d if f ic u lt r e c r u it m e n t, jo b e v a lu a tio n , o r t ra in in g p r o b le m s b e c a u se th e jo b s : C o n s is t o f h a rd -to -u n d e rs ta n d w o rk p r o cesses (e.g., p r o fe s s io n a l, s c ie n tific , a d m in is tra tiv e , o r t e c h n ic a l) ; have h a rd -to -m a tc h s k ill r e q u ir e m e n ts ; are in new o r e m e rg in g o c c u p a tio n s ; o r are e x t re m e ly h a rd to f ill. T h e s e c o n d it io n s are m o st lik e ly to b e f o u n d in o r g a n iz a t io n s in w h ic h th e w o rk fo r c e , o r g a n i z a tio n a l s tr u c tu re , w o rk p ro c e s se s o r f u n c t io n s , e tc ., a re c o m p li c a te d o r u n sta b le . N O T E : T h e r e are gaps b e tw e e n d iff e r e n t degrees o f all th ree e le m e n ts used t o d e te rm in e jo b level m a tc h e s . T h e s e gaps have been p ro v id e d p u r p o s e ly to a llo w r o o m f o r ju d g m e n t in g e ttin g t h e best o v e ra ll jo b level m a tc h f o r ea ch jo b . T h u s , a jo b w h ic h service s a th e lo ca l le vel, in s u ch a m a n n e r as to m o st e ffe c tiv e ly serve the 2 "T y p e A " organization serviced3 48 Chemists and Engineers Direction received. Supervisor establishes the nature and extent o f analysis required, specifies methods and criteria on new types o f assignments, and reviews work for thor oughness o f application o f methods and accuracy o f results. C H E M IS T Performs professional work in research, development, in terpretation, and analysis to determine the composition, molecular structure, and properties o f substances; to devel op or investigate new materials and processes; and to inves tigate the transformations which substances undergo. Work ety o f standardized methods, tests, and procedures. In ac typically requires a B.S. degree in chemistry or the equiva lent in appropriate and substantial college level study o f chemistry plus experience. cordance with specific instructions may carry out proposed and less common ones. Is expected to detect problems in using standardized procedures because o f the condition o f Typical duties and responsibilities. Carries out a wide vari the sample, difficulties with the equipment, etc. Recom mends modifications o f procedures, e.g., extending or cur Chem ist I tailing the analysis or using alternate procedures, based on knowledge o f the problem and pertinent available litera General characteristics. This is the entry level o f profes ture. Conducts specified phases o f research projects as an sional work requiring a bachelor’s degree in chemistry and no experience, or the equivalent o f a degree in appropriate assistant to an experienced chemist. education and experience. Performs assignments designed to develop professional capabilities and to provide experi ence in the application o f training in chemistry as it relates to the company’s programs. May also receive formal class room or seminar type training. (Terminal positions are ex cluded.) Responsibility fo r the direction o f others. May be assisted by a few aids or technicians. Chem ist III Direction received. Works under close supervision. Receives General characteristics. Performs a broad range o f chemical specific and detailed instructions as to required tasks and results expected. Work is checked during progress, and is tests and procedures utilized in the laboratory, using judg ment in the independent evaluation, selection, and adapta tion o f standard methods and techniques. May carry through a complete series o f tests on a product in its differ reviewed for accuracy upon completion. Typical duties and responsibilities. Performs a variety o f ent process stages. Some assignments require a specialized routine tasks that are planned to provide experience and familiarization with the chemistry staff, methods, practices, knowledge o f one or two common categories o f related substances. Performance at this level requires developmen tal experience in a professional position, or equivalent grad and programs o f the company. The work includes a variety o f routine qualitative and quantitative analyses; physical tests to determine properties such as viscosity, tensile uate level education. strength, and melting point; and assisting more experienced chemists to gain additional knowledge through personal ob servation and discussion. Direction received. On routine work, supervision is very general. Assistance is furnished on unusual problems and work is reviewed for application o f sound professional judg ment. Responsibility fo r the direction o f others. Usually none. Typical duties and responsibilities. In accordance with in structions as to the nature o f the problem, selects standard methods, tests or procedures; when necessary, develops or works out alternate or modified methods with supervisor’s Chem ist II General characteristics. At this continuing developmental level, performs routine chemical work requiring selection and application o f general and specialized methods, tech concurrence. Assists in research by analyzing samples or niques, and instruments commonly used in the laboratory, and the ability to carry out instructions when less common cause (a) standard methods are inapplicable, (b ) analytical findings must be interpreted in terms o f compliance or non- or proposed methods or procedures are necessary. Requires work experience acquired in an entry level position, or ap compliance with standards, or (c ) specialized and advanced equipment and techniques must be adapted. testing new procedures that require specialized training be propriate graduate level study. For training and develop is typical o f a higher level. (Terminal positions are exclud Responsibility fo r the direction o f others. May supervise or coordinate the work o f a few technicians or aids, and be ed.) assisted by lower level chemists. mental purposes, assignments may include some work that 49 supervised is comparable to that described for chemist IV. (2 ) As individual researcher or worker, carries out projects requiring development o f new or highly modified scientific techniques and procedures,-extensive knowledge o f special Chem ist IV General characteristics. As a fully competent chemist in all conventional aspects o f the subject matter or the functional area o f the assignments, plans and conducts work requiring (a) mastery o f specialized techniques or ingenuity in select ty, and knowledge o f related scientific fields. ing and evaluating approaches to unforeseen or novel prob Responsibility fo r the direction o f others. Supervises, co ordinates, and reviews the work o f a small staff o f chemists lems, and (b ) ability to apply a research approach to the solution o f a wide variety o f problems and to assimilate the and technicians engaged in varied research and development projects, or a larger group performing routine analytical work. Estimates personnel needs and schedules and assigns details and significance o f chemical and physical analyses, procedures, and tests. Requires sufficient professional ex perience to assure competence as a fully trained worker; or, work to meet completion date. Or, as individual researcher or worker, may be assisted on projects by other chemists or technicians. for positions primarily o f a research nature, completion o f all requirements for a doctoral degree may be substituted for experience. Chem ist VI Direction received. Independently performs most assign ments with instructions as to the general results expected. Receives technical guidance on unusual or complex prob General characteristics. Performs work requiring leadership and expert knowledge in a specialized field, product, or lems and supervisory approval on proposed plans for pro process. Formulates and conducts a systematic attack on a jects. problem area o f considerable scope and complexity which must be approached through a series o f complete and con ceptually related studies, or a number o f projects o f lesser scope. The problems are complex because they are difficult to define and require unconventional or novel approaches or have other difficult features. Maintains liaison with indi viduals and units within and outside the organization, with Typical duties and responsibilities. Conducts laboratory as signments requiring the determination and evaluation o f al ternative procedures and the sequence o f performing them. Performs complex, exacting, unusual analytical assignments requiring specialized knowledge o f techniques or products. Interprets results, prepares reports, and may provide techni responsibility for acting independently on technical matters pertaining to the field. Work at this level usually requires extensive progressive experience including work comparable to chemist V. cal advice in specialized area. Responsibility fo r the direction o f others. May supervise a small staff o f chemists and technicians. Direction received. Supervision received is essentially ad ministrative, with assignments given in terms o f broad gen Chem ist V eral objectives and limits. General characteristics. Participates in planning laboratory programs on the basis o f specialized knowledge o f problems Typical duties and responsibilities. One or both o f the fo l lowing: (1 ) In a supervisory capacity (a) plans, develops, and methods and probable value o f results. May serve as an expert in a narrow specialty (e.g., class o f chemical com pounds, or a