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Professional, Administrative,
Technical, and Clerical Pay, X
March 1980

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_____________________________________________________________________________________________
U.S. Department of Labor
Bureau of Labor Statistics
October 1980
Bulletin 2081




National Survey of
Professional, Administrative,
Technical, and Clerical Pay,
March 1980
U.S. Department of Labor
Ray Marshall, Secretary
Bureau of Labor Statistics
Janet L. Norwood, Commissioner
October 1980
Bulletin 2081




For sa le by th e S u p erin ten d en t o f D ocum ents, U .S. G overnm ent P r in tin g Office
W ash in gton , D.C. 20402 - P rice $4.




Preface

This bulletin summarizes the results of the Bureau’s
annual salary survey of selected professional, ad­
ministrative, technical, and clerical occupations in
private industry. The nationwide salary information,
relating to March 1980, is representative of
establishments in a broad spectrum of industries
throughout the United States, except Alaska and
Hawaii.
Although only nationwide salary data are presented
in this bulletin, salary data for clerical and drafting oc­
cupations are available for each of the metropolitan
areas in which the Bureau conducts area wage surveys.
These area reports also include information on sup­
plementary benefits such as paid vacations, holidays,
and health, insurance, and pension plans relating to
nonsupervisory office workers.
In 1979 a test survey of benefits in private industry
covered the same scope as the national survey of profes­
sional, administrative, technical, and clerical pay. The
findings of the test survey appear in Employee Benefits
in Industry: A Pilot Study, Report 615 (Bureau of
Labor Statistics, July 1980). Copies are available at the
Bureau’s regional offices listed on the inside back cover
of this bulletin.
The results of the annual survey are used for a
number of purposes, including general economic
analysis and wage and salary administration by private
and public employers. One important use is to provide
the basis for setting Federal white-collar salaries under
the provisions of the Federal Pay Comparability Act of
1970. Under this act, the President has designated the
Secretary of Labor, the Director of the Office of
Management and Budget, and the Director of the Office
of Personnel Management (formerly the U.S. Civil
Service Commission) to serve jointly as his agent for the
purpose of setting pay for Federal white-collar
employees. The agent is responsible for translating the
survey findings into recommendations to the President
as to the appropriate adjustments needed in Federal pay
rates to make them comparable with private enterprise
pay rates for the same levels of work. The President’s
agent also determines the industrial, geographic,




establishment-size, and occupational coverage of the
survey. The role of the Bureau of Labor Statistics in the
pay-setting process is limited to conducting the survey
and advising on the feasibility of proposed survey
changes. It should be emphasized that this survey, like
any other salary survey, does not provide mechanical
answers to pay policy questions.
The occupations studied span a wide range of duties
and responsibilities. The occupations selected were
judged to be (a) surveyable in industry within the
framework of a broad survey design, (b) representative
of occupational groups which were numerically impor­
tant in industry as well as in the Federal service, and (c)
essentially of the same nature in both the Federal and
private sectors.
Occupational definitions used to collect salary data
(appendix C) reflect duties and responsibilities in private
industry; however, they are also designed to be
translatable to specific General Schedule grades apply­
ing to Federal employees. Thus, the definitions of some
occupations and work levels were limited to specific
elements that could be classified uniformly among
establishments. The Bureau of Labor Statistics and the
Office of Personnel Management worked jointly to
prepare the definitions.
The survey could not have been conducted without
the cooperation of the many firms whose salary data
provide the basis for the statistical information
presented in this bulletin. The Bureau, on its own behalf
and on behalf of the other Federal agencies that col­
laborated in planning the survey, wishes to express ap­
preciation for the cooperation it has received.
This study was conducted in the Bureau’s Office of
Wages and Industrial Relations by the Division of Oc­
cupational Wage Structures. Philip M. Doyle and Felice
Porter prepared the analysis in the bulletin. Field work
for the survey was directed by the Bureau’s Assistant
Regional Commissioners for Operations. Unless
specifically identified as copyright, material in this
publication is in the public domain and may, with ap­
propriate credit, be reproduced without permission.

iii

Contents

Page
Summary...............................................................................................................................................
1
Characteristics of the survey.................................................................................................................
1
Employment..........................................................................................................................................
1
Changes in salary levels........................................................................................................................
2
Average salaries, March 1980 ...........................................................................................................
2
Salary levels in metropolitan areas.......................................................................................................
6
Salary levels in large establishments.....................................................................................................
7
Salary distributions..............................................................................................................................
7
Pay differences by industry..................................................................................................................
7
Average standard weekly h o u rs .......................................................................................................... 10
Text tables:
1. Occupational levels in which 5 percent or more of the incumbents were women...............
2. Percent increases in average salaries by occupation and group, 1970-80 ...........................
3. Percent increases in average salaries by work level category, 1970-80 ...............................
4. Distribution of work levels by degree of salary dispension................................................

3
3
4
10

Reference tables:
Average salaries:
1. United States.....................................................................................................................
2. Metropolitan areas...........................................................................................................
3. Establishments employing 2,500 workers or m o re ........................................................

12
14
16

Employment distribution by salary:
4. Professional and administrative occupations.................................................................
5. Technical support occupations........................................................................................
6. Clerical occupations........................................................................................................

18
25
27

7. Occupational employment distributions: By industry division..........................................
8. Relative salary levels: Occupation by industry division......................................................
9. Average weekly hours: Occupation by industry division....................................................

30
31
32

Charts:
1. Increases in average salaries for selected occupational groups, 1970-80.............................
2. Salaries in professional and technical occupations, March 1980........................................
3. Salaries in administrative and clerical occupations, March 1980 ......................................
4. Relative employment in selected occupational groups by industry division,
March 1980 ..............................................................................

5
8
9
11

Appendixes:
A. Scope and method of survey................................................................................................ 33
B. Survey changes in 1980 ....................................................................................................... 37
C. Occupational definitions....................................................................................................... 38
D. Comparison of average annual salaries in private industry with corresponding
salaries for Federal employees under the General Schedule ........................................ 69




iv

Professional, Administrative,
Technical, and Clerical Pay,
March 1980

Summary

specific bands of levels which are not intended to repre­
sent all workers in those occupations.
The survey is designed to permit separate presentation
of data for metropolitan areas. These include the 276
Standard Metropolitan Statistical Areas in the United
States, except Alaska and Hawaii, as defined through
June 1977 by the U.S. Office of Management and
Budget. Establishments in metropolitan areas employed
over five-sixths of all the workers and nine-tenths of the
professional, administrative, technical, and clerical
employees within the scope of the survey. Similarly,
metropolitan areas accounted for nine-tenths of the
employees in occupations for which salary data were
developed.
These occupations included more than 1,717,000
employees, or about one-sixth of the professional, ad­
ministrative, technical, and clerical personnel in
establishments covered by the survey.

From March 1979 to March 1980, average salaries of
workers in occupations covered by this survey rose 9.1
percent, the largest annual increase since the survey was
begun in 1960. Increases for the 13 professional, ad­
ministrative, and technical support occupations
surveyed, which ranged from 4.2 percent for public ac­
countants to 11.8 percent for drafters, averaged 9.3 per­
cent. Increases for clerical occupations, which ranged
from 5.5 percent for messengers to 10.1 percent for
stenographers, averaged 8.8 percent.1
Average monthly salaries for the 91 occupational
levels varied from $657 for clerks engaged in routine fil­
ing to $5,053 for the highest level in the attorney series.
For most of the occupations, salary levels in
metropolitan areas and in large establishments were
higher than the average for all establishments within the
full scope of the survey. Salary levels and reported stan­
dard weekly hours in finance industries were generally
lower than in other major industry division represented
in the survey.

Employment

Occupational employment varied widely, reflecting
not only actual differences among occupations, but also
differences in the range of duties and responsibilities
covered by occupational definitions. Among profes­
sional and administrative occupations, the eight levels
of engineers included 434,100 employees, whereas two
other occupational categories (chief accountants and
job analysts) each included fewer than 2,300 employees.
Accounting clerks and secretaries made up just over
three-fifths of the 789,500 employees in the clerical oc­
cupations studied. Selected drafting occupations had
aggregate employment of 84,300; five engineering
technician levels together had 103,900; and the six com­
puter operator levels, 63,700.
About one-half of the workers in the selected occupa­
tions were women.3 The proportion of women varied
significantly, however, among the 21 survey occupa­
tions. For example, women accounted for more than 98

Characteristics of the survey

This survey, the 21st in an annual series, provides na­
tionwide salary averages and distributions for 91 work
level categories covering 21 occupations. It relates to
establishments in all areas of the United States, except
Alaska and Hawaii, engaged in the following industries:
Mining; construction; manufacturing; transportation,
communications, electric, gas, and sanitary services;
wholesale trade; retail trade; finance, insurance, and
real estate; and selected services. The minimum size of
establishments surveyed is either 50, 100, or 250
employees depending on the industry.2
Occupational definitions in this study permit
employees to be classified by duties and responsibilities
into appropriate work levels—designated by Roman
numerals, with level I as the lowest. Specific job factors
determining classification, however, vary from occupa­
tion to occupation.
The number of work levels in each occupation ranges
from one for messengers to eight for engineers. Most
occupations have more than one work level; some oc­
cupations are purposely defined, however, to cover



1 Results of the March 1979 survey were presented in National Survey o f Pro­
fessional, Administrative, Technical, and Clerical Pay, March 1979, Bulletin
2045 (Bureau o f Labor Statistics, 1979).
2 For a full description o f the scope o f the survey, see Appendix A.
3 Whenever possible, data were collected for men and women separately.
Bureau field representatives were unable to obtain data by sex for about 6 per­
cent of the workers.

1

Average salaries, March 1980

percent of the clerical employees but for less than 3 per­
cent of the chief accountants and engineers. Text table 1
shows the occupational levels in which 5 percent or
more of the incumbents were women. Salary levels for
women were typically below those for men in the same
occupation and level—generally by 10 percent or less; in
9 occupational work levels average salaries for women
exceeded those of men.

Average monthly salaries for occupations studied
(table 1) ranged from $657 for file clerks I to $5,053 for
the top level of attorneys surveyed. These extremes
reflect the wide range of duties and responsibilities
represented by the work levels surveyed. Average
salaries for workers in various occupational levels and a
brief indication of duties and responsibilities these levels
represent are summarized in the following paragraphs.6
Among the six levels of accountants surveyed,
average monthly salaries ranged from $1,262 for ac­
countants I to $3,358 for accountants VI. Level VI,
which was surveyed for the first time in 1980, includes
specialists in complex accounting systems. Auditors in
the four levels defined for the survey had average
salaries ranging from $1,238 a month for auditors I to
$2,232 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 averag­
ed $1,775 for accountants and $1,836 for auditors.
Sixty-six percent of the accountants and 39 percent of
the auditors were employed in manufacturing in­
dustries. Large numbers of auditors were also employed
in the finance, insurance, and real estate industries (34
percent); and in public utilities (14 percent).
Chief accountants—surveyed separately from ac­
countants— include those who develop or adapt and
direct the accounting program for a company or an
establishment (plant) of a company. Classification
levels are determined by the extent of delegated authori­
ty and responsibility, the technical complexity of the ac­
counting system, and, to a lesser degree, the size of the
professional staff directed. Chief accountants at level I,
who have authority to adapt the accounting system
established at higher levels to meet the needs of an
establishment with relatively few and stable functions
and work processes (directing one or two accountants),

Changes in salary levels

Text table 2 presents increases in average salaries be­
tween annual survey periods since 1970 for occupations
studied. 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 9.1 percent increase in white-collar salaries in the
year ended March 1980 was the largest since the series
was begun; it was slightly above the 9.0 increase in the
1974-75 period. Clerical salaries were up 8.8 percent for
the year ended March 1980; salaries of the professional,
administrative, and technical support occupations rose
9.3 percent.
Among the 21 occupations for which comparable
data were available from the previous survey, the
smallest increases were for public accountants at 4.2
percent, and messengers at 5.5 percent. Receiving the
largest increases were drafters at 11.8 percent; chief ac­
countants at 11.3 percent; and directors of personnel at
11.2 percent.
To show changes in salaries since 1970 for different
levels of work, occupational classifications were
grouped into the three broad categories described in text
table 3. Group A contains survey classifications which
equate to grades 1-4 of the Federal Government’s
General Salary Schedule; group B covers GS grades
5-10; and group C, grades 11-15. (See appendix D, table
D-l, for a listing of survey classifications that equate to
each GS grade.) In general, average salaries increased
more for the higher occupational levels (group C) than
for the two lower groups during the 1970-80 period.
Another method of examining salary trends is to com­
bine the data into the four occupational groups shown
in chart 1. Increases from 1979 to 1980 amounted to 9.3
percent for the experienced professional and ad­
ministrative group; 10.3 percent for the entry and
developmental professional and administrative group;
10.5 percent for the technical support group; and 9.6
percent for the clerical group.4
Annual increases in salaries for the entry and
developmental professional and administrative group
averaged 6.1 percent over the decade—less than the in­
creases for the technical support, clerical, and the ex­
perienced professional and administrative groups, 7.2,
7.3, and 7.3 percent, respectively.5



4
Work levels used to compute 1979-80 increases were: Clerical—All clerical
levels. Technical support—All levels o f engineering technicians and drafters, and
computer operators I, II, III, IV, and V. Entry and developmental professional
and administrative—Accountants I and II; auditors I and II; public accountants
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;
public accountants III and IV; public accountants III and IV; auditors III and
IV; chief accountants I, II, III, and IV; attorneys II, III, IV, V, and VI; job
analysts III and IV; directors o f personnel I, II, III, and IV; chemists III, IV, V,
VI, and VII; and engineers III, IV, V, VI, VII, and VIII.
A few survey levels, not readily identifiable with any o f the four occupational
categories, were not used.
Unlike text table 2, increases in chart 1 do not reflect differences in the relative
employment size o f various occupational levels. See appendix A for a discussion
of the methods used to calculate each o f the trend series.
3 Survey data for 1971-72 did not represent a 12-month period due to changes
in survey timing. Increases for this year have been prorated to represent a
12-month period.
6 Classification o f employees in the occupations and work levels surveyed is
based on factors detailed in the definitions in appendix C.

2

Text table 1. Occupational levels in which 5 percent or more of the incumbents were women
W om en
(p e rc e n t)

W om en
(p e rc e n t)

O c c u p a tio n and level

O c c u p a tio n and level

25 -

90 - 94

80 - 84

74
59
54

14

P ub lic a c c o u n ta n ts IV
A u d ito rs 111
A tto r n e y s II I
D ire c to rs o f personnel 111
C hem ists 111
E ngineers I
D ra fte rs I I I
C o m p u te r o p era to rs V I

Job analysts 111

50 -

A c c o u n ta n ts I I I
A tto rn e y s II
D ire c to rs o f personnel 1
1
E ng ineering te ch n ic ia n s II
C o m p u te r op era to rs V

Job analysts I and 1
1

55 -

19

A c c o u n tin g clerks IV
Personnel clerks V

70 -

P u b lic a c c o u n ta n ts I I I
B uyers II
D ire c to rs o f personnel I
C hem ists II
D ra fte rs 1
1
C o m p u te r op era to rs IV

15 -

Personnel clerks IV

24

A c c o u n tin g clerks I I I

85 - 89

P ub lic a c c o u n ta n ts II
A u d ito rs 1
1
A tto r n e y s I
E ng ineering te ch n ic ia n s I

20 -

A c c o u n tin g clerks I and II
F ile clerks I, 11, and 111
K ey e n tr y o p era to rs I and II
Personnel clerks I, I I , and I I I
S ecretaries I, I I , I I I , IV , and V
S tenog raph ers, general and senior
T y p is ts I and II

29

10 -

9 5 or m ore

C o m p u te r o p era to rs II
Messengers

45 - 49

B uyers I

35 -

A c c o u n ta n ts I
Job analysts IV
C hem ists I
C o m p u te r o p era to rs I

30 -

39

34

5 -9

A c c o u n ta n ts IV
A u d ito rs IV
C h ie f a c c o u n ta n ts II
A tto r n e y s IV and V
B uyers 111
C hem ists IV
E ngineers II
E ng ineering te ch n ic ia n s II I
D ra fte rs IV

A c c o u n ta n ts II
P ub lic acc o u n ta n ts I
A u d ito rs I
D ra fte rs I
C o m p u te r o p era to rs I I I

Text table 2. Percent increases in average salaries by occupation and group, 1970-801
O c c u p a tio n and group

A ll survey o c c u p a tio n s 3
P rofessional, a d m in is tra tiv e , and te ch n ic a l s u p p o r t.
A c c o u n ta n ts .
A u d ito rs . . . . .
P ub lic a cc o u n ta n ts
C h ie f a c c o u n ta n ts .
A tto rn e y s
B uyers . . . .
Job a n a ly s ts ..................
D ire c to rs o f personnel
C hem ists .
E ng ineers.............................
Eng ineering tech n ic ia n s
D r a f t e r s ......................
C o m p u te r o p era to rs
C le ric a l3 ...............
. . .
A c c o u n tin g c le rk s .
F ile c l e r k s ..................
K ey e n try o p era to rs
M essengers. . .
Personnel c le r k s .
S ecretaries . . .
S tenog raph ers .
T y p is ts .

1970
to
1971

1 97 1
to
19721
2

1972
to
1973

1973
to
1974

6 .6

5 .8

5 .4

6 .4

9 .0

6 .7
6 .7
7 .0

5 .5
5 .6
5 .5

5 .4
4 .9
5 .2

6 .3
6.1
5 .2

8 .3
9 .8
6 .8

1976
to
1977

1977
to
1978

1978
to
1979

1979
to
1980

7 .0

6 .9

7 .9

7 .8

9 .1

6 .7
6 .4
5 .5

7.1
7 .8
6 .8

8 .3
8 .3
8 .2

7 .7
8 .0
6 .5

9 .3
9 .2
8 .8
4 .2
1 1 .3
9 .3
8.1
8 .1
1 1 .2
9 .8
9 .8
1 1 .0
1 1 .8
8 .3

1975
to
1976

4

4

4

4

4

4

9.1
5 .0
7 .0
7 .7
8 .0
5 .5
5 .7
6 .5
5 .6

3 .9
6 .1
6 .3
6 .8
3 .9
5.1
5 .2
5.1
7 .2

5 .8
6 .3
5 .0
5 .2
7 .5
3 .7
5.1
4 .7
6 .2

7 .2
5 .8
6 .0
6.1
7 .2
7.1
5 .4
6 .0
6 .7

8 .6
7 .6
9 .2
7 .5
6.1
10.1
8 .4
9 .0
8 .0

6 .6
6.1
6 .7
6 .0
7 .8
6 .6
6 .8
8.1
7 .4

4

4

4

5

4

5

6 .5
6 .0
6.1
7 .0
6 .7

6.1
6 .0
5 .5
6 .8
6 .3

5 .4
4 .6
5 .9
5 .4
5.1

6 .4
6 .9
5 .4
7 .3
5 .6

9 .6
7 .7
9 .6
9 .9
10.1

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

4

4

5

1 0 .5
5 .4
7 .0
6 .5
9 .1
7 .0
6 .4
7 .2
6 .0
5 .4

8 .0
9.1
7 .8
7 .2
1 0 .0
9 .0
9 .0
7.1
7.1
8 .5

7 .7
8 .9
7 .0
8 .6
7 .5
7 .6
8 .4
7 .6

6 .6
6 .9
5 .5
5 .9
7 .5

7 .4
6 .2
9 .7
7.1
6 .0

7 .8

4

4

4

4

4

4

4

4

6 .6
7 .5
6.1

6.1
6 .4
5 .7

5.1
5 .2
4 .0

S

4

5

6 .5
6 .7

1 1 .6
9 .9

8 .0
7.1

6 .4
7 .9
6 .2

6 .5
8 .2
8 .0

5

7 .2

5

5 .5
6 .8
6 .8
5

7 .3
12.1
8 .5

8 .8
8 .9
9 .3
9.1
5 .5
8 .6
9 .6
10.1
8 .9

3 D ata fo r k e y p u n c h supervisors, surveyed fr o m 1 9 7 0 to 1 9 7 6 ,
are in cluded in th e a ll-o c c u p a tio n s average and th e o c c u p a tio n a l
group averages fo r period s surveyed.
4 N o t surveyed.
s C o m p a ra b le d a ta n o t available f o r b o th years.

1 F o r d a ta on survey period s fro m 196 1 to 1 9 7 0 , see National
Survey o f Professional, Administrative Technical, and Clerical Pay
March 1979, B u lle tin 2 0 4 5 (B u rea u o f L a b o r S tatis tic s , 1 9 7 9 ) , p. 3.
2 S urv e y d a ta did n o t rep resent a 1 2 -m o n th p e rio d due to change
in survey tim in g . D a ta have been p ro ra ted to rep resent a 1 2 -m o n th
in terv a l.




1974
to
1975

NO TE:

3

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

IV, who purchase highly complex and technical
items, materials, or services, averaged $2,315 a month.
Manufacturing industries employed 83 percent of the
buyers in the four levels.
In personnel management, four work levels of job
analysts and five levels of directors o f personnel were
studied. Job analysts I averaged $1,338 compared with
$2,193 for job analysts IV, who, under general supervi­
sion, analyze and evaluate a variety of the more difficult
jobs and who may participate in the development and in­
stallation of evaluation or compensation systems. Direc­
tors of 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 functions, and employee relations and
services functions. Those with significant responsibility
for actual contract negotiation with labor unions as the
principal company representative are excluded. Provi­
sions are made in the definition of weighting various
combinations of duties and responsibilities to determine
the level. Among personnel directors, average monthly
salaries ranged from $2,060 for level I to $4,144 for level
IV.1 Manufacturing industries employed 54 percent of
0
the job analysts and 69 percent of the directors of per­
sonnel in the study; the finance, insurance, and real
estate industries ranked next with 28 percent of the job
analysts and 13 percent of the directors of personnel.
Chemists and engineers each are surveyed in eight
levels.1 Both series start with a professional trainee
1
level, typically requiring a B.S. degree. The highest level
surveyed involves either full responsibility over a very
broad and highly complex and diversified engineering or
chemical program, with several subordinates each direct­
ing large and important segments of the program; or
individual research and consultation in difficult prob­
lem areas where the chemist or engineer is a recognized
authority and where solutions would represent a major
scientific or technological advance.1 Average monthly
2
salaries ranged from $1,350 for chemists I to $3,824 for
chemists VII, the highest level for which data could be
presented and from $1,618 for engineers I to $4,173 for
engineers VIII.
Level IV represents the largest group in each series; it
includes professional employees who are fully compe­
tent in all technical aspects of their assignments, work
with considerable independence, and in some cases,

Text table 3. Percent increases in average salaries
by work level category, 1970-80
G ro u p A
(G S grades
1 -4)

G ro u p B
(G S grades
5 -9 )

G ro u p C
(G S grades
1 1 -1 5 )

9 9 .6

9 3 .8

1 0 1 .8

1 9 7 0 -7 1 .
1 9 7 1 -7 2 2 .
1 9 7 2 -7 3
1 9 7 3 -7 4
1 9 7 4 -7 5

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

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

6 .2
5 .6
5 .7
6 .2
8 .8

1 9 7 5 -7 6
1 9 7 6 -7 7
1 9 7 7 -7 8
1 9 7 8 -7 9
1 9 7 9 -8 0

7 .6
6 .9
7 .5
7 .2
9 .1

6 .4
6 .3
8 .0
7 .5
10.1

6 .5
7 .7
8 .8
8 .0
9 .3

Period

1 9 7 0 -8 0

_____________. . .

1 For data on survey periods from 1961 to 1970, see National Survey of
Professional, Administrative, Technical, and Clerical Pay, March 1979,
Bulletin 2045 (Bureau of Labor Statistics, 1979).
2 Actual survey-to-survey increases have been prorated to a 12-month
period.
NOTE: For method of computation, see appendix A. For detail on GS
grades, see appendix D.

averaged $2,362 a month. Chief accountants IV,7 who
have authority to establish and maintain the accounting
program, subject to general policy guidelines, for a
company with numerous and varied functions and work
processes (directing as many as 40 accountants), averag­
ed $4,173 a month. Almost three-fourths of the chief ac­
countants who met the requirements of the definitions
for these four levels were employed in manufacturing
industries.
Among the four levels of public accountants
surveyed, average monthly salaries ranged from $1,247
for entry level employees who are receiving practical ex­
perience in applying the principles, theories, and con­
cepts of accounting and auditing to specific situations
(level I) to $1,992 for public accountants who direct the
field work for large or complex audits (level IV).8 This
occupation was found only in public accounting firms
which are part of the selected services industry group.
Attorneys are classified into survey levels based upon
the difficulty of their assignments and their respon­
sibilities. 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 $1,743 a
month. Attorneys in the top level surveyed, level VI,
averaged $5,053 a month. These attorneys deal with
legal matters of major importance to their organization,
and are usually subordinate only to the general counsel
or an immediate deputy in very large companies.
Finance, insurance, and real estate industries employed
one-half of the attorneys, and manufacturing industries
employed almost one-third.9
Buyers averaged $1,238 a month at level I, which in­
cludes those who purchase “ off-the-shelf” and readily
available items and services from local sources. Buyers



I Although chief accountants V, directors o f personnel V, and chemists VIII
were surveyed, as defined in appendix C, data for these occupational levels did
not meet publication criteria for this survey.
8 In the survey coding structure, the level designations among various ac­
counting jobs are not synonymous, e.g., public accountants levels I-IV equate to
levels II-V for accountants. For more information see appendix D.
9 The survey excludes establishments primarily offering legal advice or legal
service.
1 See footnote 7.
0
II See footnote 7.
1
2
Top positions o f some companies with unusually extensive and complex
engineering or chemical programs are above that level.

4

Chart 1. Increases in average salaries for selected occupational groups, 1970 to 1980
Percent increase
10

—

Experienced professional and administrative

m

administrative

Technical support

Mean
increase
1970
to
1980



Mean
increase
1970
to
1975

Mean
increase
1975
to
1980

1975
to
1976

1976
to
1977

5

1977
to
1978

1978
to
1979

1979
to
1980

supervise a few professional and technical workers.
Manufacturing industries accounted for 92 percent of
all chemists and 74 percent of all engineers, the selected
services accounted for 4 and 15 percent, respectively.
The five-level series for engineering technicians is
limited to employees providing semiprofessional
technical support to engineers in areas such as research,
design, development, testing, or manufacturing process
improvement, and whose work pertains to electrical,
electronic, or mechanical components or equipment.
Technicians engaged primarily in production or
maintenance work are excluded. Engineering techni­
cians I, who perform simple routine tasks under close
supervision or from detailed procedures, averaged
$1,019 a month. Engineering technicians V, the highest
level surveyed, averaged $1,860 a month. That level in­
cludes fully experienced technicians performing more
complex assignments involving responsibility for plan­
ning and conducting a complete project of relatively
limited scope, or a portion of a larger and more diverse
project in accordance with objectives, requirements,
and design approaches as outlined by the supervisor or a
professional engineer. Salaries for intermediate levels
III and IV, at which a majority of the technicians
surveyed are classified, averaged $1,396 and $1,629,
respectively. Most technicians were employed in
manufacturing (79 percent) and in the selected services
studied (13 percent), with public utilities employing
nearly all the rest (4 percent). Although the ratio of such
technicians to engineers studied was about 1 to 4 in all
manufacturing industries, a ratio of approximately 1 to
3 was found in establishments manufacturing
mechanical and electrical equipment, and in research,
development, and testing laboratories, and 1 to 6 in

$941 at level I to $1,428 at level V. Average salaries of
$922 and $1,156 were reported for general and senior
stenographers; and $763 and $918 for the two levels of
typists. Manufacturing industries employed 43 percent
of the clerical employees classified in the survey occupa­
tions. The finance, insurance and real estate industries
and the selected services also accounted for large
numbers of clerical workers, employing 24 and 20 per­
cent of the total, respectively.
Average monthly salaries for accounting clerks rang­
ed from $734 for those performing very simple and
routine clerical accounting operations (level I) to $1,280
for employees who maintain journals or subsidiary
ledgers of an accounting system (level IV). Almost
three-fourths of the accounting clerks were classified in
levels II and III, for which average salaries were $865
and $1,027 a month, respectively.
Five levels of personnel clerks (employment) were
surveyed. Salaries ranged from $799 a month for clerks
performing routine tasks while receiving training and
gaining experience (level I) to $1,653 a month for clerks
providing technical support in processing a variety of
complicated personnel actions (level V). Nearly twofifths of the classified personnel clerks were at level II,
in which employees process a variety of personnel
documents, selecting the most appropriate precedent,
rule, or procedure. They averaged $961 a month.
In 19 of the 24 clerical work levels, employment in
manufacturing exceeded that in any of the nonmanufac­
turing divisions within the scope of the survey; highest
employment totals in the other 5 levels were in the
finance, insurance, and real estate division. Women
constituted 95 percent or more of the employees in 18 of
the clerical work levels.
Median monthly salaries (the amount below and
above which 50 percent of the employees are found) for
most work levels were slightly lower than the weighted
averages (means) cited earlier (i.e., salaries in the upper
halves of the arrays affected averages more than salaries
in the lower halves). The relative difference between the
mean and median was less than 2 percent for 32 of the
91 work levels, from 2 to 4 percent in 36 work levels,
and from 4 to 7.5 percent in the other 23 levels.

public utilities.

Among the five levels drafters surveyed, salaries rang­
ed from $851 a month for drafters I, who trace or copy
finished drawings, to $1,807 a month for drafters V,
who work closely with design originators in preparing
drawings of unusual, complex, or original designs.
Drafters were distributed by industry in about the same
proportion as engineers, with 70 percent in manufactur­
ing, 7 percent in public utilities, and 15 percent in the
selected services.
Computer operators are classified on the basis of
responsibility for solving problems and equipment
malfunctions, the degree of variability of their
assignments, and the relative level of sophistication of
the equipment they operate. Computer operators I
whose work assignments consist of on-the-job training
averaged $847 a month. Computer operators III, the
largest of the group surveyed, averaged $1,080. Com­
puter operators VI, the highest level surveyed, averaged
$1,626 a month.
Among the survey’s 8 clerical jobs, employment as
secretary exceeded that of any other classification.
Average monthly salaries for secretaries ranged from



Salary levels in metropolitan areas

For most occupational levels, average salaries in
metropolitan areas (table 2) were slightly higher than the
national averages (table 1). In only four instances,
however, did these differences exceed 1.0 percent.
About nine-tenths of the employment in survey oc­
cupations was in metropolitan areas. The proportions
varied, however, among occupations and work levels.
More than 95 percent of the attorneys, auditors, job
analysts and public accountants were employed in
metropolitan areas. In 53 of the 91 work levels, 90 per­
cent or more of the employment was in metropolitan
6

and lowest paid workers within a given work level tend­
ed to widen with each rise in work level for most oc­
cupations. Individual salaries in all occupations at all
work levels overlapped substantially. (Also, salary
ranges for established pay grades or work levels within
individual firms often overlapped substantially.)
Charts 2 and 3 give the middle 50 and 80 percent of
the salary range, and the median salary for each occupa­
tional work level. The charts point up occupational pay
relationships as well as the typically greater degree of
salary dispersion associated with the higher work levels
in each occupational series.
Expressing the salary range of the middle 50 percent
of employees in each work level as a percent of the me­
dian salary permits comparison of salary ranges and
eliminates extremely low and high salaries from each
comparison. As shown in text table 4, the degree of
dispersion ranged from 15 to 30 percent of the median
salary in 75 of the 91 work levels. The degree of disper­
sion tended to be greater in clerical occupations than in
other occupations studied.
Differences in salaries within work levels reflect a
variety of factors other than duties and responsibilities.
These include salary structures within establishments
which provide for a range of rates for each grade level;
variations in occupational employment among in­
dustries, as illustrated in table 7 and chart 4; and salary
variations among regions, particularly for clerical oc­
cupations.1 Clerical employees usually are recruited
3
locally while professional and administrative positions
tend to be recruited on a regional or national basis.

areas. It is apparent, therefore, that for most work
levels, salaries in nonmetropolitan counties could have
little effect upon the averages for all establishments
combined.
Salary levels in large establishments

Table 3 presents separate data for 80 occupational
work levels in large establishments (those employing
2,500 workers or more). Included are the proportions of
employees working in large establishments and their
salary levels relative to the full survey averages.
Large establishments accounted for 36 percent of all
employees in the 80 occupational levels—ranging from 7
percent of the directors of personnel II and 10 percent
of file clerks I to 77 percent for engineering technicians
V. The proportion was near one-third for most profes­
sional, administrative, and technical support occupa­
tions although for the numerically important engineer
and engineering technician occupations the proportion
was 52 percent. The proportion was 29 percent for
employees in clerical occupations.
Salary levels in large establishments expressed as
percents of levels in all establishments, combined, rang­
ed from 96 to 121 and averaged 108 for the 80 levels.
Salary levels in large establishments exceeded all­
establishment averages by 5 percent or more in all but
two of the clerical levels, but in only 34 to 57 nonclerical
levels, as shown by the following tabulation (all­
establishment average for each occupational level = 100
percent):
Professional,
administrative,
and technical

Total number of levels .
95-99 percent ..................
100-104 percent ................
105-109 p ercen t................
110-114 percent ................
115 percent and over . . . . .

Clerical

57

23

2
21
23
11

Pay differences by industry

By combining data for all levels of work in each oc­
cupation, relative salary levels in major industry divi­
sions may be compared to each other and to salary levels
in all industries combined (table 8).
Relative salary levels for the 13 professional, ad­
ministrative, and technical support occupations in
manufacturing industries tended to be closest to the
average for all industry divisions. However, manufac­
turing contributed more to total employment than any
other industry division for all but two (attorneys and
public accountants) of the 13 occupations. Relative
salary levels in mining and public utilities were generally
the highest among the industry divisions compared.
For most occupations studied, relative salary levels
were lower in retail trade and in finance, insurance, and
real estate than in other industry divisions. Where retail
trade and the finance industries contributed a substan­
tial proportion of the total employment in an occupa-

_

2
4
11
6

As expected, pay relatives were close to 100 for those
work levels where large establishments contributed
heavily to the total employment and, consequently, to
the all-establishment average.

Salary distributions

Percent distributions of employees by monthly salary
are presented for the professional and administrative
occupations in table 4, for technical support occupa­
tions in table 5, and for the clerical occupations in table
6. Within all 91 work levels, salary rates for the highest
paid employees were more than twice those of the lowest
paid employees. The absolute spread between highest



1
3
For analysis o f interarea pay differentials in clerical salaries, see Area Wage
Surveys: Metropolitan Areas, United States and Regional Summaries, 1976,
Bulletin 1900-82 (Bureau o f Labor Statistics, 1979) and Wage Differences
Among Metropolitan Areas, 1978, Summary 79-17 (Bureau o f Labor Statistics,
1979).

7

Chart 2. Salaries in professional and technical occupations, March 1980
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 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000 $5,500 $6,000 $6,500

Accountants
IV
V
VI
Auditors

Public
accountants

I
IV
I
II
III
IV

Chief
accountants

I
II
III
IV

Attorneys

I
II
III
IV
V
VI

Chemists

I

IV
V
Computer
operators

I
II
III
IV
V
VI




8

Chart 3. Salaries in administrative and clerical occupations, March 1980
Median monthly salaries and ranges within which fell 50 percent and 80 percent of employees

Occupation
and level

0

Buyers

I
II
III
IV

Job analysts

I
II
III
IV

Directors
of personnel

I
II
III
IV

Accounting
clerks

I
II
III
IV

File clerks

I
II
III

Key entry
operators

I
II

Messengers
Personnel
clerks

I
II
III
IV
V

Secretaries

I
II
III
IV
V

Stenographers,
general
Stenographers,
senior
Typists

I
II




9

Text table 4. Distribution of work levels by degree of salary dispersion
N u m b e r o f levels having degree o f d isp ers io n 1 o f —
O c c u p a tio n

A ll o c c u p a tio n s .
A c c o u n ta n ts . . . .
,
P ub lic a cc o untants
A u d i t o r s ...............
C h ie f a c c o u n ta n ts .
.....................
A tto rn e y s
B u y e r s ................................
Job a n a ly s ts ..................
...............................................
D ire c to rs o f personnel
C hem ists .
E ng ineers.............................
Eng ineering te ch n ic ia n s
D r a f t e r s ......................
C o m p u te r o p era to rs
. . .
C le ric al w o r k e r s ........................................