class o f products), making recommendations and conclusions which serve as the basis for undertaking or coordinates, and directs a number o f large and important projects or a project o f major scope and importance, or (b ) is responsible for the entire chemical program o f a com pany, when the program is o f limited complexity and rejecting important projects. Development o f the knowl scope. Activities supervised are o f such a scope that they edge and expertise required for this level o f work usually require a few (3 to 5) subordinate supervisors or team lead reflects progressive experience through chemist IV. ers with at least one in a position comparable to level V. (2 ) As individual researcher or worker determines, con Direction received. Supervision and guidance relate largely ceives, plans, and conducts projects o f major importance to to overall objectives, critical issues, new concepts, and poli cy matters. Consults with supervisor concerning unusual nuity in adapting, extending, and synthesizing existing the the company. Applies a high degree o f originality and inge problems and developments. ory, principles, and techniques into original combinations and configurations. May serve as a consultant to other chemists in specialty. Typical duties and responsibilities. One or both o f the fol lowing: (1 ) In a supervisory capacity, plans, organizes, and directs assigned laboratory programs. Independently defines scope and critical elements o f the projects and selects ap Responsibility fo r the direction o f others. Plans, organizes, and supervises the work o f a staff o f chemists and techni proaches to be taken. A substantial portion o f the work cians. Evaluates progress o f the staff and results obtained, 50 and recommends major changes to achieve overall objec tives. Or, as individual worker or researcher, may be assisted on individual projects by other chemists or technicians. in positions comparable to chemist V I; or, as individual researcher and consultant, may be assisted on individual Chem ist VII Chem ist VIII General characteristics. Makes decisions and recommenda General characteristics. Makes decisions and recommenda tions that are recognized as authoritative and have an im tions that are authoritative and have a far-reaching impact portant impact on extensive chemical activities. Initiates and maintains extensive contacts with key chemists and on extensive chemical and related activities o f the com pany. Negotiates critical and controversial issues with top officials o f other organizations and companies, requiring level chemists and officers o f other organizations and com skill in persuasion and negotiation o f critical issues. At this panies. Individuals at this level have demonstrated a high level individuals will have demonstrated creativity, fore sight, and mature judgment in anticipating and solving un degree o f creativity, foresight, and mature judgment in planning, organizing, and guiding extensive chemical pro precedented chemical problems, determining program ob grams and activities o f outstanding novelty and importance. projects by other chemists and technicians. jectives and requirements, organizing programs and pro jects, and developing standards and guides for diverse chem Direction received. Receives general administrative direc tion. ical activities. Direction received. Receives general administrative direc tion. Typical duties and responsibilities. One or both o f the fo l lowing: (1 ) In a supervisory capacity is responsible for (a) the entire chemical program o f a company which is o f Typical duties and responsibilities. One or both o f the fo l lowing: (1 ) In a supervisory capacity is responsible for (a) an important segment o f a chemical program o f a com moderate scope, or (b ) an important segment o f a chemical program o f a company with very extensive and highly diver pany with extensive and diversified scientific requirements, or (b ) the entire chemical program o f a company where the complexity and scope that they are o f critical importance to overall operations and include problems o f extraordinary sified scientific requirements, where programs are o f such program is more limited in scope. The overall chemical pro difficulty that have resisted solution. Decides the kind and gram contains critical problems the solution o f which re quires major technological advances and opens the way for extent o f chemical programs needed to accomplish the ob jectives o f the company, for choosing the scientific ap extensive related development. Makes authoritative techni proaches, for planning and organizing facilities and pro cal recommendations concerning the scientific objectives grams, and for interpreting results. (2 ) As individual re and levels o f work which will be most profitable in light o f searcher and consultant formulates and guides the attack on company requirements and scientific and industrial trends and developments. Recommends facilities, personnel, and problems o f exceptional difficulty and marked importance to the company and/or industry. Problems are character funds required. (2 ) As individual researcher and consultant, ized by the lack o f scientific precedents and source materi selects problems for research to further the company’s ob als, or the lack o f success o f prior research and analysis so jectives. Conceives and plans investigations in which the phenomena and principles are not adequately understood, and where few or contradictory scientific precedents or re sults are available for reference. Outstanding creativity and mature judgment are required to devise hypotheses and that their solution would represent an advance o f great sig nificance and importance. Performs advisory and consulting work for the company as a recognized authority for broad program areas o f considerable novelty and importance. Has made contributions such as new products or techniques, development o f processes, etc., which are regarded as major advances in the field. techniques o f experimentation and to interpret results. As a leader and authority in the company, in a broad area o f specialization, or in a narrow but intensely specialized one, advises the head o f a large laboratory or company officials on complex aspects o f extremely broad and important pro Responsibility fo r the direction o f others. Supervises several subordinate supervisors or team leaders some o f whose posi tions are comparable to chemist V II, or individual re grams. Has responsibility for exploring, evaluating, and jus searchers some o f whose positions are comparable to chem tifying proposed and current programs and projects and ist V II and sometimes chemist V III. As an individual re furnishing advice on unusually complex and novel problems searcher and consultant may be assisted on individual proj in the specialty field. Typically will have contributed inno ects by other chemists or technicians. vations (e.g., techniques, products, procedures) which are N O T E : Individuals in charge o f a company’s chemical regarded as significant advances in the field. program may match any o f several o f the survey job levels, depending on the size and complexity o f chemical pro grams. Excluded from the definition are: (1 ) Chemists in Responsibility fo r the direction o f others. Directs several subordinate supervisors or team leaders, some o f whom are 51 charge o f programs so extensive and complex (e.g., consist ing o f highly diversified or unusually novel products and procedures) that one or more subordinate supervisory chemists are performing at level V III; (2 ) individuals whose rying out a sequence o f related engineering tasks. Limited decisions have direct and substantial effect on setting policy for the organization (included, however, are supervisors de entry level position, or appropriate graduate level study. exercise o f judgment is required on details o f work and in making preliminary selections and adaptations o f engineer ing alternatives. Requires work experience acquired in an ciding the “ kind and extent o f chemical programs” within For training and developmental purposes, assignments may include some work that is typical o f a higher level. (Termi broad guidelines set at higher levels); (3 ) individual re nal positions are excluded.) searchers and consultants who are recognized as national and/or international authorities and scientific leaders in Direction received. Supervisor screens assignments for unus very broad areas o f scientific interest and investigation. ual or difficult problems and selects techniques and proce dures to be applied on nonroutine work. Receives close supervision on new aspects o f assignments. EN G IN EER Typical duties and responsibilities. Using prescribed meth ods, performs specific and limited portions o f a broader assignment o f an experienced engineer. Applies standard practices and techniques in specific situations, adjusts and correlates data, recognizes discrepancies in results, and fol lows operations through a series o f related detailed steps or processes. Performs professional work in research, development, design, testing, analysis, production, construction, maint enance, operation, planning, survey, estimating, application, or standardization o f engineering facilities, systems, struc tures, processes, equipment devices, or materials requiring knowledge o f the science and art by which materials, natu ral resources, and power are made useful. Work typically requires a B.S. degree in engineering or the equivalent in combined education and experience. ( Excluded are: Safety Responsibility fo r the direction o f others. May be assisted by a few aids or technicians. engineers, industrial engineers, quality control engineers, sales engineers, and engineers whose primary responsibility is to be in charge o f nonprofessional maintenance work.) Engineer III General characteristics. Independently evaluates, selects, Engineer I and applies standard engineering techniques, procedures, and criteria, using judgment in making minor adaptations and modifications. Assignments have clear and specified ob General characteristics. This is the entry level o f profes sional work requiring a bachelor’s degree in engineering and jectives and require the investigation o f a limited number o f no experience, or the equivalent o f a degree in appropriate variables. Performance at this level requires developmental education and experience. Performs assignments designed to develop professional work knowledges and abilities. May also receive formal classroom or seminar-type training. experience in a professional position, or equivalent graduate level education. (Terminal positions are excluded.) Direction received. Receives instructions on specific assign ment objectives, complex features, and possible solutions. Direction received. Works under close supervision. Receives Assistance is furnished on unusual problems and work is reviewed for application o f sound professional judgment. 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 work which involves conventional types o f plans, investigations, surveys, Typical duties and responsibilities. Performs a variety o f structures, or equipment with relatively few complex fea routine tasks that are planned to provide experience and tures for which there are precedents. Assignments usually include one or more o f the following: Equipment design familiarization with the engineering staff, methods, prac tices, and programs o f the company. and development, test o f materials, preparation o f specifica tions, process study, research investigations, report prepara Responsibility fo r the direction o f others. Usually none. tion, and other activities o f limited scope requiring knowl Engineer II edge o f principles and techniques commonly employed in the specific narrow area o f assignments. General characteristics. At this continuing developmental Responsibility fo r the direction o f others. May supervise or level, performs routine engineering work requiring applica coordinate the work o f drafters, technicians, and others tion o f standard techniques, procedures, and criteria in car who assist in specific assignments. 52 General characteristics. As a fully competent engineer in all conventional aspects o f the subject matter or the functional area o f the assignments, plans and conducts work requiring judgment in the independent evaluation, selection, and sub stantial adaptation and modification o f standard tech dinates, and directs a large and important engineering pro ject or a number o f small projects with many complex fea tures. A substantial portion o f the work supervised is com parable to that described for engineer IV. (2 ) As individual researcher or worker carries out complex or novel assign ments requiring the development o f new or improved tech niques and procedures. Work is expected to result in the niques, procedures, and criteria. Devises new approaches to development o f new or refined equipment, materials, pro problems encountered. Requires sufficient professional ex perience to assure competence as a fully trained worker; or, cesses, products, and/or scientific methods. (3 ) As staff Engineer IV specialist develops and evaluates plans and criteria for a variety o f projects and activities to be carried out by others. Assesses the feasibility and soundness o f proposed engineer for positions primarily o f a research nature, completion o f all requirements for a doctoral degree may be substituted for experience. ing evaluation tests, products, or equipment when necessary data are insufficient or confirmation by testing is advisable. Direction received. Independently performs most assign Usually performs as a staff advisor and consultant as to a ments with instructions as to the general results expected. Receives technical guidance on unusual or complex prob lems and supervisory approval on proposed plans for pro jects. technical specialty, a type o f facility or equipment, or a program function. Responsibility fo r the direction o f others. Supervises, coor dinates, and reviews the work o f a small staff o f engineers and technicians; estimates personnel needs and schedules and assigns work to meet completion date. Or, as individual researcher or staff specialist may be assisted on projects by Typical duties and responsibilities. Plans, schedules, con ducts, or coordinates detailed phases o f the engineering work in a part o f a major project or in a total project o f moderate scope. Performs work which involves convention other engineers or technicians. al engineering practice but may include a variety o f com plex features such as conflicting design requirements, un Engineer VI suitability o f standard materials, and difficult coordination requirements. Work requires a broad knowledge o f prece General characteristics. Has full technical responsibility for interpreting, organizing, executing, and coordinating assign dents in the specialty area and a good knowledge o f princi ples and practices o f related specialties. ments. Plans and develops engineering projects concerned with unique or controversial problems which have an im Responsibility fo r the direction o f others. May supervise a portant effect on major company programs. This involves few engineers or technicians on assigned work. exploration o f subject area, definition o f scope and selec tion o f problems for investigation, and development o f nov el concepts and approaches. Maintains liaison with individu als and units within or outside the organization, with re Engineer V General characteristics. Applies intensive and diversified sponsibility for acting independently on technical matters knowledge o f engineering principles and practices in broad areas o f assignments and related fields. Makes decisions in dependently on engineering problems and methods, and represents the organization in conferences to resolve impor pertaining to own field. Work at this level usually requires extensive progressive experience including work comparable to engineer V. tant questions and to plan and coordinate work. Requires the use o f advanced techniques and the modification and extension o f theories, precepts, and practices o f own field and related sciences and disciplines. The knowledge and expertise required for this level o f work usually result from progressive experience, including work comparable to engi Direction received. Supervision received is essentially ad ministrative, with assignments given in terms o f broad gen eral objectives and limits. neer IV. coordinates, and directs a number o f large and important projects or a project o f major scope and importance, or Typical duties and responsibilities. One or more o f the fol lowing: (1 ) In a supervisory capacity (a) plans, develops,’ Direction received. Supervision and guidance relate largely (b) is responsible for the entire engineering program o f a to overall objectives, critical issues, new concepts, and poli company when the program is o f limited complexity and cy matters. Consults with supervisor concerning unusual scope. Extent o f responsibilities generally requires a few (3 to 5) subordinate supervisors or team leaders with at least problems and developments. one in a position comparable to level V. (2 ) As individual Typical duties and responsibilities. One or more o f the fo l researcher or worker conceives, plans, and conducts re lowing: (1 ) In a supervisory capacity plans, develops, coor search in problem areas o f considerable scope and com 53 plexity. The problems must be approached through a series o f complete and conceptually related studies, are difficult to define, require unconventional or novel approaches, and funds required to carry out programs which are directly related with and directed toward fulfillment o f overall com pany objectives. (2 ) As individual researcher and consultant require sophisticated research techniques. Available guides and precedents contain critical gaps, are only partially relat is a recognized leader and authority in the company in a ed to the problem, or may be largely lacking due to the specialized field. Selects research problems to further the broad area o f specialization or in a narrow but intensely novel character o f the project. A t this level, the individual company’s objectives. Conceives and plans investigations o f researcher generally will have contributed inventions, new broad areas o f considerable novelty and importance for designs, or techniques which are o f material significance in which engineering precedents are lacking in areas critical to the solution o f important problems. (3) As a staff specialist serves as the technical specialist for the organization (divi sion or company) in the application o f advanced theories, associates and others, with a high degree o f reliance placed on the incumbent’s scientific