N um ber
of
w o rk
levels

15 and
under
20
p e rc e n t

2 0 and
un der
25
p e rce n t

2 5 and
under
30
p e rc e n t

30
p e rc e n t
and
over

5

91

Under
15
p e rce n t

22

32

21

11

_

6
4
4
4
6
4
4
4
7
8
5
5
6
24

3
2
2
2

2
—
1
—

—

_

_

—

—

—
_

—

3
7
3

1
—
_

—

1

—

3
_
2
1
3
4
1
3
4
_

-

-

2
4
_

5

_

__

_
_
_

_
_
_

2
_

_

2
1
_
_
_
1
3
12

1
1
_
_
_
_
_
2
7

1 Degree of dispersion equals the salary range of the middle 50 percent
of employees in a work level expressed as a percent of the median salary
for that level.

dividual weekly hours were not available, particularly
for some higher level professional and administrative
positions, the predominant workweek of the office
work force was used as the standard workweek. The
distribution of average weekly hours (rounded to the
nearest half hour) is presented in table 9 for each oc­
cupation by major industry divisions surveyed. Average
weekly hours were lower in finance, insurance, and real
estate (38 hours in most occupations) than in the other
industry divisions (39 or 40 hours). Average weekly
hours have been stable over the past decade.1
4

tion, the average salary for all industries combined was
lowered, and the relative levels in industries such as
manufacturing and public utilities tended to be higher
than the all-industry level. For example, relative pay
levels for file clerks (111 percent of the all-industry level
in manufacturing and 121 percent in public utilities)
reflected the influence of lower salaries for the high pro­
portion (62 percent) of these workers employed in the
finance industries. The finance industries, however, also
reported slightly shorter average standard workweeks
than the other industries surveyed, as shown in table 9.
Average standard weekly hours

The length of the standard workweek, on which the
regular straight-time salary is based, was obtained for
individual employees in occupations studied. When in­




1
4
For information on scheduled weekly hours o f office workers employed in
metropolitan areas, see Area Wage Surveys, Selected Metropolitan Areas, 1977,
Bulletin 1950-76 (Bureau o f Labor Statistics, 1979).

10

Chart 4. Relative employment in selected occupational groups by industry division, March 1980
Percent
Occupational group
Accountants and
chief accountants1

Auditors

Attorneys

Buyers

Directors of personnel
and job analysts

Chemists

Engineers

Engineering technicians
and drafters

Computer operators

Clerical employees

Mining
and
construction

Manufacturing

Public
utilities

1Public accountants are not included. This occupation is found only in accounting, auditing, and
bookkeeping services in the selected services industry group.




11

Finance,
insurance,
and
real estate

Trade and
selected
services

Table 1. Average salaries: United States
(Em ploym ent and average salaries for selected professional, administrative, technical, and clerical occupations in private industry,1 United States, except Alaska and Hawaii, March 1980)

MONTHLY SALARIES'*/
OCCUPATION AND LEVEL2/

NUMBER
OF
EMPLOYEES3/

ANNUAL SALARIES'*/

MIDDLE RANGES/
M
EAN

MEDIAN

M
EAN
FIRST
QUARTILE

MEDIAN

THIRD
QUARTILE

MIDDLE RANGE5/
FIRST
QUARTILE

THIRD
QUARTILE

ACCOUNTANTS AND AUDITOBS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
AUDITOBS
AUDITORS
AUDITORS
AUDITOBS
PUBLIC
PUBLIC
PUBLIC
PUBLIC
CHIEF
CHIEF
CHIEF
CHIEF

I ............................................................
I I . . .....................................................
I I I .......................................................
IV..........................................................
V............................................................
V I . . .....................................................

12,142
1 9 ,5 6 0
3 2 ,9 0 3
2 0 ,3 1 2
7 ,4 5 2
1,100

$ 1 ,2 6 2
1,536
1,775
2 ,1 8 0
2,661
3 ,3 58

$ 1 ,2 4 5
1 ,4 7 5
1 ,7 3 3
2 , 144
2 ,6 2 4
3 ,2 9 0

$ 1 ,1 3 0
1 ,3 3 3
1 ,5 5 8
1 ,9 5 8
2 ,4 0 5
3 ,0 4 3

$ 1 ,3 7 4
1,699
1,962
2 ,3 8 8
2 ,8 9 9
3 ,6 6 5

$ 1 5 ,1 4 9
18,4 2 7
2 1 ,2 9 9
2 6 ,1 5 8
3 1 ,9 3 7
4 0 ,2 9 2

$ 1 4 ,9 4 0
1 7 ,700
2 0 ,7 9 2
2 5 ,7 2 8
3 1 ,4 8 7
3 9 ,4 8 4

$ 1 3 ,5 5 6
1 5 ,9 9 6
18,693
2 3 ,4 9 1
2 8 ,8 6 0
3 6 ,5 1 6

$ 1 6 ,4 9 3
2 0 ,3 9 2
2 3 ,5 4 4
2 8 ,6 5 6
3 4 ,7 8 6
4 3 ,9 8 2

I . .................................................................
I I .................................. ..............................
I I I ..............................................................
IV .................................................................

1 ,7 7 0
3,521
4 ,4 3 7
3 ,0 7 6

1,238
1,500
1,8 36
2 ,2 3 2

1 ,2 2 5
1 ,4 8 0
1 ,8 0 5
2 ,2 2 9

1 ,0 9 0
1,299
1 ,6 1 6
2 ,0 0 0

1 ,3 3 3
1,665
2 ,0 2 8
2 ,4 1 5

1 4 ,8 5 8
1 8 ,0 0 2
2 2 ,0 2 6
2 6 ,7 8 2

14,700
1 7 ,7 6 0
2 1 ,6 6 2
2 6 ,7 4 8

1 3 ,0 7 8
1 5 ,594
1 9 ,3 9 2
2 4 ,0 0 0

15,996
19,980
2 4 ,3 4 0
2 8 ,9 8 0

I ............................................
I I .........................................
I I I .......................................
IV ...........................

7 ,9 6 0
7 ,6 4 9
6 ,7 9 9
2 ,9 7 2

1,2 4 7
1,391
1,650
1,992

1,2 5 0
1 ,374
1 ,6 1 6
1 ,9 4 2

1,200
1 ,3 0 8
1 ,5 0 0
1 ,7 7 4

1 ,299
1 ,4 5 8
1 ,7 6 6
2 ,1 4 9

1 4 ,958
1 6 ,6 8 9
1 9 ,8 0 6
2 3 ,9 0 0

14,994
1 6 ,4 9 3
19,3 9 2
2 3 ,3 0 4

1 4 ,4 0 0
1 5 ,694
1 8 ,0 0 0
2 1 ,2 9 1

15,594
1 7,493
2 1 ,1 9 2
2 5 ,7 9 2

I .6...........................................
I I . .........................................
l i l t .......................................
IV6 .........................................
.

559
891
656
100

2 ,3 62
2 ,7 2 2
3 ,4 24
4, 173

2 ,4 3 0
2 ,7 8 2
3 ,3 3 3
4 ,0 5 7

2 ,2 3 5
2 ,5 0 0
3 ,1 2 0
3 ,7 5 0

2 ,5 0 0
2 ,9 2 4
3 ,6 7 7
4 ,6 2 8

2 8 ,3 4 7
3 2 ,6 6 2
4 1 ,0 9 2
5 0 ,0 7 3

2 9 ,1 6 0
3 3 ,3 8 7
3 9 ,9 9 6
4 8 ,681

2 6 ,8 2 5
3 0 ,0 0 0
3 7 ,4 3 5
4 5 ,0 0 0

3 0 ,0 0 0
3 5 ,0 9 0
4 4 ,1 1 8
5 5 ,5 3 6

1,629
2 ,7 7 6
3 ,1 7 4
2 ,7 5 3
1,802
622

1,743
2, 129
2 ,7 5 3
3 ,4 05
4, 155
5 ,0 5 3

1,700
2 , 124
2 ,7 1 7
3 ,3 3 2
4 ,1 1 5
4 ,8 3 3

1,4 6 0
1 ,9 0 0
2 ,4 5 0
3 ,0 0 0
3 ,5 8 3
4 ,4 1 7

2 ,0 0 0
2 ,3 5 6
3 ,0 3 5
3 ,7 7 0
4 ,6 2 3
5 ,7 5 0

2 0 ,9 1 1
2 5 ,5 4 9
3 3 ,0 3 4
4 0 ,8 6 4
4 9 ,8 6 4
6 0 ,6 4 1

2 0 ,4 0 0
2 5 ,4 8 8
3 2 ,6 0 0
3 9 ,9 8 4
4 9 ,3 8 0
5 7 ,9 9 6

1 7 ,5 2 0
2 2 ,8 0 0
2 9 ,4 0 0
3 6 ,0 0 0
4 2 ,9 9 6
5 3 ,0 0 4

2 4 ,0 0 0
2 8 ,2 7 6
3 6 ,4 2 0
4 5 ,2 4 3
5 5 ,4 7 8
6 9 ,0 0 0

6 ,5 2 0
1 8 ,432
1 6 ,4 7 9
5 ,1 8 7

1 ,2 3 8
1 ,5 3 9
1 ,9 0 9
2 ,3 1 5

1 ,2 0 7
1 ,515
1 ,8 7 4
2 ,2 4 9

1 ,0 8 0
1,360
1 ,6 7 4
2 ,0 2 5

1 ,3 5 0
1,6 7 5
2 ,0 8 6
2 ,5 8 3

14,861
1 8 ,4 6 7
2 2 ,9 0 4
2 7 ,7 7 7

1 4 ,482
1 8 ,1 8 0
2 2 ,4 9 1
2 6 ,9 8 9

1 2 ,9 6 0
1 6 ,3 2 0
2 0 ,0 9 2
2 4 ,3 0 0

16,200
2 0 ,1 0 0
2 5 ,0 2 7
3 1 ,0 0 0

130
436
648
546

1,338
1,400
1 ,7 9 0
2, 193

1,2 9 4
1 ,3 2 5
1,711
2 ,1 6 5

1 ,1 0 0
1 ,2 0 5
1 ,5 7 5
1 ,9 1 6

1,5 1 0
1 ,562
1,949
2 ,4 5 7

1 6 ,0 5 6
1 6 ,7 9 5
2 1 ,4 8 4
2 6 ,3 1 5

1 5 ,5 2 9
15,9 0 3
2 0 ,5 3 6
2 5 ,9 8 0

13,2 0 3
1 4 ,4 6 0
1 8 ,9 0 0
2 2 ,9 9 1 *

18,119
18,743
2 3 ,3 9 1
2 9 ,4 8 8

1,200
1 ,4 5 9
921
326

2 ,0 60
2 ,6 5 3
3 ,1 5 1
4, 144

1 ,9 9 9
2 ,5 8 2
3 ,1 0 0
4 ,0 6 8

1,8 1 6
2 ,3 1 2
2 ,7 5 0
3 ,6 8 5

2 ,2 8 2
2 ,9 6 6
3 ,5 1 1
4 ,6 3 2

2 4 ,7 1 9
3 1 ,8 3 2
3 7 ,8 1 6
4 9 ,7 3 0

2 3 ,9 9 0
3 0 ,9 8 8
3 7 ,2 0 0
4 8 ,8 1 6

2 1 ,7 9 5
2 7 ,7 4 4
3 3 ,0 0 0
4 4 ,2 1 5

2 7 ,3 8 9
3 5 ,5 9 3
4 2 ,1 2 9
5 5 ,5 8 2

I ...................................................................
I I . ..............................................................
I I I ............... ..............................................
IV ................................................................
V .................................................................
V I................................................................
V II..............................................................

2 ,8 2 4
5 ,2 9 9
1 0 ,1 9 2
10,519
8 ,1 3 5
4 ,5 3 2
1 ,6 9 5

1 ,3 5 0
1,631
1,948
2 ,3 07
2 ,8 1 6
3 ,1 7 8
3 ,8 2 4

1 ,3 3 3
1 ,5 8 5
1,929
2 ,2 8 5
2 ,7 9 5
3 ,0 8 6
3 ,5 6 5

1 ,2 0 8
1 ,4 3 8
1,716
2 ,0 7 4
2 ,5 0 0
2 ,8 5 0
3 ,4 1 8

1,4 5 4
1 ,785
2 , 141
2 ,5 2 6
3 ,0 7 4
3 ,4 4 0
4 ,2 0 0

1 6 ,200
19,571
2 3 ,3 7 3
2 7 ,6 8 1
3 3 ,7 9 3
3 8 ,1 3 7
4 5 ,8 8 3

15,9 9 4
1 9,020
2 3 ,1 5 0
2 7 ,4 2 0
3 3 ,5 4 0
3 7 ,0 2 7
4 2 ,7 8 3

1 4,494
1 7 ,2 5 3
2 0 ,5 9 2
2 4 ,8 9 0
3 0 ,0 0 0
3 4 ,2 0 0
4 1 ,0 1 5

1 7 ,4 4 8
21,4 2 0
2 5 ,6 9 0
3 0 ,3 1 2
3 6 ,8 8 5
4 1 ,2 8 0
5 0 ,4 0 0

I ................................................................
I I .................................... .........................
I I I ...........................................................
IV..............................................................
V................................................................
VI..............................................................
V II ........................................... ................
V I I I .........................................................

2 0 ,8 1 3
4 1 ,7 4 2
9 5 ,3 8 2
123,829
9 2 ,3 1 5
4 2 ,7 1 9
14 ,2 9 7
3 ,0 2 7

1,618
1 ,774
2 ,0 1 3
2 ,3 7 4
2 ,7 6 2
3, 188
3 ,6 04
4 ,1 7 3

1 ,6 2 4
1,7 5 0
1 ,9 8 5
2 ,3 5 0
2 ,7 3 7
3 , 160
3 ,5 9 0
4 ,0 8 2

1 ,5 0 0
1,6 2 4
1 ,8 2 0
2 ,1 4 2
2 ,5 0 3
2 ,9 0 9
3 ,2 9 1
3 ,8 2 5

1 ,7 3 9
1 ,9 1 0
2 , 188
2 ,5 9 3
3 ,0 0 0
3 ,4 4 1
3 ,9 3 9
4 ,4 5 1

19,4 1 1
2 1 ,2 8 5
2 4 ,1 6 0
2 8 ,4 8 6
3 3 ,1 4 1
3 8 ,2 5 9
4 3 ,2 4 2
5 0 ,0 7 9

1 9 ,4 8 8
2 1 ,0 0 0
23,821
2 8 ,2 0 0
3 2 ,8 4 4
3 7 ,9 2 0
4 3 ,0 8 0
4 8 ,9 8 0

18,0 0 0
1 9 ,4 9 2
2 1 ,8 4 0
2 5 ,7 0 5
3 0 ,0 3 3
3 4 ,9 1 3
3 9 ,4 9 6
4 5 ,9 0 0

2 0 ,8 6 8
2 2 ,9 2 4
2 6 ,2 5 6
3 1 , 111
3 6 ,0 0 0
4 1 ,2 9 5
4 6 ,9 0 8
5 3 ,4 1 4

ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS

ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS

ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS

I ................................................................
I I ....................................................... ..
I I I ............................................................
IV ..............................................................
V........................................ - ....................
V I6..... ......................................................
BUYERS

BUYERS
BUYERS
BUYERS
BUYERS

I ........................................................................
I I .....................................................................
I I I ...................................................................
I V . . . . ...................................... ..
PERSONNEL HANAGEHENT

JOB
JOB
JOB
JOB

ANALYSTS
ANALYSTS
ANALYSTS
ANALYSTS

DIRECTORS
DIRECTORS
DIRECTORS
DIRECTORS

OF
OF
OF
OF

I ............... ........................................
I I .......................................................
I I I .....................................................
I V . . , .........................................
PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL

I ..................................
I I ................................
I I I - 6...........................
i v t .............................

CHEMISTS AND ENGINEERS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS

ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS

See footnotes at end of table.




12

Table 1. Continued—Average salaries: United States
(Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry,1 United States, except Alaska and Hawaii, March 1980)
MONTHLY SAL ARIES 4 /
OCCUPATION AND LEVEL2/

NUMBER
OF
EMPLOTEES3/

ANNUAL SALARIES4/

MIDDLE RANGE5/
M
EAN

MEDIAN

MIDDLE RANGES/
M
EAN

FIRST
QUARTILE

flSDIAH

THIRD
QUARTILE

FIRST
QUARTILE

THIRD
QUARTILE

TECHNICAL SUPPORT
ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING

TECHNICIANS
TECHNICIANS
TECHNICIANS
TECHNICIANS
TECHNICIANS

I ................... ...........
I I .............................
I I I ....................
I ? ............... . ...........
V............... . .............

4 ,7 8 2
17,441
2 9 ,5 2 7
3 4 ,1 2 8
18,054

* 1 ,0 1 9
1, 184
1,3 9 6
1,629
1 ,8 60

*984
1 ,1 5 6
1 ,3 6 4
1 ,6 1 4
1 ,8 4 0

*878
1 ,0 5 0
1 ,2 2 6
1 ,4 6 0
1 ,6 8 6

* 1 ,1 1 2
1 ,280
1 ,5 3 4
1 ,7 7 3
2 ,0 2 2

* 1 2 ,2 2 8
14,212
1 6 ,7 5 6
1 9 ,5 4 7
2 2 ,3 2 3

* 1 1 ,8 0 4
1 3 ,8 6 9
1 6 ,373
1 9 ,3 6 5
2 2 ,0 8 0

* 1 0 ,5 3 2
1 2 ,5 9 5
1 4 ,7 1 2
1 7 ,5 1 9
2 0 ,2 3 0

* 1 3 ,3 4 8
15,3 6 0
18,411
2 1 ,2 8 1
2 4 ,2 6 4

DRAFTERS
DRAFTERS
DRAFTERS
DRAFTERS
DRAFTERS

I ...................................................................
I I .........................................................
I I I ..............................................................
IV ----------- ----- ------------ ----------------V.................................................. ...............

2,5 8 1
11,7 6 4
2 2 ,8 1 3
2 6 ,6 2 2
2 0 ,4 8 5

851
974
1, 192
1,435
1,8 0 7

821
946
1, 150
1 ,4 0 0
1,751

750
850
1 ,0 4 0
1,251
1 ,5 5 6

930
1,072
1 ,304
1 ,5 8 0
1,999

1 0 ,2 1 6
1 1 ,6 8 9
1 4 ,3 0 8
1 7 ,2 1 5
2 1 ,6 9 0

9 ,8 5 4
1 1 ,3 5 2
13,800
1 6 ,800
2 1 ,0 1 2

9 ,0 0 0
1 0 ,2 0 0
1 2 ,4 7 5
1 5 ,0 1 6
1 8 ,6 6 6

1 1 ,158
1 2 ,8 6 8
15,642
1 8 ,9 6 0
2 3 ,9 8 4

COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER

OPERATORS
OPERATORS
OPERATORS
OPERATORS
OPERATORS
OPERATORS

6 ,8 3 7
6 ,2 8 5
2 9 ,7 1 0
1 6 ,430
3 ,7 2 9
734

847
1,001
1,080
1,337
1,538
1,626

819
956
1 ,0 5 0
1 ,2 9 4
1 ,477
1 ,609

725
851
916
1 ,1 4 2
1 ,2 9 7
1,5 3 5

946
1 ,1 5 8
1 ,1 8 6
1,4 7 9
1 ,7 4 7
1 ,7 5 8

1 0 ,1 6 4
1 2 ,0 1 6
1 2 ,9 5 7
1 6 ,0 5 0
1 8 ,4 5 4
19,511

9 ,8 2 8
11,471
1 2 ,5 9 5
15,525
17,728
19,313

8 ,7 0 0
1 0 ,2 1 2
1 0 ,9 9 6
1 3 ,7 0 4
1 5 ,5 5 9
1 8 ,4 2 0

1 1 ,355
13,890
14,234
17,753
2 0 ,9 6 0
2 1 ,0 9 2

I . ................. ........................
I I ...........................................
I I I .........................................
IV .................................... ..

3 1 ,9 3 5
8 8 ,8 7 8
6 2 ,3 7 8
2 1 ,8 0 3

734
865
1,0 2 7
1,280

702
820
983
1 ,2 5 0

626
728
869
1 ,0 6 0

802
947
1 ,1 5 0
1 ,4 6 9

8 ,8 0 6
1 0 ,3 7 7
1 2 ,3 2 8
1 5 ,3 5 8

8 ,4 2 1
9 ,8 4 0
1 1 ,7 9 4
1 4 ,9 9 4

7 ,5 0 8
8 ,7 3 3
1 0 ,4 2 8
1 2 ,722

9 ,6 2 0
1 1 ,3 6 4
13,800
17,623

FILE CLERKS I ............................................................
FILE CLERKS I I . . ...................................................
FILE CLERKS I I I . . . . ............................. ................

2 7 ,8 7 6
14,721
4 ,0 4 0

657
736
919

630
687
868

569
616
756

706
789
1 ,0 0 0

7 ,8 8 9
8 ,8 2 9
1 1 ,0 2 6

7 ,5 6 0
8 ,2 4 4
1 0 ,4 1 6

6 ,8 3 0
7 ,3 9 5
9 ,0 7 2

8 ,4 7 2
9 ,4 6 8
1 2,000

KEY ENTRY OPERATORS I .........................................
KEY ENTRY OPERATORS I I . . . . . ...........................

6 6 ,771
4 4 ,5 3 2

832
977

782
937

695
808

905
1 ,0 8 5

9 ,9 8 1
1 1 ,7 2 3

9 ,3 8 5
11,241

8 ,3 4 2
9 ,6 9 8

1 0 ,8 6 0
13,020

MESSENGERS..................................................... - ...........

I ...........................................
I I .................................. ..
I I I ............................... ..
I V . . . . ...............................
V...........................................
VI.........................................

CLERICAL
ACCOUNTING
ACCOUNTING
ACCOUNTING
ACCOUNTING

CLERKS
CLERKS
CLERKS
CLERKS

1 8 ,3 6 0

713

663

600

760

8 ,5 6 1

7 ,9 5 3

7 ,2 0 0

9, 120

I ................. ..............................
I I ..............................................
I I I ...........................................
IV ........................... ..................
V........................... ..

2 ,2 7 3
5 ,3 4 3
3 ,9 3 0
1 ,9 4 2
584

799
961
1,075
1,311
1,653

760
904
1 ,0 4 3
1 ,2 4 3
1 ,5 3 0

700
805
915
1 ,1 0 8
1 ,3 8 0

850
1 ,0 4 7
1, 187
1,480
1 ,9 6 5

9 ,5 9 1
1 1 ,5 2 9
12,8 9 6
1 5 ,7 2 6
1 9 ,8 3 7

9 ,1 2 5
1 0 ,8 4 8
1 2 ,5 1 4
1 4 ,9 1 9
1 8 ,3 6 0

8 ,3 9 7
9 ,6 6 0
1 0 ,9 7 5
1 3 ,2 9 6
1 6 ,5 6 0

1 0 ,2 0 0
12,5 7 0
14,244
1 7 ,7 6 0
2 3 ,5 7 9

I ...........................................................
I I ........................................................
I I I .......................................................
IV................................................ ..
V................. - ....................... ...............

4 2 ,7 6 6
8 3 ,1 3 7
9 0 ,5 3 4
5 0 ,0 0 5
16,2 0 0

941
1,051
1,168
1,282
1,4 2 8

920
1 ,0 1 9
1 ,1 3 3
1 ,2 4 5
1 ,3 9 8

823
894
980
1 ,0 6 6
1 ,1 7 7

1 ,040
1 ,1 8 3
1 ,3 0 8
1 ,460
1,6 4 2

1 1 ,2 9 6
12,611
1 4 ,0 1 8
1 5 ,3 8 2
1 7 ,1 3 2

11,0 4 0
12,2 2 3
1 3 ,5 9 6
1 4 ,9 4 0
1 6 ,7 7 6

9 ,8 8 0
10,7 2 8
1 1 ,7 6 0
1 2 ,7 9 5
1 4 ,1 2 4

1 2 ,4 8 0
14,194
1 5 ,694
17,520
19, 709

STENOGRAPHERS, GENERAL................................
STENOGRAPHERS, SENIOR........................ ...............

2 0 ,9 8 0
19 ,3 3 3

992
1,1 5 6

925
1 , 152

791
963

1 ,147
1 ,3 1 3

1 1 ,8 9 9
1 3 ,8 7 6

1 1 ,1 0 6
13,8 2 8

9 ,4 9 6
11,5 5 1

1 3 ,7 6 5
1 5 ,7 5 6

TYPISTS I .....................................................................
TYPISTS I I . . . . . ................................................ ..

4 3 ,5 8 6
27,621

763
918

720
866

650
750

817
1,021

9 ,1 6 1
1 1 ,0 1 0

8 ,6 4 0
1 0 ,3 9 6

7 ,7 9 7
8 ,9 9 6

9 ,8 0 2
12,2 5 3

PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL

CLERKS
CLERKS
CLERKS
CLERKS
CLERKS

SECRETARIES
SECRETARIES
SECRETARIES
SECRETARIES
SECRETARIES

1For scope of study, see table A-1 in appendix A.
2Occupational definitions appear in appendix C.
3Occupational employment estimates relate to the total in all establishments within the
scope of the survey and not to the number actually surveyed. For further explanation, see ap­
pendix A.
4Salaries reported are standard salaries paid for standard work schedules; i.e., the straighttime salary corresponding to the employee’s normal work schedule excluding overtime hours.




Nonproduction bonuses are excluded, but cost-of-living payments and incentive earnings are
Included.
*The middle range (interquartile) is the central part of the array excluding the upper and
lower fourths of the employee distribution.
*Salary data were not available for 5 to 9 percent of the chief accountants I, II, III, and IV, at­
torneys V and directors of personnel III; and for 12 and 30 percent of the directors of personnel
I
II and IV respectively.
,

13

Table 2. Average salaries: M etropolitan areas
(Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry, metropolitan areas,1 United States, except Alaska and Hawaii,
March 1980)
MONTHLY SALARIES4/
OCCUPATIOH AM LEVEL2/
D

NUMBEB
OF
EMPLOYEBS3/

ANNUAL SALABIES4/

MIDDLE RANGE5 /
M
EAN

MEDIAN

MIDDLE RANGE5/
M
EAN

FIRST
Q0ARTILE

MEDIAN

THIRD
QUARTILE

FIRST
QUARTILE

THIRD
QUARTILE

ACCOUNTANTS AND AUDITOBS
I ............................................................
I I ......................................... . .............
I I I ...................................................
IV .........................................................
V............................................................
VI.........................................- ..............

1 0 ,615
17,451*
2 8 ,4 2 8
18,211
6 ,7 4 6
1,023

$ 1 ,2 7 1
1,550
1 ,786
2 ,1 8 4
2 ,6 6 5
3 ,3 4 6

$ 1 ,2 5 0
1,4 9 4
1,741
2 ,1 4 5
2 ,6 2 4
3 ,2 9 4

$ 1 ,1 4 5
1,341
1,559
1 ,9 5 8
2 ,4 0 5
3 ,0 4 2

$ 1 ,3 7 5
1 ,724
1 ,995
2 ,4 0 0
2 ,9 0 0
3 ,6 4 0

$ 1 5 ,2 5 8
18,5 9 8
2 1 ,4 3 0
2 6 ,2 1 1
3 1 ,9 8 1
4 0 , 155

$ 1 4 ,9 9 4
17,9 2 8
2 0 ,8 9 2
2 5 ,7 4 0
3 1 ,4 8 7
3 9 ,5 3 2

$ 1 3 ,7 4 5
16,094
18,713
2 3 ,4 9 6
2 8 ,8 6 5
3 6 ,5 0 4

$ 1 6 ,5 0 0
20,691
2 3 ,9 4 0
2 8 ,8 0 0
3 4 ,8 0 0
4 3 ,6 8 0

I ...................................................................
I I .................................................................
I I I ..............................................................
IV ................................................................

1,750
3 ,3 8 9
4 ,1 7 9
2 ,9 5 9

1 ,2 3 7
1,497
1,837
2 ,2 3 1

1 ,2 2 5
1 ,4 7 5
1 ,8 1 4
2 ,2 1 7

1 ,0 8 6
1 ,2 9 9
1,604
1 ,9 9 9

1 ,333
1,649
2 ,0 4 1
2 ,4 1 5

1 4 ,8 4 7
1 7 ,9 6 7
2 2 ,0 3 8
2 6 ,7 6 7

1 4 ,700
17,700
2 1 ,7 6 8
2 6 ,6 0 4

1 3 ,0 3 5
1 5 ,5 9 4
19,2 4 2
2 3 ,9 9 0

15,994
19,788
2 4 ,4 9 0
2 8 ,9 8 0

I ...........................................
I I .........................................
I I I .......................................
IV .........................................

7 ,9 6 0
7 ,6 4 9
6 ,7 9 9
2 ,9 7 2

1,2 4 7
1,391
1,6 5 0
1,992

1,2 5 0
1 ,3 7 4
1 ,6 1 6
1 ,9 4 2

1 ,2 0 0
1 ,308
1 ,5 0 0
1,7 7 4

1,2 9 9
1 ,4 5 8
1 ,7 6 6
2 , 149

1 4 ,9 5 8
1 6 ,6 8 9
1 9 ,8 0 6
2 3 ,9 0 0

1 4 ,994
1 6 ,489
1 9 ,392
2 3 ,3 0 4

1 4 ,4 0 0
15,694
1 8 ,0 0 0
2 1 ,2 9 1

1 5,584
17,493
21, 192
2 5 ,7 9 2

I ..............................................
I I ...........................................
I I I .........................................
IV ...........................................

450
741
607
100

2 ,351
2 ,7 4 4
3 ,4 4 5
4 ,1 7 3

2 ,4 2 9
2 ,8 0 0
3 ,3 3 3
4 ,0 5 7

2, 179
2 ,5 5 7
3 ,1 3 3
3 ,7 5 0

2 ,5 0 0
2 ,9 6 4
3 ,7 7 5
4 ,6 2 8

2 8 ,2 1 0
3 2 ,9 3 0
4 1 ,3 4 1
5 0 ,0 7 3

2 9 ,1 4 6
3 3 ,6 0 0
3 9 ,9 9 6
4 8 ,6 8 1

2 6 ,1 5 0
3 0 ,6 84
3 7 ,6 0 1
4 5 ,0 0 0

3 0 ,0 0 0
3 5 ,5 6 3
4 5 ,3 0 0
5 5 ,5 3 6

1,608
2 ,7 1 0
3 ,0 5 4
2 ,7 0 0
1,7 3 0
618

1,742
2 ,1 2 8
2 ,7 5 4
3 ,4 14
4 ,1 7 9
5 ,0 5 5

1 ,7 0 0
2 ,1 2 4
2 ,7 0 7
3 ,3 3 2
4 ,1 2 8
4 ,8 3 3

1 ,475
1,900
2 ,4 3 3
3 ,0 1 5
3 ,6 2 5
4 ,4 1 7

2 ,0 0 0
2 ,3 5 4
3 ,0 5 0
3 ,7 7 0
4 ,6 3 5
5 ,7 5 0

2 0 ,9 0 4
2 5 ,5 3 5
3 3 ,0 4 5
4 0 ,9 6 8
5 0 , 147
6 0 ,6 5 7

2 0 ,4 0 0
2 5 ,4 8 8
3 2 ,4 8 7
3 9 ,9 8 4
4 9 ,5 3 6
5 7 ,9 9 6

1 7 ,7 0 0
2 2 ,8 0 0
2 9 ,2 0 0
3 6 , 186
4 3 ,5 0 0
5 3 ,0 0 4

2 4 ,0 0 0
2 8 ,2 4 8
3 6 ,6 0 0
4 5 ,2 4 3
5 5 ,6 2 5
6 9 ,0 0 0

5 ,5 9 0
15,210
1 4 ,4 8 2
4 ,8 8 3

1,239
1 ,5 4 9
1 ,923
2 ,3 20

1 ,2 0 0
1,521
1,8 9 1
2 ,2 5 1

1 ,0 8 0
1 ,3 7 3
1,6 8 4
2 ,0 2 5

1,349
1 ,6 8 6
2 , 100
2 ,5 9 5

1 4 ,8 6 6
1 8 ,5 9 3
2 3 ,0 7 7
2 7 ,8 3 9

14,4 0 0
18,249
2 2 ,6 9 1
2 7 ,0 0 9

1 2 ,9 6 0
1 6 ,4 7 6
2 0 ,2 0 9
2 4 ,3 0 0

1 6 ,1 8 8
2 0 ,2 3 0
2 5 ,2 0 0
3 1 ,1 4 0

129
412
634
523

1,338
1,4 04
1,795
2 ,2 0 0

1 ,2 9 4
1,3 4 5
1 ,7 2 2
2 ,1 6 6

1 ,1 0 0
1 ,2 0 8
1 ,5 9 0
1,9 1 7

1 ,510
1,562
1,944
2 ,4 4 8

1 6 ,0 5 7
1 6 ,8 4 3
2 1 ,5 3 4
2 6 ,4 0 4

15,529
16,140
2 0 ,6 6 2
2 5 ,9 9 2

1 3 ,203
1 4 ,4 9 4
1 9 ,0 8 0
2 3 ,0 0 1

18,119
18,743
2 3 ,3 2 4
2 9 ,3 7 8

932
1 ,305
826
305

2,1 0 1
2 ,6 3 9
3 ,1 5 5
4 ,1 2 4

2 ,0 1 6
2 ,5 5 8
3 , 108
4 ,0 6 6

1 ,8 3 3
2 ,2 9 1
2 ,7 4 9
3 ,6 2 4

2 ,2 8 2
2 ,9 6 5
3,511
4 ,6 2 5

2 5 ,2 0 7
3 1 ,6 6 5
3 7 ,8 6 6
4 9 ,4 8 6

2 4 ,1 9 3
3 0 ,6 9 6
3 7 ,2 9 6
4 8 ,7 9 2

2 1 ,9 9 1
2 7 ,4 8 9
3 2 ,9 8 7
4 3 ,4 8 3

2 7 ,3 8 9
3 5 ,5 8 0
4 2 ,1 2 9
5 5 ,5 0 0

2 ,5 3 4
4 ,761
8 ,6 0 5
8 ,8 5 6
6 ,7 2 7
3 ,9 7 5
1,499

1,355
1 ,6 4 0
1,953
2 ,3 05
2 ,8 1 1
3, 194
3 ,8 26

1 ,3 3 8
1 ,6 0 0
1 ,938
2 ,2 9 1
2 ,7 9 9
3 ,0 9 9
3 ,5 4 8

1 ,2 1 0
1,441
1 ,7 2 6
2 ,0 7 9
2 ,4 9 9
2 ,8 4 9
3 ,4 4 5

1 ,4 6 4
1,792
2 ,1 5 0
2 ,5 2 6
3 ,0 7 4
3 ,5 0 0
4 ,2 1 0

1 6 ,2 6 0
1 9 ,6 8 0
2 3 ,4 3 8
2 7 ,6 6 6
3 3 ,7 3 6
3 8 ,3 2 8
4 5 ,9 0 6

1 6 ,0 6 2
1 9 ,2 0 0
2 3 ,2 5 4
2 7 ,4 8 9
33,591
3 7 ,1 8 5
4 2 ,5 7 3

14,520
17,293
2 0 ,7 1 2
2 4 ,9 4 8
2 9 ,9 8 8
3 4 ,1 9 0
4 1 ,3 4 0

17, 570
2 1 ,5 0 2
2 5 ,8 0 0
3 0 ,3 1 2
3 6 ,8 8 5
4 2 ,0 0 0
50,5 2 0

18,606
3 7 ,2 2 8
8 4 ,7 1 5
112 ,600
8 5 ,4 1 2
4 0 ,5 8 6
1 3 ,6 3 0
2 ,8 8 3

1,621
1,782
2 ,0 2 0
2 ,3 8 1
2 ,7 6 6
3 ,1 9 4
3 ,6 0 4
4, 169

.1 ,6 2 5
1 ,7 6 0
1 ,9 9 8
2 ,3 6 0
2 ,7 4 5
3 ,1 6 5
3 ,5 8 5
4 ,0 7 5

1,501
1 ,6 2 9
1 ,8 2 5
2 , 150
2 ,5 0 7
2 ,9 1 3
3 , 291
3 ,8 1 9

1,7 4 2
1,921
2 ,2 0 0
2 ,6 0 0
3 ,0 0 9
3 ,4 5 0
3 ,9 0 0
4 ,4 4 8

19,451
2 1 ,3 7 8
2 4 ,2 3 8
2 8 ,5 7 7
3 3 ,1 9 8
3 8 ,3 2 4
4 3 ,2 5 3
5 0 ,0 2 2

1 9 ,5 0 0
2 1 ,1 1 7
2 3 ,9 7 6
2 8 ,3 2 0
3 2 ,9 4 0
3 7 ,9 8 5
4 3 ,0 2 6
4 8 ,9 0 0

18,011
19,553
2 1 ,8 9 9
2 5 ,8 0 0
3 0 ,0 8 4
3 4 ,9 5 6
3 9 ,4 9 6
4 5 ,8 3 1

2 0 ,9 1 0
2 3 ,0 5 2
2 6 ,4 0 0
3 1 ,2 0 0
3 6 ,1 0 4
4 1 ,3 9 9
4 6 ,8 0 0
5 3 ,3 7 6

ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
AUDITOBS
AUDITORS
AUDITOBS
AUDITORS
PUBLIC
PUBLIC
PUBLIC
PUBLIC
CHIEF
CHIEF
CHIEF
CHIEF

ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS

ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS

ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS

I .................................................................
I I ..............................................................
I I I ...........................................................
IV..............................................................
V..................................................
VI.............................................................
BUYERS

BUYERS
BUYERS
BUYERS
BUYERS

I .......................................................................
I I ....................................................................
I I I ...................................................................
IV .....................................................................
PERSONNEL MANAGEMENT

JOB
JOB
JOB
JOB

ANALYSTS
ANALYSTS
ANALYSTS
ANALYSTS

DIRECTORS
DIRECTORS
DIRECTORS
DIRECTORS

OF
OF
OF
OF

I ............... - ....................... ...............
I I .......................................................
I I I .................................... ...............
IV ......................................................
PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL

I ..................................
I I . . . . ......................
I I I ...................... ..
IV................................

CHEMISTS AND ENGINEERS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS

I ........................ ..........................................
I I ..................................................
I I I ..............................................................
IV................................................................
V...................................................................
V I................................................................
V II............................. ................................

ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS

I ................................................................
I I ..............................................................
I I I ............................................................
IV ................. ............................................
V................................................................
V I..............................................................
V II............................................................
V III ................................................ ..

See footnotes at end of table.




14

Table 2. Continued—Average salaries: M etropolitan areas
(Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry, metropolitan areas,1 United States, except Alaska and Hawaii,
March 1980)
ANNUAL SALARIES4/

MONTHLY SALARIES4/
OCCUPATION AND LEVEL2/

NUMBER
OF
EMPLOYEES3/

BIDDLE RANGER/

MIDDLE RANGES/
M
EAN

MEAN

NEDIAN
FIRST
QUARTILE

MEDIAN
FIRST
QUARTILE

THIRD
QU STILE
A

THIRD
QUASTILS

TECHNICAL SUPPORT
I ...............................
I I .............................
I I I ...........................
IV .............................
V...............................

a , 077
14,661
2 5 ,7 3 7
3 0 ,9 9 3
1 6 ,9 9 9

$ 1,027
1, 192
1,398
1,6 3 3
1,862

$996
1, 160
1 ,369
1 ,6 2 0
1,841

$886
1,051
1,220
1 ,4 6 4
1 ,6 8 3

$ 1 , 125
1,301
1 ,5 3 5
1 ,7 8 5
2 ,0 2 6

$ 1 2 ,3 1 9
1 4 ,3 0 3
1 6 ,7 7 4
19,5 9 2
2 2 ,3 4 1

$ 1 1 ,9 5 5
13,921
16,424
1 9 ,4 3 8
2 2 ,0 8 7

$ 1 0 ,6 3 7
1 2 ,6 1 8
14,641
17,571
2 0 ,1 9 6

$ 1 3 ,5 0 0
15,611
18,420
2 1 ,4 2 0
2 4 ,3 1 2

DRAFTERS
DEAFTERS
DRAFTERS
DRAFTERS
DRAFTERS

I .......................................- .........................
I I ...............- ..............................................
I I I ____- ............................................ „ . .
IV .................................................................
V..................................................................

2 ,1 9 2
10,390
1 9 ,5 9 6
2 3 ,4 5 4
1 9 ,0 2 5

854
978
1,202
1,444
1,821

817
945
1, 156
1 ,4 1 6
1 ,7 6 8

756
850
1 ,0 4 0
1,2 5 2
1 ,5 6 4

921
1 ,0 7 7
1 ,3 1 5
1 ,5 9 9
2 ,0 2 0

1 0 ,2 4 8
1 1 ,7 3 3
1 4 ,423
1 7 ,3 2 7
2 1 ,8 5 1

9,8 0 2
11,3 4 0
1 3 ,8 6 9
1 6 ,9 9 3
2 1 ,2 1 6

9 ,0 7 2
1 0 ,2 0 0
1 2 ,4 8 0
1 5,024
1 8 ,7 7 0

1 1 ,0 5 5
1 2 ,924
1 5 ,7 8 0
1 9 ,1 9 2
2 4 ,2 4 0

COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER

OPERATORS
OPERATORS
OPERATORS
OPERATORS
OPERATORS
OPERATORS

I ...........................................
I I .........................................
I I I ...................... ..
I V . . . . ...............................
V . . . . . . . . .......... ..
VI........................................

6 ,2 2 1
5,251
2 6 ,7 8 6
14,961
3,391
675

854
1,014
1,090
1,344
1,539
1,624

822
975
1 ,0 5 7
1 ,2 9 8
1 ,4 7 7
1 ,6 0 9

733
860
927
1 ,1 4 7
1,291
1 ,5 3 8

947
1 ,2 1 7
1 ,1 9 8
1 ,487
1,7 4 7
1 ,7 7 7

10,246
1 2 ,1 7 0
1 3 ,0 7 8
1 6 ,1 2 8
1 8 ,4 7 2
19,490

9 ,8 6 5
1 1 ,700
1 2 ,6 8 4
15,5 7 9
17,7 2 8
1 9,313

8 ,8 0 1
10,3 2 4
1 1 ,1 2 9
1 3 ,7 6 5
15,4 9 4
1 8 ,4 5 4

1 1 ,3 6 7
1 4 ,5 9 9
1 4 ,3 7 6
17,8 4 4
2 0 ,9 6 0
2 1 ,3 2 6

I ..............................................
I I ..........................................
I I I .......... - ............................
IV ...........................................

2 9 ,216
7 8 ,5 2 0
5 6 ,8 8 9
2 0 ,1 9 6

732
873
1,032
1 ,2 8 0

700
825
986
1 ,2 5 0

625
735
869
1,062

803
952
1, 155
1,4 6 1

8 ,7 8 5
1 0 ,4 7 1
12,384
1 5 ,3 5 4

8 ,4 0 0
9 ,9 0 0
1 1 ,8 3 6
1 4 ,9 9 4

7 ,5 0 0
8 ,8 2 0
1 0 ,4 2 8
12,7 4 3

9 ,6 3 5
11,424
13,860
1 7 ,529

FILE CLERKS I ...........................................................
FILE CLERKS I I .....................................................
FILE CLERKS I I I ......................................................

2 4 ,0 5 6
1 3 ,4 1 9
3 ,5 6 3

648
734
915

625
685
860

565
615
754

687
788
985

7 ,7 7 1
8 ,8 0 9
1 0 ,9 7 9

7 ,5 0 0
8 ,2 2 0
10,324

6 ,7 8 0
7 ,3 8 3
9 ,0 5 0

8 ,2 3 8
9 ,4 6 0
11,820

KEY ENTRY OPERATORS I .........................................
KEY ENTRY OPERATORS I I .........................- ...........

5 9 ,9 4 7
4 0 ,7 6 8

840
981

790
940

700
813

912
1,0 8 6

1 0 ,0 8 0
1 1 ,7 7 2

9 ,4 8 0
1 1 ,2 8 5

8 ,4 0 0
9 ,7 5 0

10,949
13 ,0 3 5

MESSENGERS.................................................- .............

ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING

TECHNICIANS
TECHNICIANS
TECHNICIANS
TECHNICIANS
TECHNICIANS

CLERICAL
ACCOUNTING
ACCOUNTING
ACCOUNTING
ACCOUNTING

CLERKS
CLERKS
CLERKS
CLERKS

17,342

712

660

600

752

8 ,5 4 3

7 ,9 2 5

7 ,2 0 3

9 ,0 2 0

I ................................................
I I ................. .................. ..
I I I ........................ ..................
IV.............................................
V.................................... ..

1,829
4 ,5 0 7
3 ,4 0 1
1 ,835
564

805
973
1,078
1 ,3 2 6
1 ,6 6 3

765
912
1 ,0 4 6
1 ,2 5 0
1 ,5 3 0

700
810
930
1 ,1 2 3
1 ,3 7 4

865
1 ,0 6 5
1 ,182
1 ,4 9 3
1 ,9 9 4

9 ,6 5 6
1 1 ,6 7 3
1 2 ,9 4 2
1 5 ,9 0 8
1 9 ,9 6 0

9 ,1 7 7
1 0 ,9 4 9
1 2 ,5 5 5
14,9 9 4
1 8 ,3 6 0

8 ,3 9 7
9 ,7 2 0
1 1 ,1 5 8
1 3 ,4 7 6
1 6 ,4 9 0

1 0,376
12 ,7 8 0
14,184
17,910
2 3 ,9 2 3

I ...........................................................
I I ..........................................................
I I I .......................................................
IV.........................................................
V . . .......................................................

3 8 ,9 8 4
7 6 ,2 3 6
8 4 ,7 6 3
4 7 ,2 4 5
15,315

946
1,051
1,171
1,291
1 ,4 3 7

925
1 ,0 1 7
1 ,1 3 4
1 ,2 5 0
1 ,4 0 8

826
891
982
1 ,0 7 9
1,190

1 ,0 4 5
1 ,1 8 5
1 ,3 1 2
1 ,4 7 4
1 ,6 5 0

1 1 ,3 5 4
1 2 ,6 1 0
1 4 ,0 5 2
1 5 ,4 9 0
1 7 ,2 5 0

11,1 0 0
12,201
1 3 ,6 0 8
1 5 ,0 0 0
1 6 ,893

9 ,9 0 7
1 0 ,6 9 2
1 1 ,7 8 4
12,949
1 4 ,2 8 0

12,5 4 0
14,220
15,7 4 0
1 7,688
19,800

STENOGRAPHERS, GENERAL......................................
STENOGRAPHERS, SENIOR....................................

18,761
1 8 ,422

987
1, 159

920
1, 155

785
967

1, 149
1 ,3 1 6

1 1 ,8 4 9
1 3 ,910

11,040
1 3 ,8 5 6

9 ,4 2 0
1 1 ,6 0 9

1 3 ,7 8 6
1 5 ,7 8 8

TYPISTS I ............................................................ ..
TYPISTS I I . . ................. .................... ......................

4 0 ,1 1 1
2 5 ,9 7 2

763
919

717
865

648
750

817
1 ,0 2 2

9 ,1 6 1
1 1 ,0 2 5

8 ,6 0 3
1 0 ,3 7 6

7 ,7 7 7
8 ,9 9 4

9 ,8 0 2
12,2 7 0

PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL

CLERKS
CLERKS
CLERKS
CLERKS
CLERKS

SECRETARIES
SECRETARIES
SECRETARIES
SECRETARIES
SECRETARIES

1 For scope of study, see table A-1 in appendix A.
2Occupational definitions appear in appendix C.
*Occupational employment estimates relate to the total in all establishments within the
scope of the survey and not to the number actually surveyed. For further explanation, see ap­
pendix A.
. 4Salaries reported are standard salaries paid for standard work schedules; i.e., the straight-




time salary corresponding to the employee’s normal work schedule excluding overtime hours.
Nonproduction bonuses are excluded, but cost-of-living payments and incentive earnings are
included.
•The middle range (interquartile) is the central part of the array excluding the upper and
lower fourths of the employee distribution.

15

Table 3. Average salaries: Establishm ents em ploying 2,500 workers or more
(Employment and average monthly salaries for selected professional, aaministrative, technical, and clerical occupations in private industry,1 in establishments employing 2,500 workers or more,3
United States, except Alaska and Hawaii, March 1980)

OCCUPATION AND LEVEL3/

NUMBER
OF
EMPLOYEE S 4 /

MONTHLY SALARIES5/
MIDDLE RANGE6 /
MEDIAN

M
EAN

FIRST
QUARTILE

THIRD
QUARTILE

LEVELS IN ESTABLISHMENTS
EMPLOYING 2 ,5 0 0 WORKERS
OR MORE EXPRESSED AS
PERCENT OF THOSE IN ALL
ESTABLISHMENTS COMBINED
EMPLOYMENT

M
EAN
SALARIES

ACCOUNTANTS AND AUDITOBS
I ............... . .............................................
I I ............................................................
I I I ..........................................................
IV ............................................................
V................ ............................................
V I - ....................- ...................................

3,051
7 ,4 5 9
9,2 6 6
6 ,2 9 6
3 ,0 4 5
604

$ 1 ,3 7 1
1 ,7 0 8
1,918
2 ,2 8 4
2 ,7 3 3
3 ,4 0 6

$ 1 ,3 3 3
1,6 7 5
1,890
2 ,2 5 2
2 ,7 1 6
3 ,3 5 7

$ 1 ,2 1 2
1 ,4 5 6
1 ,6 5 8
2 ,0 1 8
2 ,4 3 5

I ......................................... ............................
I I ...................................................................
I I I .................................................................
IV ................... - ............................................

554
1,363
1,735
1 ,145

1,280
1,589
1,925
2 ,3 1 9

1,271
1 ,5 4 7
1,891
2 ,3 0 5

CHIEF ACCOUNTANTS I I I ...........................................
CHIEF ACCOUNTANTS JV..............................................

99
63

3 ,3 0 0
4 ,1 0 5

355
66 7
89 0
923
681
341

$ 1 ,5 2 9
1 ,9 7 3
2 ,1 8 5
2 ,5 4 0
3 ,0 0 0
3 ,7 7 3

25
38
28
31
41
55

109
111
108
105
103
101

1, 132
1 ,3 8 0
1 ,6 6 6
2 ,0 2 6

1,374
1,7 7 4
2, 179
2 ,5 8 2

31
39
39
37

103
106
10 5
104

3 ,2 4 0
4 ,1 2 7

2 ,9 1 6
3 ,7 5 0

3 ,6 0 0
4 ,4 7 9

15
63

96
98

1,941
2 ,2 8 1
2 ,8 8 8
3 ,4 6 3
4 ,2 7 5
5 ,1 8 4

1,9 5 0
2 ,2 5 8
2 ,8 7 1
3 ,3 4 0
4 ,1 7 0
5 ,0 2 6

1,691
2 ,0 1 5
2 ,5 6 2
3 ,0 4 2
3 ,7 9 8
4 ,5 1 3

2 ,1 6 7
2 ,5 1 7
3 , 149
3 ,7 9 8
4 ,6 8 1
5 ,8 0 0

22
24
28
34
38
55

111
107
105
102
103
103

1 ,0 1 4
4 ,5 7 6
5 ,9 4 7
2 ,7 7 8

1,410
1 ,6 7 3
2 ,0 2 2
2 ,3 9 7

1 ,3 4 7
1,625
1,9 7 4
2 ,3 2 5

1 ,1 8 7
1 ,4 5 8
1 ,7 5 2
2 ,0 4 9

1,5 6 0
1 ,8 2 6
2 ,2 2 2
2 ,7 2 1

16
25
36
54

114
109
106
104

JOB ANALYSTS I I .........................................................
JOB ANALYSTS I I I .......................................................
JOB ANALYSTS IV .........................................

20 9
318
33 2

1,497
1,872
2 ,2 3 5

1,458
1,8 0 8
2 ,2 2 4

1 ,3 2 5
1 ,6 0 0
1 ,9 4 7

1 ,649
2 ,0 6 4
2 ,4 9 9

48
49
61

107
105
102

DIRECTORS OF PERSONNEL I I ..................................
DIRECTORS OF PERSONNEL I I I ................................
DIRECTORS OF PERSONNEL IV ..................................

108
128
169

2 ,7 9 7
3 ,4 6 2
4 ,4 6 5

2 ,8 0 0
3,511
4 ,5 7 5

2 ,5 0 0
3 ,1 2 4
4 ,0 5 0

3 ,0 6 6
3 ,7 5 2
4 ,9 7 0

7
14
52

105
110
108

I ................................................... ..................
I I ............ ......................................................
I I I . . . .........................................................
IV ..................................................................
V......................................................................
VI...................................................................

66 5
1,83 8
3 ,2 6 4
4 ,1 1 2
3 ,7 7 2
2 ,1 7 4

1,507
1,777
2, 120
2 ,4 5 2
2 ,9 6 2
3 ,4 0 7

1,482
1,734
2,101
2 ,4 0 5
2 ,9 1 6
3 ,3 2 5

1 ,3 6 4
1 ,5 4 5
1 ,8 5 0
2 ,1 9 5
2 ,6 2 5
2 ,9 5 2

1 ,6 3 8
1,9 6 5
2 ,3 6 5
2 ,6 5 8
3 ,2 6 5
3 ,8 0 0

24
35
32
39
46
48

112
109
109
106
105
107

ENGINEERS I ...................................................................
I I ____________ ________. . . ___ ____
ENGINEERS I I I ..............................................................
ENGINEERS IV ....................................................... ..
ENGINEERS V...................................................................
ENGINEERS V I................................................................
ENGINEERS V II ............................. ................................
ENGINEERS V I I I ............................................................

9 ,9 1 9
18,0 4 0
4 3 ,6 0 2
6 5 ,5 5 2
52,7 7 4
2 5 ,5 9 9
9,4 3 6
2 ,0 6 2

1,672
1,8 2 8
2 ,0 7 1
2 ,4 2 2
2 ,7 9 7
3 ,2 3 7
3 ,6 6 3
4 ,2 5 5

1,6 6 4
1,800
2 ,0 3 8
2 ,4 0 1
2 ,7 7 4
3 ,2 0 4
3 ,6 2 4
4 ,1 6 5

1 ,5 6 5
1 ,6 7 2
1 ,8 5 5
2 , 185
2 ,5 3 5
2 ,9 5 7
3 ,3 2 5
3 ,9 0 2

1 ,774
1,9 5 2
2 ,2 6 2
2 ,6 5 6
3 ,0 4 6
3 ,4 7 4
3 ,9 5 7
4 ,5 0 0

48
43
46
53
57
60
66
68

103
103
103
102
101
102
102
102

ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
AUDITORS
AUDITORS
AUDITORS
AUDITORS

3 ,0 2 0

ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS

I ....................- ............................................
I I .................................................................
I I I .................................. ...........................
IV ................................................................
V...................... ............................................
VI.................................................................
BUYERS

BUYERS
BUYERS
BUYERS
BUYERS

I ..........................................................................
I I ............................................- .........................
I I I .....................................................................
IV ..................................................... - ................
PERSONNEL MANAGEHENT

CHEMISTS AND ENGINEERS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
E N G IN E E R S

See footnotes at end of table.




16

Table 3. Continued—Average salaries: Establishments employing 2,500 w orkers or more
(Employment and average monthly salaries for selected professional, administrative, technical, and clerical occupations in private industry,1 in establishments employing 2,500-workers or more,*
United States, except Alaska and Hawaii, March 1980)
MONTHLY SAL ARIES 5 /
OCCUPATION AND LEVEL3/

NUMBER
OF
EMPLOYEES**/

MIDDLE RANGE&/
MEDIAN

M
EAN

FIRST
QUARTILE

THIRD
QUARTILE

LEVELS IN ESTABLISHMENTS
EMPLOYING 2 ,5 0 0 80BKEBS
OR MORE EXPRESSED AS
PERCENT OF THOSE IN ALL
ESTABLISHMENTS COMBINED
EMPLOYMENT

M
EAN
SALARIES

TECHNICAL SOPPOHT
I ..................................
I I ...............................
I I I .............................
IV................................
V..................................

2 ,0 9 3
7 ,0 9 9
13,292
18,716
13,956

$ 1 ,0 9 0
1 ,2 4 8
1 ,4 3 7
1,659
1 ,8 7 6

$ 1 ,0 3 4
1,200
1,4 1 0
1 ,6 5 0
1,860

$925
1 ,1 0 4
1 ,2 6 0
1 ,4 9 4
1 ,6 9 9

$ 1 ,1 9 4
1 ,3 6 5
1 ,6 0 7
1 ,8 2 0
2 ,0 4 1

44
41
45
55
77

107
105
103
102
101

DRAFTERS
DRAFTERS
DRAFTERS
DRAFTERS

I I ................... ........................... - - ..............
I I I .................................................................
IV ...................................................................
V ....................................................................

2 ,7 9 1
6 ,9 0 7
8 ,4 2 9
9 ,5 7 1

1, 115
1 ,3 1 4
1,5 4 5
1 ,9 2 6

1 ,0 9 5
1 ,2 6 0
1,504
1,863

960
1 ,1 2 0
1 ,3 5 6
1 ,6 4 6

1,2 3 5
1 ,4 8 9
1 ,7 1 6
2 ,1 4 9

23
28
32
47

114
110
108
107

COflPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER

OPERATORS
OPERATORS
OPERATORS
OPERATORS
OPERATORS
OPERATORS

1,70 9
1,802
7 ,2 0 5
5 ,9 0 8
1,89 5
336

936
1,171
1 ,2 3 6
1,481
1,662
1 ,6 7 0

904
1 ,2 3 3
1 ,1 8 7
1 ,4 3 5
1,634
1 ,6 5 6

795
1 ,0 5 2
1 ,0 3 4
1 ,2 6 0
1 ,4 1 6
1 ,5 4 5

1 ,0 5 2
1 ,2 4 6
1 ,3 7 2
1 ,6 8 4
1 ,8 1 6
1 ,7 8 7

25
29
24
36
51
46

111
117
114
111
108
103

I ................................................
I I . . . . ....................................
I I I .......... ................................
IV .............................................

5 ,7 7 3
15,5 7 5
15,881
8 ,4 6 2

865
1 ,024
1,171
1 ,4 3 6

812
965
1 ,1 7 2
1,407

704
815
968
1 ,2 3 8

946
1 ,2 0 4
1,3 0 4
1 ,6 4 2

18
18
25
39

118
118
114
112

FILE CLERKS I ..............................................................
FILE CLERKS I I ............................................................
FILE CLERKS I I I .........................................................

2 ,8 3 4
2 ,8 0 8
1,33 9

703
872
1 ,0 0 7

639
770
950

582
673
817

730
1 ,0 7 4
1 ,1 1 7

10
19
33

107
119
110

KET ENTRY OPERATORS I ...........................................
KEY ENTRY OPERATORS I I .........................................

1 2 ,4 8 4
12,0 0 2

997
1 ,098

916
1 ,0 3 2

782
878

1 ,1 6 6
1 ,2 6 5

19
27

120
112

MESSENGERS.....................................................................

4 ,7 6 2

788

721

639

865

26

111

PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL

I . . . ...................... ....................
I I ................................................
I I I .............................................
IV .........................................

262
1,291
858
99 7

896
1 ,1 0 5
1 ,1 7 7
1,587

839
1,065
1,151
1,611

750
883
973
1 ,3 4 9

1 ,0 1 3
1 ,3 0 4
1 ,3 5 6
1 ,8 3 7

12
24
22
26

112
115
110
121

I ...............................................................
I I ............................................................
I I I ............... ..........................................
IV ............................................................
V.............................................................

1 2 ,096
30,50 4
3 3 ,2 3 5
1 8 ,3 8 8
6 ,0 9 9

1,014
1,1 2 0
1,281
1,4 2 8
1 ,5 7 0

995
1,091
1,243
1,4 1 3
1,541

886
955
1 ,0 7 6
1 ,2 1 6
1 ,3 4 6

1, 105
1,261
1,4 6 5
1 ,614
1 ,7 4 0

28
37
37
37
38

108
107
110
111
110

STENOGRAPHERS, GENERAL.........................................
STENOGRAPHERS, SENIOR...........................................

9,44 4
10,9 2 2

1,032
1,184

985
1,184

819
991

1 ,1 9 5
1 ,3 3 9

45
56

104
102

TYPISTS I ........................................................................
TYPISTS I I .....................................................................

10,372
9 ,4 6 4

854
992

782
931

693
775

943
1, 171

24
34

112
108

ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING

TECHNICIANS
TECHNICIANS
TECHNICIANS
TECHNICIANS
TECHNICIANS

I . . . . . ..................................
I I ............................................
I I I .........................................
IV ...........................................
V.......................................
VI...........................................

CLERICAL
ACCOUNTING
ACCOUNTING
ACCOUNTING
ACCOUNTING

CLERKS
CLERKS
CLERKS
CLERKS

CLERKS
CLERKS
CLERKS
CLERKS

SECRETARIES
SECRETARIES
SECRETARIES
SECRETARIES
SECRETARIES

1 For scope of study, see table A-1 In appendix A.
2 Includes data from a few large companies that provide company-wide data not identified by
size of establishment.
*Occupational definitions appear in appendix C.
4Occupational employment estimates relate to the total in all establishments within the
scope of the survey and not to the number actually surveyed. For further explanation, see ap­
pendix A.




*Salaries reported are standard salaries paid for standard work schedules; i.e., the straighttime salary corresponding to the employee’s normal work schedule excluding overtime hours.
Nonproduction bonuses are excluded, but cost-of-livlng payments and incentive earnings are
included.
*The middle range (interquartile) is the central part of the array excluding the upper and
lower fourths of the employee distribution.

17

Table 4. Employment distribution by salary: Professional and adm inistrative occupations
(Percent distribution o f employees in selected professional and administrative occupations by monthly salary, United States, except Alaska and Hawaii,1 March 1980)

ACCOUNTANTS

AUDITORS

MONTHLY SALARY
III

IV

V

VI

-

-

-

-

-

-

-

-

-

_
-

_
-

_
-

_
-

_
-

_
(1-2)
1 .8
2 .8

_
-

_
-

_
-

I

II

UNDER $ 9 0 0 ..................................................

1 .0

$900
$925
$950
$975

1 .5
.7
1 .6
1.3

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$925.............................
$950.............................
$ 9 7 5 ...........................
$ 1 ,0 0 0 ........................

I

II

III

IV

$ 1 ,0 0 0
$ 1 ,0 5 0
$1,100
$ 1 ,1 5 0
$1,200

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 1 ,0 5 0 ....................
$ 1 ,1 0 0 ....................
$ 1 ,1 5 0 ....................
$ 1 ,2 0 0 ....................
$ 1 ,2 5 0 ....................

5 .7
6 .3
9 .9
1 3 .4
1 0 .6

d -8 )
1.2
1.7
4.1
5.1

(1 -2 )

-

_
-

-

1 1 .3
8 .5
9 .1
6 .3
1 5 .9

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

_
-

_
-

$ 1 ,250
$ 1 ,3 0 0
$1,350
$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 ....................

8 .9
1 0 .0
9 .5
4 .6
4 .2

5.2
9 .0
8.1
8 .7
10.0

1.7
2 .4
2 .9
4 .8
5 .0

_
-

_
-

_
-

1 1 .5
8 .1
5 .8
6 .9
3 .4

8 .1
5 .6
7 .8
5 .8
9 .3

(1 -6 )
2 .2
1 .3
4. 1
4 .0

_
-

$ 1 ,500
$ 1 ,550
$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 ....................

2 .5
2 .1
1 .9
1 .4
1. 1

6 .5
4 .6
4 .9
4.3
3 .5

6-0
6-7
7 .4
7 .3
7 .4

_
(2 -4 )
1 .5
2 .4
2 .3

_
-

1 .8
1 .0
.9
2 .1
(1 .6 )

12. 1
4 .5
4 .1
5 .0
3. 4

4 .3
6. 1
4 .4
6 .2
7 .9

_
(1-4)
1 .8
2 .5

$1,7 5 0
$ 1 ,8 0 0
$ 1 ,8 5 0
$1,900
$ 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 ....................

(1-9)
-

2 .6
3.1
2.3
1.9
2 .0

5 .7
5 .7
4 .8
4 .9
3 .5

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

_
“
_
(3 .0 )

_
-

_
-

3 .5
4 .2
1. 9
1 .3
.8

7 -1
8 .9
3 .9
3 .2
7 .4

2 .7
2 .5
4 .2
4. 5
5 .4

$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 .5
4 .0
(3 .2 )
-

3-5
3 .5
2 .8
2.1
2 .5

7 .0
7 .1
6 .4
6 .1
5 .9

1-3
1 .4
1 .2
3 .0
3 .5

_
-

-

1.1
2 .2
(2 .2 )
-

3 .2
3 .8
3 .8
3 .9
3 -3

6 .5
6 .3
4 .8
5 .0
6 .7

$ 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, 300....................
$ 2 ,3 5 0 ............ ..
$ 2 ,4 0 0 ....................
$ 2 ,4 5 0 ....................
$ 2 ,5 0 0 ....................

_
-

_
-

2 .0
1.4
2.1
(2 .6 )
-

4 .9
4. 1
4 .2
3 .8
3 .7

3 .6
4 .0
3 .1
5 .6
6 -8

_
(2 .2 )

_
-

_
-

2 .3
1. 1
2 .8
(3 .1 )

7 .0
5 .5
7 .2
4 .0
2. 9

$ 2 ,5 0 0
$ 2 ,6 0 0
$ 2 ,700
$ 2 ,8 0 0
$ 2 ,9 0 0

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 2 ,6 0 0 ....................
$ 2 ,7 0 0 ....................
$ 2 ,8 0 0 ....................
$ 2 ,9 0 0 ....................
$ 3 ,0 0 0 ....................

_
-

_
-

_
-

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

1 1.1
9 .0
1 0 .5
7 .8
6 .6

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

_
-

_
-

_
-

5. 4
5 .6
3 .8
1 .6
1 .4

$3 ,0 0 0
$ 3 ,1 0 0
$3,200
$3 ,3 0 0
$ 3 ,4 0 0

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 3 ,1 0 0 ....................
$3, 200....................
$ 3 ,3 0 0 ....................
$ 3 ,4 0 0 ....................
$ 3 ,5 0 0 ....................

-

_
-

-

(1 -6 )
-

6 .2
2 .9
2 .7
2 .4
1.7

9 .2
9 .2
1 0 .6
8 .8
5 -3

_
-

_
-

(1 .6 )

$3,500
$ 3 ,600
$ 3 ,7 0 0
$ 3 ,800
$ 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 .........

_
-

_
-

-

-

-

-

-

-

1-0
(1 -5 )

_
-

_
_

$ 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 AND UNDER $ 4 ,6 0 0 ....................
$ 4 ,7 0 0 AND OVER.......................................

-

-

TOTAL

-

_
-

-

-

6 .5
4 .4
6 .2
6 .5
1 -8

-

-

_
-

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

_
-

_
-

-

_

-

1 .5
1-5

_
-

_
-

“

-

-

-

-

_
-

-

_
_
-

_
-

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

1 0 0 .0

100.0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

100. 0

1 0 0 .0

1 0 0 .0

NUHBER OP EMPLOYEES.............................

1 2 ,142

19,560

3 2 , 903

2 0 ,3 1 2

7 ,4 5 2

1 ,1 0 0

1 ,7 7 0

3 ,5 2 1

4 ,4 3 7

3 ,0 7 6

AVERAGE MONTHLY SALARY.......... ..

$ 1 ,2 6 2

$ 1 ,5 3 6

$ 1 ,7 7 5

$ 2 ,1 8 0

$2,661

$ 3 ,3 5 8

$ 1 ,2 3 8

$ 1 ,5 0 0

$ 1 ,8 3 6

$ 2 ,2 3 2

See footnotes at end of table.




18

Table 4. Continued—Employment distribution by salary: Professional and adm inistrative occupations
(Percent distribution of employees in selected professional and administrative occupations by monthly salary, United States, except Alaska and Hawaii,1 March 1980)
CHIEF ACCOUNTANTS

PUBLIC ACCOUNTANTS
MONTHLY SALARY
I

1 .6

UNDER $ 1 ,0 0 0 ..........

III

IV

I

II

III

IV

-

-

-

-

-

-

-

-

-

-

-

“
“

II

$ 1 ,000
$ 1 ,0 5 0
$ 1 ,1 0 0
$1,150
$ 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
2 .8
5 .2
10.9
3 7 .4

(0 .7 )
1 .7
5 .8

$ 1 ,2 5 0
$ 1 ,3 0 0
$ 1 ,3 5 0
$ 1 ,4 0 0
$1,450

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

16.6
12 .8
5 .8
3 .4
1.8

1 5 .3
2 0 .0
1 8 .5
1 1 .2
9 .6

1 .6
6 .3
5 .0
11. 5

1 .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 ....................

(.7 )
-

6 .1
4 .2
2 .9
1 .8
1 .2

1 2 .5
8. 8
11-3
7 .5
9 -5

$ 1 ,750
$ 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 .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
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
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 ....................

-

-

$ 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
UNDER
UNDER
UNDER
UNDER

$ 2 ,6 0 0 ....................
$ 2 ,7 0 0 ....................
$ 2 ,8 0 0 ....................
$ 2 ,9 0 0 ....................
$ 3 ,0 0 0 ....................

-

-

-

~

~

$ 3 ,000
$ 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
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 ,8 0 0 ....................
$ 4 ,9 0 0 ....................
$ 5 ,0 0 0 ....................

-

-

~

TOTAL

-

1 0 0 .0

-

1 0 0 .0

~
~

—

~
”

-

2 .4
3 -3
5 .5
2 .4
4 .4

“

-

-

-

—

-

-

”
~
~

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

9 .6
7 .9
6 .7
8 .0
8. 1

6 .8
3 .2
3 .2

1 .0

~

1 .6
3. 1

~
~
~

1 .9
1 .2
(2 .5 )
-

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

2 .3

2 .9

-

-

~

4 .7
9 .7

1 .6
1 .5

~
“

2 .9
3 .1
.8
3 .4
2 .8

6 .3
4 .3
3 .0
1 1 .8
1 8 .4

1 .1
4 .6
2 .8
1.9
2. 1

(1 .7 )

.9
2 .1
1 .5
(1-0 )

1 5 .6
2 .7
6 .4
~

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

2 .3
.3
2 .9
7 .3
3m 8

“

1 .6
-

8 .3
.4
1 .9
1 .9
2 .6

6. 1
6 .7
1 7 .5
7 .5
8 .8

1 .0

-

~

1 .0
"
“

4 .7
5. 6
1 .7
2 .3
1.1

3 .0
7 .0
1 2 .0
1 1 .0
8 .0

■
”

-

-

~

~

~

7 .9
1 .5
3 .4
.5
.2

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

-

~

-

-

~
-

-

5 .9
(.3 )
~

3 .0
1 7 .0
2 .0
5 .0
1-0

~
-

-

~

$5,000 AND UNDER $ 5 , 100....................

~

~
“

“

~

-

-

~
~
~

-

1 0 0 .0

-

~

~
~

~

1 .2
-

-

-

“
~

1 0 0 .0

~
1 0 0 .0

-

~

-

100-0

-

~

—
~

1 0 0 .0

~
1 .0

1 .0
1 .0
1 .0

5 .0
1 0 0 .0

NUMBER OF EMPLOYEES.............................