interpretations and advice. the overall engineering program. Is consulted extensively by Typically, will have contributed inventions, new designs, or techniques which are regarded as major advances in the field. concepts, principles, and processes for an assigned area o f responsibility (i.e., subject matter, function, type o f facility or equipment, or product). Keeps abreast o f new scientific methods and developments affecting the organization for the purpose o f recommending changes in emphasis o f pro Responsibility fo r the direction o f others. Directs several subordinate supervisors or team leaders, some o f whom are grams or new programs warranted by such developments. in positions comparable to engineer V I; or, as individual researcher and consultant, may be assisted on individual projects by other engineers and technicians. Responsibility fo r the direction o f others. Plans, organizes, and supervises the work o f a staff o f engineers and techni cians. Evaluates progress o f the staff and results obtained, and recommends major changes to achieve overall objec tives. Or, as individual researcher or staff specialist may be Engineer VIII assisted on individual projects by other engineers or techni General characteristics. Makes decisions and recommenda cians. tions that are recognized as authoritative and have a farreaching impact on extensive engineering and related activi Engineer VII ties o f the company. Negotiates critical and controversial issues with top level engineers and officers o f other organi General characteristics. Makes decisions and recommenda tions that are recognized as authoritative and have an im zations and companies. Individuals at this level demonstrate a high degree o f creativity, foresight, and mature judgment portant impact on extensive engineering activities. Initiates in planning, organizing, and guiding extensive engineering and maintains extensive contacts with key engineers and programs and activities o f outstanding novelty and impor tance. officials o f other organizations and companies, requiring skill in persuasion and negotiation o f critical issues. At this level individuals will have demonstrated creativity, fore sight, and mature engineering judgment in anticipating and solving unprecedented engineering problems, determining program objectives and requirements, organizing programs and projects and developing standards and guides for di verse engineering activities. Direction received. Receives general administrative direc tion. Typical duties and responsibilities. One or both o f the fo l lowing: (1 ) In a supervisory capacity is responsible for (a) an important segment o f a very extensive and highly diversified engineering program o f a company, or (b ) the Direction received. Receives general administrative direc entire engineering program o f a company when the program tion. is o f moderate scope. The programs are o f such complexity and scope that they are o f critical importance to overall objectives, include problems o f extraordinary difficulty Typical duties and responsibilities. One or both o f the fol lowing: (1 ) In a supervisory capacity is responsible for that often have resisted solution, and consist o f several (a) an important segment o f the engineering program o f a company with extensive and diversified engineering require segments requiring subordinate supervisors. Is responsible ments, or (b ) the entire engineering program o f a company programs needed to accomplish the objectives o f the com when it is more limited in scope. The overall engineering program contains critical problems the solution o f which pany, for choosing the scientific approaches, for planning for deciding the kind and extent o f engineering and related and organizing facilities and programs, and for interpreting requires major technological advances and opens the way results. (2 ) As individual researcher and consultant formu for extensive related development. Extent o f responsibili ties generally requires several subordinate organizational lates and guides the attack on problems o f exceptional diffi segments or teams. Recommends facilities, personnel, and Problems are characterized by their lack o f scientific prece culty and marked importance to the company or industry. 54 dents and source material, or lack o f success o f prior re N O T E : Individuals in charge o f a company’s engineering program may match any o f several o f the survey job levels depending on the size and complexity o f engineering pro grams. Excluded from the definition are: (1 ) Engineers in charge o f programs so extensive and complex (e.g., consis ting o f research and development on a variety o f complex products or systems with numerous novel components) that search and analysis so that their solution would represent an advance o f great significance and importance. Performs advisory and consulting work for the company as a recog nized authority for broad program areas or in an intensely specialized area o f considerable novelty and importance. one or more subordinate supervisory engineers are perform ing at level V III; (2 ) individuals whose decisions have direct and substantial effect on setting policy for the organization Responsibility fo r the direction o f others. Supervises several subordinate supervisors or team leaders some o f whose posi (included, however, are supervisors deciding the “ kind and tions are comparable to engineer V II, or individual research ers some o f whose positions are comparable to engineer V II extent o f engineering and related programs” within broad and sometimes engineer V III. As an individual researcher and consultant may be assisted on individual projects by other engineers or technicians. and consultants who are recognized as national and/or in guidelines set at higher levels); (3 ) individual researchers ternational authorities and scientific leaders in very broad areas o f scientific interest and investigation. Technical Support also be reviewed in process. Performs, at this level, one or a combination o f such typical duties as: E N G IN E E R IN G TEC H N IC IA N To be covered by these definitions, employees must Assembles or constructs simple or standard equip ment or parts. May service or repair simple instruments or equipment; Conducts a variety o f standardized tests; may prepare test specimens; sets up and operates standard test equip ment; records test data; Extracts engineering data from various prescribed sources; processes the data following well-defined meth ods; presents the data in prescribed form. meet all o f the following criteria: (1 ) Provides semiprofes sional technical support for engineers working in such areas as research, design, development, testing, or manufacturing process improvement. (2 ) Work pertains to electrical, elec tronic, or mechanical components or equipment. (3 ) Re quired to have some knowledge o f science or engineering. (Excludes production or maintenance workers, quality con trol testers, craft workers, drafters, designers, and engi neers.) Engineering Technician III Performs assignments that are not completely standard Engineering Technician I ized or prescribed. Selects or adapts standard procedures or Performs simple routine tasks under close supervision or equipment. Receives initial instructions, equipment require ments, and advice from supervisor or engineer; technical adequacy o f completed work is checked. Performs, at this level, one or a combination o f such typical duties as: from detailed procedures. Work is checked in process or on completion. Performs, at this level, one or a combination o f such typical duties as: Assembles or installs equipment or parts requiring simple wiring, soldering, or connecting; Performs simple or routine tasks or tests such as ten sile or hardness tests; operates and adjusts simple test equipment; records test data; Gathers and maintains specified records o f engineer ing data such as tests, drawings, etc.; performs computa tions by substituting numbers in specified formulas; plots data and draws simple curves and graphs. Constructs components, subunits, or simple models or adapts standard equipment. May troubleshoot and correct malfunctions; Conducts various tests or experiments which may re quire minor modifications in test setups or procedures; selects, sets up, and operates standard test equipment and records test data; Extracts and compiles a variety o f engineering data; processes or computes data using specified formulas and procedures. Performs routine analysis to check applica bility, accuracy, and reasonableness o f data. Engineering Technician II Performs standardized or prescribed assignments involv ing a sequence o f related operations. Follows standard work Engineering Technician IV I methods or explicit instructions; technical adequacy o f rou Performs nonroutine assignments o f substantial variety tine work is reviewed on completion; nonroutine work may and complexity. Receives objectives and technical advice 55 Prepares simple or repetitive drawings o f easily visualized items. Work is closely supervised during progress. from supervisor or engineer; work is reviewed for technical adequacy. May be assisted by lower level technicians. Per forms, at this level, one or a combination o f such typical duties as: Drafter I W orks on lim ited segm ent o f d e velo p m en t p ro ject; constructs exp erim en ta l or p ro to ty p e m od els to m eet