7 ,9 6 0

7 ,6 4 9

6 ,7 9 9

2 ,9 7 2

559

891

656

100

AVERAGE MONTHLY S A L A R Y .................

$ 1 ,2 4 7

$ 1,391

$ 1 ,6 5 0

$ 1 ,9 9 2

$ 2 ,3 6 2

$ 2 ,7 2 2

$ 3 ,4 2 4

$ 4 ,1 7 3

See footnotes at end of table.




19

Table 4. Continued—Employment distribution by salary: Professional and adm inistrative occupations
(Percent distribution of employees in selected professional and administrative occupations by monthly salary, United States, except Alaska and Hawaii,1 March 1980)

ATTORNEYS

MONTHLY SALARY
I

UNDER $ 1 ,1 0 0 ..........
$ 1 ,1 0 0 AND ONDER $ 1 ,1 5 0 ....................
$ 1 ,1 5 0 AND UNDER $ 1 ,2 0 0 ....................
$ 1 ,2 0 0 AND UNDER $ 1 ,2 5 0 ....................

0 .1
1 .2
. 1
2 .7

II

III

-

IV

V

VI

-

-

-

-

-

_
-

(0 .3 )
1 .3

-

-

-

_

_

-

-

-

-

_

_

_

-

-

-

-

-

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

$ 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 ....................

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

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

$ 1 ,7 5 0
$ 1 ,8 0 0
$ 1 ,8 5 0
$ 1 ,900
$ 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 .8
8 .8
2 -5
4 .0
1 .6

2 .4
6 .2
1 .3
4 .8
4. 1

(0 .7 )
1 .2
.5
.3

$ 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 , 100....................
$ 2 ,1 5 0 ....................
$ 2 ,2 0 0 ....................
$ 2 ,2 5 0 ....................

7. 2
2 .9
.8
7 .7
2 .1

6 .4
6 .7
7 .7
5 .7
6 .0

.9
.8
.5
2 .2
3 .4

$ 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 ....................

1 .5
1 .0
1 .2
.7
.6

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

4 .2
3 .2
3 .9
2 .6
7 .6

(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
UNDER
UNDER
UNDER
UNDER

$ 2 ,6 0 0 ....................
$ 2 ,7 0 0 ....................
$ 2 ,8 0 0 ....................
$ 2 ,9 0 0 ....................
$3 ,0 0 0 ....................

1 .0
(•<»)

6 .7
3 .6
1. 4
2 .4
(1 .5 )

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

2 .8
2 .4
4 .8
6 .9
6 .5

(0 .2 )
4 .1
.6

$ 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 ....................

_

5 .9
6. 1
4 .5
3 .1
1 .7

5 .5
1 0 .5
8 .1
5 .8
4 .1

1 .8
4 .2
1 .4
3 .9
4 .2

(0.J6)
1 .0

$ 3 ,5 0 0
$3,600
$ 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 ....................

3 .0
1 .3
(2 .3 )

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

5 .3
4 .8
3 .3
6 .6
3 .7

1 .1
1 .0
1 .9
.8
1 .3

$ 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 .8
1 .4
1 .2
1 .3
1.1

5 .7
4 .7
6 .0
3 .0
4 .7

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

$ 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

1 .2
(2 .3 )

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

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

$ 5 ,0 0 0
$ 5 ,1 0 0
$ 5 ,2 0 0
$ 5 ,3 0 0

2. 8
1 .2
1. 7
1 .3
2 .7

3. 7
1 .8
4 .0
2 .6
2 .4

. 8
1. 2
(2 .2 )

2 .7
1 .3
5 .3
1 .9
1. 1

-

_

-

1 .3
.5

_
-

-

-

-

-

_

-

-

-

_

$ 4 ,1 0 0 ....................
$ 4 ,2 0 0 ....................
$ 4 ,3 0 0 ....................
$ 4 ,4 0 0 .................
$ 4 ,5 0 0 ....................

-

-

_

-

-

-

“

“

-

UNDER
UNDER
UNDER
UNDER
UNDER

$ 4 ,6 0 0 ....................
$ 4 ,7 0 0 ....................
$ 4 ,8 0 0 ....................
$ 4 ,9 0 0 ....................
$ 5 ,0 0 0 ....................

-

-

_

-

“

-

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
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

AND
AND
AND
AND
AND

UNDER
UNDER
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
$ 6 ,1 0 0
$ 6 ,2 0 0
$ 6 ,3 0 0
$6,4 0 0

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 6 ,1 0 0 ....................
$ 6 ,2 0 0 ....................
$ 6 ,3 0 0 ....................
$ 6 ,4 0 0 ....................
$ 6 ,5 0 0 ....................

-

-

-

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

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 6 ,6 0 0 ....................
$ 6 ,7 0 0 ....................
$ 6 ,8 0 0 ................. ..
$ 6 ,9 0 0 ....................
$ 7 ,0 0 0 ....................

_

_

-

-

$ 7 ,0 0 0
$ 7 ,1 0 0
$ 7 ,3 0 0
$ 7 ,4 0 0

AND
AND
AND
AND

UNDER $ 7 ,1 0 0 ....................
UNDER $ 7 ,2 0 0 ....................
UNDER $ 7 ,4 0 0 ....................
OVER..

_

-

-

-

-

-

-

_

TOTAL

-

“

“

-

_

_
-

-

-

-

-

-

_

_

_

-

-

-

-

_
-

“
-

-

-

-

_

-

-

-

_
-

-

-

_

-

-

-

-

_

_

-

-

-

-

-

_

-

-

-

-

_

_

_

-

-

-

-

-

-

-

-

o
o

-

in
W

-

_

'”

-

-

_
-

5 .1
1 .0
2. 1
1 .1
1 .4
.5
.6
.8
.3
.8
1 .4
.3
1 .1
.8

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

N0NBER OF EMPLOYEES........................... ..

1 ,629

2 ,7 7 6

3 , 174

2 ,7 5 3

1,802

622

AVERAGE MONTHLY SALARY....................

$ 1 ,7 4 3

$ 2 ,1 2 9

$ 2 ,7 5 3

$ 3 ,4 0 5

$ 4 ,1 5 5

$ 5 ,0 5 3

See footnotes at end of table.




20

1 0 0 .0

Table 4. Continued—Employment distribution by salary: Professional and adm inistrative occupations
(Percent distribution of employees in selected professional and administrative occupation by monthly salary, United States, except Alaska and Hawaii,1 March 1980)

BUYERS
MONTHLY SALARY
I
UNDER $900..................................................
$900
$925
$950
$975

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$925 .............................
$950.............................
$ 9 7 5 - ..........................
$ 1 ,0 0 0 ........................

II

III

IV

2 .4

-

-

-

1. 1
2 .5
1.7
3 .5

-

-

-

-

-

-

-

-

“
-

-

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

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

“

2 .4
2.1
1.4
1 .6
1 .7

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

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

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

$1 , 8 0 0 . . . ............
$ 1 , 8 5 0 . . . ............
$ 1 , 9 0 0 . . . . ..........
$ 1 ,9 5 0 ...................
$ 2 , 0 0 0 . . . ............

(2 .7 )

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

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

1 .4
3 .4
2 .0
4 .6
3 .9

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
1 .0
(3 .8 )
-

5 .4
5 .0
3 .7
3 .5
3 .4

4 .9
5 .6
4 .5
6 .5
5 .9

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

1 .8
1 .5
1 .1
1 .7
1 .2

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

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 2 ,6 0 0 ...................
$ 2 ,7 0 0 ...................
$ 2 ,8 0 0 ...................
$ 2 ,9 0 0 .........
$ 3 ,0 0 0 ...............

_
-

-

”

1 .8
1 .3
( 2 .4 )
~

4 .9
4 .9
6 .8
3 .4
3 .0

$ 3 ,0 0 0 AND UNDER $ 3 ,1 0 0 ...................
$ 3 ,1 0 0 AND UNDER $ 3 ,2 0 0 ...................
$3, 200 AND OVER.......................................

-

-

-

1 .9
1 .2
(2 .8 )

$ 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 ....................

7 .6
9 .7
1 2 .6
7 .7
1 1 .4

(2 .0 )
1 .4
1 .8
3. 1
3 .4

$1, 250
$ 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 ...................

4 .8
9 .9
5 .4
3 .5
4 .3

$ 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

UNDER
UNDER
UNDER
UNDER
UNDER

$ 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

$2, 250
$ 2 ,3 0 0
$ 2 ,3 5 0
$ 2 ,4 0 0
$ 2 ,4 5 0
$ 2 ,5 0 0
$ 2 ,6 0 0
$ 2 ,7 0 0
$ 2 ,8 0 0
$ 2 ,9 0 0

-

~

-

~

-

-

-

“

-

........................ - .............

100.0

1 0 0 .0

1 0 0 .0

1 0 0 .0

NUMBER OF EMPLOYEES.............................

6, 520

1 8 ,4 3 2

1 6 ,4 7 9

5 ,1 8 7

AVERAGE MONTHLY S A L A R T ...............

$ 1 ,2 3 8

$ 1 ,5 3 9

$ 1 ,9 0 9

$ 2 ,3 1 5

TOTAL

See footnotes at end of table.




21

Table 4. Continued—Employment distribution by salary: Professional and adm inistrative occupations
(Percent distribution o f employees in selected professions! end administrative occupations by monthly salary. United States, except Alaska and Hawaii,1 March 1980)

JOB AIALYSTS

DIBECTOBS OF PEESOIMEL

MONTHLY SALABY
I

II

III

I?

I

II

$875 AM OHDEB $900...................... ..
D

1 .5

_

_

_

$900
$9 25
$950
$975

.8
4 .6
*
*

1 .1
-

-

-

_
-

-

AID
AM
O
AM
D
AM
D

OM
DEB
OHDEB
OBDEB
0HDBB

$925.............................
$950..............................
$975.............................
$1 ,0 0 0 ........................

IV

m

_
_
-•
_
-

_
-

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

AID
AID
A D
M
AID
AM
D

OHDEB
OHDEB
OM
DEB
0MDEB
OHDEB

$ 1 ,0 5 0 ....................
$ 1 ,1 0 0 ....................
$ 1 ,1 5 0 ....................
$ 1 ,2 0 0 ....................
$1 ,2 5 0 ....................

1 0 .8
6 .2
8 .5
1 1 .5
3. 1

1 .4
4 .8
4. 1
1 3 .1
7 .3

_
-

-

_
-

_
*
-

$1 ,2 5 0
$ 1 ,3 0 0
$1 ,3 5 0
$ 1 ,4 0 0
$ 1 ,4 5 0

AM
D
A D
M
AID
AID
AID

OHDEB
OHDEB
0MDBB
OMDEB
OMDEB

$1 ,3 0 0 ................. ..
$ 1 ,3 5 0 ....................
$ 1 ,4 0 0 ....................
$ 1 ,4 5 0 .* ...............
$ 1 ,5 0 0 ....................

7 .7
4 .6
9 .2
.8
.8

1 1 .9
6 .9
6 .2
3 .7
8 .7

(1 .4 )
2 .0
3 .2
3 .2
4 .6

_
-

_
—
6 -0

$ 1 ,500
$ 1 ,5 5 0
$ 1 ,6 0 0
$ 1 ,6 5 0
$ 1 ,7 0 0

AID
AID
AID
AID
AID

OM
DEB
OMDEB
OMDEB
OM
DEB
OMDEB

$ 1 ,5 5 0 ....................
$ 1 ,6 0 0 ....................
$ 1 , 6 5 0 . . * .............
$ 1 ,7 0 0 ....................
$ 1 ,7 5 0 ....................

8 .5
.8
2 .3
4 .6
1 .5

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

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

(0 .4 )
2 .7
2 .2
4 .2
2 .9

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

_
_
-

$ 1 ,7 5 0
$ 1 ,8 0 0
$ 1 ,8 5 0
$ 1 ,9 0 0
$ 1 ,9 5 0

ABD
AID
A D
M
AID
AID

OMDEB
OM
DEB
OMDEB
OIDEB
OM
DEB

$ 1 ,8 0 0 ....................
$ 1 ,8 5 0 ....................
$ 1 ,9 0 0 ....................
$ 1 ,9 5 0 ....................
$ 2 , 0 0 0 . . . ............

.8
1 .5
2 .3
2 .3
1 .5

1. 1
3 .2
.7
.9
1 .1

3 .7
6 .0
6 .6
1 0 .6
2 .3

1.8
6 .8
2 .7
6 .4
2 .6

2 .2
1 3 .3
5 .3
6 .2
3 .5

2. 1
.3
2 .4

$ 2 ,0 0 0
$ 2 ,0 5 0
$ 2 ,1 0 0
$ 2 ,1 5 0
$ 2 ,2 0 0

AID
AID
AID
A D
M
AND

OMDEB
OMDEB
OHDEB
OMDEB
OM
DEB

$ 2 ,0 5 0 ....................
$ 2 ,1 0 0 ....................
$ 2',150 ....................
$ 2 ,2 0 0 ....................
$ 2 ,2 5 0 ....................

3 .1
(.8 )

_
.5
“

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

3 .3
3 .8
5 .5
8 .2
4 .6

1 .4
7 .7
4 .7
2 -2
6 .2

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

0 .7

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

AM
D
AM
D
AID
A D
M
AND

OHDEB
OM
DEB
OMDEB
OHDEB
OHDEB

$ 2 ,3 0 0 ....................
$ 2 ,3 5 0 ....................
$ 2 ,4 0 0 ....................
$ 2 , 4 5 0 . . . . ..........
$ 2 ,5 0 0 ....................

1. 1
(-2 )

1 .1
.5
.8
2 .3
3 .5

2 .6
5. 3
2 .2
3 .3
9 .7

6 .1
4 .1
1 .2
3 .7
~

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

3. 1
.5
4 .9

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

AM
D
AID
AM
D
AM
D
AM
D

OMDEB
OMDEB
OMDEB
OM
DEB
OMDEB

$ 2 ,6 0 0 ....................
$ 2 ,7 0 0 ....................
$ 2 ,8 0 0 ....................
$ 2 ,9 0 0 ....................
$ 3 ,0 0 0 ....................

“
_
-

6 .2
5 .5
1 .6
1 .8
.9

2 .4
3 .0
.3
2 .2
-

3 .8
7 .2
6. 1
3 .0
9 .9

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

$ 3 ,0 0 0
$ 3 ,1 0 0
$3,200
$ 3 ,3 0 0
$3 ,4 0 0

AM
D
AM
D
AM
D
AID
AM
D

OMDEB
OHDEB
OMDEB
OMDEB
OM
DEB

$ 3 ,1 0 0 ....................
$ 3 ,2 0 0 ....................
$ 3 ,3 0 0 .......... ..
$ 3 ,4 0 0 ....................
$ 3 ,5 0 0 ....................

-

-

-

“

1 .4
1 .2
(.6 )
_
-

1. 1
(1-5)

.2
2 .4
(1 .5 )

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

8 .5
8 .5
4 .0
7 .3
4 .8

4 .3
2 .5
.6
2 .8
2. 8

$ 3 ,5 0 0
$3,6 0 0
$ 3 ,7 0 0
$ 3 ,8 0 0
$ 3 ,9 0 0

A D
M
AID
AID
AM
D
AM
D

OMDEB
OIDEB
OM
DEB
OIDEB
OM
DEB

$ 3 ,6 0 0 ....................
$ 3 ,7 0 0 ....................
$ 3 ,8 0 0 ....................
$ 3 ,9 0 0 ....................
$ 4 ,0 0 0 ....................

_
-

_
-

_
-

-

-

.9
.2
1 .0
(.8 )

1 0 .2
4 .0
2. 6
1 .0
4 .2

3 .4
6 .4
8. 9
1 .8
2 .5

$ 4 ,0 0 0
$ 4 ,1 0 0
$ 4 ,2 0 0
$ 4 ,3 0 0
$ 4 ,4 0 0

AID
AM
D
AID
A D
M
AID

OM
DEB
OMDEB
OMDEB
OM
DEB
OM
DEB

$ 4 ,1 0 0 ....................
$ 4 ,2 0 0 ....................
$ 4 ,3 0 0 ....................
$ 4 ,4 0 0 .......... ..
$ 4 , 5 0 0 . . . ............

“

_
-

_
-

-

_
-

.7
.3
2 .2
1- 2
(.4)

1 0 .4
8. 9
2 .1
6 .4
1 .8

$ 4 ,S00
$ 4 ,6 0 0
$ 4 ,7 0 0
$ 4 ,8 0 0
$ 4 ,9 0 0

AM
D
AM
D
AID
AM
D
AM
D

OHDEB
OM
DBB
OMDEB
OM
DEB
OIDEB

$4 ,6 0 0 ....................
$ 4 ,7 0 0 ....................
$ 4 ,8 0 0 ....................
$ 4 , 9 0 0 . . . ............
$ 5 ,0 0 0 ....................

-

-

-

_

_

-

~

2 .8
3. 7
3. 1
4 .0
3 .7

$ 5 ,0 0 0
$ 5 ,1 0 0
$ 5 ,2 0 0
$ 5 ,3 0 0
$ 5 ,4 0 0
$ 5 ,6 0 0

AM
D
AID
A D
M
AID
AM
D
AM
D

OMDEB
OM
DEB
OMDEB
OM
DEB
OM
DEB
OHDEB

$ 5 ,1 0 0 ....................
$ 5 ,2 0 0 ....................
$ 5 ,3 0 0 ....................
$ 5 ,4 0 0 ....................
$ 5 ,5 0 0 ....................
$ 5 ,7 0 0 ....................

-

-

-

“

-

_
_

-

_
-

-

-

-

-

-

~

-

“
- .

-

-

-

-

_
_
-

_
_
_
-

-

-

_
_
-

-

_
_
_
-

_

_
-

_
-

_
-

_
•

_
-

3 .7

3 .7
2. 1
3. 1
2 .1
1 .8
.6

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

MUHBEB OF EMPLOYEES............ ................

130

436

648

546

1,2 0 0

1 ,4 5 9

921

326

A IMAGE MONTHLY SALABY......................
Y

$ 1 ,3 3 8

$ 1 ,4 0 0

$ 1 ,7 9 0

$ 2 ,1 9 3

$ 2 ,0 6 0

$ 2 ,6 5 3

$ 3 ,1 5 1

$ 4 ,1 4 4

TOTAL

See footnotes at end of table.




22

1 0 0 .0

Table 4. Continued—Employment distribution by salary: Professional and adm inistrative occupations
(Percent distribution of employees in selected professional and administrative occupations by monthly salary, United States, except Alaska and Hawaii,1 March 1980)
CHEMISTS
MONTHLY SALARY
I
UNDER
$1,050
$ 1 ,100
$ 1,150
$1,200

$ 1 ,0 5 0 ____
AND UNDER
AND UNDER
AND UNDER
AND UNDER

II

III

IV

$ 1 , 100....................
$ 1 ,1 5 0 ....................
$ 1 ,2 0 0 ....................
$ 1 ,2 5 0 ....................

0 -6
5. 2
8 .2
6 .3
9 .3

(0 .9 )
3 .7

~

-

V

VI

VII

-

_
~

“

-

-

_

_

~

_

$ 1 ,250
$1,300
$1,350
$ 1 ,4 0 0
$1,450

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$1, 300....................
$1 ,3 5 0 ....................
$ 1 ,4 0 0 ....................
$ 1 ,4 5 0 ....................
$ 1 ,5 0 0 ....................

1 4 .2
1 1 .5
1 2 .0
6 .4
9 .0

3 .6
5 .0
6 .3
6 .8
1 0 .8

(0 .5 )
1 .0
1. 4
2 .4
2 .4

-

-

$1,500
$1,5 5 0
$ 1 ,6 0 0
$ 1 ,650
$1,700

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

4 .5
2 .8
2 .5
2 .3
2 .0

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

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

-

-

(1 .8 )
1 .6
1 .5

-

“

“

$1,7 5 0
$1,800
$1,8 5 0
$1,900
$ 1 ,950

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. 5
(1 .7 )
“

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

6. 1
6 .6
5 .8
6 .6
5 .9

1 .4
2 .5
2 .7
2 .5
2 .9

-

-

~

~

”

$2,0 0 0
$2,050
$2, 100
$ 2 ,150
$2, 200

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 .6
1 .5
1.4
.9
.8

5 .1
5 .0
6 .4
3 .8
3. 1

6 .0
5 .0
6. 2
6 .3
6 .0

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

-

-

-

-

$2,250
$2,300
$2,350
$ 2 ,4 0 0
$ 2 ,450

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

-

2 .4
(1 .6 )
~

2 .9
2 .5
1 .9
2 .8
1 .5

5 .7
6. 1
5 .0
4 .4
5 .0

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

(2 -9 )
1 .0
1 .0
2 .0

“

$2,500
$ 2 ,6 0 0
$2,7 0 0
$ 2 ,8 0 0
$2,900

AND
AND
A D
M
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 2 ,6 0 0 ....................
$ 2 ,7 0 0 ....................
$ 2 ,8 0 0 ....................
$ 2 ,9 0 0 ....................
$ 3 ,0 0 0 ....................

_
-

~

2 .2
1 .7
1 .0
(-8 )
~

8 .8
4 .9
5 .0
3. 2
1 .6

8 .4
8 .7
8 .8
9 -1
9 .2

1 -8
3 .2
8 .8
7. 5
1 6 .3

(1-2)
2 .9

$3,000
$3, 100
$ 3 ,2 0 0
$3,300
$3,400

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 3 ,1 0 0 ....................
$ 3 , 200....................
$ 3 ,3 0 0 ....................
$ 3 ,4 0 0 ....................
$ 3 ,5 0 0 ....................

■

-

-

1 .4
(2 .3 )
”

8 .1
5 .8
3 .8
2 .8
3 .0

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

.8
1 .6
9 .7
5 .0
23. 1

$ 3 ,5 0 0
$3,600
$3,700
$ 3 ,800
$3,900

AM
D
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 ....................

-

-

“

-

2 .3
1 .6
1 .4
1. 1
(1 -2 )

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

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

$ 4 ,0 0 0
$ 4 ,1 0 0
$4,200
$ 4 ,3 0 0
$4,400

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 4 , 100....................
$ 4 ,2 0 0 ....................
$ 4 ,3 0 0 ....................
$ 4 ,4 0 0 ....................
$ 4 ,5 0 0 ....................

-

“

~

~

-

~

2 .0
1 .6
1 .0
(2 .6 )
“

2 .6
4 .3
3. 7
3. 1
3 .9

$4,5 0 0
$4,6 0 0
$ 4,700
$4,800
$4,9 0 0

A D
M
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 4 ,6 0 0 ....................
$ 4 ,7 0 0 ....................
$ 4 ,8 0 0 ....................
$ 4 ,9 0 0 ....................
$ 5 ,0 0 0 ....................

“

“

-

-

-

-

2 .2
1 .9
1 .8
1. 5
.8

$5 ,0 0 0
$5, 100
$ 5 ,200
$ 5 ,300

AND
AND
AND
AND

UNDER $ 5 ,1 0 0 ....................
UNDER $ 5 ,2 0 0 ....................
UNDER $ 5 ,3 0 0 ....................
OVER..

~

-

-

-

-

-

-

-

-

1 .2
.7
1.1
3. 1

~

“

~

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

EMPLOYEES...............- ...........

2 ,8 2 4

5 ,2 9 9

1 0 ,1 9 2

1 0 ,5 1 9

8 , 135

4 ,5 3 2

1 ,6 9 5

AVERAGE MONTHLY SALARY......................

$ 1 ,3 5 0

$1,6 3 1

$ 1 ,9 4 8

$ 2 ,3 0 7

$ 2 ,8 1 6

$ 3 ,1 7 8

$ 3 ,8 2 4

TOT A
L
NUMBER

OF

See footnotes at end of table.




23

Table 4. Continued—Employment distribution by salary: Professional and adm inistrative occupations
(Percent distribution o f employees in selected professional and administrative occupations by monthly salary, United States, except Alaska and Hawaii,1 March 1980)

ENGINEERS
HONTHLY SALARY
I

ONDEB $ 1 ,2 0 0 ..........
$ 1 ,200 AND UNDER $ 1 ,2 5 0 ....................

1. 5
1 .9

II

III

I?

V

VI

V II

V III

-

-

-

-

-

$ 1 ,2 5 0
$1,3 0 0
$ 1 ,3 5 0
$ 1 ,4 0 0
$ 1 ,4 5 0

AH
D
AHD
AND
AND
AHD

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

_
(1-5)
1 .2
2. 2
3. 1

(1 .6 )

-

-

_
-

_
-

_
-

$ 1 ,5 0 0
$ 1 ,5 5 0
$ 1 ,6 0 0
$ 1 ,6 5 0
$1,700

AND
AHD
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 ....................

9 .8
1 0 .4
1 1 .5
1 1 .7
8 .9

6 .0
6 .6
8 .8
1 0 .6
9 .8

1 .3
1 .9
2 .7
3 .5
5. 1

”

-

_
-

-

-

$ 1 ,7 5 0
$ 1 ,8 0 0
$ 1 ,8 5 0
$1 ,9 0 0
$ 1 ,9 5 0

AHD
AND
AND
AND
AHD

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

6 .6
6 .7
4. 4
2 .6
1 .4

8 .8
8 .4
6 .7
6. 1
5. 1

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

(2 .3 )
1 .4
1 .7
2 .6
3 .3

-

_
-

_
-

_
-

$ 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 ....................

(1. 5)

3 .9
3 .3
2 .4
1 .5
1 .2

6 .9
6 .2
5 .9
4 .8
4 .4

3 .9
4 .9
5 .5
5 .8
6 .4

_
(3 -0 )
1 .0
1 .4
1 .9

-

_
-

_
-

$ 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 ....................

-

(2- 8)
-

3 .9
3. 1
2 .7
2 .8
2 .4

5 .9
6 .2
5 .6
5 .5
5 .2

2 .2
3 .1
3 .2
3 -9
4 .6

_
(2 .5 )
1 .4

_
-

_
-

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

AND
AHD
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 2 ,6 0 0 ....................
$ 2 ,7 0 0 ....................
$ 2 ,8 0 0 ....................
$ 2 ,9 0 0 ....................
$ 3 ,0 0 0 ....................

_
-

_
~

2 .3
1 .4
(1 -2 )
-

9 .3
7 .7
5 .9
4 .7
3 .7

10-4
1 1 .2
1 0 .5
9 .5
8 .7

2 .4
3 .8
6 .4
7 .5
10. 1

(1-2)
1.1
2. 1
2 .1
4 .2

_
-

$3,000
$ 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 ....................

“

-

“

1.1
(1 -4 )
“

7 .1
5 .8
4 .0
3 .4
1 .8

9 .7
1 0 .3
9 .5
8 .5
7. 1

4 .0
5 .1
7 .7
7. 1
7 .8

(0 .9 )
1 .5
2- 1
2 .3
2 .9

$3,5 0 0
$ 3 ,6 0 0
$ 3 ,7 0 0
$3,800
$ 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 ....................

“

-

-

“

1 .0
(2- 1)
-

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

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

3 .4
4. 2
5. 1
7 .6
9 .1

$ 4 ,0 0 0
$4, 100
$ 4 ,2 0 0
$ 4 ,3 0 0
$ 4 ,400

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

-

_
“

*
”

-

-

1 .4
(2 -3 )

5 .2
3 .8
2 .9
2 .1
1 .5

1 2.4
7 .5
6 .0
6 .5
5 .3

$ 4 ,5 0 0
$ 4 ,6 0 0
$ 4 ,700
$ 4 ,8 0 0
$ 4 ,9 0 0

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 4 ,6 0 0 ....................
$ 4 ,7 00....................
$ 4 ,8 0 0 .........
$ 4 ,9 0 0 ....................
$ 5 ,0 0 0 ....................

_
-

_
-

_
~

_
-

_
-

-

-

-

_

_

-

-

-

-

-

-

-

$ 5 ,0 0 0 AND UNDER $ 5 , 100....................
$ 5 ,1 0 0 AND UNDER $ 5 ,2 0 0 ....................
$ 5 ,2 0 0 AND OVER..

-

-

_
-

-

1 .3
(3 .0 )
-

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

_

..

-

-

1 .4
2 .1
4 .4

1 0 0 .0

10 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

MUHBEB OF EBPLOYEES.............................

2 0 ,8 1 3

4 1,74 2

9 5 ,3 8 2

123 ,8 2 9

9 2 ,3 1 5

4 2 ,7 1 9

1 4 ,2 9 7

3 ,0 2 7

AYEBAGE HONTHLY SALARY......................

$ 1 ,6 1 8

$ 1 ,7 7 4

$ 2 ,0 1 3

$ 2 ,3 7 4

$ 2 ,7 6 2

$ 3 ,1 8 8

$ 3 ,6 0 4

$ 4 ,1 7 3

TOTAL

1For scope of study, see table A-1 in appendix A.
Note: To avoid showing small proportions of employees scattered at or near the extremes of
the distributions for some occupations, the percentages of employees in these intervals have




been accumulated and are shown in the interval above or below the extreme interval containing
at least 1 percent. The percentages representing these employees are shown in parentheses.
Because of rounding, sums of individual items may not equal 100.

24

Table 5. Employment distribution by salary: Technical support occupations
(Percent distribution o f employees in selected technical support occupations by monthly salary, United States, except Alaska and Hawaii,1 March 1980)

DRAFTERS

ENGINEERING TECHNICIANS
MONTHLY SALARY
III

III

IV

V

-

-

-

-

-

-

“

“

-

-

(2 .1 )
1 .0
1 .6
1-4

-

-

-

-

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

1 .7
2 .6
3 .8
3 .6

d -2 )
1 .0

“

4 .0
1 .6
2. 1
.9
.3

9 .6
7 .3
5 .3
4 .6
4 .5

1 0 .9
9 .4
1 1 .5
1 0.0
7 .6

2 .6
2 -8
4 .1
5 .2
7 .3

(1-4)
1 .0

?

I

-

-

0-2

-

“

1 .7
.7
2 .7
4 .5

(1-4)
2 .1

-

6 .7
7 .0
9 .8
1 3 .6

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

-

-

4 .1
4 .7
1 0 -7
3 .7

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

-

_
“

4 .6
4 .3
5 .0
4 .7

I?

I

II

UNDER $600........................ ....................

-

-

-

$600
$625
$650
$675

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$625.............................
$650.............................
$675.............................
$ 7 0 0 .............

-

-

~

$700
$725
$750
$775

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$ 7 2 5 .............
$750.............................
$775.............................
$ 8 0 0 . . . . . .................

(1 .7 )
2 .6
1 .0
5 .6

(0 .2 )
1.4

-

“

-

$800
$825
$850
$875

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$825................. ..
$ 8 5 0 . . . ......................
$8 7 5 .............................
$900..............................

2 .6
5 .6
5 .8
4 .8

.3
.5
1.4
1.3

“

-

$900
$925
$950
$975

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$925..............................
$950.............................
$975.............................
$1 ,0 0 0 ........................

6 .1
4 .0
6 .5
9. 1

2 .0
1.8
3 .3
3 .0

( 0 .8 )
1.1

-

II

“
-

-

~

$ 1 ,000
$ 1,050
$ 1 ,1 0 0
$ 1 ,150
$ 1,200

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 1 ,0 5 0 ....................
$ 1 , 1 0 0 . . . . ..........
$ 1 ,1 5 0 ....................
$ 1 ,2 0 0 ....................
$ 1 , 2 5 0 . . . .............

10 .8
6 .9
6 .5
5 .0
3 .5

9 .8
11.1
12.5
11.2
10.0

1.4
2 .9
6 .2
7 .6
8 .3

d -2 )
1 .2
2 .5

-

$ 1 ,2 5 0
$ 1 ,3 0 0
$ 1 ,3 5 0
$ 1 ,4 0 0
$ 1 ,450

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

2 .4
1 .7
.9
2. 0
1 .2

7.3
5 .6
3.4
3.1
2 .9

8 .8
1 0 .6
9 .3
7 .4
6 .5

2 .5
4 .1
5 .1
6 .1
7 .8

(0-9 )
1.1
1.7
2 .7

.5
.2
.4

1 .9
1 .1
1 .2
(2 .9 )

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

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

1 .6
2 .3
3 .4
3 .5
5 .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 .........

.8
1 .0
1 .0
( .9 )
-

1 .8
1.3
1.0
1.6
1.4

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

7 .6
9 .4
8 .3
1 0 .4
6 .3

3 .3
5 .0
5 .8
6 .9
9 .4

.2
1 .2
*
*

~

1 .6
1 .6
1 .0
2 .6
1 .4

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

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

$ 1 ,7 5 0
$ 1 ,8 0 0
$ 1 ,8 5 0
$ 1,900
$ 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 .........

_
-

(-9 )

-

2 .4
2 .0
1.5
(2 .4 )
“

4 .8
4 .3
4 .2
4 .2
2 .9

6 .8
7 .8
8 .0
6 .7
6 .0

-

-

(2 .1 )
”

2 .2
3. 1
2 .4
1 .4
(3 -6 )

5 .2
5 .4
5 .2
4 .8
4 .9

$ 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 .7
1 .3
1 .0
1 .0
(1 .1 )

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

—
-

”

_
-

-

4 .0
2 .5
2. 1
1 .9
1 .4

$ 2 ,2 5 0
$ 2 ,3 0 0
$ 2,350
$ 2,4 0 0
$ 2 ,4 5 0

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$2, 300....................
$ 2 ,3 5 0 ....................
$ 2 ,4 0 0 ....................
$ 2 , 4 5 0 . . . . ..........
$ 2 ,5 0 0 ....................

-

~

-

-

2 .5
2 .9
(2 .3 )
-

-

-

~

~

~

“

~

—

1 .9
1 .5
1. 2
1 .8
1 .0

$ 2,500
$ 2 ,6 0 0
$ 2 ,7 0 0
$ 2,800

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

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

-

-

-

-

-

-

-

-

-

1 .9
1 .6
1 .9
2/

TOT AL

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

NUMBER OR EMPLOYEES........... ..
AVERAGE MONTHLY SALARY......................

-

~

-

~

~

1 0 0 .0

100.0

1 00.0

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

4 ,7 8 2

17,441

2 9 ,5 2 7

3 4 ,1 2 8

1 8 ,0 5 4

2 ,5 8 1

1 1 ,7 6 4

2 2 ,8 1 3

2 6 ,6 2 2

2 0 ,4 8 5

$ 1 ,0 1 9

$1,184

$1 ,3 9 6

$ 1 ,6 2 9

$ 1 ,8 6 0

$851

$974

$ 1 ,1 9 2

$ 1 ,4 3 5

$ 1 ,8 0 7

See footnotes at end of table.




-

25

Table 5. Continued—Employment distribution by salary: Technical support occupations
(Percent distribution of employees in selected technical support occupations by monthly salary, United States, except Alaska and Hawaii,1 March 1980)

COMPUTER OPERATORS
MONTHLY SALARY
I

III

II

IV

V

VI

UNDER $600..................................................

2 .3

-

-

-

-

-

$600
$625
$650
$675

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$625.............................
$650.............................
$675........................... ..
$700.............................

2 .3
2 .8
4 .0
5 .0

0 .8
1 .3

-

“

“

~

-

~
~

-

~

$700
$725
$750
$775

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$725.............................
$ 7 5 0 .............................
$775.............................
$800.............................

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

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

(1-5 )
1 .6
1 .2
1 .8

-

-

~
“

$800
$825
$850
$875

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$825.............................
$850.............................
$875 .............................
$900 .............................

6 .5
5 .5
5 .2
4 .4

3 .0
6 .0
6 .4
3 .7

3. 1
3 .6
5 .5
3 .3

(1 .7 )

~

-

$900
$9 25
$950
$975

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$925 .............................
$95 0 .............................
$975.............................
$ 1 ,0 0 0 ........................

5 .8
3 .4
4 .6
3 .0

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

4 .6
4 .0
4 .9
4 .9

1 .2
1 .3
1.1
1 .4

-

“

~

6 .1
6 .3
6 .2
7 .9
8 .4

d -7 )
1 .8
2 .0
5 .4
4 .5

“
(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 ....................

5 .2
4 .7
2 .3
1 .9
(2 .6 )

9 .4
4 .4
2 .3
2. 1
1 3 .0

1 0 .0
9 .9
8 .2
8 .6
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 -.-.-....

“

4 .9
2. 1
.5
1 .0
(1 .9 )

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

9 .8
8 .9
5 .8
4 .9
6. 1

9 .9
9 .3
4 .8
6. 1
7 .2

1 .0
1 .9
5 .9
4 .0
4 .2

$ 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 ....................

-

-

<5. 1)
“

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

4 .2
5 .9
5. 1
3 .4
5 .3

1 6 .3
1 3 .6
6 .9
6 .6
6 .3

$ 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 ....................

-

“

“

-

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

6 .3
3 .3
2 .3
1.1
1. 3

13. 1
9 .3
3. 1
1 .4
1 .4

$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 ....................

“

“

“

-

1 .7
1 .4
. 8
.8
.8

(1 .5 )
-

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

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$ 2 ,3 0 0 ....................
$ 2 ,3 5 0 ....................
$ 2 ,4 0 0 ..................$ 2 ,4 5 0 ....................

-

-

-

-

.6
1-0
.6
1 .5

-

-

1 0 0 .0

100 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 00.0

NUMBER OF EMPLOYEES.............................

6 ,8 3 7

6 ,2 8 5

2 9 ,7 1 0

1 6 ,4 3 0

3 ,7 2 9

734

AVERAGE MONTHLY SALARY......................

$847

$ 1 ,0 0 1

$ 1 ,0 8 0

$ 1 ,3 3 7

$ 1 ,5 3 8

$ 1 ,6 2 6

TOTAL

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

1For scope of study, see table A-1 in appendix A.
2 Less than 0.05 percent.

the distributions for some occupations, the percentages of employees in these intervals have
been accumulated and are shown in the interval above or below the extreme interval containing
at least 1 percent. The percentages representing these employees are shown in parentheses.
Because of rounding, sums of individual items may not equal 100.

Note: To avoid showing small proportions of employees scattered at or near the extremes of




26

Table 6. Employment distribution by salary: Clerical occupations
(Percent distribution o f employees in selected clerical occupations by monthly salary. United States, except Alaska and Hawaii,1 March 1980)

ACCOUNTING CLERKS

PILE CLERKS

KEY ENTRY OPERATORS

MONTHLY SALARY
I

II

_

IV

III

_

I

II

III

I

II

_

_

(0 .6 )

-

~

~

-

_
-

4 .3
6 .9
1 4 .7
9 ,9

0 .8
1 .4
9 .7
7 .3

-

_
d -4 )
1 .8
2 .0

_
“

d -3 )
1 .2

"

10.4
9 .9
1 0 .3
6 .9

8 .6
9 .8
8 .2
8 .5

(0 .6 )
1 .4
4 .9
1 .6

3 ,9
3 .9
6 .1
7 .1

(0 .7 )
1 .5
1 .9
2 .3

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

1 .8
1 .6
3 .1
3 .1

-

6 .6
4 .0
3 .1
3 .2

7 .0
5 .9
3 .8
6 .5

8 .2
3 .8
7 .2
6 .5

6 .5
7 .4
7 .0
7 .3

3 .0
4 .5
3 .4
4 .9

5 .4
3 .7
3 .0
2 .2

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

4 .1
4 .4
5 .9
4 .6

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

1 .8
1 .5
1 .0
.5

2 .7
4 .2
2 .4
1 .2

6 .2
5 .1
7 .7
4 .6

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

4 .9
4 .6
5. 1
4 .9

1 .8
1 .5
1 .3
1 .0

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

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

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

.5
.3
.2
.5

1 .2
.4
.7
1 .4

4 .8
3 .1
6 .0
3 .0

3 .5
2 -7
2 .9
2 .7

5 .4
5 .2
5 .9
6 .2

4 .7
4 .7
2 .9
1 .4
3. 1

2 -8
2 .3
1 .4
1 .2
.8

7 .0
5 .5
4 .9
3 .8
3 .1

$450 AND UNDER $475................. ...........
$475 AND UNDER $500.............................

0 .6
1 .3

$500
$525
$550
$575

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$525................. ..
$550.............................
$575........................ .. $ 6 0 0 . . . . ....................

1 .9
2 .7
5 .5
4 .9

(0. 5)
1 .2
1 .7

_
-

$600
$625
$650
$675

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$625.......................... ..
$650..............................
$675................. ..
$700 .............................

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

3, 0
2 .9
5. 1
5. 4

$700
$725
$750
$775

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$725.............................
$750..............................
$775.............................
$8 0 0 ............................

8 .0
8 .1
5 .4
4 .8

$800
$825
$850
$875

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$825...........................$850 .............................
$875..............................
$900.............................

$900
$925
$950
$975

AND
AND
AND
AND

UNDER
UNDEfi
UNDER
UNDER

$925 .............................
$950..............................
$975.............................
$ 1 ,0 0 0 ........................

_
-

$1,000
$ 1 ,0 5 0
$ 1 ,1 0 0
$1,150
$ 1 ,2 0 0

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 1 ,0 5 0 ....................
$1, 100....................
$ 1 ,1 5 0 ....................
$ 1 ,2 0 0 ....................
$ 1 ,2 5 0 ....................

1 .0
1. 1
C3.7)
”

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

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

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

1 .0
(1 .7 )
-

1 .0
1. 1
1 .7
1 .0
(3 .5 )

$ 1 ,2 5 0
$1,300
$ 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 ....................

-

. 8
1. 1
(3. 6)
-

« ,9
3 .5
1 .4
1 .1
.9

8 .3
7.1
3 .9
3 .9
4 .3

-

*

.5
1 .6
.6
•8
.8

.4
.9
.5
.5
1 .2

1 .8
1 .3
1 .4
.8
1 .3

$ 1 ,5 0 0
$ 1 ,5 5 0
$ 1 ,600
$ 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 .0
1 .0
(2- 8)
-

3 .3
4. 1
3 .1
3 .1
1 .4

-

-

1 .1
1 .3
(1 -5 )

(2 .0 )
-

.9
1 .3
(2 .3 )

$ 1 ,750
$ 1 ,800
$ 1 ,8 5 0
$ 1 ,9 0 0
$ 1 ,9 5 0

AND
AND
AND
AND
AND

UNDER $ 1 ,8 0 0 ....................
UNDER $ 1 ,8 5 0 ....................
UNDER $1 ,9 0 0 ....................
UNDER $ 1 ,9 5 0 ....................
OVER.......................................

-

-

“

1.4
1.3
1 .5
1.1
2 .0

TOTAL

•

~
•

~
-

-

-

-

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

1 0 0.0

100. 0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

NUMBER 07 EMPLOYEES.............................

3 1 ,9 3 5

8 8 ,8 7 8

6 2 ,3 7 8

2 1 ,8 0 3

2 7 ,8 7 6

1 4 ,7 2 1

4 ,0 4 0

6 6 ,7 7 1

4 4 ,5 3 2

AVERAGE MONTHLY SALARY......................

$734

$865

$ 1 ,0 2 7

$ 1 ,2 8 0

$657

$736

$919

$832

$977

See footnotes at end of table.




27

Table 6. Continued—Employment distribution by salary: Clerical occupations
(Percent distribution of employees in selected clerical occupations by monthly salary, United States, except Alaska and Hawaii,1 March 1980)

PERSONNEL CLERKS
MONTHLY SALARY

MESSENGERS
II

I

in

IV

V
-

UNDER $50 0 ..................................................

0.1

-

-

-

-

$500
$525
$550
$575

AND
AND
AND
AND

UNDEE
UNDER
UNDER
UNDER

$525 .............................
$550 .............................
$575...........................$600.............................

2 .0
5 .4
7 .8
9 .2

_
(0 .4 )
1. 2

_
-

_
-

$600
$625
$650
$675

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$ 6 2 5 .............................
$650............... .............
$67 5 .............................
$700.............................

1 0 .3
9 .2
9 .6
7 .3

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

_
(0 .2 )
1 .4
3 .3

_
“
_
(1 .3 )

_
-

_
-

$700
$725
$750
$775

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$725 .............................
$750.............................
$775..............................
$800 .............................

6 .8
5. 4
4 .1
3 -3

8. 1
1 0 .4
7 .5
6 .3

3 .8
4 .6
5. 1
4 .4

1 .4
1.1
2 .0
1 .9

_
-

_
_
-

$800
$825
$850
$875

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$825 .............................
$850..............................
$875.............................
$ 9 0 0 ..............................

3 .0
2 .5
1 .9
1 .4

8. 1
7 .3
3 .8
4 .4

7 .1
5 .0
7 .9
4 .5

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

_
(0 .7 )
1 .5
.8

$900
$925
$950
$975

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$925.............................
$950.............................
$975.............................
$ 1 ,0 0 0 .........................

1 .3
1. 1
1 .2
.7

3 .9
.8
3 .4
2 .2

6 .8
5 .8
4 .6
3 .6

3 .3
3 .0
6 .8
6 .3

3.1
1 .3
3 .5
3 .3

_
1 .5

7 .5
4 .8
2 .5
2 .7
2 .6

8 .7
1 1 .0
9 .1
4 .5
4 .0

2 .3
5 .6
1 4 .5
4 .4
1 1.0

.9
.9
3 .6
.9
6 .5

-

$ 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 ....................

.9
1 .3
l* -3 )
”

2 .6
.8
.3
.5
.2

$ 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 ....................

_
“

.4
.2
2 .1
(.2 )

1.8
2 .5
1 .3
.5
1 .6

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

6 .4
6 .7
6 .8
1 .9
2 .2

2 .2
.2
1 3 .9
1 2 .3
5 .1

$ 1 ,500
$ 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 .3
1 .6
(1 .1 )

.9
.6
1.1
1 .3
(1 .2 )

1 .9
1 .5
2 .6
5 .8
2 .4

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

$ 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 .4
.8
1.1
1. 1
2 .2

3 .4
.9
2 .4
1 .7
1 .5

$ 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 ....................

•

_
-

_
“

_
_
-

1 .0
1 .9
.1
-

.9
1 .7
2 .9
2 .4
2 .7

$ 2 ,2 5 0 AND UNDER $ 2 ,3 0 0 ....................
$ 2 ,3 0 0 AND UNDER $ 2 ,3 5 0 ....................
$2,350 AND UNDER $ 2 ,4 0 0 ....................

-

_
-

-

_
-

_
*

3 .6
2 .4
7 .4

$ 2 ,5 0 0 AND UNDER $ 2 ,6 0 0 ....................
TOTAL

-

-

-

-

-

-

-

-

-

-

.2

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

1 0 0 .0

1 0 0 .0

1 00.0

NUMBER OP EMPLOYEES.............................

1 8 ,3 6 0

2 ,2 7 3

5 ,3 4 3

3 ,9 3 0

1 ,942

584

AVERAGE MONTHLY SALARY......................

$713

$799

$961

$ 1 ,0 7 5

$1,311

$ 1 ,6 5 3

See footnotes at end of table.




28

1 0 0 .0

1 0 0 .0

1 0 0 .0

Table 6. Continued—Employment distribution by salary: Clerical occupations
(Percent distribution of employees in selected clerical, occupations by monthly salary, United States, except Alaska and Hawaii,1 March 1980)

SECRETARIES

STENOG­
RAPHERS,
GENERAL

MONTHLY SALARY
IV

V

-

-

-

_

~

“

STENOG­
RAPHERS,
SENIOR

I

II

-

-

-

-

_
-

III

3500
$525
$550
3575

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$525.............................
$550..............................
$575.............................
$600.............................

$600
$625
$650
$675

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$625.............................
$650.............................
$675 .............................
$700.............................

_
(1 .7 )
1 .4
1 .6

_
(1- 2)
1. 1

$700
$725
$750
$775

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$725.............................
$750.............................
$775..............................
$800 .............................

2 .6
3 .3
5 .0
4 .3

1 .6
2. 0
1 .9
2. 7

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$ 8 2 5 . . . . ....................
$850.............................
$875.............................
$ 9 0 0 . . . ......................

5 .4
7 .0
7. 1
5 .3

2. 8
3 .9
4. 8
4. 2

$900
$925
$950
$975

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$925..............................
$ 9 5 0 . . . .......... ..
$975 .............................
$ 1 ,0 0 0 .........................

6 .2
4 .7
5 .7
5 .8

I

II

0 .1
1-2
2 .8
5 .4

(0 .8 )

_
-

7 .6
8 .1
9 .5
8 .0

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

3 .9
4 .7
6 .1
4 .5

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

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

4 .9
5 .2
6 .2
4 .9

_
-

5 .9
5 .2
4 .2
4 .1

2 .6
2 .2
3 .1
2 .7

4 .7
3 .8
2 .9
2 .7

5 .7
5 .3
5 .0
5 .4

2 .4
1.9
2 -8
3. 1

(1 -6 )
1 .1
1 .4

$800
$825
$850
$875

TYPISTS

_
(2 .3 )
1-0
2 .2

4 .2
3 .9
3 .6
2 .0

3 .7
2 .8
3 .3
3 .6

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

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

”

~

-

( 0 .8 )
1 .3
2 .1
2 .9

_
-

_
-

1 .8
2 .2
2 .7
2 .5

(2 .0 )
1.5
1.6
1.0

5. 1
4 .4
5 .0
5. 9

3 .3
3 .3
4 .0
4 .0

-

$ 1,0 0 0
$ 1 ,050
S I , 100
$ 1 ,1 5 0
$1,200

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 1 ,0 5 0 ....................
$ 1 ,1 0 0 ....................
$ 1 , 150....................
$ 1 ,2 0 0 ....................
$ 1 ,2 5 0 ....................

9 .4
7 .8
5 .2
3 .4
1 .9

8 .7
8. 1
7 .5
6. 7
5. 2

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

6 .3
6 .4
7 .1
7 .6
6 .9

4 .2
5 .6
5 .8
6 .4
5 .8

4 .9
4 .8
6 .0
5 .6
4 .2

6 .3
5 .8
7 .5
6 .0
9 .7

1 .6
1 .2
1 .4
(*-*»)

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

1 .7
1 .3
(2 .2 )

4 .3
3 .4
2. 0
1 .9
1. 5

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

6 .0
6. 1
6 .0
5 .4
4 .6

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

2 .3
1 .0
1 .0
1 .1
2 .6

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

_
-

1 .7
1-3
1-2
.7
1 .1

$ 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 .3
1 .3
(1. 8)
-

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

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

5.1
4 .8
4 .4
5 .0
3 .7

3 .1
2 .3
(1 -6 )

4 .2
2 .6
1 .7
(2 .5 )
“

“

(2 .9 )
-

$ 1 ,7 5 0
$ 1 ,8 0 0
$ 1 ,8 5 0
$ 1,900
$1,950

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

.9
.6
1. 1
(-6 )

1.4
1.1
(*»-1)
-

2 .9
1 .8
2 .2
2 .8
1 .5

_
-

_

-

_

-

■
-

-

$ 2 ,0 0 0 AND OVER.......................................
TOTAL

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

NUMBER OE EMPLOYEES................. ..
AVERAGE MONTHLY SALARY......................

-

~

-

“
-

-

-

~

-

-

100.0

100. 0

4 2 ,7 6 6
$941

-

-

1 0 0 .0

100.0

8 3 ,1 3 7

9 0 , 534

$1,051

$ 1 ,1 6 8

-

-

-

-

-

-

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

1 0 0 .0

5 0 ,0 0 5

1 6 ,2 0 0

2 0 ,9 8 0

1 9 ,3 3 3

4 3 ,5 8 6

2 7 ,6 2 1

$ 1 ,2 8 2

$ 1 ,4 2 8

$992

M , 156

$763

$918

been accumulated and are shown In the Interval above or below the extreme interval containing
at least 1 percent. The percentages representing these employees are shown in parentheses.
Because of rounding, sums of individual items may not equal 100.

1For scope of study, see table A-1 in appendix A.
Note: To avoid showing small proportions ot employees scattered at or near the extremes of
the distribution for some occupations, the percentages of employees in these intervals have




4 .3

-

~

29

Table 7. Occupational employment distribution: By industry division
(Percent distribution of employees in selected professional, administrative, technical, and clerical occupations,1by industry division,1 United States, except Alaska and Hawaii, March 1980)
MINING
OCCUP ATI OH AND LEVEL

CONS­
TRUCTION

M
ANU­
FACTURING

PUBLIC
WHOLESALE
UTILITIES 3/
TRADE

RETAIL
TRADE

FINANCE,
INSURANCE
AND REAL
ESTATE

SELECTED
SERVICES4/

PROFESSIONAL AND ADMINISTRATIVE
ACCOUNTANTS................................................................
AUDITOR S....................................................... . .............
PUBLIC ACCOUNTANTS................................................
CHIEF ACCOUNTANTS..................................................
ATTORNEYS......................................................................
BUYERS.............................................................................
JOB ANALYSTS...............................................................
DIRECTORS OF PERSONNEL.......................................
CHEMISTS.................................................................
ENGINEERS........................ ............................................

4
(5)
(5)
a
(5)
(5)
(5)
(5)
(5)

(5)
(5)
(5)
(5)
(5)
(5)
(5)
(5)
(5)

66
39
74
31
83
54
69
92
74

10
14
4
11
4
9
(5)
(5)
6

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

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

(5)
(5)
(5)

(5)
4
(5)

79
70
41

4
7
9

(5)
(5)
6

_

_

(5)
6

(5)
24

13
15
12

(5)
(5)
(5)
(5)
(5)
(5)
(5)
(5)

(5)
(5)
(5)
(5)
(5)
(5)
(5)
(5)

42
18
40
31
63
50
48
40

14
7
7
9
7
9
28
9

9
5
9
(5)
(5)
5
5
(5)

14
(5)
9
6
6
4
(5)
4

16
62
22
42
15
23
11
35

(5)
4
12
8
5
6
(5)
7

4
6
-

9
34
8
50
(5)
28
13
(5)
(5)

(5)
(5)
100
(5)
(5)
4
4
6
4
15

TECHNICAL SUPPORT
ENGINEERING TECHNICIANS....................................
DRAFTERS........................................................................
COMPUTER OPERATORS................. ..............................
CLERICAL
ACCOUNTING CLERKS...................................................
FILE CLERKS.................................................................
KEY ENTRY OPERATORS..............................................
MESSENGERS...................................................................
PERSONNEL CLERKS.....................................................
SECRETARIES.................................................................
STENOGRAPHERS............................................................
TYPISTS.....................................................................

puter and data processing services; management, consulting, and public relations services;
noncommercial educational, scientific, and research organizations; and accounting, auditing
and bookkeeping services.
* Less than 4 percent.

1Each occupation includes the work levels shown in table 1.
2 For scope of study, see table A-1 in appendix A.
*Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary
services.
4 Limited to engineering, architectural, and surveying services; commercially operated
research, development, and testing laboratories; credit reporting and collection agencies; com­




Note: A dash indicates that no workers in the occupation were found in the industry.

30

Table 8. Relative salary levels: Occupation by industry division
(Relative salary levels for selected professional, administrative, technical, and clerical occupations,1 by industry division,1 United States, except Alaska and Hawaii, March 1980)
(Average salary for each occupation in all industries=100)

MINING
OCCUPATION

AND LEVEL

COH-n
STBOCTIOB

M
ANU­
FACTURING

PUBLIC
WHOLESALE
UTILITIES 3 /
TRADE

RETAIL
TRADE

FIBAHCE,
INSURANCE
AND REAL
ESTATE

SELECTED
SERVICES4/

PROFESSIONAL AND ADMINISTRATIVE
AC C O U N TA N TS .. .....................................................................
AUDITORS.................................................................... ................
PUBLIC ACCOUNTANTS..........................................................
CHIEF ACCOUNTANTS............................................................
A T T O R N E Y S . . . . . ....................................................................
BUYERS.......................... ........................ ......................................
JOB ANALYSTS..........................................................................
DIRECTORS OF PERSONNEL..............................................
CHEMISTS......................................................................................
ENGINEERS............................................................................. . . .

110
111
-

100
102

100
105

104
107

-

-

-

96
95

96
96

94
91

-

-

-

89
93
104
(5)
91

102
97
96
88
95
(5)
(5)

96
103
100
95
96
98
(5)
91
97
98

118
108
115
(5)
123
122
113

(5)
(5)
102
86
109
(5)
100

100
106
99
105
101
100
100

(5)
98
108
107
123
97
102

(5)
(5)
109
(5)
110
(5)
96

114
105
99

110
108

99
99
105

110
103
114

-

-

94
101

92

(5)

91

99
102
90

112
114
112
106
121
113
91
101

99

101
111
105
105
102
103
102
105

118
121
121
122
110
111
105
120

99
104
100
119

93
100
95
96

88
93
89
91
88
90
82
87

96
103
93
96
95
101
88
101

-

(5)

TECHNICAL SUPPORT
ENGINEERING TEC HNI CIAN S............................................
DRAFTERS................................................. .................................
COMPUTER OPERATORS..........................................................

(5)

(5)

(5)

CLERICAL
ACCOUNTING CLERKS............................................................
F I L E CLERKS............................. ...............................................
KEY ENTRY OPERATORS.......................... ............................
MESSENGERS................................................................................
PERSONNEL CLERKS...............................................................
SECRETARIES.............................................................................
STENOGRAPHERS.................................................... ..
T Y P IS T S ................................ .. ...............................- ...................

(5)

96
97

(5)

92
89
98

(5)

89
85
100

research, development, and testing laboratories; advertising; credit reporting and collection
agencies; computer and data processing services; management, consulting, and public rela­
tions services; noncommercial educational, scientific, and research organizations; and ac­
counting, auditing, and bookkeeping services.
• Insufficient employment in 1 work level or more to warrant separate presentation of data.

1 Each occupation includes the work levels shown in table 1. In computing relative salary
levels for each occupation by industry division, the total employment in each work level in all
industries surveyed was used as a constant employment weight to eliminate the effect of dif­
ferences in the proportion of employment in various work levels within each occupation.
2 For scope of study, see table A-1 in appendix A.
3Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary
services.
4 Limited to engineering, architectural, and surveying services; commercially operated




(5)

100
108
107

Note: A dash indicated that no workers in the occupation were found in the industry.

31

Table 9. Average w eekly hours: Occupation by industry division
(Average standard weekly hours1 for employees in selected professional, administrative, technical, and clerical occupations,1by industry division,3 United States, except Alaska and Hawaii, March 1980)
MINING

CON­
STRUCTION

4 0 .0
4 0 .0

3 9 .5
4 0 .0

OCCUPATION AND LEVEL

M
ANU­
FACTURING

PUBLIC
HHOLESALE
U T IL IT IE S4/
TRADE

RETAIL
TRADE

FINANCE,
INSURANCE
AND REAL
ESTATE

SELECTED
SERVICES5/

PROFESSIONAL AND ADMINISTRATIVE
ACCOUNTANTS................................................................
AUDITORS.......................................................................
PUBLIC ACCOUNTANTS...........................................
CHIEF ACCOUNTANTS..................................................
ATTORNEYS.....................................................................
BUYERS............................................................................
JOB ANALYSTS............................... ..............................
DIRECTORS OF PERSONNEL......................................
CHEMISTS........................................................................
ENGINEERS.....................................................................

3 9 .5
3 9 .5

3 9 .5
3 9 .5

-

-

4 0 .0
3 9 .5
4 0 .0
(6)
4 0 .0
4 0 .0
4 0 .0

(6)
(6)
4 0 .0
4 0 .0
4 0 .0
(6)
4 0 .0

4 0 .0
3 9 .0
4 0 .0
3 9 .5
4 0 .0
3 9 .5
4 0 .0

(6)
3 9 .0
3 9 .5
3 9 .0
3 9 .5
4 0 .0
3 9 .5

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

4 0 .0
4 0 .0
4 0 .0

4 0 .0
4 0 .0
(6)

4 0 .0
4 0 .0
3 9 .5

4 0 .0
3 9 .5
3 9 .0

(6)
3 9 .5
3 9 .5

3 8 .0
(6)

(6)
3 8 .5

3 9 .5
4 0 .0
3 9 .5

4 0 .0
4 0 .0
4 0 .0
4 0 .0
4 0 .0
4 0 .0
3 9 .0
4 0 .0

3 9 .5
(6)
3 9 .5
4 0 .0
(6)
4 0 .0
4 0 .0
4 0 .0

3 9 .5
3 9 .5
3 9 .5
3 9 .0
4 0 .0
3 9 .5
3 9 .5
3 9 .5

3 9 .5
4 0 .0
3 9 .5
3 9 .0
3 9 .5
3 9 .0
3 9 .5
3 9 .5

4 0 .0
4 0 .0
3 9 .5
3 9 .5
(6)
3 9 .5
3 8 .5
3 9 .5

3 9 .0
3 9 .0
3 9 .0
3 8 .5
(6)
3 9 .0
4 0 .0
3 9 .5

3 8 .0
3 8 .0
3 8 .5
3 8 .0
3 8 .0
3 8 .0
3 8 .0
3 7 .5

3 9 .0
3 9 .5
3 9 .5
3 8 .0
3 9 .0
3 9 .0
3 9 .0
3 9 .0

-

-

3 9 .5
3 8 .5

3 8 .0
3 8 .0

-

-

4 0 .0
3 8 .5
3 9 .0
(6)
4 0 .0
(6)

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

3 9 .5
3 8 .5
3 9 .5
4 0 .0
3 9 .5
4 0 .0
(6)
4 0 .0
3 9 .5
3 9 .5

TECHNICAL SUPPORT
ENGINEERING TECHNICIANS....................................
DRAFTERS.................................... .......................
COMPUTER OPERATORS................................................

_

_

CLERICAL
ACCOUNTING CLERKS.................................. ...............
FILE CLERKS................................................................
KEY ENTRY OPERATORS..............................................
MESSENGERS...................................................................
PERSONNEL CLERKS.....................................................
SECRETARIES.......... .....................................................
STENOGRAPHERS...........................................................
TYPISTS..........................................................................

1 Based on standard workweek for which employees receive their regular straight-time
salary. If standard hours were not available, the standard hours applicable for a majority of
the office work force in thd establishment were used. The average for each job category was
rounded to the nearest half hour.
2 Each occupation includes the work levels shown in table 1.
3 For scope of study, see table A-1 in appendix A.
4Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary
services.




3
Limited to engineering, architectural, and surveying services; commercially operated
research, development, and testing laboratories; advertising; credit reporting and collection
agencies; computer and data processing services; management, consulting, and public rela­
tions services; noncommercial educational, scientific, and research organizations; and ac­
counting, auditing, and bookkeeping services.
• Insufficient employment in 1 work level or more to warrant separate presentation of data.
Note: A dash indicated that no workers in the occupation were found in the industry.

32

Appendix A. Scope and
Method of Survey

Scope

Survey design

The survey relates to establishments1 in the United
States, except Alaska and Hawaii, employing at least a
specified minimum number of workers, and engaged in the
following industries: Mining; construction; manufacturing;
transportation, communications, electric, gas, and sanitary
services (except the U.S. Postal Service); wholesale trade;
retail trade; finance, insurance, and real estate; and selected
services (table A-l). Establishments which employed fewer
than the minimum number of employees specified for each
industry division were excluded. Establishments which met
the minimum size criteria during the reference period of the
information used in compiling the survey universe were in­
cluded, even if they employed fewer than the specified
minimum number of workers at the time of the survey.
Establishments found to be outside of the industrial scope
of the survey at the time of data collection were excluded.
Table A-l shows the estimated number of establish­
ments and employees within scope of the survey and the
number within the sample actually studied for each major
industry division. Separate estimates are presented for
establishments employing 2,500 workers or more and for
those located in Standard Metropolitan Statistical Areas
(SMSA’s).2 Similar estimates of the number of full-time
white-collar employees are also provided.

The design for a survey consists of the method by which
individual establishments are classified into homogeneous
groups or strata, how sample sizes were chosen for the indi­
vidual strata, and the method by which the sample of
establishments was selected from each stratum.
Establishments within scope of the 1980 survey were
stratified by industry group and by total employment.
The sample size in a stratum was approximately propor­
tional to the total employment of all establishments within
the stratum. Thus, a stratum which contained 1 percent of
total employment within the scope of the survey received
approximately 1 percent of the total sample. Within each
stratum, a random sample was selected systematically to
maximize the probability of retaining establishments which
were selected for 1979 sample.3 This method of selection
would reduce collection costs by decreasing the number of
new establishments in the sample.

Data collection
Data for the survey were obtained by personal visits of
the Bureau’s field representatives to a nationwide sample
of establishments. Collection was scheduled during the
months of January through April to reflect an average ref­
erence period of March 1980.4
Employees were classified by occupation and level using
job descriptions (appendix C) prepared jointly by the
Bureau of Labor Statistics and the Office of Personnel
Management. Descriptions are designed to reflect duties and
responsibilities of employees in private industry and to be
translatable to specific General Schedule grades applying
to Federal employees (appendix D). Thus, definitions of
some occupations and work levels were limited to specific
elements which could be classified uniformly among
establishments.
In comparing the actual duties and responsibilities of
employees with those enumerated in job descriptions, the
Bureau’s field representatives, with the assistance of
company officials, extensively used company position

Sampling frame
The list of establishments (called the sampling frame)
from which the sample was selected was developed by
updating the 1979 survey sampling frame using data from
the most recently available (usually March 1978) unem­
ployment insurance reports for the 48 states and the
District of Columbia. During the update process, some
establishments were added, some were removed, while
others changed address, employment, type of industry, or
other information.
^ o r this survey, an establishment is an economic unit which
produces goods or services, a central administrative office, or an
auxiliary unit providing support services to a company. In manu­
facturing industries the establishment is usually a single physical
location. In nonmanufacturing industries, all locations of an indi­
vidual company within a Standard Metropolitan Statistical Area
(SMSA) or within a nonmetropolitan county are usually con­
sidered an establishment.

o

This method modifies the method introduced by Nathan
Keyfitz in 1951 in his paper titled “Sampling with Probabilities
Proportional to Size-Adjusting for Changes in the Probabilities,”
Journal of the American Statistical Association, No. 46, pp.
105-109.
4The March payroll period has been used since the 1972 survey.
The 1970 and 1971 surveys had a June reference period.

2 Metropolitan area data relate to all 276 SMSA’s within the
48 States as revised through June 1977 by the U.S. Office of Man­
agement and Budget.



33

Table A-1. Number of establishments and workers within scope of survey and number studied, by industry
division, United States, March 1980
M in im u m
e m p lo y m e n t
in
establishm ents
w ith in
scope o f
survey

In d u s try d iv is io n 1

S tu d ie d

W ith in scope o f survey

W o rk e rs in e stablishm ents

W o rk e rs in establishm ents
Num ber of
e stablishm ents

T o ta l

Professional
and
a d m in is tra tiv e

C le ric al
and
te ch n ic a l
s u p p o rt

N um ber of
e stablishm ents

T o ta l

Professional
and
a d m in is tra tiv e

C lerical
and
tech nical
s u p p o rt

U nited States
-

N o n m a n u fa c tu rin g :
M in in g . . . .
C o n s tr u c tio n ........................................................
T ra n s p o r ta tio n , c o m m u n ic a tio n , e le c tric .
gas, and s a n ita ry services.
W h olesale tra d e .
R e ta il t r a d e .............................................
F in a n c e , in su rance, and real estate
S e le c ted services5* .

,

2 3 ,2 8 2 ,0 3 6

4 ,5 2 4 ,3 1 4

5 ,1 5 7 ,7 5 5

3 ,4 2 6

6 ,9 9 5 ,0 3 4

1 ,6 3 6 ,8 4 2

1 ,5 89,8 76

19 ,846

1 2 ,9 2 8 ,2 8 2

2 ,3 3 9 ,9 9 6

1 ,7 3 0 ,5 0 9

1,686

4 ,1 0 0 ,9 6 9

9 3 1 ,3 8 3

5 9 4 ,4 5 6

250
250

442
514

3 3 8 ,9 3 5
2 3 7 ,9 3 6

6 2 ,9 9 9
5 0 ,1 1 2

4 6 ,1 3 4
3 3 ,4 9 0

75
66

8 9 ,531
6 3 ,2 4 9

2 3 ,5 2 9
2 1 ,9 0 5

16,670
14,693

4 100-250
100
250
100
6 5 0 -1 0 0

3 ,8 1 5
4 ,3 6 3
3 ,6 1 7
5,931
2 ,2 4 6

2 ,8 1 4 ,8 1 3
8 9 0 ,8 9 6
3 ,0 7 2 ,7 3 8
2 ,2 7 6 ,5 2 0
7 2 1 ,9 1 6

51 8,17 1
2 3 4 ,7 2 2
3 0 9 ,6 4 0
6 6 1 ,6 9 7
3 4 6 ,9 7 7

6 7 9 ,5 9 5
2 5 1 ,1 0 4
7 9 7 ,1 2 7
1 ,3 7 3 ,0 5 6
2 4 6 ,7 4 0

421
236
289
410
243

1 ,2 5 6 ,3 2 3
6 7 ,4 6 8
5 6 8 ,9 3 9
6 1 4 ,2 9 8
2 3 4 ,2 5 7

2 7 7 ,5 7 4
24,491
6 0 ,5 7 6
1 7 8 ,4 3 6
11 8 ,9 4 8

3 4 3 ,7 2 9
23,431
144,186
3 8 3 ,3 9 6
69 ,3 1 5

-

3 2 ,9 1 9

1 9 ,6 5 5 ,3 8 0

4 ,0 8 3 ,8 5 4

4 ,7 4 9 ,1 9 1

2 ,9 0 3

6 ,4 5 7 ,4 6 9

1 ,5 4 4 ,9 4 0

1 ,5 23,4 06

3 100-250

M a n u fa c tu r in g .

4 0 ,7 7 4

3 100-250

A ll in d u s trie s 13.
2*

14,558

1 0 ,1 7 0 ,1 4 8

2 ,0 4 2 ,6 3 0

1 ,5 0 2 ,3 1 9

1,317

3 ,6 8 3 ,0 2 4

8 6 5 ,2 5 6

54 8,45 7

250
250

214
38 7

1 6 2 ,5 3 4
1 7 2 ,9 2 3

3 8 ,4 7 8
4 3 ,9 1 8

2 8 ,9 6 2
2 8 ,6 0 0

38
49

4 8 ,3 2 0
4 7 ,3 7 4

15,205
19 ,642

10,934
13,316

4 100-250
100
250
100
6 50 -100

2 ,8 3 4
3 ,7 5 6
3 ,3 7 7
5 ,5 9 6
2,1 9 7

2 ,4 5 5 ,7 3 8
8 1 7 ,0 5 0
2 ,9 9 7 ,7 9 6
2 ,1 7 8 ,4 9 3
7 0 0 ,6 9 8

4 6 6 ,9 9 2
2 2 4 ,5 6 5
3 0 0 ,3 3 4
6 2 8 ,3 3 0
3 3 8 ,6 0 7

6 1 3 ,5 9 0
2 4 2 ,5 5 5
7 7 9 ,7 0 8
1 ,3 1 6 ,0 5 8
2 3 7 ,3 9 9

374
217
279
39 2
237

1 ,2 1 4 ,4 1 9
6 5 ,8 7 8
5 6 5 ,4 0 5
6 0 7 ,2 7 4
2 2 5 ,7 7 5

2 6 9 ,7 0 5
24,271
5 9 ,9 5 5
17 5,93 2
1 1 4 ,9 7 4

3 3 7 ,6 1 5
2 3 ,2 4 0
14 3,31 0
3 7 9 ,4 4 7
67 ,087

-

1,111

7 ,2 0 3 ,0 8 9

1 ,6 1 4 ,2 1 9

1 ,6 2 6 ,8 0 4

786

5 ,3 1 7 ,0 0 8

1 ,2 7 4 ,5 2 3

1 ,1 97,3 66

550

4 ,1 3 7 ,3 4 0

9 6 1 ,7 6 5

6 1 0 ,8 1 7

472

3 ,2 7 1 ,7 0 0

7 8 0 ,1 1 2

4 7 7 ,5 9 6

.