engineering requ irem ents; conducts tests or exp erim ents; records and evaluates data and reports findings; C onducts tests or exp erim ents requiring selection and adaptation o r m o d ifica tio n o f test equ ip m en t and test procedures; record s data; analyzes data and prepares test Prepares detail drawings o f single units or parts for engi neering, construction, manufacturing, or repair purposes. Types o f drawings prepared include isometric projections (depicting three dimensions in accurate scale) and sectional views to clarify positioning o f components and convey needed information. Consolidates details from a number o f rep orts; C om piles and com pu tes a variety o f engineering data; m ay analyze test and design data; d evelops or prepares schem atics, designs, sp ecifications, parts lists, or makes recom m en d ation s regarding these item s. M ay review de signs or sp ecifications fo r adequacy. sources and adjusts or transposes scale as required. Suggest ed methods o f approach, applicable precedents, and advice on source materials are given with initial assignments. In structions are less complete when assignments recur. Work may be spot checked during progress. Engineering Technician V Drafter il Performs nonroutine and complex assignments involving responsibility for planning and conducting a complete pro Performs nonroutine and complex drafting assignments ject o f relatively limited scope or a portion o f a larger and more diverse project. Selects and adapts plans, techniques, designs, or layouts. May coordinate portions o f overall as that require the application o f most o f the standardized drawing techniques regularly used. Duties typically involve such work as: Prepares working drawings o f subassemblies with irregular shapes, multiple functions, and precise posi tional relationships between components; prepares architec tural drawings for construction o f a building including de signments; reviews, analyzes, and integrates the technical work o f others. Supervisor or professional engineer outlines objectives, requirements, and design approaches; completed work is reviewed for technical adequacy and satisfaction o f requirements. May be assisted by lower level technicians. Performs, at this level, one or a combination o f such typical tail drawings o f foundations, wall sections, floor plans, and roof. Uses accepted formulas and manuals in making neces sary computations to determine quantities o f materials to be used, load capacities, strengths, stresses, etc. Receives initial instructions, requirements, and advice from supervi duties as: Designs, develops, and constructs m ajor units, de vices, or equ ip m en t; conducts tests or exp erim en ts; ana lyzes results and redesigns or m od ifies equ ip m en t to im prove p erform a n ce; rep orts results; Plans or assists in planning tests to evaluate equ ip m ent perform an ce. D eterm ines test requirem ents, equ ip m ent m o d ifica tio n , and test procedures; condu cts tests, analyzes and evaluates data, and prepares reports on findings and recom m en d ation s; R eview s and analyzes a variety o f engineering data to d eterm ine requirem ents to m eet engineering ob jectives; m ay calculate design data; prepares layou ts, detailed sp ecifications, parts lists, estim ates, procedures, etc. M ay check and analyze drawings or equipm en t to determ ine adequacy o f drawings and design. sor. Completed work is checked for technical adequacy. Drafter III Plans the graphic presentation o f complex items having distinctive design features that differ significantly from es tablished drafting precedents. Works in close support with the design originator, and may recommend minor design changes. Analyzes the effect o f each change on the details o f form, function, and positional relationships o f compo nents and parts. Works with a minimum o f supervisory as sistance. Completed work is reviewed by design originator for consistency with prior engineering determinations. May either prepare drawings, or direct their preparation by low DR AFTERS er level drafters. Drafter-tracer CO M PU TER O P ER ATO R Copies plans and drawings prepared by others by placing tracing cloth or paper over drawings and tracing with pen or Monitors and operates the control console o f a digital pencil. (Does not include tracing limited to plans primarily computer, in accordance with operating instructions, to consisting o f straight lines and a large scale not requiring process data. Work is characterized by the following: close delineation.) Studies op erating instructions m ent setup n eed ed; AND/OR 56 to determ in e eq u ip structions or error conditions, applies standard operating or corrective procedure. Refers problems which do not re Loads equ ip m en t w ith required item s (tapes, cards, paper, e tc .); Switches necessary au xiliary equipm en t in to system ; Starts and operates com p u ter; R esponds to operating instructions and com p u ter ou tput instructions; R eview s error messages and makes correction s during op eration or refers problem s; Maintains op eratin g record. spond to preplanned procedures. Com puter O perator IV Work assignments are characterized by the frequent in troduction o f new programs, applications, and procedures (i.e., situations which require the operator to adapt to a May test-run new or modified programs and assist in modifying systems or programs. Included within the scope variety o f problems) executed by serial processing. Selects o f this definition are fully qualified computer operators, from a variety o f standard setup and operating procedures. trainees working to become fully qualified operators, and In response to computer output instructions or error condi lead operators providing technical assistance to lower level tions, deviates from standard procedures i f standard proce operators. dures do not provide a solution. Then refers problems or aborts program. OR Work assignments are characterized by the frequent in Com puter Operator I troduction o f new programs, applications, and procedures Work assignments consist o f on-the-job training (some (i.e., situations which require the operator to adapt to a times augmented by classroom training). Operator is provid ed detailed written or oral guidance before and during as variety o f problems) executed by multiprocessing. In re signments and is under close personal supervision. applies standard operating or corrective procedure. Refers problems which do not respond to preplanned procedure. sponse to computer output instructions or error conditions, Com puter Operator II OR Work assignments are established production runs, (i.e., programs which present few operating problems) executed Work assignments typically are established production runs (i.e., programs which present few operating problems) by multiprocessing. Selects from a variety o f standard setup and operating procedures. In response to computer output instructions or error conditions, deviates from standard pro cedures i f standard procedures do not provide a solution. Then refers problems or aborts program. executed by serial processing (i.e., one program is processed at a time). In response to computer output instructions or error conditions, applies standard operating or corrective procedure. Refers problems which do not respond to pre planned procedure. Com puter O perator III Com puter O perator V Work assignments are characterized by the frequent in Work assignments are characterized by the frequent test troduction o f new programs, applications, and procedures (i.e., situations which require the operator to adapt to a ing and introduction o f new programs, applications, and variety o f problems) executed by serial processing. In re sponse to computer output instructions or error conditions, applies standard operating or corrective procedure. Refers adapt to a variety o f problems). In responding to computer output instructions and error conditions or to avoid loss o f information or to conserve computer time, operator devi problems which do not respond to preplanned procedure. ates from standard procedures or aborts program. Such ac tions may materially alter the computer unit’s production plans. Advises programmers and subject-matter experts on setup techniques. procedures (i.e., situations which require the operator to OR Work assignments typically are established production runs (i.e., programs which present few operating problems) executed by serial processing. Selects from a variety o f stan dard setup and operating procedures. In response to com Com puter Operator VI puter output instructions or error conditions, deviates from standard procedures if standard procedures do not provide In addition to level V characteristics, assignments at this level require a knowledge o f program language, computer a solution. Then refers or aborts program. features, and software systems to assist in: (1 ) Maintaining, OR modifying, and developing operating systems or programs; Work assignments are established production runs (i.e., programs which present few operating problems) executed (2) developing operating instructions and techniques to cov by multiprocessing (i.e., simultaneous processing o f two or more programs). In response to computer output in er problem situations; (3 ) switching to emergency backup procedures. 