M etro p o lita n areas7
A ll in dustries
M a n u fa c tu r in g .
N o n m a n u fa c tu rin g :
M in in g . . . .
C o n s tr u c tio n ......................................................................
T r a n s p o r ta tio n , c o m m u n ic a tio n , e le c tric , gas,
and s a n ita ry services
W h o le s ale tra d e .
R e ta il t r a d e .............................................
F in a n c e , in su rance, and real estate
S e le c ted services5 .

Establishments em ploying
2 ,5 0 0 w orkers or m ore
A ll in d u s trie s
M a n u fa c tu r in g .......................... ..............................................................

3 10 0-25 0

1 As d e fin e d in th e 1 9 7 2 e d itio n o f th e S ta n d a rd In d u s tria l C lassification M a n u a l, U .S .
O ffic e o f M a n a g e m e n t and B u d g et.
2 E s tab lis h m e n ts w ith to ta l e m p lo y m e n t a t o r above th e m in im u m lim ita tio n in d ic a ted
in th e fir s t c o lu m n ; e xc lu d e s A la s k a and H a w a ii.
3 M in im u m e m p lo y m e n t size was 1 0 0 f o r chem ical and allied prod ucts; p e tro le u m
re fin in g and rela te d in dustries; m a c h in e ry e x c e p t ele c trica l; ele c trica l m a c h in e ry , e q u ip ­
m e n t, and supplies, tra n s p o rta tio n e q u ip m e n t; and in stru m e n ts and related p ro d u c ts. M in i­
m u m size was 2 5 0 in all o th e r m a n u fa c tu rin g in dustries.
^ M in im u m e m p lo y m e n t size was 1 0 0 fo r ra ilro a d tra n s p o rta tio n ; local and subu rb an tra n s it;
deep sea fo re ig n and d o m e s tic tra n s p o rta tio n ; a ir tra n s p o rta tio n ; c o m m u n ic a tio n s , e le c tric ,




gas, and s an ita ry services; and p ipelin es; and 2 5 0 fo r all o th e r tra n s p o rta tio n in dustries. U .S .
Postal S ervice is e xc lu d e d fro m th e survey.
5 L im ite d to 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; research and d e v e lo p m e n t la b o ra to rie s ; c o m m e rc ia l te stin g labo ratories;
m a n a g e m e n t and p u b lic re la tio n s services; eng in e erin g and a rc h ite c tu ra l services; n o n c o m ­
m erc ia l research o rg a n izatio n s ; and a c c o u n tin g , a u d itin g , and b o o k k e e p in g services.
6 M in im u m e m p lo y m e n t size was 5 0 fo r a cc o u n tin g , a u d itin g , and b o o k k e e p in g services;
and 1 0 0 in all o th e r selected services.
7 S ta n d a rd m e tr o p o lita n statistic al areas in th e U n ite d S ta tes , e x c e p t A la sk a and H aw aii
as revised th ro u g h Ju n e 1 9 7 7 b y th e U .S . O ffic e o f M a n a g e m e n t and B udg et.

descriptions, organization charts, and other personnel
records.
Salaries reported for survey occupations are paid to full­
time employees for standard work schedules, i.e., the
straight-time salary corresponding to the employee’s
normal work schedule excluding overtime hours. Nonpro­
duction bonuses are excluded, but cost-of-living payments
and incentive earnings are included.

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 averages. The mean salary (average wage rate) for

a specific occupational level was obtained by dividing total
wages for that level by the corresponding total employ­
ment. Median and quartile values were derived from distri­
butions of employees by salary using 10-cent class intervals.
All salary averages in the tables were rounded to the near­
est dollar. For all annual salary calculations, individual
monthly salaries (to the nearest one-tenth cent) were
multiplied by 12 before performing the necessary data
aggregation.

Survey nonresponse
In the March 1980 survey, salary data were not available
from about 14 percent of the assigned sample establish­
ments (representing 2,908,000 employees in the total
universe). An additional 4 percent of the sampled estab­
lishments (representing 740,000 employees) were either
out of business or outside the scope of the survey.
If data were not provided by a sample member, the
weights of responding establishments randomly selected
from the same stratum were increased to adjust for the
missing data. No adjustment was made for establishments
which were out of business or out of the scope of the
survey at the time of data collections.
Some sampled companies had a policy of not disclosing
salary data for certain employees. No adjustments were
made to salary estimates for the survey as a result of these
missing data. In all but 8 of the 91 professional, admin­
istrative, technical, and clerical levels surveyed, the pro­
portion of employees for whom salary data were not avail­
able was less than 5 percent.5

Salary trends. Percent increases for each occupation in

text table 2 were obtained by adding the aggregate salaries
for each level in each of 2 successive years and dividing the
later sum by the earlier sum. To eliminate the effects of
year-to-year employment shifts in this computation,
average salaries in each year were multiplied by employ­
ment in the most recent year. Increases for each of the two
broad occupational groups (the professional, adminis­
trative, and technical support group; and the clerical
group) were obtained by calculating a simple mean of the
increases reported for the occupations within the group.
Increases for all survey occupations combined were deter­
mined by averaging the increases for the two broad occupa­
tional groups. Annual percentage increases were then
linked to compute average annual rates of increase for each
occupation and group and for all occupations combined.
Year-to-year percent increases for each group specified
in text table 3 and chart 1 were determined by adding
average salaries for all occupational levels in the group for
2 consecutive years, and dividing the later sum by the
earlier sum. The trends in chart 1 and text table 3 were
obtained by linking changes for the individual periods.
Changes in the scope of the survey and in occupational
definitions were incorporated into the various trend series
as soon as two consecutive periods with comparable data
were available.

Survey estimation methods
Data conversion . Salary data were collected from com­

pany records in the most readily available form, i.e.,
weekly, biweekly, semimonthly, monthly, or annually.
Before initial tabulations, all salary data were converted to
a monthly basis. The factors used to convert the salary
data are as follows:
Payroll basis

Weekly
Biweekly
Semimonthly
Monthly
Annually

Conversion

4.3450
2.1725
2.0000
1.0000
.0833

Limitations
Factors which reflect the normal work schedules for the
month were used to convert hourly rates to a monthly
basis.
Employment.

Survey occupations were limited to employees meeting
the specific criteria in each survey definition and were not
intended to include all employees in each field of work.6
Employees whose salary data were not available, as well as
those for whom there was no satisfactory basis for classifi-

5Those with 5 percent or more were: Chief accountants I, II, III,
and IV-9, 7, 5, and 7 percent, respectively; Attorneys VI-9 percent;
and Directors of personnel II, III and IV-12, 9, and 30 percent,
respectively.

6Engineers, for example, include employees engaged in engineer­
ing work within a band of eight levels, starting with inexperienced
engineering graduates and excluding only those within certain fields
of specialization or in positions above those covered by level VIII.
In contrast, occupations such as chief accountants and directors of
personnel include only those with responsibility for a specified
program and with duties and responsibilities as indicated for each
of the more limited number of work levels selected for study.

Occupational employment counts, gener­
ated by the survey, are estimates of the total for all estab­
lishments within scope of the survey and are not limited to
establishments actually studied. An occupational employ -




35

tions and single-incumbent positions such as chief accoun­
tant and director of personnel.

cation by work level, were not taken into account in the
estimates. For these reasons, and because of differences in
occupational structure among establishments, estimates of
occupational employment obtained from the sample of es­
tablishments studied indicate only the relative importance
of occupations and levels as defined for the survey. These
qualifications of employment estimates should not materi­
ally affect the accuracy of the earnings data.

Reliability of estimates
The relative standard error of an average salary estimate
is a measure of the reliability of that estimate: The smaller
the relative standard error, the greater the reliability of the
estimate.7 Estimates of relative standard errors for the
1980 survey vary widely among various occupational work
levels depending on a number of factors, which include:
The frequency with which the job occurs, the dispersion of
salaries for the job, and the survey design. For the 91
published occupational work levels, estimated relative
standard errors for the average salary estimates were dis­
tributed as follows: 56 were under 1 percent; 19 were
between 1 and 2 percent; 8 were between 2 and 3 percent;
6 were between 3 and 4 percent; and 2 were between 4
and 5 percent. The current method of estimating standard
errors for this survey indicates a 70 percent chance that the
true value of a salary average lies within a band of values
defined by the reported average plus and minus two stan­
dard errors.

Data on year-to-year changes in average salaries are sub­
ject to limitations which reflect the nature of the data
collected. Changes in average salaries reflect not only gen­
eral salary increases and merit or other increases in the
same work level category, but also other factors such as
employee turnover, expansions or contractions in the work
force, and changes in staffing patterns within estab­
lishments with different salary levels. For example, an
expansion in force may increase the proportion of em­
ployees at the minimum salary range for a work level,
which would tend to lower the average; whereas, a reduc­
tion or a low turnover in the work force may have the op­
posite effect. Similarly, promotions of employees to higher
work levels of professional and administrative occupations
may affect the average of each level. Established salary
ranges for such occupations are relatively wide, and em­
ployees who may have been paid the maximum of the
salary scale for the lower level are likely to be replaced by
less experienced employees who may be paid the minimum.
Occupations most likely to reflect such changes are the
higher levels of professional and administrative occupa­




7A replication technique with one replicate was used to obtain
estimates of relative standard errors for the 1980 survey. Standard­
ized survey wage rate estimates are, thus, approximately distributed
as a student’s “t” random variable with one degree of freedom.
Although no estimates of the effects of nonresponse are available,
the reduction of the reliability of wage rate estimates should be
small because of the nature of the data collected, the survey
method, and high response rate.

36

Appendix B. Survey Changes
in 1980

Changes in occupational definitions

were revised to conform to new Federal classification
standards— requirement for job definitions in the pay
a
comparability process. A purchasing clerk occupation was
tested for a second time but results cannot be published
due to problems encountered in applying the survey defini
tion because of the diversity of purchasing functions and
organizations among establishments.

The definitions for accountant, chief accountant, and
auditor were revised to improve clarity during the job
matching process. A new work level (accountant VI),
designed to include specialists in complex accounting
systems, also was added.
The definitions for secretary, stenographer, and typist




37

Appendix C. Occupational
Definitions

The primary purpose of preparing job definitions for the Bureau’s wage surveys is to assist
its field staff in classifying into appropriate occupations, or levels within occupations, work­
ers who are employed under a variety of payroll titles and different work arrangements from
establishment to establishment and from area to area. This permits the grouping of occupa­
tional wage rates representing comparable job content. To secure comparability of job
content, some occupations and work levels are defined to include only those workers meet­
ing specific criteria as to training, job functions, and responsibilities. Because of this empha­
sis on interestablishment and interarea comparability of occupational content, the Bureau’s
occupational definitions may differ significantly from those in use in individual establish­
ments or those prepared for other purposes. Also see note referring to the definitions for the
drafting and clerical occupations at the end of this appendix.

ACCOUNTANTS AND AUDITORS
ACCOUNTANT

Interpreting the meaning of accounting records,
reports, and statements;

Performs professional operating or cost accounting work
requiring knowledge of the theory and practice of record­
ing, classifying, examining, and analyzing the data and
records of financial transactions. The work generally re­
quires a bachelor’s degree in accounting or, in rare in­
stances, equivalent experience and education combined.
Positions covered by this definition are characterized by the
inclusion of work that is analytical, creative, evaluative, and
advisory in nature. The work draws upon and requires a
thorough knowledge of the fundamental doctrines, theo­
ries, principles, and terminology of accountancy, and often
entails some understanding of such related fields as business
law, statistics, and general management. (See also chief
accountant.)
Professional responsibilities in accountant positions
above the entry and developmental levels include several
such duties as:

Advising operating officials on accounting matters;
and
Recommending improvements, adaptions, or revi­
sions in the accounting system and procedures.
(Entry and developmental level positions provide oppor­
tunity to develop ability to perform professional duties
such as those enumerated above.)
In addition to such professional work, most accoun­
tants are also responsible for assuring the proper recording
and documentation of transactions in the accounts. They,
therefore, frequently direct nonprofessional personnel
in the actual day-to-day maintenance of books of accounts,
the accumulation of cost or other comparable data, the
preparation of standard reports and statements, and similar
work. (Positions involving such supervisory work but not
including professional duties as described above are not
included in this description.)
Excluded are accountants whose principal or sole
duties consist of designing or improving accounting
systems or other nonoperating staff work, e.g., budget
analysis, financial analysis, financial forecasting, tax advis­
ing, etc. (The criteria that follow for distinguishing among
the several levels of work are inappropriate for such jobs.)
Note, however, that professional accountant positions with
responsibility for recording or reporting accounting data
relative to taxes are included, as are other operating or cost
accountants whose work includes, but is not limited to,
improvement of the accounting system.

Analyzing the effects of transactions upon account
relationships;
Evaluating alternative means of treating transactions;
Planning the manner in which account structures
should be developed or modified;
Assuring the adequacy of the accounting system as
the basis for reporting to management;
Considering the need for new or changed controls;
Projecting accounting data to show the effects of
proposed plans on capital investments, income, cash
position, and overall financial condition;



38

Some accountants use electronic data processing equip­
ment to process, record, and report accounting data. In
some such cases the machine unit is a subordinate segment
of the accounting system; in others it is a separate entity
or is attached to some other organization. In either in­
stance, provided that the primary responsibility of the
position is professional accounting work of the type other­
wise included, the use of data processing equipment of any
type does not of itself exclude a position from the accoun­
tant description nor does it change its level.

practical experience and to develop professional judgement
in the application of basic accounting techniques to simple
problems. Is expected to be competent in the application of
standard procedures and requirements to routine transac­
tions, to raise questions about unusual or questionable
items, and to suggest solutions. (Terminal positions are
excluded.)
Direction received. Work is reviewed closely to verify its

general accuracy arid coverage of unusual problems, to in­
sure conformance with required procedures and special in­
structions, and to assure professional growth. Progress is
evaluated in terms of ability to apply professional knowl­
edge to basic accounting problems in the day-to-day opera­
tions of an established accounting system.

Accountant I
General characteristics. At this beginning professional level,

the accountant learns to apply the principles, theories, and
concepts of accounting to a specific system. The position is
distinguishable from nonprofessional positions by the
variety of assignments; rate and scope of development ex­
pected of the incumbent; and the existence, implicit or
explicit, of a planned training program designed to give the
entering accountant practical experience. (Terminal posi­
tions are excluded.)

Typical duties and responsibilities. Performs a variety of
accounting tasks, e.g., prepares routine working papers,
schedules, exhibits, and summaries indicating the extent
of the examination and presenting and supporting findings
and recommendations. Examines a variety of accounting
documents to verify accuracy of computations and to
ascertain that all transactions are properly supported, are in
accordance with pertinent policies and procedures, and are
classified and recorded according to acceptable accounting
standards.

Direction received. Works under close supervision of an ex­

perienced accountant whose guidance is directed primarily
to the development of the trainee’s professional ability and
to the evaluation of advancement potential. Limits of as­
signments are clearly defined, methods of procedure are
specified, and kinds of items to be noted and referred to
supervisor are identified.

Responsibility for direction o f others. Usually none, al­

though sometimes responsible for supervision of a few
clerks.

Accountant III

Typical duties and responsibilities. Performs a variety of
accounting tasks such as: Examining a variety of financial
statements for completeness, internal accuracy, and con­
formance with uniform accounting classifications or other
specific accounting requirements; reconciling reports and
financial data with financial statements already on file, and
pointing out apparent inconsistencies or errors; carrying out
assigned steps in an accounting analysis, such as computing
standard ratios; assembling and summarizing accounting
literature on a given subject; preparing relatively simple
financial statements not involving problems of analysis or
presentation; and preparing charts, tables, and other ex­
hibits to be used in reports. In addition to such work, may
also perform some nonprofessional tasks for training
purposes.
Responsibility for direction o f others.

General characteristics. The accountant, at this level, ap­
plies well-established accounting principles, theories,
concepts, and practices to moderately difficult problems.
Receives detailed instructions concerning the overall
accounting system and its objectives, the policies and pro­
cedures under which it is operated, and the nature of
changes in the system or its operation. Characteristically,
the accounting system or assigned segment is stable and
well established, (i.e., the basic chart of accounts, clas­
sifications, the nature of the cost accounting system, the
report requirements, and the procedures are changed
infrequently).
Depending upon the workload involved, the accoun­
tant may have such assignments as supervision of the dayto-day operation of: (a) The entire system of a relatively
small establishment, or (b) a major segment (e.g., general
accounting; cost accounting; or financial statements and
reports) of a somewhat larger system, or (c) in a complex
system, may be assigned to a relatively narrow and spe­
cialized segment dealing with some problem, function, or
portion of work which is itself of the level of difficulty
characteristic of this level.

Usually none.

Accountant II
General characteristics. At this level, the accountant makes
practical application of technical accounting practices and
concepts beyond the mere application of detailed rules and
instructions, as a phase in developing greater professional
competence. Initial assignments are designed to expand




Direction received. A higher level professional accountant

normally is available to furnish advice and assistance as
39

and specialized segment dealing with some problem, func­
tion, or portion of work which is itself of the level of dif­
ficulty characteristic to this level.

needed. Work is reveiwed for technical accuracy, adequacy
of professional judgement, and compliance with instruc­
tions through spot checks, appraisal of results, subsequent
processing, analysis of reports and statements, and other
appropriate means.

Direction received. A higher level accountant normally is

available to furnish advice and assistance as needed. Work is
reviewed by spot checks and appraisal of results for ade­
quacy of professional judgment, compliance with instruc­
tions, and overall accuracy and quality.

Typical duties and responsibilities. The primary respon­

sibility of most positions at this level is to assure that the
assigned day-to-day operations are carried out in accor­
dance with established accounting principles, policies, and
objectives. The accountant performs such professional work
as: Developing nonstandard reports and statements (e.g.,
those containing cash forecasts reflecting and interrelations
of accounting, cost budgeting, or comparable information);
interpreting and pointing out trends or deviations from
standards; projecting data into the future; predicting the
effects of changes in operating programs; or identifying
management informational needs, and refining account
structures or reports accordingly.
Within the limits of delegated responsibility, makes
day-to-day decisions concerning the accounting treatment
of financial transactions. Is expected to recommend solu­
tions to moderately difficult problems and propose changes
in the accounting system for approval at higher levels. Such
recommendations are derived from personal knowledge of
the application of well-established principles and practices.

Typical duties and responsibilities. As a level III, a primary
characteristic of most positions at this level is the respon­
sibility of operating an accounting system or major segment
of a system in the intended manner.
The accountant IV exercises professional judgement
in making frequent appropriate recommendations for: New
accounts; revisions in the account structure; new types of
ledgers; revisions in reporting system or subsidiary records;
changes in instructions regarding the use of accounts, new
or refined account classifications or definitions; etc. Also
makes day-to-day decisions concerning the accounting
treatment of financial transactions and is expected to rec­
ommend solutions to complex problems beyond incum­
bent’s scope of responsibility.
Responsibility for direction o f others. Accounting staff

supervised, if any, may include professional accountants.
Responsibility fo r the direction o f others. In most instances

Accountant V

is responsible for supervision of a subordinate nonprofes­
sional staff; may coordinate the work of lower level profes­
sional accountants.

General characteristics. The accountant V applies account­

ing principles, theories, concepts, and practices to the solu­
tion of problems for which no clear precedent exists or
performs work which is of greater than average responsi­
bility due to the nature or magnitude of the assigned work.
Responsibilities at this level, in contrast to accountants at
level IV, extend beyond accounting system maintenance
to the solution of more complex technical and managerial
problems. Work of accountants V is more directly con­
cerned with what the accounting system (or segment)
should be, what operating policies and procedures should
be established or revised, and what is the managerial as well
as the accounting meaning of the data included in the re­
ports and statements for which they are responsible.
Typically this level of work approaches chief accountant
positions in terms of the nature of the concern for the ac­
counting system and its operation, but not in terms of the
breadth or scope of responsibility.

Accountant IV
General characteristics. At this level the accountant applies
well-established accounting principles, theories, concepts,
and practices to a wide variety of difficult problems. Re­
ceives instructions concerning the objectives and operation
of the overall accounting system. Compared with level III,
the accounting system or assigned segment is more com­
plex, i.e., (a) is relatively unstable, (b) must adjust to new
or changing company operations, (c) is substantially larger
or (d) is complicated by the need to provide and coordinate
separate or specialized accounting treatment and reporting
(e.g., cost accounting using standard cost, process cost, and
job order techniques) for different operations or divisions
of company.
Depending upon the workload and degree of coordina­
tion involved, the accountant IV may have such assign­
ments as the supervision of the day-to-day operation of:
(a) The entire accounting system of an establishment having
a few relatively stable accounting segments, or (b) a major
segment (e.g., general accounting; cost accounting; or
financial statements and reports) of an accounting system
serving a larger and more complex establishment, or (c) in
a complex system, may be assigned to a relatively narrow




Examples of assignments characteristic of this level are
supervision of the day-to-day operation of: (a) The entire
accounting system of an establishment having a few rela­
tively complex accounting segments, or (b) a major segment
of a larger and more complex accounting system, or (c) the
entire accounting system (or major segment) of a company
that has a relatively stable and conventional accounting

40

system when the work includes significant responsibility for
accounting systems design and development, or (d) in a
complex system, may be assigned to a relatively narrow and
specialized segment dealing with some problem, function,
or portion of work which is itself of the level of difficulty
characteristic of this level.

Typical duties and responsibilities. Accountants at this level
are delegated complete responsibility from higher authority
to establish and implement new or revised accounting poli­
cies and procedures. Typically, accountants VI participate
in decision-making sessions with operating managers who
have policy-making authority for their subordinate organi­
zations or establishments; recommend management ac­
tions or alternatives which can be taken when accounting
data disclose unfavorable trends, situations, or deviations;
and assist management officials in applying financial data
and information to the solution of administrative and oper­
ating problems.

Direction received. An accountant of higher level normally

is available to furnish advice and assistance as needed. Work
is reviewed for adequacy of professional judgement, com­
pliance with instructions, and overall quality.
Typical duties and responsibilities. The accountant V per­
forms such professional work as: Participating in the devel­
opment and coordinating the implementation of new or
revised accounting systems, and initiating necessary instruc­
tions and procedures; assuring accounting reporting systems
and procedures are in compliance with established company
policies, regulations, and acceptable accounting practices;
providing technical advice and services to operating man­
agers, interpreting accounting reports and statements, and
identifying problem areas; evaluating completed assign­
ments for conformance with applicable policies, regulations
and tax laws.

Responsibility for the direction o f others. Accounting staff

supervised generally includes professional accountants.
NOTE: Excluded are accountants above Level VI whose
principle function is to direct, manage or administer an ac­
counting program in that they are primarily concerned with
the administrative, budgetary, and policy matters of the
program rather than the actual supervision of the day-today operations of an accounting program. This type of
work requires extensive managerial ability as well as supe­
rior professional competence in order to cope with the
technical accounting and management problems encoun­
tered. Typically this level of work involves responsibility
for more than one accounting activity (e.g., cost account­
ing, sales accounting, etc.).

Responsibility for direction o f others. Accounting staff
supervised generally includes professional accountants.

Accountant VI

AUDITOR

General characteristics. At this level the accountant applies
accounting principles, theories, concepts, and practices to
specialized, unique, or nonrecurring complex problems
(e.g., implementation of specialized automated accounting
systems). The work is substantially more difficult and of
greater responsibility than Level V because of the unusual
nature, magnitude, importance or overall impact of the
work on the accounting program.
At this level the accounting system or segment is usually
complex, i.e., (a) is generally unstable, (b) must adjust to
the frequent changing needs of company operations, or (c)
is complicated by the need to provide specialized or indi­
vidualized reports.
Examples of assignments at this level are the supervision
of the day-to-day operation of: (a) A large and complex
corporate accounting system, or (b) a major segment (e.g.,
general accounting, property accounting, etc.) of an un­
usually complex accounting system requiring technical
expertise in a particular accounting field (e.g., cost account­
ing, tax accounting, etc.).

Performs professional auditing work requiring a bache­
lor’s degree in accounting or, in rare instances, equivalent
experience and education combined. Audits the financial
records and practices of a company, or of divisions or com­
ponents of the company, to appraise systematically and
verify the accounting accuracy of records and reports and
to assure the consistent application of accepted accounting
principles. Evaluates the adequacy of the accounting system
and internal financial controls. Makes appropriate recom­
mendations for improvement as necessary. To the extent
determined necessary, examines the transactions entering
into the balance sheet, and the transactions entering into
income, expense, and cost accounts. Determines:
(1)
(2)
(3)
(4)

Direction received. A higher level professional accountant is

Excluded from this definition are:

normally available to furnish advice as needed. Work is re­
viewed for adequacy of professional judgement, compliance
with instructions and policies, and overall quality.




The existence of recorded assets (including the
observation of the taking of physical inventories)
and the all-inclusiveness of recorded liabilities.
The accuracy of financial statements or reports
and the fairness of presentation of facts therein.
The propriety or legality of transactions.
The degree of compliance with established policies
and procedures concerning financial transactions.

a. Auditors primarily examining or reporting on the fi­
nancial management of company operations. These

41

Direction received. Detailed instructions are furnished and

auditors evaluate such matters as: (1) The operation’s
degree of compliance with the principles of sound
financial management; and (2) the effectiveness of
management and operating controls;
b. Auditors assigned to audit programs which are con­
fined on a relatively permanent basis to repetitive
examination of a limited area of company operations
and accounting processes, e.g., accounts payable and
receivable; payroll; physical inventory; and branch
offices which do not have complete accounting
systems. This does not preclude positions respon­
sible for performing a segment of an audit (i.e.,
examining individual items on a balance sheet, rather
than the entire balance sheet), as long as the work
directly relates to the financial audit program; and
c. EDP auditors. These positions require an extensive
knowledge of computer systems, programming, etc.

the work is reviewed to the extent necessary to verify its
general accuracy and coverage of unusual problems, to
insure conformance with required procedures and spe­
cial instructions, and to assure the auditor’s professional
growth. Any technical problems not covered by instruc­
tions are brought to the attention of a superior. Progress
is evaluated in terms of ability to apply professional knowl­
edge to basic auditing situations.
Typical duties and responsibilities. Applies knowledge of
accounting theory and audit practices to a variety of

relatively simple professional problems in audit assign­
ments, including such tasks as: The verification of reports
against source accounts and records to determine their
reliability; reconciliation of bank and other accounts and
verifying the detail of recorded transactions; detailed
examinations of cash receipts and disbursement vouchers,
payroll records, requisitions, work orders, receiving reports,
and other accounting documents to ascertain that transac­
tions are properly supported and are recorded correctly
from an accounting or regulatory standpoint; or preparing
working papers, schedules, and summaries.

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

Auditor III
General characteristics. Work at this level consists of the

audit of operations and accounting processes that are
relatively stable, well-established, and typical of the indus­
try. The audits primarily involve the collection and analysis
of readily available findings; there is previous audit experi­
ence that is directly applicable; the audit reports are nor­
mally prepared in a prescribed format using a standard
method of presentation; and few, if any, major problems
are anticipated. The work performed requires the applica­
tion of substantial knowledge of accounting principles
and practices, e.g., bases for distinguishing among capital
maintenance and operating expenses; accruing reserves for
taxes; and other accounting considerations of an equivalent
nature.

Direction received. Works under close supervision of an

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

Direction received. Work is normally within an established

audit program and supervision is provided by a higher
level auditor who outlines and discusses assignments. Work
is spot-checked in progresss. Completed assignments are
reviewed for adequacy of coverage, soundness of judge­
ment, compliance with professional standards, and adher­
ence to policies.

Auditor II
Typical duties and responsibilities. The auditor examines
transactions and verifies accounts; observes and evaluates
accounting procedures and internal controls; prepares
audit working papers and submits an audit report in the
required pattern containing recommendations for needed
changes or improvements. Usually is responsible for select­
ing the detailed audit methods to follow, choosing the
audit sample and its size, determining the extent to which

General characteristics. At this level the professional audi­

tor serves as a junior member of an audit team, indepen­
dently performing selected portions of the audit which are
limited in scope and complexity, as a phase in developing
greater professional competence. Auditors at this level
typically have acquired knowledge of company operations,
policies, and procedures. (Terminal positions are excluded.)



42

discrepancies need to be investigated and deciding the
depth of the analyses required to support reported findings
and conclusions.
Examples of assignments involving work at this level:

Typical duties and responsibilities. Auditors at this level
have full responsibility for planning the audit, including
determination of the aspects to emphasize, methods to be
used, development of nonstandard or specialized audit aids,
such as questionnaires, etc., where previous audit experi­

(1)

As a team leader or working alone, independently
conducts audits of the complete accounts and re­
lated operations of smaller or less complex com­
panies (e.g., involving a centralized accounting
system with few or no subordinate, subsidiary,
or branch accounting records) or of comparable
segments of larger companies.

ence and plans are o f limited applicability.

(2)

As a member of an audit team, independently ac­
complishes varied audit assignments of the above
described characteristics, typically major segments
of complete audits, or assignments otherwise
limited in scope, of larger and more complex
companies (e.g., complex in that the accounting
system entails cost, inventory, and comparable
specialized systems integrated with the general
accounting system).

Included in the scope of work that characterizes this
level are such functions as: Evaluation of methods used for
determining depreciation rates of equipment; evaluation of
assets where original costs are unknown; evaluation of the
reliability of accounting and reporting systems; analysis
of cost accounting systems and cost reports to evaluate the
basis for cost and price setting; evaluation of accounting
procurement and supply management records, controls, and
procedures; and many others.
Examples of assignments involving work at this level:
(1)

(2)

Illustrative of such assignments are the audit and initial
review of the accounting treatment and validity of report­
ing of overhead expenses in a large manufacturing or main­
tenance organization (e.g., major repair yard of a railroad);
or, the checking, verification, and balancing of all accounts
receivable and accounts payable; or, the analysis and
verification of assets and reserves or, the inspection and
evaluation of accounting controls and procedures.

Auditor IV
General characteristics. Auditors at this level are experi­
enced professionals who apply thorough knowledge of
accounting principles and theory in connection with a
variety of audits. Work at this level is characterized by the
audit of organizations and accounting processes which are
complex and difficult because of such factors as: Presence
of new or changed programs and accounting systems;
existence of major specialized accounting functions (e.g.,
cost accounting, inventory accounting, sales accounting),
in addition to general accounting; need to consider exten­
sive and complicated regulatory requirements; lack of or
difficulty in obtaining information; and other similar
factors. Typically, a variety of different assignments are en­
countered over a period of time, e.g., one year. The audit
reports prepared are comprehensive, explain irregularities,
cite rules and regulations violated, recommend remedial
actions, and contain analyses of items of special importance
or interest to company management.

As a member of an audit team independently plans
and accomplishes audit assignments that consti­
tute major segments of audits of very large and
complex organizations, for example, those with
financial responsibilities so great as to involve spe­
cialized subordinate, subsidiary, or affilliate ac­
counting systems that are complete in themselves.

NOTE: Excluded from level IV are auditors who, as
team leaders or working alone, conduct complete audits of
very large and complex organizations, for example, those
with financial responsibilities so great as to involve special­
ized subordinate, subsidiary, or affiliate accounting systems
that are complete in themselves; or are team members as­
signed to major segments of audits of even larger or more
complex organizations. Also excluded are positions pri­
marily responsible for overseeing multiple concurrent
audits.

CHIEF ACCOUNTANT
As the top technical expert in accounting, is responsible
for directing the accounting program for a company or for
an establishment of a company. The minimum accounting
program includes: (1) General accounting (assets, liabilities,
income, expense, and capital accounts, including responsi­
bility for profit and loss and balance sheet statements); and
(2) at least one other major accounting activity, typically
tax accounting, cost accounting, property accounting, or
sales accounting. It may also include such other activities as
payroll and timekeeping, and mechanical or electronic data

Direction received. Within an established audit program, has

responsibility for independently planning and executing
audits. Unusually difficult problems are discussed with the
supervisor who also reviews completed assignments for
adherence to principles and standards and the soundness
of conclusions.



As a team leader or working alone, independently
plans and conducts audits of the complete ac­
counts and related operations of relatively large
complex companies (e.g., complex in that the
accounting system entails cost, inventory, and
comparable specialized accounting systems inte­
grated with the general accounting system) or, of
company branch, subsidiary, or affiliated organiza­
tions which are individually of comparable size
and complexity.

43

Table C-1 Criteria for matching chief accountants by level
Level

Authority
and
Responsibility1

Technical
Complexity1

Subordinate Professional
Accounting Staff

I

AR-l

TC-l

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

II

AR-l

TC-2

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

AR-2

TC-1

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

AR-3

TC-1

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

AR-l

TC-3

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

AR-2

TC-2

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

AR-3

TC-1

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

AR-2

TC-3

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

AR-3

TC-2

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

AR-3

TC-3

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

or

or

III
or

or

IV
or

V

1 AR-l, -2, and -3 and TC-1, -2, and -3 are explained on the accompanying text.

processing operations which are an adjunct of the account­
ing system. (Responsibility for an internal audit program is
typically not included.)
The responsibilities of the chief accountant include all
of the following:
(1)

(b)

On own responsibility, developing, adapting or re­
vising an accounting system to meet the needs of
the organization;

(2)

financial trends or results of operations as
revealed by accounting data, and selecting
a manner of presentation that is meaningful
to management;

Supervising, either directly or through subordinate
supervisors, the operation of the system with full
management responsibility for the quality and
quantity of work performed, training and develop­
ment of subordinates, work scheduling and review,
coordination with other parts of the organization
served, etc.;

(3)

Excluded are positions with responsibility for the ac­
counting program if they also include (as a major part of
the job) responsibility for budgeting; work measurement; or­
ganization, methods, and procedures studies; or similar non­
accounting functions. (Positions of such breadth are some­
times titled comptroller, budget and accounting manager,
financial manager, etc.)
Some positions responsible for supervising general
accounting and one or more other major accounting activi­
ties but which do not fully meet all of the responsibilities

Providing directly or through an official such as a
comptroller, advisory services to the top manage­
ment officials of the organization served as to:
(a)

The status of financial resources and the




Methods for improving operations as sug­
gested by an expert knowledge of account­
ing, e.g., proposals for improving cost con­
trol, property management, credit and col­
lection, tax reduction, or similar programs.

44

company level situations where the authority of the chief
accountant is less extensive than is described in AR-3. More
rarely it is found in plant level chief accountants who have
been delegated more authority than usual for such positions
as described in AR-1.

of a chief accountant specified above may be covered by
the descriptions for accountant.
Chief accountant jobs which meet the characteristics
described are classified by level of work according to (a)
authority and responsibility and (b) technical complexity,
using the table which follows the definitions below.

AR-3. Has complete responsibility for establishing and

Authority and Responsibility

maintaining the framework for the basic accounting system
used in the company, subject only to general policy guid­
ance and control from a higher level company official
responsible for general financial management. Typical re­
sponsibilities include:

AR-1. The accounting system (i.e., accounts, procedures,

and reports to be used) has been prescribed in considerable
detail by higher levels in the company or organization. The
chief accountant has final, unreviewed authority within the
prescribed system, to expand it to fit the particular needs
of the organization served, e.g., in the following or com­
parable ways:

Determining the basic characteristics of the company’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;

Provides greater detail in accounts and reports or finan­
cial statements;

Establishing basic accounting policies, interpretations,
and procedures;

Establishes additional accounting controls, accounts,
subaccounts, and subsidiary records; and

Reviewing and taking action on proposed revisions to
the company’s accounting system suggested by sub­
ordinate units; and

Provides special or interim reports and statements
needed by the manager responsible for the day-to-day
operations of the organization served.

Taking final action on all technical accounting matters.

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

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

AR-2. The basic accounting system is prescribed in broad

outline rather than in special detail. While certain major
financial reports, overall accounts, and general policies are
required by the basic system, the chief accountant has
broad latitude and authority to decide the specific meth­
ods, procedures, accounts, reports, etc., to be used within
the organizational segment served. Approval must be
secured from higher levels only for those changes which
would basically affect the broad requirements prescribed
by such higher levels. Typical responsibilities include:

Technical Complexity
TC-1. The organization which the accounting program
serves has relatively few functions, products, work proc­
esses, etc., and these tend to be stable and unchanging. The
accounting system operates in accordance with wellestablished principles and practices or those of equivalent
difficulty which are typical of that industry.

Evaluating and taking final action on recommendations
proposed by subordinate establishments for changes in
aspects of the accounting system or activities not pre­
scribed by higher authority;

TC-2. The organization which the accounting program
serves has a relatively large number of functions, products,
work processes, etc. which require substantial and frequent
adaptions of the basic system to meet management needs
(e.g., adoption of new accounts, subaccounts, and sub­
sidiary records; revision of instructions for the use of ac­
counts; improvement or expansion of methods for accumu­
lating and reporting cost data in connection with new or
changed work processes).

Extending cost accounting operations to areas not pre­
viously covered;
Instituting new cost accounting procedures;
Expanding the utilization of computers within the
accounting process; and
Preparing accounting reports and statements reflecting
the events and progress of the entire organization for
which incumbent is responsible; often consolidating
data submitted by subordinate segments.

TC-3. The organization which the accounting program
serves puts a heavy demand on the accounting organization
for specialized and extensive adaptations of the basic system
to meet management needs. Such demands arise because
the functions, products, work processes, etc., of the organi­
zation are very numerous, diverse, unique, or specialized, or
there are other comparable complexities. Consequently, the

This degree of authority is most typically found at inter­
mediate organizational levels such as regional offices, or
division or subsidiary headquarters. It is also found in some



45

Typical duties and responsibilities. Carries out basic audit
tests and procedures, such as: Verifying reports against
source accounts and records; reconciling bank and other
accounts; and examining cash receipts and disbursements,
payroll records, requisitions, receiving reports, and other
accounting documents in detail to ascertain that transac­
tions are properly supported and recorded. Prepares
selected portions of audit working papers.

accounting system, to a considerable degree, is developed
well beyond established principles and accounting practices
in order to:
Provide for the solution of problems for which no clear
precedents exist; or
Provide for the development or extension of accounting
theories and practices to deal with problems to which
these theories and practices have not previously been
applied.

Public Accountant II
General characteristics. At this level, the public accountant

Subordinate Staff

carries out routine audit functions and detail work with
relative independence. Serves as a member of an audit team
on assignments planned to provide exposure to a variety
of client organizations and audit situations. Specific assign­
ments depend upon the difficulty and complexity of the
audit and whether the client has been previously audited by
the firm. On moderately complex audits where there is
previous audit experience by the firm, accomplishes com­
plete segments of the audit (i.e., functional work areas
such as cash, receivables, etc.). When assigned to more
complicated audits, carries out activities similar to Public
Accountant I.

In table C-l, the number of professional accountants super­
vised is recognized to be a relatively crude criterion for
distinguishing between various levels.1 It is to be considered
less important in the matching process than the other criteria.
In addition to the staff of professional accountants in the
system for which the chief account is responsible, there are
clerical, machine operation, bookkeeping and related person­
nel.

PUBLIC ACCOUNTANT
Performs professional auditing work in a public account­
ing firm. Work requires at least a bachelor’s degree in ac­
counting. Participates in or conducts audits to ascertain the
fairness of financial representations made by client com­
panies. May also assist the client in improving accounting
procedures and operations.
Examines financial reports, accounting records, and
related documents and practices of clients. Determines
whether all important matters have been disclosed and
whether procedures are consistent and conform to accept­
able practices. Samples and tests transactions, internal
controls, and other elements of the accounting system(s)
as needed to render the accounting firm’s final written
opinion.
Excluded are positions which do not require full profes­
sional accounting training. Also excluded are specialist posi­
tions in tax or management advisory services.

Direction received. Works under the supervision of a higher

level public accountant who provides instructions and con­
tinuing direction as necessary. Work is spot checked in
progress and reviewed upon completion to determine the
adequacy of procedures, soundness of judgement, compli­
ance with professional standards, and adherence to clearly
established methods and techniques. All interpretations are
subject to close professional review.
Typical duties and responsibilities. Carries out a variety of
sampling and testing procedures in accordance with the
prescribed audit program, including the examination of
transactions and verification of accounts, the analysis and
evaluation of accounting practices and internal controls,
and other detail work. Prepares a share of the audit working
papers and participates in drafting reports. In moderately
complex audits, may assist in selecting appropriate tests,
samples, and methods commonly applied by the firm and
may serve as primary assistant to the accountant in charge.
In more complicated audits concentrates on detail work.
Occasionally may be in charge of small, uncomplicated
audits which require only one or two other subordinate
accountants. Personal contacts usually involve only the
exchange of factual technical information and are usually
limited to the client’s operating accounting staff and
department heads.

Public Accountant I
General characteristics. As an entry level public accoun­
tant, serves as a junior member of an audit team. Receives
classroom and on-the-job training to provide practical
experience in applying the principles, theories, and con­
cepts of accounting and auditing to specific situations.
(Positions held by trainee public accountants with advanced
degrees, such as MBA’s, are excluded at this level.)
Direction received . Complete instructions are furnished and

Public Accountant III

work is reviewed to verify its accuracy, conformance with
required procedures and instructions, and usefulness in
facilitating the accountant’s professional growth. Any
technical problems not covered by instructions are brought
to the attention of a superior.



General characteristics. At this level the public accountant
1 Insufficient data were obtained for level V to warrant presentation
of average salaries.

46

corporations; or businesses with very high dollar or trans­
action volume. Clients are frequently large with a variety
of operations which may have different accounting systems.
Guidelines may be general or lacking and audit programs
are intricate, often requiring extensive tailoring to meet
atypical or novel situations.

is in charge of complete audit and may lead a team of sev­
eral subordinates. Audits are usually accomplished one-ata-time and are typically carried out at a single location. The
firms audited are typically moderately complex and there is
usually previous audit experience by the firm. The audit
conforms to standard procedural guidelines, but is often
tailored to fit the client’s business activities. Routine proce­
dures and techniques are sometimes inadequate and require
adaptation. Necessary data are not always readily available.
When assigned to more difficult and complex audits (see
level IV), the accountant may run the audit of a major
component or serve as the primary assistant to the accoun­
tant in charge.

Direction received. Works under general supervision. The

supervisor sets overall objectives and resource limits but
relies on the accountant to fully plan and direct all tech­
nical phases of the audit. Issues not covered by guidelines
or known precedents are discussed with the supervisor, but
the accountant’s recommended approaches and courses
of action are normally approved. Work is reviewed for
soundness of approach, completeness, and conformance
with established policies of the firm.

Direction received. Works under the general supervision of a

higher level public accountant who oversees the operation
of the audit. Work is performed independently, applying
generally accepted accounting principles and auditing
standards, but assistance on difficult technical matters is
available. Work may be checked occasionally during prog­
ress for appropriateness and adherence to time require­
ments, but routine analyses, methods, techniques, and pro­
cedures applied at the work site are expected to be correct.

Typical duties and responsibilities. Is responsible for carry­
ing out the operational and technical features of the audit,
directing the work of team members, and personally per­
forming the most difficult work. Often participates in the
development of the audit scope, and drafts complicated
audit programs with a large number of concurrently exe­
cuted phases. Independently develops audit steps and
detailed procedures, deviating from traditional methods to
the extent required. Makes program adjustments as neces­
sary once an audit has begun; selects specific methods,
types and sizes of samples, the extent to which discrep­
ancies need to be investigated, and the depth of required
analyses. Resolves most operational difficulties and un­
anticipated problems.
Assigns work to team members; reviews work for appro­
priateness, conformance to time requirements, and adher­
ence to generally accepted accounting principles and
auditing standards. Consolidates working papers, draft
reports, and findings; and prepares financial statements,
management letters, and other closing memoranda for
management approval. Participates in “closing” meetings
as a technical resource and may be called upon to sell or
defend controversial and critical observations and recom­
mendations. Personal contacts are extensive and typically
include top executives of smaller clients and mid- to
upper-level financial and management officers of large
corporations, e.g., assistant controllers or controllers.
Such contacts involve coordinating and advising on work
efforts and resolving operating problems.

Typical duties and responsibilities. Is responsible for carry­
ing out the technical features of the audit, leading team
members and personally performing the most difficult
work. Carries out field work in accordance with the general
format prescribed in the audit program, but selects specific
methods and types and sizes of samples and tests. Assigns
work to team members, furnishes guidance, and adjusts
workloads to accommodate daily priorities. Thoroughly
reviews work performed for technical accuracy and ade­
quacy. Resolves anticipated problems within established
guidelines and priorities but refers problems of unusual
difficulty to superiors for discussion and advice. Drafts
financial statements, final reports, management letters,
and other closing memoranda. Discusses significant rec­
ommendations with superiors and may serve as technical
resource at “closing” meetings with clients. Personal con­
tacts are usually with chief accountants and assistant
controllers of medium size companies and divisions of large
corporations to explain and interpret policies and proce­
dures governing the audit process.

Public Accountant IV

NOTE: Excluded from this level are public accountants
who direct field work associated with the complete range of
audits undertaken by the firm, lead the largest and most
difficult audits, and who frequently oversee teams perform­
ing concurrent audits. This type of work requires extensive
knowledge of one or more industries to make subjective
determinations on questions of tax, law, accounting, and
business practices. Audits may be complicated by such
factors as: The size and diversity of the client organizations
(e.g., multinational corporations and conglomerates with a

General characteristics. At this level the public accountant

directs field work including difficult audits, e.g., those
involving initial audits of new clients, acquisitions, or
stock registrations—
and may oversee a large audit team split
between several locations. The audit team usually includes
one or more level III public accountants who handle major
components of the audit. The audits are complex and
clients typically include those engaged in projects which
span accounting periods; highly regulated industries which
have various external reporting requirements; publicly held



47

mainly for propriety of recommendations and conformance
with general policies of the firm. Also excluded are public
accountants whose principal function is to manage, rather
than perform accounting work, and the equity owners of
the firm who have final approval authority.

large number of separate and distinct subsidiaries); account­
ing issues where precedents are lacking or in conflict; and,
in some cases, clients who are encountering substantial
financial difficulties. They perform most work without
technical supervision and completed audits are reviewed

Attorneys
tory to defending the organization in potential or actual
lawsuits involving alleged negligence where the facts can
be firmly established and there are precedent cases di­
rectly applicable to the situation.
Searching case reports, legal documents, periodicals,
textbooks, and other legal references, and preparing
draft opinions on employee compensation or benefit
questions when there is a substantial amount of clearly
applicable statutory, regulatory, and case material.
Drawing up contracts and other legal documents in
connection with real property transactions requiring the
development of detailed information but not involving
serious questions regarding titles to property or other
major factual or legal issues.

ATTORNEY
Performs consultation and advisory work and carries out
the legal processes necessary to effect the rights, privileges,
and obligations of the company. The work performed re­
quires completion of law school with an LL.B. degree (or
the equivalent) and admission to the bar. Responsibilities or
functions include one or more o f the following or compar­
able duties:

Preparing and reviewing various legal instruments and
documents, such as contracts, leases, licenses, purchases,
sales, real estate, etc.;
Acting as agent of the company in its transactions;
Examining material (e.g., advertisements, publica­
tions, etc.) for legal implications; advising officials of
proposed legislation which might affect the company;
Applying for patents, copyrights, or registration of
company’s products, processes, devices, and trademarks;
Advising whether to initiate or defend lawsuits;
Conducting pre-trial preparations; defending the com­
pany in lawsuits; and
Advising officials on tax matters, government regula­
tions, and/or corporate rights.

D-2. Legal work is regularly difficult by reason of one or

more of the following: The absence of clear and directly
applicable legal precedents; the different possible interpre­
tations that can be placed on the facts, the laws, or the
precedents involved; the substantial importance of the legal
matters to the organization (e.g., sums as large as $100,000
are generally directly or indirectly involved); the matter is
being strongly pressed or contested in formal proceedings
or in negotiations by the individuals, corporations, or gov­
ernment agencies involved.

Excluded from this definition are:

Examples of D-2 work:

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

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

work for which professional legal training and bar mem­
bership is not essential;

Attorneys, frequently titled “general counsel” (and
their immediate full associates or deputies), who serve as
company officers or the equivalent and are responsible
for participating in the overall management and formula­
tion of policy for the company in addition to directing
its legal work. (The duties and responsibilities of such
positions exceed level VI as described below.)

D-3. Legal work is typically complex and difficult because

Attorney jobs which meet the above definition are to be
classified in accordance with table C-2 and the definitions
which follow.

of one or more of the following: The questions are unique
and require a high order of original and creative legal en­
deavor for their solution; the questions require extensive
research and analysis and the obtaining and evaluation of
expert testimony regarding controversial issues in a scientif­
ic, financial, corporate organization, engineering, or other
highly technical area; the legal matter is of critical impor­
tance to the organization and is being vigorously pressed or
contested (e.g., sums such as $1 million or more are general­
ly directly or indirectly involved).

Difficulty
D-L Legal questions are characterized by: Facts that are
well established; clearly applicable legal precedents; and

matters not of substantial importance to the organization.
(Usually relatively limited sums of money, e.g., a few
thousand dollars, are involved.)

Examples of D-3 work:

Examples of D-l work:

Advising on the legal aspects and implications of Fed­
eral antitrust laws to projected greatly expanded market-

Legal investigation, negotiation, and research prepara­



48

Table C-2. Criteria for matching attorneys by level
Level
I

Difficulty
of legal work1

Responsibility
of job1

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

Experience required
Completion of law school with an LL.B. or J.D. degree plus admis­
sion to the bar.

D-l

R-2

D-2

R-l

D-2

R-2

D-3

R-l

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

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

or

III

At least 1 year, usually more, of professional experience at the
“D-2” level.

or

IV

Extensive professional experience at the “D-2” or a higher level.

or

1D -l, -2, -3 and R -l, -2, -3, and -4 are explained in the accompanying text.

issues, drafting necessary legal documents, and developing
conclusions and recommendations. Decisions having an im­
portant bearing on the organization’s business are reviewed.
(Receives information from supervisor regarding unusual
circumstances or important policy considerations pertaining
to a legal problem. If trials are involved, may receive guid­
ance from a supervisor regarding presentation, line of ap­
proach, possible line of opposition to be encountered, etc.
In the case of nonroutine written presentations the final
product is reviewed carefully, but primarily for overall
soundness of legal reasoning and consistency with organiza­
tion policy. Some (but not all) attorneys make assignments
to one or more lower level attorneys, aids, or clerks.)

ing operations involving joint ventures with several other
organizations.
Planning legal strategy and representing a utility com­
pany in rate or government franchise cases involving a
geographic area including parts or all of several States.
Preparing and presenting a case before an appellate
court where the case is highly important to the future
operation of the organization and is vigorously contested
by very distinguished (e.g., having a broad regional or
national reputation) legal talent.
Serving as the principal counsel to the officers and
staff of an insurance company on the legal problems in
the sale, underwriting, and administration of group con­
tracts involving nationwide or multistate coverages and
laws.
Performing the principal legal work in a nonroutine
major revision of the company’s charter or in effectuat­
ing new major financing steps.

R-3. Carries out assignments independently and makes final

legal determinations in matters of substantial importance to
the organization. Such determinations are subject to review
only for consistency with company policy, possible prece­
dent effect, and overall effectiveness. To carry out assign­
ments, deals regularly with company officers and top level
management officials and confers or negotiates regularly
with senior attorneys and officials in other companies or in
government agencies on various aspects of assigned work.
(Receives little or no preliminary instruction on legal prob­
lems and a minimum of technical legal supervision. May
assign and review work of a few attorneys, but this is not a
primary responsibility.)

Responsibility
R-1. Responsibility for final action is usually limited to

matters covered by legal precedents and in which little devi­
ation from standard practice is involved. Any decisions or
actions having a significant bearing on the organization’s
business are reviewed. (Is given guidance in the initial stages
of assignment, e.g., in planning and organizing legal research
and studies. Assignments are then carried out with moder­
ate independence although guidance is generally available
and is sought from time to time on problem points.)

R-4. Carries out assignments which entail independently
R-2. Usually works independently in investigating the facts,

planning investigations and negotiations on legal problems
of the highest importance to the organization and develop­

searching legal precedents, defining the legal and factual



49

ing completed briefs, opinions, contracts, or other legal
products. To carry out assignments, represents the organiza­
tion at conferences, hearings, or trials and personally con­
fers and negotiates with top attorneys and top-ranking offi­
cials in private companies or in government agencies. On
various aspects of assigned work may give advice directly
and personally to corporation officers and top level manag­
ers, or may work through the general counsel of the com­
pany in advising officers. (Generally receives no preliminary
instruction on legal problems. On matters requiring the con­
centrated efforts of several attorneys or other specialists, is
responsible for directing, coordinating, and reviewing the
work of the attorneys involved.)

OR

As a primary responsibility, directs the work of a staff of
attorneys, one, but usually more, of whom regularly per­
form D-3 legal work. With respect to the work directed,
gives advice directly to corporation officers and top mana­
gerial officers, or may give such advice through the general
counsel. (Receives guidance as to organization policy but
no technical supervision or assistance except when request­
ing advice from, or briefing by, the general counsel on the
overall approach to the most difficult, novel, or important
legal questions. Usually reports to the general counsel or
deputy.)

Buyers
cation and qualifications in a physical science or in en­
gineering (e.g., chemist, mechanical engineer);
d. Buyers who specialize in purchasing a single or a
few related items of highly variable quality such as raw
cotton or wool, tobacco, cattle, or leather for shoe up­
pers, etc. Expert personal knowledge of the item is re­
quired to judge the relative value of the goods offered
and to decide the quantity, quality, and price of each
purchase in terms of its probable effect on the organiza­
tion’s profit and competitive status;
e. Buyers whose principal responsibility is the super­
vision of other buyers or the management, direction, or
supervision of a purchasing program;
f. Persons predominantly concerned with contract or
subcontract administration;
g. Persons whose major duties consist of ordering,
reordering, or requisitioning items under existing con­
tracts; and
h. Positions restricted to clerical functions or to pur­
chase expediting work.

BUYER
Purchases materials, supplies, equipment, and services
(e.g., utilities, maintenance, and repair). In some instances
items are of types that must be specially designed, pro­
duced, or modified by the vendor in accordance with draw­
ings or engineering specifications.
Solicits bids, analyzes quotations received, and selects or
recommends supplier. May interview prospective vendors.
Purchases items and services at the most favorable price
consistent with quality, quantity, specification require­
ments, and other factors. Prepares or supervises preparation
of purchase orders from requisitions. May expedite delivery
and visit vendors’ offices and plants.
Normally, purchases are unreviewed when they are con­
sistent with past experience, and are in conformance with
established rules and policies. Proposed purchase transac­
tions that deviate from the usual or from past experience in
terms of prices, quality of items, quantities, etc., or that
may set precedents for future purchases, are reviewed by
higher authority prior to final action.
In addition to the work described above, some (but not
all) buyers direct the work of one or a few clerks who
perform routine aspects of the work. As a secondary and
subsidiary duty, some buyers may also sell or dispose of
surplus, salvage, or used materials, equipment, or supplies.

Buyer I
Purchases “off-the-shelf’ types of readily available, com­
monly used materials, supplies, tools, furniture, services,
etc.
Transactions usually involve local retailers, wholesalers,
jobbers, and manufacturers’ sales representatives.
Quantities purchased are generally small amounts, e.g.,
those available from local sources.
Examples of items purchased include: Common station­
ery and office supplies; standard types of office furniture
and fixtures; standard nuts, bolts, screws; janitorial and
common building maintenance supplies; and common
building maintenance or common utility services or office
machine repair services.

NOTE: Some buyers are responsible for the purchasing
of a variety of items and materials. When the variety in­
cludes items and work described at more than one of the
following levels, the position should be considered to equal
the highest level that characterizes at least a substantial
portion of the buyer’s time.
Excluded are:

Buyer II

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



Purchases “off-the-shelf’ types of standard, generally
available technical items, materials, and services. Trans­
actions may involve occasional modification of standard and
common usage items, materials, and services, and include a
50

few stipulations about unusual packing, marking, ship­
ping, etc.

special formula paints; electric motors of special shape
or speeds; production equipment; special packaging of
items; and raw materials in substantial quantities or
with special characteristics.

Transactions usually involve dealing directly with
manufacturers, distributors, jobbers, etc.
Quantities of items and materials purchased may be
relatively large particularly in the case of contracts for
continuing supply over a period of time.
May be responsible for locating or promoting possi­
ble new sources of supply. Usually is expected to keep
abreast of market trends, changes in business practices
in the assigned markets, new or altered types of
materials entering the market, etc.
Examples of items purchased include: Industrial types
of handtools; standard electronic parts, components
and component test instruments; electric motors;
gasoline service station equipment; PBX or other
specialized telephone services; special purpose printing
services; and routine purchases of common raw materials
such as standard grades and sizes of steel bars, rods, and
angles.
Also included at this level are buyers of materials of
the types described for buyer I when the quantities pur­
chased are large so that local sources of supply are
generally inadequate and the buyer must deal directly
with manufacturers on a broader than local scale.

Buyer IV

Purchases highly complex and technical items,
materials, or services, usually those specially designed
and manufactured exclusively for the purchaser.
Transactions require dealing with manufacturers and
often involve persuading potential vendors to undertake
the manufacturing of custom-designed items according
to complex and rigid specifications.
Quantities of items and materials purchased are often
large in order to satisfy the requirements for an entire
large organization for an extended period of time. Com­
plex schedules of delivery are often involved. Buyer
determines appropriate quantities to be contracted for
at any given period of time.
Transactions are often complicated by the presence of
one or more such matters as inclusion of: Requirements
for spare parts, preproduction samples and testing, or
technical literature; or patent and royalty provisions.
Keeps abreast of market and product developments.
Develops new sources of supply.
In addition to the work described above, a few posi­
tions may also require supervision over a few lower level
buyers or clerks. (No position is included in this level
solely because supervisory duties are performed.)

Buyer III

Purchases items, materials, or services of a technical
and specialized nature. The items, while of a common
general type, are usually made, altered, or customized
to meet the user’s specific needs and specifications.

Examples of items purchased include: Special pur­
pose high cost machine tools and production facilities;
specialized condensers, boilers, and turbines; raw
materials of critically important characteristics or quali­
ty; parts, subassemblies, components, etc., specially
designed and made to order (e.g., communications
equipment for installation in aircraft being manufac­
tured; comonent assemblies for missiles and rockets;
and motor vehicle frames).

Transactions usually require dealing with manufac­
turers. The number of potential vendors is likely to be
small and price differentials often reflect important fac­
tors (quality, delivery dates and places, etc.) that are dif­
ficult to evaluate.
The quantities purchased of any item or service may
be large.
Many of the purchases involve one or more of such
complications as: Specifications that detail, in technical
terms, the required physical, chemical, electrical, or
other comparable properties; special testing prior to ac­
ceptance; grouping of items for lot bidding and awards;
specialized processing, packing, or packaging re­
quirements; export packs; overseas port differentials;
etc.
Is expected to keep abreast of market and product
developments. May be required to locate new sources of
supply.

NOTE: Excluded are buying positions above level IV.
Some buyers above level IV make purchases in such
unusually large quantities that they can affect the
market price of a commodity or produce other signifi­
cant effects on the industry or trade concerned. Others
may purchase items of either (1) extraordinary technical
complexity, e.g., involving the outermost limits of
science or engineering, or (2) unusually high individual
or unit value. Such buyers often persuade suppliers to
expand their plants or convert facilities to the produc­
tion of new items or services. These types of buying
functions are often performed by program managers or
company officials who have primary responsibilities
other than buying.

Some positions may involve assisting in the training
or supervising of lower level buyers or clerks.
Examples of items purchased include: Castings;
special extruded shapes of normal size and material;



51

Personnel Management
JOB ANALYST

Perform work involved in collecting, analyzing, and
developing occupational data relative to jobs, job
qualifications, and worker characteristics as a basis for
compensating forms such duties as studying and analyz­
ing jobs and preparing description of duties and respon­
sibilities and of the physical and metal requirements
needed by workers; evaluating jobs and determining ap­
propriate wage or salary levels in ccordance with theri
difficulty and responsibility; independently conducting
or participating with representatives of other companies
in conducting compensation surveys within a locality or
labor market area; assisting in administering merit
rating programs; reviewing changes in wages and
salaries indicated by surveys and recommending
changes in pay scales; and auditing individual jobs to
check the propriety of evaluations and to apply current
job classifications. (Positions also responsible for sup­
plying management with a high technical level of advice
regarding the solution of broad personnel management
problems should be excluded.)

Job Analyst I

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

Studies, describes, and evaluates jobs in accordance
with established procedures. Is usually assigned to the
simpler kinds of both wage and salaried jobs in the
establishm ent. Work independently on such
assignments but is limited by defined area of assignment
and instructions of superior.

with establisshed evaluation systems and procedures,
and is given assignments which regularly include respon­
sibility for the more difficult kings of jobs. (“ More dif­
ficult” means jobs which consist of hard-to-understand
work processes; e.g., professional, scientific, ad­
ministrative, or technical; or jobs in new or emerging
occupational fields; or jobs which are being established
as part of the creation of new organizations; or where
other special considerations of these types apply.)
Receives general supervision, but responsibility for final
action is limited. May participate in the development
and installation of evaluation or compensation systems,
which may include those for merit rating programs.
May plan survey methods and conduct or direct wage
surveys within a broad compensation area.
DIRECTOR OF PERSONNEL

Directs a personnel management program for a com­
pany or a segment of a company. Serves top manage­
ment officials of the organization as the source of ad­
vice and assistance on personnel management matters
and problems generally; is typically consulted on the
personnel implications of planned changes in manage­
ment policy or program, the effects on the organization
of economic or market trends, product or production
method changes, etc.; represents management in con­
tacts with other companies, trade associations, govern­
ment agencies, etc., dealing primarily with personnel
management matters.
Typically the director of personnel for a company
reports to a company officer in charge of industrial rela­
tions and personnel management activities or an officer
of similar level. Below the company level the director of
personnel typically reports to a company officer or a
high management offical who has responsibility for the
operation of a plant, establishment, or other segment of
the company.
For a job to be covered by this definition, the person­
nel management program must include responsibility
for all three of the following functions:
1. Administering a jo b evaluation system: i.e., a system
which there established procedures by which jobs are
analyzed and evaluated on the basis of their duties, respon­
sibilities, and qualification requirements in order to provide
a foundation for equitable compensation. Typically, such a
system includes the use of one or more sets of job evaluation
factors and the preparation of formal job descriptions. It
may also include such related functions as wage and salary
surveys or merit rating system administration. The job
evaluation system(s) does not necessarily cover all jobs in
the organization, but does cover a substantial protion of the
organization.
2. Employment and placement function: i.e., recruiting
activity for at least some kinds of workers through a variety

Job Analyst III

Analyzes and evaluates a variety of wage and salaried
jobs in accordance with established evaluation systems
and procedures. May conduct wage surveys within the
locality or participate in conducting surveys of broad
compensation areas. May assist in developing survey
methods and plans. Receives general supervision but
responsibility for final action is limited.
Job Analyst IV

Analyzes and evaluates a variety of jobs accordance



52

of sources (e.g., schools or colleges, employment agencies,
professional societies, etc.); evaluating applicants against
demands of particular jobs by use of such techniques as job
analysis to determine requirements, interviews, written tests
of aptitude, knowledge, or skill, reference checks, ex­
perience evaluations, etc.; recommending selections and job
placements to management, etc.

aspects of labor union contracts that are essentially of the
type described under (3) above. May also participate in
bargaining of a subordinate nature, e.g. to negotiate detail­
ed settlement of such matters as specific rates, job classifica­
tions, work rules, hiring or layoff procedures, etc., within
the broad terms of a general agreement reached at higher
levels, or to supply advice and information on technical
points to the company’s principal representative

3.
Employee relations and services function: i.e., func­
tions designed to maintain employees’ morale and produc­
tivity at a high level (for example, administering a
Equal employment opportunity (EEO);
formal or informal grievance procedure; identifying and
Reporting under the Occupational Safety and Health
recommending solutions for personnel problems such as
A ct (OSHA).
absenteeism, high turnover, low productivity, etc.; ad­
ministration of beneficial sugestions system, retirement,
Excluded are positions in which responsibility for ac­
pension, or insurance plans, merit rating system, etc.;
tual contract negotiation with labor unions as the prin­
overseeing cafeteria operations, recreational programs,
cipal company representative is a significant aspect of
industrial health and safety programs, etc.).

the job, i.e., a responsibility which serves as a primary
basis for qualification requirements and compensation.
Director of personnel jobs which meet the above
definition are classified by level of work1 in accordance
2
with the criteria shown in table C-3.

In addition, positions covered by this definition may,
but do not necessarily, include responsibilities in the
following areas:
Employee training and development;
Labor relatins activities which are confined mainly to the

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

administration, interpretation, and application of those

Table C-3. Criteria for matching directors of personnel by level
“ Operations level"
personnel program1
Number of employees in
work force serviced

250-750 .........................................
1,000-5,000 .................................
6,000-12,000 ...............................
15,000-25,000 .............................

"Type A"
organization
serviced3

II
III
IV
V

Number of employees in
work force serviced

"Type B"
organization
serviced4

1
II
III
IV

"Development level"
personnel program2

250-750 ...........................
1,000-5,000 ........................
6.000-12 000 ............
15,000-25,000 ...............................

1

"Operations level" personnel program—d ire c to r o f personnel
servicing an o rg a n iza tio n a l segm ent (e.g., a p la n t) o f a c o m p a n y ,
w h e re th e basic personnel pro g ra m po licies, plans, ob jectives, e tc.,
are established a t c o m p a n y h e a dqu arters o r a t som e o th e r higher
level b e tw e e n th e p la n t and th e c o m p a n y h e a dqu arters level. T h e
personnel d ire c to r's re s p o n s ib ility is to p u t these in to o p e ra tio n at
th e local level, in such a m an n e r as to m ost e ffe c tiv e ly serve the
local m an ag e m e n t needs.
"Development level" personnel program—e ith e r :
(a) D ire c to r o f personnel servicing an e n tire c o m p a n y (w ith
or w ith o u t s u b o rd in a te establishm ents) w h ere th e personnel d i­
rec to r plays an im p o rta n t ro le in e s ta b lis h m e n t o f basic p e r­
sonnel po licies, plans, ob jectives, e tc., fo r th e c o m p a n y subject
to p o lic y d ire c tio n and c o n tro l fro m c o m p a n y o ffice rs, or (b)
d ire c to r o f personnel servicing an in te rm e d ia te o rg a n iz a tio n be­
lo w th e c o m p a n y level, e.g., a division or a subsid iary, to w h ic h a
re la tiv e ly c o m p le te d e le g a tio n o f personnel p rog ram plan nin g
and d e v e lo p m e n t re s p o n s ib ility is m ade. In th is s itu a tio n o n ly
basic p o lic y d ire c tio n is given b y th e p a re n t c o m p a n y and local
o ffice rs. T h e d ire c to r o f perso nnel has essentially th e same de­
gree o f la titu d e and res p o n s ib ility fo r e s ta b lis h m e n t o f basic p e r­
sonnel po licies, plans, ob jectives, e tc., as described above in (a).
"Type A " organization serviced—m ost jobs serviced do no t
presen t p a rtic u la rly d if f ic u lt o r unusual re c ru itm e n t, jo b e va lu a tio n ,

"Type B"
organization
serviced4

||
III
IV
V

III
IV
V

o r tra in in g p ro b le m s because th e jobs consist o f re la tiv e ly easy-toun derstand w o rk processes, and an a d e q u a te labo r sup p ly is avail­
able. These c o n d itio n s are m o s t lik e ly to be fo u n d in org a n izatio n s
in w h ic h th e w o rk fo rc e and o rg a n iz a tio n a l s tru c tu re are rela tiv ely
stable.
"Type B " organization serviced—a substantial p ro p o rtio n o f
th e jobs present d if f ic u lt re c ru itm e n t, jo b e v a lu a tio n , o r tra in in g
p ro b le m s because th e jobs: C onsist o f h a rd -to -u n d e rs ta n d w o rk p ro ­
cesses (e.g., professional, s c ie n tific , a d m in is tra tiv e , or te c h n ic a l);
have h a rd -to -m a tc h skill re q u ire m e n ts ; are in ne w o r em erging o c c u ­
patio ns; or are e x tre m e ly hard to f ill. Th ese c o n d itio n s are m ost
lik e ly to be fo u n d in o rg a n iz a tio n s in w h ic h th e w o rk fo rc e , org a n i­
za tio n al s tru c tu re , w o rk processes o r fu n c tio n s , e tc., are c o m p li­
cate d or unstable.
N O T E : T h e re are gaps b e tw e e n d iffe r e n t degrees o f all th re e
ele m en ts used to d e te rm in e jo b level m atches. Th ese gaps have been
pro v id ed p u rp o s ely to a llo w ro o m fo r ju d g m e n t in g e ttin g th e best
overall jo b level m atc h fo r each jo b . Thus, a jo b w h ich services a
w o rk fo rc e o f 8 5 0 em p lo y e e s should be m a tc h e d w ith level II if it is
a personnel prog ram o p e ra tio n s level jo b w h e re th e n a tu re o f the
o rg a n iza tio n serviced seems to fa ll s lig h tly b e lo w th e d e fin itio n fo r
ty p e B. H o w e v e r, th e sam e jo b should be m a tc h e d w ith level I if th e
n a tu re o f th e o rg a n iz a tio n serviced c le a rly falls w ell w ith in th e d e fi­
n itio n fo r ty p e A .

4

2

3




"Type A"
organization
serviced3

53

Chemists and Engineers
Direction received. Supervisor establishes the nature and

CHEMIST

extent of analysis required, specifies methods and criteria
on new types of assignments, and reviews work for thor­
oughness of application of methods and accuracy of results.

Performs professional work in research, development, in­
terpretation, and analysis to determine the composition,
molecular structure, and properties of substances; to devel­
op or investigate new materials and processes; and to inves­
tigate the transformations which substances undergo. Work
typically requires a B.S. degree in chemistry or the equiva­
lent in appropriate and substantial college level study of
chemistry plus experience.

Typical duties and responsibilities. Carries out a wide vari­
ety of standardized methods, tests, and procedures. In ac­
cordance with specific instructions may carry out proposed
and less common ones. Is expected to detect problems in
using standardized procedures because of the condition of
the sample, difficulties with the equipment, etc. Recom­
mends modifications of procedures, e.g., extending or cur­
tailing the analysis or using alternate procedures, based on
knowledge of the problem and pertinent available litera­
ture. Conducts specified phases of research projects as an
assistant to an experienced chemist.

Chemist I
General characteristics. This is the entry level of profes­

sional work requiring a bachelor’s degree in chemistry and
no experience, or the equivalent of a degree in appropriate
education and experience. Performs assignments designed
to develop professional capabilities and to provide experi­
ence in the application of training in chemistry as it relates
to the company’s programs. May also receive formal class­
room or seminar type training. (Terminal positions are ex­
cluded.)

Responsibility for the direction o f others. May be assisted

by a few aids or technicians.

Chemist III

Direction received. Works under close supervision. Receives

General characteristics. Performs a broad range of chemical
tests and procedures utilized in the laboratory, using judg­
ment in the independent evaluation, selection, and adapta­
tion of standard methods and techniques. May carry
through a complete series of tests on a product in its differ­
ent process stages. Some assignments require a specialized
knowledge of one or two common categories of related
substances. Performance at this level requires developmen­
tal experience in a professional position, or equivalent grad­
uate level education.

specific and detailed instructions as to required tasks and
results expected. Work is checked during progress, and is
reviewed for accuracy upon completion.
Typical duties and responsibilities. Performs a variety of
routine tasks that are planned to provide experience and
familiarization with the chemistry staff, methods, practices,
and programs of the company. The work includes a variety
of routine qualitative and quantitative analyses; physical
tests to determine properties such as viscosity, tensile
strength, and melting point; and assisting more experienced
chemists to gain additional knowledge through personal ob­
servation and discussion.

Direction received. On routine work, supervision is very

general. Assistance is furnished on unusual problems and
work is reviewed for application of sound professional judg­
ment.

Responsibility for the direction o f others. Usually none.