57 Clerical Clerk, File I C L E R K , A C C O U N T IN G Performs one or more accounting clerical tasks such as Performs routine filing o f material that has already been posting to registers and ledgers; reconciling bank accounts; classified or which is easily classified in a simple serial classi verifying the internal consistency, completeness, and math fication system (e.g., alphabetical, chronological, or numeri ematical accuracy o f accounting documents; assigning pre cal). As requested, locates readily available material in files scribed accounting distribution codes; examining and veri and forwards material; may fill out withdrawal charge. May fying for clerical accuracy various types o f reports, lists, calculations, postings, etc.; or preparing simple (or assisting perform simple clerical and manual tasks required to main tain and service files. in preparing more complicated) journal vouchers. May work in either a manual or automated accounting system. The work requires a knowledge o f clerical methods and Clerk, File II office practices and procedures which relates to the clerical processing and recording o f transactions and accounting in Sorts, codes, and files unclassified material by simple (subject-matter) headings or partly classified material by finer subheadings. Prepares simple related index and cross- formation. With experience, the worker typically becomes familiar with the bookkeeping and accounting terms and reference aids. As requested, locates clearly identified ma terial in files and forwards material. May perform related clerical tasks required to maintain and service files. procedures used in the assigned work, but is not required to have a knowledge o f the formal principles o f bookkeeping and accounting. Positions are classified into levels on the basis o f the Clerk, File III following definitions. Classifies and indexes file material such as correspon Clerk, A cco u nting I dence, reports, technical documents, etc., in an established filing system containing a number o f varied subject matter Under close supervision, following detailed instructions files. May also file this material. May keep records o f vari and standardized procedures, performs one or more routine ous types in conjunction with the files. May lead a small group o f lower level file clerks. accounting clerical operations, such as posting to ledgers, cards, or worksheets where identification o f items and loca tions o f postings are clearly indicated; checking accuracy K EY EN TR Y OPERATOR and completeness o f standardized and repetitive records or (Keypunch Operator) accounting documents; and coding documents using a few Operates keyboard-controlled data entry device such as keypunch machine or key-operated magnetic tape or disc encoder to transcribe data into a form suitable for computer prescribed accounting codes. Clerk, A cco u nting II processing. Work requires skill in operating an alphanumeric keyboard and an understanding o f transcribing procedures and relevant data entry equipment. Under general supervision, performs accounting clerical operations which require the application o f experience and judgment, for example, clerically processing complicated or nonrepetitive accounting transactions, selecting among a Positions are classified into levels on the basis o f the following definitions. Key E n try Operator I substantial variety o f prescribed accounting codes and clas sifications, or tracing transactions through previous ac Work is routine and repetitive. Under close supervision counting actions to determine source o f discrepancies. May be assisted by one or more accounting clerks I. or following specific procedures or detailed instructions, works from various standardized source documents which have been coded and require little or no selecting, coding, or interpreting o f data to be entered. Refers to supervisor problems arising from erroneous items, codes, or missing C L E R K , FILE information Files, classifies, and retrieves material in an established Key En try O perator II filing system. May perform clerical and manual tasks re quired to maintain files. Positions are classified into levels Work requires the application o f experience and judg ment in selecting procedures to be followed and in searching on the basis o f the following definitions. 58 for, interpreting, selecting, or coding items to be entered Table C-4. from a variety o f source documents. On occasion may also perform some routine work as described for level I. Criteria fo r matching secretaries by level Level of secretary's supervisor N O T E : Excluded are operators above level II using the key entry controls to access, read, and evaluate the substance o f specific records to take substantive actions, or to make entries requiring a similar level o f knowledge. L S - 1 ............................................. L S - 2 ............................................. L S - 3 ............................................. L S - 4 ............................................. Level of secretary's responsibility LR-1 LR -2 I II III IV II III IV V M ESSENGER Performs various routine duties such as running errands, tant, skilled technician, or expert. (N O T E : Many companies assign stenographers, rather than secre taries as described above, to this level o f supervi sory or nonsupervisory worker.) operating minor office machines such as sealers or mailers, opening and distributing mail, and other minor clerical work. Excluded are positions that require operation o f a motor vehicle as a significant duty. LS-2 a. Secretary to an executive or managerial person whose responsibility is not equivalent to one o f the specific level situations in the definition for LS-3, but whose organizational unit normally numbers at least several dozen employees and is usually divided into organizational segments which are often, in turn, further subdivided. In some companies, this level includes a wide range o f orga nizational echelons; in others, only one or two; or b. Secretary to the head o f an individual plant, fac tory, etc., (or other equivalent level o f official) that employes, in all, fewer than 5,000 persons. SECRETARY Assigned as a personal secretary, normally to one indi vidual. Maintains a close and highly responsive relationship to the day-to-day activities o f the supervisor. Works fairly independently, receiving a minimum o f detailed supervision and guidance. Performs varied clerical and secretarial duties requiring a knowledge o f office routine and understanding o f the organization, programs, and procedures related to the work o f the supervisor. LS-3 a. Secretary to a corporate officer (other than chair man o f the board or president) o f a company that employs, in all, over 100 but fewer than 5,000 persons; or b. Secretary to the head (immediately below the o ffi cer level) o f either a major corporatewide func tional activity (e.g., marketing, research, opera tions, industrial relations, etc.) or a major geo graphic or organizational segment (e.g., a regional headquarters; a major division) o f a company that employs, in all, over 5,000 but fewer than 25,000 persons; or c. Secretary to the head o f an individual plant, fac tory, etc., (or other equivalent level o f official) that employs, in all, over 5,000 persons; or d. Secretary to the head o f a large and important organizational segment (e.g., a middle management supervisor o f an organizational segment often in volving as many as several hundred persons) o f a company that employs, in all, over 25,000 per sons. Exclusions. Not all positions that are titled “ secretary” pos sess the above characteristics. Examples o f positions which are excluded from the definition are as follows: a. Positions which do not meet the “ personal” secretary concept described above; b. Stenographers not fully trained in secretarial-type du ties; c. Stenographers serving as office assistants to a group o f professional, technical, or managerial persons; d. Assistant-type positions which entail more difficult or more responsible technical, administrative, or super visory duties which are not typical o f secretarial work, e.g., administrative assistant, or executive assis tant; e. Positions which do not fit any o f the situations listed in the section below titled “ Level o f Secretary’ s Su pervisor,” e.g., secretary to the president o f a com pany that employes, in all, over 5,000 persons; f. Trainees. LS-4 a. Secretary to the chairman of the board or presi dent o f a company that employs, in all, over 100 but fewer than 5,000 persons; or b. Secretary to a corporate officer (other than the chairman o f the board or president) o f a company that employs, in all, over 5,000 but fewer than 25,000 persons; or c. Secretary to the head, immediately below the cor porate officer level, o f a major segment or subsidi ary of a company that employs, in all, over 25,000 persons. Secretary jobs which meet the required characteristics are matched at one o f the five levels according to (a) the level o f the secretary’s supervisor within the company’s or ganizational structure and (b ) the level o f the secretary’s responsibility. Table C-4 indicates the level o f the secretary for each combination o f the factors. Leval of Secretary's Supervisor (LS) i LS-1 a. Secretary to the supervisor or head o f a small or ganizational unit (e.g., fewer than about 25 or 30 persons); or b. Secretary to a nonsupervisory staff specialist, pro fessional employee, administrative officer or assis N O T E : The term “ corporate officer” used in the above LS definitions refers to those officials who have a signifi cant corporatewide policymaking role with regard to major 59 N O T E : This job is distinguished from that o f a secretary in that a secretary normally works in a confidential rela tionship with only one manager or executive and performs more responsible and discretionary tasks. company activities. The title “ vice president,” though nor mally indicative o f this role, does not in all cases identify such positions. Vice presidents whose primary responsibili ty is to act personally on individual cases or transactions (e.g., approve or deny individual loan or credit actions; ad minister individual trust accounts; directly supervise a cleri cal staff) are not considered to be “ corporate officers” for Stenographer, General purposes o f applying the definition. Dictation involves a normal routine vocabulary. May maintain files, keep simple records, or perform other rela tively routine clerical tasks. Level of Secretary's Responsibility (LR ) This factor evaluates the nature o f the work relationship Stenographer, Senior between the secretary and the supervisor, and the extent to which the secretary is expected to exercise initiative and Dictation involves a varied technical or specialized vo judgment. Secretaries should be matched at LR-1 or LR-2 described below according to their level o f responsibility. cabulary such as in legal briefs or reports on scientific re search. May also set up and maintain files, keep records, etc. LR-1. Performs varied secretarial duties including or com OR Performs stenographic duties requiring significantly greater independence and responsibility than stenographer, parable to most o f the following: a. Answers telephone, greets personal callers, and opens incoming mail. b. Answers telephone requests which have standard an swers. May reply to requests by sending a form letter. c. Reviews correspondence, memoranda, and reports prepared by others for the supervisor’s signature to assure procedural and typographic accuracy. d. Maintains supervisor’s calendar and makes appoint ments as instructed. e. Types, takes and transcribes dictation, and files. general, as evidenced by the following: Work requires a high degree o f stenographic speed and accuracy; a thorough working knowledge o f general business and office proce dure and o f the specific business operations, organizations, policies, procedures, files, workflow, etc. Uses this knowl edge in performing stenographic duties and responsible cler ical tasks such as maintaining follow-up files; assembling material for reports, memoranda, and letters; composing simple letters from general instructions; reading and routing incoming mail; answering routine questions, etc. LR-2. Performs duties under LR-1 and, in addition, per forms tasks requiring greater judgment, initiative, and knowledge o f office functions including or comparable to T Y P IS T most o f the following: a. Screens telephone and personal callers, determining which can be handled by the supervisor’s subordi. nates or other offices. b. Answers requests which require a detailed knowledge o f office procedures or collection o f information from files or other offices. May sign routine corre spondence in own or supervisor’s name. c. Compiles or assists in compiling periodic reports on the basis o f general instructions. d. Schedules tentative appointments without prior clear ance. Assembles necessary background material for scheduled meetings. Makes arrangements for meetings and conferences. e. Explains supervisor’s requirements to other employ ees in supervisor’s unit. (Also types, takes dictation, and files.) Uses a typewriter to make copies o f various materials or to make out bills after calculations have been made by another person. May include typing o f stencils, mats, or similar materials for use in duplicating processes. May do clerical work involving little special training, such as keep ing simple records, filing records and reports, or sorting and distributing incoming mail. T yp ist I Performs one o r more o f the follow ing: Copy typing from rough or clear drafts; or routine typing o f forms, in surance policies, etc.; or setting up simple standard tabula tions; or copying more complex tables already set up and spaced properly. STENOG RAPHER Primary duty is to take dictation using shorthand, and to T yp ist II transcribe the dictation. May also type from written copy. May operate from a stenographic pool. May occasionally Performs one or more o f the follow ing: Typing material in final form when it involves combining material from sev- transcribe from voice recordings. 60 eral sources; or responsibility for correct spelling, syllabica tion, punctuation, etc., o f technical or unusual words or foreign language material; or planning layout and typing o f 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-tracer, messenger, and stenographer are the same as those used in the Bureau’s program o f 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 Drafter .................................................................. ..................... Clerk, accounting ................................................. ..................... Clerk, file .............................................................. ..................... Key entry o p e r a t o r ............................................... ..................... Secretary1 .............................................................. ..................... T y p i s t ..................................................................... ..................... National Survey of Professional, Adm inistrative. Technical, and Clerical Pay Occupational Wage Surveys in M etropolitan Areas 1 II III 1 II 1 II III 1 II 1 II III IV V 1 II C B A B A C B A B A E D C B A B A 1 T h is 5-level d e f in it io n f o r s e c re ta ry w as in tr o d u c e d in th e area s u rv e y s in c a le n d a r y e a r 1 9 7 7 . 61 Appendix D. Comparison of Salaries in Private Industry with Salaries of Federal Employees Underthe General Schedule 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. The survey was designed to provide a basis for com paring salaries under the General Schedule classification and pay system with salaries in private enterprise. T o assure collection o f pay data for work levels equivalent to the General Schedule grade levels, the Civil Service Com mission, in cooperation with the Bureau o f Labor Statistics, 62 Table D-1. Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule O ccup ation and level surveyed by B L S 1 Average annual salaries in private industry,2 March 1978 Salary rates fo r Federal em ployees under the General Schedule, M arch 19 783 Grade4 Steps6 Average,5 March 1978 1 2 3 4 5 6 7 8 9 10 Clerks, file 1 ................................................... M e ss e n g e rs..................................................... $6,621 7,595 GS 1 $6,405 $6,219 $6,426 $6,633 $6,840 $7,047 $7,254 $7,461 $7,668 $7,875 $8,082 Clerks, file I I ................................................... Key entry operators 1 ................................... T yp ists 1 ........................................................ 7,914 8,546 7,778 GS 2 7,249 7,035 7,270 7,505 7,740 7,975 8,210 8,445 8,680 8,915 9,150 Clerks, accounting 1 ...................................... Clerks, file III ................................................ D ra fte r-tra ce rs................................................ Engineering technicians 1 .............................. Key entry operators II ................................. Stenographers, general ................................. T yp ists I I ........................................................ 8,682 10,095 9,803 10,461 10,099 9,834 9,276 GS 3 8,524 7,930 8,194 8,458 8,722 8,986 9,250 9,514 9,778 10,042 10,306 Clerks, accounting II ................................... Com puter operators 1 ................................... Drafters 1 ........................................................ Engineering technicians II ............................ Secretaries 1 ................................................... Stenographers, s e n i o r ................................... 10,986 8,546 11,247 11,918 9,801 11,018 GS 4 9,918 8,902 9,199 9,496 9,793 10,090 10,387 10,684 10,981 11,278 11,575 A cco u n ta n ts 1 ................................................ A u d ito rs t ..................................................... Buyers 1 .......................................................... Chem ists 1 ..................................................... C om puter operators II ................................. Drafters II ..................................................... Engineers 1 ..................................................... Engineering technicians III ......................... Secretaries 1 1 ................................................... 12,785 13,243 12,887 13,492 10,352 13,709 15,928 14,062 10,721 GS 5 11,321 9,959 10,291 10,623 10,955 11,287 11,619 11,951 12,283 12,615 12,947 Com puter operators I I I ................................. Secretaries III ................................................ 11,274 11,894 GS 6 12,782 11,101 11,471 11,841 12,211 12,581 12,951 13,321 13,691 14,061 14,431 See footno tes at end of table. Table D-1. Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule—Continued Occupation and level surveyed by B L S 1 Average annual salaries in private industry,2 March 1978 Salary rates fo r Federal employees under the General Schedule, M arch 19783 Graded Average,5 March 1978 Steps6 1 2 3 4 5 6 7 8 9 10 A cco unta nts II .............................................. A u d ito rs II ...................................................... Buyers II ........................................................ Chem ists I I ...................................................... Com puter operators I V ................................. Drafters I I I ...................................................... Engineers II ................................................... Engineering technicians IV .......................... Jo b analysts I I ................................................. Secretaries I V ................................................. $15,671 15,694 16,195 16,337 13,737 16,902 17,567 16,302 14,040 13,018 GS 7 $13,946 $12,336 $12,747 $13,158 $13,569 $1 3,980 $14,391 $14,802 $15,213 $15,624 $16,035 Com puter operators V ................................. Secretaries V ................................................... 15,691 14,430 GS 8 15,847 13,662 14,117 14,572 15,027 15,482 15,937 16,392 16,847 17,302 17,757 A cco untants I I I .............................................. A tto rneys 1 ...................................................... A u d ito rs III ................................................... Buyers I I I ........................................................ Chem ists III ................................................... Com puter operators V I ................................. Engineers I I I ................................................... Engineering technicians V ............................ Job analysts II1 .............................................. 18,115 17,693 18,756 19,590 19,453 18,173 20,194 18,703 18,354 GS 9 16,924 15,090 15,593 16,096 16,599 17,102 17,605 18,108 18,611 19,114 19,617 A ccountants I V .............................................. A tto rn e ys II ................................................... A u d ito rs IV ................................................... Buyers I V ........................................................ Chem ists I V ................................................... Chief accountants 1 ...................................... Directors of personnel 1 ............................... Engineers I V ................................................... Jo b analysts I V .............................................. 22,036 21,713 23,093 23,853 23,532 23,561 20,833 23,972 22,616 GS 11 20,563 18,258 18,867 19,476 20,085 20,694 21,303 21,912 22,521 23,130 23,739 A cco untants V .............................................. A tto rneys III ................................................. Chem ists V ...................................................... Chief accountants I I ...................................... D irectors of personnel I I ............................... Engineers V ................................................... 27,301 27,738 28,494 27,769 26,245 28,001 GS 12 21,883 22,612 23,341 24,070 24,799 25,528 26,257 26,986 27,715 28,444 24,762 See footno tes at end of table. v. Table D-1. Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule—Continued Average annual salaries in private industry,2 March 1978 O ccup ation and level surveyed by B L S 1 05 CJ1 Salary rates fo r Federal employees under the General Schedule, M arch 19783 Grade4 Steps6 Average,5 March 1978 1 2 3 4 5 7 6 8 9 10 A ttorneys IV ................................................ Chemists VI ................................................... Chief accountants III ................................... Directors o f personnel III ............................ Engineers V I ................................................... $33,547 33,110 34,160 32,201 32,264 G S 13 $29,755 $26,022 $26,889 $27,756 $28,623 $29,490 $30,357 $31,224 $32,091 $32,958 $33,825 A tto rneys V ................................................... Chem ists V I I ................................................... C hie f accountants IV ................................... D irectors of personnel IV ............................ Engineers VII ................................................ 42,318 38,927 39,895 40,835 36,520 GS 14 35,087 30,750 31,775 32,800 33,825 34,850 35,875 36,900 37,925 38,950 39,975 A tto rneys VI ................................................ Chem ists VIII ................................................ Engineers V I I I ................................................ 51,798 47,156 42,104 GS 15 41,800 36,171 37,377 38,583 39,789 40,995 42,201 43,407 44,613 45,819 47,025 1 F o r de fin itio n s, see appendix C. 2 Survey findings, as sum m arized in table 1 of this bulletin. Fo r scope of survey, see appendix A . 3Salary rates in effect in March 1978, reference date of the B L S survey, as established by Executive Order 12010 issued under authority of Section 5305 of title 5, U.S. Code. C o rre s p o n d in g grades in the General Schedule were supplied by the U.S. C ivil Service Com m ission. 5 Mean salary of all General Schedule employees in each grade as of March 3 1 ,1 9 7 8 . N ot lim ited to Federal employees in occupations surveyed by B LS. 6Section 5335 of title 5 of the U.S. Code provides fo r within-grade increases on condition that the em ployee's w ork is o f an acceptable level of competence as defined by the head of the agency. Fo r employees w ho meet this co ndition, the service requirements are 52 calendar weeks each for advancement to salary rates 2, 3, and 4; 104 weeks each for advancement to salary rates 5, 6, and 7; and 156 weeks each for advancement to salary rates 8, 9, and 10. Section 5336 provides that an additional within-grade increase may be granted w ith in any period of 52 weeks in recognition of high quality perform ance above that o rd in arily found in the type of position concerned. Under Section 5303 of title 5 of the U.S. Code, higher m inim um rates (but not exceeding the m axim um salary rate prescribed in the General Schedule fo r the grade or level) and a corresponding new salary range may be established fo r positions or occupations under certain conditions. The conditions include a finding that the Governm ent's recruitm ent or retention of well qualified persons is sig nificantly handicapped because the salary rates in private industry are substantially above the salary rates of the statutory pay schedules. As of March 1978, special, higher salary ranges were authorized fo r professional engineers at the entry grades (GS-5 and GS-7), and at GS-9. Inform ation on special salary rates, including the occupations and the areas to which they apply, may be obtained from the U.S. C iv il Service Com m ission, Washington, D.C. 20415, or its regional offices. ☆ U.S. GOVERNMENT PRINTING OFFICE : 1978 0 -2 7 5 -3 2 7 Keep up to date with: M A JO R COLLECTIVE BARGAMMG AGREEMENTS The Bureau of Labor Statistics has published a series of 16 bulletins dealing with key issues in collective bargaining. The bulletins are based on analysis of about 1800 major agreements and show how negotiators in different industries handle specific problems. The studies are complete with illustrative clauses identified by the company and union signatories, and detailed tabulations on the prevalence of clauses. ORDER T it le FO RM ( C h e c k P u b lic a t io n D e s ire d ) Ma/or 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 _ Safety and Health Provisions B u lle tin Num ber D a te o f P u b lic a tio n P r ic e 1425-1 1425-2 1964 1965 $ 1 45 1 80 1425-3 1425-4 1425-5 1425-6 1425-7 1425-8 1425-9 1425-10 1425-1 1 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 1425-13 1425-14 1425-15 1425-16 1970 1972 1972 1974 1976 1 00 1 75 1 25 1 45 1.30 Total for all 16 Bulletins To order, check the bulletins wanted above, and mail the list with payment, to your nearest Bureau of Labor Statistics regional office MAKE CHECK PAYABLE TO SUPERINTENDENT OF DOCUMENTS $23 50 R e g io n a l O f f ic e B u r e a u o f L a b o r S ta tis tic s U .S . D e p a r t m e n t o f L a b o r 1603 Federal Building. Boston. Mass 02203 1515 Broadway. New York. N Y 10036 3535 Market Street. Philadelphia. Pa 19101 1371 Peachtree Street. N E . Atlanta. Ga 30309 230 S Dearborn Street, Chicago. Ill 60604 911 Walnut Street Kansas City. Mo 64106 555 Griffin Square Building. Dallas, Texas 75202 450 Golden Gate Ave . San Francisco. Calif 94102 Bureau of Labor Statistics Regional Offices R e g io n I 1603 JFK Federal B uilding G overnm ent Center Boston Mass 02203 Phone (617) 223-6761 R e g io n IV 1371 Peachtree Street. NE Atlanta. Ga 30309 Phone: (404) 881-4418 R e g io n V R e g io n II S uite 3400 1515 Broadway New York N Y 10036 Phone <212) 399-5405 R e g io n III 3535 M arket Street P O Box 13309 Philadelphia. Pa 19101 Phone: (215)596-1154 9th Floor Federal O ffice B uilding 230 S Dearborn Street Chicago. Ill 60604 Phone: (312) 353-1880 R e g io n s VII and VIII* 911 Walnut S treet Kansas City. Mo 64106 Phone: (816) 374-2481 R e g io n s IX and X** 450 G olden Gate Avenue Box 36017 San Francisco. Calif 94102 Phone: (415) 556-4678 R e g io n VI Second Floor 555 G riffin Square B uilding Dallas. Tex 75202 Phone: (214) 749-3516 * Regions VII and VII are serviced by Kansas City "Regions IX and X are serviced by San Francisco
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