Typical duties and responsibilities. In accordance with in­
structions as to the nature of the problem, selects standard
methods, tests or procedures; when necessary, develops or
works out alternate or modified methods with supervisor’s
concurrence. Assists in research by analyzing samples or
testing new procedures that require specialized training be­
cause (a) standard methods are inapplicable, (b) analytical
findings must be interpreted in terms of compliance or noncompliance with standards, or (c) specialized and advanced
equipment and techniques must be adapted.

Chemist II
General characteristics. At this continuing developmental
level, performs routine chemical work requiring selection
and application of general and specialized methods, tech­
niques, and instruments commonly used in the laboratory,
and the ability to carry out instructions when less common
or proposed methods or procedures are necessary. Requires
work experience acquired in an entry level position, or ap­
propriate graduate level study. For training and develop­
mental purposes, assignments may include some work that
is typical of a higher level. (Terminal positions are exclud­
ed.)



Responsibility for the direction o f others. May supervise or

coordinate the work of a few technicians or aids, and be
assisted by lower level chemists.
54

Chemist IV

supervised is comparable to that described for chemist IV.
(2) As individual researcher or worker, carries out projects
requiring development of new or highly modified scientific
techniques and procedures, extensive knowledge of special­
ty, and knowledge of related scientific fields.

General characteristics. As a fully competent chemist in all
conventional aspects of the subject matter or the functional
area of the assignments, plans and conducts work requiring
(a) mastery of specialized techniques or ingenuity in select­
ing and evaluating approaches to unforeseen or novel prob­
lems, and (b) ability to apply a research approach to the
solution of a wide variety of problems and to assimilate the
details and significance of chemical and physical analyses,
procedures, and tests. Requires sufficient professional ex­
perience to assure competence as a fully trained worker; or,
for positions primarily of a research nature, completion of
all requirements for a doctoral degree may be substituted
for experience.

Responsibility for the direction o f others. Supervises, co­

ordinates, and reviews the work of a small staff of chemists
and technicians engaged in varied research and development
projects, or a larger group performing routine analytical
work. Estimates personnel needs and schedules and assigns
work to meet completion date. Or, as individual researcher
or worker, may be assisted on projects by other chemists or
technicians.

Chemist VI

Direction received. Independently performs most assign­

ments with instructions as to the general results expected.
Receives technical guidance on unusual or complex prob­
lems and supervisory approval on proposed plans for proj­
ects.

General characteristics. Performs work requiring leadership
and expert knowledge in a specialized field, product, or
process. Formulates and conducts a systematic attack on a
problem area of considerable scope and complexity which
must be approached through a series of complete and con­
ceptually related studies, or a number of projects of lesser
scope. The problems are complex because they are difficult
to define and require unconventional or novel approaches
or have other difficult features. Maintains liaison with indi­
viduals and units within and outside the organization, with
responsibility for acting independently on technical matters
pertaining to the field. Work at this level usually requires
extensive progressive experience including work comparable
to chemist V.

Typical duties and responsibilities. Conducts laboratory as­
signments requiring the determination and evaluation of al­
ternative procedures and the sequence of performing them.
Performs complex, exacting, unusual analytical assignments
requiring specialized knowledge of techniques or products.
Interprets results, prepares reports, and may provide techni­
cal advice in specialized area.
Responsibility for the direction o f others. May supervise a

small staff of chemists and technicians.

Direction received. Supervision received is essentially ad­

ministrative, with assignments given in terms of broad gen­
eral objectives and limits.

Chemist V
General characteristics. Participates in planning laboratory
programs on the basis of specialized knowledge of problems
and methods and probable value of results. May serve as an
expert in a narrow specialty (e.g., class of chemical com­
pounds, or a class of products), making recommendations
and conclusions which serve as the basis for undertaking or
rejecting important projects. Development of the knowl­
edge and expertise required for this level of work usually
reflects progressive experience through chemist IV.

Typical duties and responsibilities. One or both of the fol­
lowing: (l )In a supervisory capacity (a) plans, develops,
coordinates, and directs a number of large and important
projects or a project of major scope and importance, or
(b) is responsible for the entire chemical program of a com­
pany, when the program is of limited complexity and
scope. Activities supervised are of such a scope that they
require a few (3 to 5) subordinate supervisors or team lead­
ers with at least one in a position comparable to level V.
(2) As individual researcher or worker determines, con­
ceives, plans, and conducts projects of major importance to
the company. Applies a high degree of originality and inge­
nuity in adapting, extending, and synthesizing existing the­
ory, principles, and techniques into original combinations
and configurations. May serve as a consultant to other
chemists in specialty.

Direction received . Supervision and guidance relate largely

to overall objectives, critical issues, new concepts, and poli­
cy matters. Consults with supervisor concerning unusual
problems and developments.
Typical duties and responsibilities. One or both of the fol­
lowing: (l )In a supervisory capacity, plans, organizes, and
directs assigned laboratory programs. Independently defines
scope and critical elements of the projects and selects ap­
proaches to be taken. A substantial portion of the work



Responsibility for the direction o f others. Plans, organizes,

and supervises the work of a staff of chemists and techni­
cians. Evaluates progress of the staff and results obtained,

55

in positions comparable to chemist VI; or, as individual
researcher and consultant, may be assisted on individual
projects by other chemists and technicians.

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.

Chemist VIII
Chemist VII
General characteristics. Makes decisions and recommenda­
General characteristics. Makes decisions and recommenda­

tions that are authoritative and have a far-reaching impact
on extensive chemical and related activities of the com­
pany. Negotiates critical and controversial issues with top
level chemists and officers of other organizations and com­
panies. Individuals at this level have demonstrated a high
degree of creativity, foresight, and mature judgment in
planning, organizing, and guiding extensive chemical pro­
grams and activities of outstanding novelty and importance.

tions that are recognized as authoritative and have an im­
portant impact on extensive chemical activities. Initiates
and maintains extensive contacts with key chemists and
officials of other organizations and companies, requiring
skill in persuasion and negotiation of critical issues. At this
level individuals will have demonstrated creativity, fore­
sight, and mature judgment in anticipating and solving un­
precedented chemical problems, determining program ob­
jectives and requirements, organizing programs and pro­
jects, and developing standards and guides for diverse chem­
ical activities.

Direction received. Receives general administrative direc­

tion.
Typical duties and responsibilities. One or both of the fol­
lowing: (l )In a supervisory capacity is responsible for
(a) the entire chemical program of a company which is of
moderate scope, or (b) an important segment of a chemical
program of a company with very extensive and highly diver­
sified scientific requirements, where programs are of such
complexity and scope that they are of critical importance
to overall operations and include problems of extraordinary
difficulty that have resisted solution. Decides the kind and
extent of chemical programs needed to accomplish the ob­
jectives of the company, for choosing the scientific ap­
proaches, for planning and organizing facilities and pro­
grams, and for interpreting results. (2) As individual re­
searcher and consultant formulates and guides the attack on
problems of exceptional difficulty and marked importance
to the company and/or industry. Problems are character­
ized by the lack of scientific precedents and source materi­
als, or the lack of success of prior research and analysis so
that their solution would represent an advance of great sig­
nificance and importance. Performs advisory and consulting
work for the company as a recognized authority for broad
program areas of considerable novelty and importance. Has
made contributions such as new products or techniques,
development of processes, etc., which are regarded as major
advances in the field.

Direction received. Receives general administrative direc­

tion.
Typical duties and responsibilities. One or both of the fol­
lowing: (l )In a supervisory capacity is responsible for
(a) an important segment of a chemical program of a com­
pany with extensive and diversified scientific requirements,
or (b) the entire chemical program of a company where the
program is more limited in scope. The overall chemical pro­
gram contains critical problems the solution of which re­
quires major technological advances and opens the way for
extensive related development. Makes authoritative techni­
cal recommendations concerning the scientific objectives
and levels of work which will be most profitable in light of
company requirements and scientific and industrial trends
and developments. Recommends facilities, personnel, and
funds required. (2) As individual researcher and consultant,
selects problems for research to further the company’s ob­
jectives. Conceives and plans investigations in which the
phenomena and principles are not adequately understood,
and where few or contradictory scientific precedents or re­
sults are available for reference. Outstanding creativity and
mature judgment are required to devise hypotheses and
techniques of experimentation and to interpret results. As a
leader and authority in the company, in a broad area of
specialization, or in a narrow but intensely specialized one,
advises the head of a large laboratory or company officials
on complex aspects of extremely broad and important pro­
grams. Has responsibility for exploring, evaluating, and jus­
tifying proposed and current programs and projects and
furnishing advice on unusually complex and novel problems
in the specialty field. Typically will have contributed inno­
vations (e.g., techniques, products, procedures) which are
regarded as significant advances in the field.

Responsibility for the direction o f others. Supervises several

subordinate supervisors or team leaders some of whose posi­
tions are comparable to chemist VII, or individual re­
searchers some of whose positions are comparable to chem­
ist VII and sometimes chemist VIII. As an individual re­
searcher and consultant may be assisted on individual proj­
ects by other chemists or technicians.3
NOTE: Individuals in charge of a company’s chemical
program may match any of several of the survey job levels,
depending on the size and complexity of chemical pro­
grams. Excluded from the definition are: (1) Chemists in

Responsibility for the direction o f others. Directs several

3 Insufficient data were obtained for level VIII to warrant presenta­
tion of average salaries.

subordinate supervisors or team leaders, some of whom are



56

charge of programs so extensive and complex (e.g., consist­
ing of highly diversified or unusually novel products and
procedures) that one or more subordinate supervisory
chemists are performing at level VIII; (2) individuals whose
decisions have direct and substantial effect on setting policy
for the organization (included, however, are supervisors de­
ciding the “kind and extent of chemical programs” within
broad guidelines set at higher levels); (3) individual re­
searchers and consultants who are recognized as national
and/or international authorities and scientific leaders in
very broad areas of scientific interest and investigation.

rying out a sequence of related engineering tasks. Limited
exercise of judgment is required on details of work and in
making preliminary selections and adaptations of engineer­
ing alternatives. Requires work experience acquired in an
entry level position, or appropriate graduate level study.
For training and developmental purposes, assignments may
include some work that is typical of a higher level. (Termi­
nal positions are excluded.)
Direction received. Supervisor screens assignments for unus­

ual or difficult problems and selects techniques and proce­
dures to be applied on nonroutine work. Receives close
supervision on new aspects of assignments.

ENGINEER

Typical duties and responsibilities. Using prescribed meth­
ods, performs specific and limited portions of a broader
assignment of an experienced engineer. Applies standard
practices and techniques in specific situations, adjusts and
correlates data, recognizes discrepancies in results, and fol­
lows operations through a series of related detailed steps or
processes.

Performs professional work in research, development,

design, testing, analysis, production, construction, mainte­
nance, operation, planning, survey, estimating, application,
or standardization of engineering facilities, systems, struc­
tures, processes, equipment devices, or materials requiring
knowledge of the science and art by which materials, natu­
ral resources, and power are made useful. Work typically
requires a B.S. degree in engineering or the equivalent in
combined education and experience. (,Excluded are: Safety
engineers, industrial engineers, quality control engineers,
sales engineers, and engineers whose primary responsibility
is to be in charge of nonprofessional maintenance work.)

Responsibility for the direction o f others. May be assisted

by a few aids or technicians.

Engineer III
General characteristics. Independently evaluates, selects,

Engineer I

and applies standard engineering techniques, procedures,
and criteria, using judgment in making minor adaptations
and modifications. Assignments have clear and specified ob­
jectives and require the investigation of a limited number of
variables. Performance at this level requires developmental
experience in a professional position, or equivalent graduate
level education.

General characteristics. This is the entry level of profes­
sional work requiring a bachelor’s degree in engineering and
no experience, or the equivalent of a degree in appropriate
education and experience. Performs assignments designed

to develop professional work knowledge and abilities. May
also receive formal classroom or seminar-type training.
(Terminal positions are excluded.)

Direction received. Receives instructions on specific assign­

ment objectives, complex features, and possible solutions.
Assistance is furnished on unusual problems and work is
reviewed for application of sound professional judgment.

Direction received. Works under close supervision. Receives

specific and detailed instructions as to required tasks and
results expected. Work is checked during progress and is
reviewed for accuracy upon completion.

Typical duties and responsibilities. Performs work which
involves conventional types of plans, investigations, surveys,
structures, or equipment with relatively few complex fea­
tures for which there are precedents. Assignments usually
include one or more of the following: Equipment design
and development, test of materials, preparation of specifica­
tions, process study, research investigations, report prepara­
tion, and other activities of limited scope requiring knowl­
edge of principles and techniques commonly employed in
the specific narrow area of assignments.

Typical duties and responsibilities. Performs a variety of
routine tasks that are planned to provide experience and
familiarization with the engineering staff, methods, prac­
tices, and programs of the company.
Responsibility for the direction o f others. Usually none.

Engineer II
General characteristics. At this continuing developmental
level, performs routine engineering work requiring applica­
tion of standard techniques, procedures, and criteria in car­




Responsibility for the direction o f others. May supervise or

coordinate the work of drafters, technicians, and others
who assist in specific assignments.

57

Engineer IV

dinates, and directs a large and important engineering proj­
ect or a number of small projects with many complex fea­
tures. A substantial portion of the work supervised is com­
parable to that described for engineer IV. (2) As individual
researcher or worker carries out complex or novel assign­
ments requiring the development of new or improved tech­
niques and procedures. Work is expected to result in the
development of new or refined equipment, materials, proc­
esses, products, and/or scientific methods. (3) As staff
specialist develops and evaluates plans and criteria for a
variety of projects and activities to be carried out by others.
Assesses the feasibility and soundness of proposed engineer­
ing evaluation tests, products, or equipment when necessary
data are insufficient or confirmation by testing is advisable.
Usually performs as a staff advisor and consultant as to a
technical specialty, a type of facility or equipment, or a
program function.

General characteristics. As a fully competent engineer in all

conventional aspects of the subject matter or the functional
area of the assignments, plans and conducts work requiring
judgment in the independent evaluation, selection, and sub­
stantial adaptation and modification of standard tech­
niques, procedures, and criteria. Devises new approaches to
problems encountered. Requires sufficient professional ex­
perience to assure competence as a fully trained worker; or,
for positions primarily of a research nature, completion of
all requirements for a doctoral degree may be substituted
for experience.
Direction received. Independently performs most assign­

ments with instructions as to the general results expected.
Receives technical guidance on unusual or complex prob­
lems and supervisory approval on proposed plans for proj­
ects.

Responsibility for the direction o f others. Supervises, coor­

dinates, and reviews the work of a small staff of engineers
and technicians; estimates personnel needs and schedules
and assigns work to meet completion date. Or, as individual
researcher or staff specialist may be assisted on projects by
other engineers or technicians.

Typical duties and responsibilities. Plans, schedules, con­

ducts, or coordinates detailed phases of the engineering
work in a part of a major project or in a total project of
moderate scope. Performs work which involves convention­
al engineering practice but may include a variety of com­
plex features such as conflicting design requirements, un­
suitability of standard materials, and difficult coordination
requirements. Work requires a broad knowledge of prece­
dents in the specialty area and a good knowledge of princi­
ples and practices of related specialties.

Engineer VI
General characteristics. Has full technical responsibility for
interpreting, organizing, executing, and coordinating assign­
ments. Plans and develops engineering projects concerned
with unique or controversial problems which have an im­
portant effect on major company programs. This involves
exploration of subject area, definition of scope and selec­
tion of problems for investigation, and development of nov­
el concepts and approaches. Maintains liaison with individu­
als and units within or outside the organization, with re­
sponsibility for acting independently on technical matters
pertaining to own field. Work at this level usually requires
extensive progressive experience including work comparable
to engineer V.

Responsibility for the direction o f others. May supervise a

few engineers or technicians on assigned work.

Engineer V
General characteristics. Applies intensive and diversified
knowledge of engineering principles and practices in broad
areas of assignments and related fields. Makes decisions in­
dependently on engineering problems and methods, and
represents the organization in conferences to resolve impor­
tant questions and to plan and coordinate work. Requires
the use of advanced techniques and the modification and
extension of theories, precepts, and practices of own field
and related sciences and disciplines. The knowledge and
expertise required for this level of work usually result from
progressive experience, including work comparable to engi­
neer IV.

Direction received. Supervision received is essentially ad­

ministrative, with assignments given in terms of broad gen­
eral objectives and limits.
Typical duties and responsibilities. One or more of the fol­
lowing: (1) In a supervisory capacity (a) plans, develops,
coordinates, and directs a number of large and important
projects or a project of major scope and importance, or
(b) is responsible for the entire engineering program of a
company when the program is of limited complexity and
scope. Extent of responsibilities generally requires a few (3
to 5) subordinate supervisors or team leaders with at least
one in a position comparable to level V. (2) As individual
researcher or worker conceives, plans, and conducts re­
search in problem areas of considerable scope and com­

Direction received. Supervision and guidance relate largely

to overall objectives, critical issues, new concepts, and poli­
cy matters. Consults with supervisor concerning unusual
problems and developments.
Typical duties and responsibilities. One or more of the fol­
lowing: (1) In a supervisory capacity plans, develops, coor­



58

plexity. The problems must be approached through a series
of complete and conceptually related studies, are difficult
to define, require unconventional or novel approaches, and
require sophisticated research techniques. Available guides
and precedents contain critical gaps, are only partially relat­
ed to the problem, or may be largely lacking due to the
novel character of the project. At this level, the individual
researcher generally will have contributed inventions, new
designs, or techniques which are of material significance in
the solution of important problems. (3) As a staff specialist
serves as the technical specialist for the organization (divi­
sion or company) in the application of advanced theories,
concepts, principles, and processes for an assigned area of
responsibility (i.e., subject matter, function, type of facility
or equipment, or product). Keeps abreast of new scientific
methods and developments affecting the organization for
the purpose of recommending changes in emphasis of pro­
grams or new programs warranted by such developments.
Responsibility for the direction o f others. Plans, organizes,

and supervises the work of a staff of engineers and techni­
cians. Evaluates progress of the staff and results obtained,
and recommends major changes to achieve overall objec­
tives. Or, as individual researcher or staff specialist may be
assisted on individual projects by other engineers or techni­
cians.

Engineer VII
General characteristics. Makes decisions and recommenda­

tions that are recognized as authoritative and have an im­
portant impact on extensive engineering activities. Initiates
and maintains extensive contacts with key engineers and
officials of other organizations and companies, requiring
skill in persuasion and negotiation of critical issues. At this
level individuals will have demonstrated creativity, fore­
sight, and mature engineering judgment in anticipating and
solving unprecedented engineering problems, determining
program objectives and requirements, organizing programs
and projects and developing standards and guides for di­
verse engineering activities.
Direction received. Receives general administrative direc­

tion.
Typical duties and responsibilities. One or both of the fol­
lowing: (1) In a supervisory capacity is responsible for
(a) an important segment of the engineering program of a
company with extensive and diversified engineering require­
ments, or (b) the entire engineering program of a company
when it is more limited in scope. The overall engineering
program contains critical problems the solution of which
requires major technological advances and opens the way
for extensive related development. Extent of responsibili­
ties generally requires several subordinate organizational
segments or teams. Recommends facilities, personnel, and




59

funds required to carry out programs which are directly
related with and directed toward fulfillment of overall com­
pany objectives. (2) As individual researcher and consultant
is a recognized leader and authority in the company in a
broad area of specialization or in a narrow but intensely
specialized field. Selects research problems to further the
company’s objectives. Conceives and plans investigations of
broad areas of considerable novelty and importance for
which engineering precedents are lacking in areas critical to
the overall engineering program. Is consulted extensively by
associates and others, with a high degree of reliance placed
on the incumbent’s scientific interpretations and advice.
Typically, will have contributed inventions, new designs, or
techniques which are regarded as major advances in the
field.
Responsibility for the direction o f others. Directs several

subordinate supervisors or team leaders, some of whom are
in positions comparable to engineer VI; or, as individual
researcher and consultant, may be assisted on individual
projects by other engineers and technicians.

Engineer VIII
General characteristics. Makes decisions and recommenda­

tions that are recognized as authoritative and have a farreaching impact on extensive engineering and related activi­
ties of the company. Negotiates critical and controversial
issues with top level engineers and officers of other organi­
zations and companies. Individuals at this level demonstrate
a high degree of creativity, foresight, and mature judgment
in planning, organizing, and guiding extensive engineering
programs and activities of outstanding novelty and impor­
tance.
Direction received. Receives general administrative direc­

tion.
Typical duties and responsibilities. One or both of the fol­
lowing: (l )In a supervisory capacity is responsible for
(a) an important segment of a very extensive and highly
diversified engineering program of a company, or (b) the
entire engineering program of a company when the program
is of moderate scope. The programs are of such complexity
and scope that they are of critical importance to overall
objectives, include problems of extraordinary difficulty
that often have resisted solution, and consist of several
segments requiring subordinate supervisors. Is responsible
for deciding the kind and extent of engineering and related
programs needed to accomplish the objectives of the com­
pany, for choosing the scientific approaches, for planning
and organizing facilities and programs, and for interpreting
results. (2) As individual researcher and consultant formu­
lates and guides the attack on problems of exceptional diffi­
culty and marked importance to the company or industry.
Problems are characterized by their lack of scientific prece­

dents and source material, or lack of success of prior re­
search and analysis so that their solution would represent
an advance of great significance and importance. Performs
advisory and consulting work for the company as a recog­
nized authority for broad program areas or in an intensely
specialized area of considerable novelty and importance.

NOTE: Individuals in charge of a company’s engineering
program may match any of several of the survey job levels
depending on the size and complexity of engineering pro­
grams. Excluded from the definition are: (1) Engineers in
charge of programs so extensive and complex (e.g., consist­
ing of research and development on a variety of complex
products or systems with numerous novel components) that
one or more subordinate supervisory engineers are perform­
ing at level VIII; (2) individuals whose decisions have direct
and substantial effect on setting policy for the organization
(included, however, are supervisors deciding the “kind and
extent of engineering and related programs” within broad
guidelines set at higher levels); (3) individual researchers
and consultants who are recognized as national and/or in­
ternational authorities and scientific leaders in very broad
areas of scientific interest and investigation.

Responsibility for the direction o f others. Supervises several

subordinate supervisors or team leaders some of whose posi­
tions are comparable to engineer VII, or individual research­
ers some of whose positions are comparable to engineer VII
and sometimes engineer VIII. As an individual researcher
and consultant may be assisted on individual projects by
other engineers or technicians.

Technical Support
ENGINEERING TECHNICIAN

also be reviewed in process. Performs, at this level, one or a
combination of such typical duties as:

To be covered by these definitions, employees must
meet all of the following criteria: (1) Provides semiprofes­
sional technical support for engineers working in such areas
as research, design, development, testing, or manufacturing
process improvement. (2) Work pertains to electrical, elec­
tronic, or mechanical components or equipment. (3) Re­
quired to have some knowledge of science or engineering.
{Excludes production or maintenance workers, quality con­
trol testers, craft workers, drafters, designers, and engi­
neers.)

Assembles or constructs simple or standard equip­
ment or parts. May service or repair simple instruments
or equipment;
Conducts a variety of standardized tests; may prepare
test specimens; sets up and operates standard test equip­
ment; records test data;
Extracts engineering data from various prescribed
sources; processes the data following well-defined meth­
ods; presents the data in prescribed form.

Engineering Technician III
Performs assignments that are not completely standard­
ized or prescribed. Selects or adapts standard procedures or
equipment. Receives initial instructions, equipment require­
ments, and advice from supervisor or engineer; technical
adequacy of completed work is checked. Performs, at this
level, one or a combination of such typical duties as:

Engineering Technician I
Performs simple routine tasks under close supervision or
from detailed procedures. Work is checked in process or on
completion. Performs, at this level, one or a combination of
such typical duties as:
Assembles or installs equipment or parts requiring
simple wiring, soldering, or connecting;
Performs simple or routine tasks or tests such as ten­
sile or hardness tests; operates and adjusts simple test
equipment; records test data;
Gathers and maintains specified records of engineer­
ing data such as tests, drawings, etc.; performs computa­
tions by substituting numbers in specified formulas;
plots data and draws simple curves and graphs.

Constructs components, subunits, or simple models
or adapts standard equipment. May troubleshoot and
correct malfunctions;
Conducts various tests or experiments which may re­
quire minor modifications in test setups or procedures;
selects, sets up, and operates standard test equipment
and records test data;
Extracts and compiles a variety of engineering data;
processes or computes data using specified formulas and
procedures. Performs routine analysis to check applica­
bility, accuracy, and reasonableness of data.

Engineering Technician II
Performs standardized or prescribed assignments involv­
ing a sequence of related operations. Follows standard work
methods or explicit instructions; technical adequacy of rou­
tine work is reviewed on completion; nonroutine work may




Engineering Technician IV
Performs nonroutine assignments of substantial variety
and complexity. Receives objectives and technical advice

60

from supervisor or engineer; work is reviewed for technical
adequacy. May be assisted by lower level technicians. Per­
forms, at this level, one or a combination of such typical
duties as:

The following are excluded when they constitute the
primary purpose of the job:

Design work requiring the technical knowledge,
skill, and ability to conceive or originate designs;
Illustrating work requiring artistic ability;
Work involving the preparation of charts, dia­
grams, room arrangements, floor plans, etc.;
Cartographic work involving the preparation of
maps or plats and related materials and drawings of
geological structures; and
Supervisory work involving the management of a
drafting program or the supervision of drafters when
either constitutes the primary purpose of the job.

Works on limited segment of development project;
constructs experimental or prototype models to meet
engineering requirements; conducts tests or experiments;
records and evaluates data and reports findings;
Conducts tests or experiments requiring selection and
adaptation or modification of test equipment and test
procedures; records data; analyzes data and prepares test
reports;
Compiles and computes a variety of engineering data;
may analyze test and design data; develops or prepares
schematics, designs, specifications, parts lists, or makes
recommendations regarding these items. May review de­
signs or specifications for adequacy.

Positions are classified into levels on the basis of the
following definitions.

Drafter I
Working under close supervision, traces or copies
finished drawings, making clearly indicated revisions. Uses
appropriate templates to draw curved lines. Assignments are
designed to develop increasing skill in various drafting
techniques. Work is spot checked during progress and
reviewed upon completion.

Engineering Technician V
Performs nonroutine and complex assignments involving
responsibility for planning and conducting a complete proj­
ect of relatively limited scope or a portion of a larger and
more diverse project. Selects and adapts plans, techniques,
designs, or layouts. May coordinate portions of overall as­
signments; reviews, analyzes, and integrates the technical
work of others. Supervisor or professional engineer outlines
objectives, requirements, and design approaches; completed
work is reviewed for technical adequacy and satisfaction of
requirements. May be assisted by lower level technicians.
Performs, at this level, one or a combination of such typical
duties as:

NOTE: Exclude drafters performing elementary tasks
while receiving training in the most basic drafting methods.

Drafter II
Prepares drawings of simple, easily visualized parts or
equipment from sketches or marked-up prints. Selects
appropriate templates and other equipment needed to
complete assignments. Drawings fit familiar patterns and
present few technical problems. Supervisor provides de­
tailed instructions on new assignments, gives guidance when
questions arise, and reviews completed work for accuracy.

Designs, develops, and constructs major units, de­
vices, or equipment; conducts tests or experiments; ana­
lyzes results and redesigns or modifies equipment to im­
prove performance; reports results;
Plans or assists in planning tests to evaluate equip­
ment performance. Determines test requirements, equip­
ment modification, and test procedures; conducts tests,
analyzes and evaluates data, and prepares reports on
findings and recommendations;
Reviews and analyzes a variety of engineering data to
determine requirements to meet engineering objectives;
may calculate design data; prepares layouts, detailed
specifications, parts lists, estimates, procedures, etc. May
check and analyze drawings or equipment to determine
adequacy of drawings and design.

Drafter III
Prepares various drawings of parts and assemblies,
including sectional profiles, irregular or reverse curves,
hidden lines, and small or intricate details. Work requires
use of most of the conventional drafting techniques and a
working knowledge of the terms and procedures of the
industry. Familiar or recurring work is assigned in general
terms; unfamiliar assignments include information on
methods, procedures, sources of information, and prece­
dents to be followed. Simple revisions to existing drawings
may be assigned with a verbal explanation of the desired
results; more complex revisions are produced from sketches
which clearly depict the desired product.

DRAFTER
Performs drafting work requiring knowledge and skill in
drafting methods, procedures, and techniques. Prepares
drawings of structures, mechanical and electrical equip­
ment, piping and duct systems, and similar equipment,
systems, and assemblies. Drawings are used to communicate
engineering ideas, designs, and information in support of
engineering functions. Uses recognized systems of symbols,
legends, shadings, and lines having specific meaning in
drawings.




Drafter IV
Prepares complete sets of complex drawings which
include multiple views, detail drawings, and assembly
drawings. Drawings include complex design features that
require considerable drafting skill to visualize and portray.
Assignments regularly require the use of mathematical

61

formulas to compute weights, load capacities, dimensions,
quantities of materials, etc. Working from sketches and
verbal information supplied by an engineer or designer,
determines the most appropriate views, detail drawings, and
supplementary information needed to complete assign­
ments. Selects required information from precedents,
manufacturer’s catalogues, and technical guides. Independ­
ently resolves most of the problems encountered. Super­
visor or designer may suggest methods of approach or
provide advice on unusually difficult problems.

Computer Operator I

Work assignments consist of on-the-job training (some­
times augmented by classroom training). Operator is pro­
vided detailed written or oral guidance before and during
assignments and is under close personal supervision.
Computer Operator II

Work assignments typically are established production
runs (i.e., programs which present few operating problems)
executed by serial processing (i.e., one program is processed
at a time). In response to computer output instructions or
error conditions, applies standard operating or corrective
procedure. Refers problems which do not respond to
preplanned procedure.

NOTE: Exclude drafters performing work of similar
difficulty to that described at this level but who provide
support for a variety of organizations which have widely
differing functions or requirements.

Computer Operator III

Work assignments are characterized by the frequent
introduction of new programs, applications, and procedures
(i.e., situations which require the operator to adapt to a
variety of problems) executed by serial processing. In
response to computer output instructions or error condi­
tions, applies standard operating or corrective procedure.
Refers problems which do not respond to preplanned
procedure.
OR
Work assignments typically are established production
runs (i.e., programs which present few operating problems)
executed by serial processing. Selects from a variety of
standard setup and operating procedures. In response to
computer output instructions or error conditions, deviates
from standard procedures if standard procedures do not
provide a solution. Then refers or aborts program.

Drafter V

Works closely with design originators, preparing draw­
ings of unusual, complex, or original designs which require
a high degree of precision. Performs unusually difficult
assignments requiring considerable initiative, resource­
fulness, and drafting expertise. Assures that anticipated
problems in manufacture, assembly, installation, and opera­
tion are resolved by the drawings produced. Exercises
independent judgment in selecting and interpreting data
based on a knowledge of the design intent. Although
working primarily as a drafter, may occasionally perform
engineering design work in interpreting general designs
prepared by others or in completing missing design details.
May provide advice and guidance to lower level drafters or
serve as coordinator and planner for large and complex
drafting projects.

OR
Work assignments are established production runs (i.e.,
programs which present few operating problems) executed
by multiprocessing (i.e., simultaneous processing of two or
more programs). In response to computer output instruc­
tions or error conditions, applies standard operating or
corrective procedure. Refers problems which do not re­
spond to preplanned procedures.

COMPUTER OPERATOR

Monitors and operates the control console of a digital
computer, in accordance with operating instructions, to
process data. Work is characterized by the following:
Studies operating instructions to determine equip­
ment setup needed;
Loads equipment with required items (tapes, cards,
paper, etc.);
Switches necessary auxiliary equipment into system;
Starts and operates computer;
Responds to operating instructions and computer
output instructions;
Reviews error messages and makes corrections during
operation or refers problems;
Maintains operating record.

Computer Operator IV

Work assignments are characterized by the frequent
introduction of new programs, applications, and procedures
(i.e., situations which require the operator to adapt to a
variety of problems) executed by serial processing. Selects
from a variety of standard setup and operating procedures.
In response to computer output instructions or error
conditions, deviates from standard procedures if standard
procedures do not provide a solution. Then refers problems
or aborts program.
OR
Work assignments are characterized by the frequent
introduction of new programs, applications, and procedures
(i.e., situations which require the operator to adapt to a

May test-run new or modified programs and assist in
modifying systems or programs. Included within the scope
of this definition are fully qualified computer operators,
trainees working to become fully qualified operators, and
lead operators providing technical assistance to lower level
operators.




62

variety of problems) executed by multiprocessing. In
response to computer output instructions or error condi­
tions, applies standard operating or corrective procedure.
Refers problems which do not respond to preplanned
procedure.
OR

procedures (i.e., situations which require the operator to
adapt to a variety of problems). In responding to computer
output instructions and error conditions or to avoid loss of
information or to conserve computer time, operator de­
viates from standard procedures or aborts program. Such
actions may materially alter the computer unit’s production
plans. Advises programmers and subject-matter experts on
setup techniques.

Work assignments are established production runs, (i.e.,
programs which present few operating problems) executed
by multiprocessing. Selects from a variety of standard setup
and operating procedures. In response to computer output
instructions or error conditions, deviates from standard
procedures if standard procedures do not provide a solu­
tion. Then refers problems or aborts program.

Computer Operator VI

In addition to level V characteristics, assignments at this
level require a knowledge of program language, computer
features, and software systems to assist in: (1) Maintaining,
modifying, and developing operating systems or programs;
(2) developing operating instructions and techniques to
cover problem situations; (3) switching to emergency
backup procedures.

Computer Operator V

Work assignments are characterized by the frequent
testing and introduction of new programs, applications, and

Clerical
ACCOUNTING CLERK

Accounting Clerk II

Performs one or more routine accounting clerical opera­
tions, such as: Examining, verifying, and correcting
accounting transactions to ensure completeness and
accuracy of data and proper identification of accounts, and
checking that expenditures will not exceed obligations in
specified accounts; totaling, balancing, and reconciling
collection vouchers; posting data to transaction sheets
where employee identifies proper accounts and items to be
posted; and coding documents in accordance with a chart
(listing) of accounts. Employee follows specific and de­
tailed accounting procedures. Completed work is reviewed
for accuracy and compliance with procedures.

Performs one or more accounting tasks, such as posting
to registers and ledgers; balancing and reconciling accounts;
verifying the internal consistency, completeness, and
mathematical accuracy of accounting documents; assigning
prescribed accounting distribution codes; examining and
verifying the clerical accuracy of various types of reports,
lists, calculations, postings, etc.; preparing journal vouchers;
or making entries or adjustments to accounts.
Levels I and II require a basic knowledge of routine
clerical methods and office practices and procedures as they
relate to the clerical processing and recording transactions
and accounting information. Levels III and IV require
a knowledge and understanding of the established and
standardized bookkeeping and accounting procedures and
techniques used in an accounting system, or a segment of
an accounting system, where there are few variations in the
types of transactions handled. In addition, some jobs at
each level may require a basic knowledge and understanding
of the terminology, codes, and processes used in an
automated accounting system.

Accounting Clerk III

Uses a knowledge of double entry bookkeeping in
performing one or more of the following: Posts actions to
journals, identifying subsidiary accounts affected and debit
and credit entries to be made and assigning proper codes;
reviews computer printouts against manually maintained
journals, detecting and correcting erroneous postings, and
preparing documents to adjust accounting classifications
and other data; or reviews lists of transactions rejected by
an automated system, determining reasons for rejections,
and preparing necessary correcting material. On routine
assignments, employee selects and applies established pro­
cedures and techniques. Detailed instructions are provided
for difficult or unusual assignments. Completed work and
methods used are reviewed for technical accuracy.

Accounting Clerk I

Performs very simple and routine accounting clerical
operations, for example, recognizing and comparing easily
identified numbers and codes on similar and repetitive
accounting documents, verifying mathematical accuracy,
and identifying discrepancies and bringing them to the
supervisor’s attention. Supervisor gives clear and detailed
instructions for specific assignments. Employee refers to
supervisor all matters not covered by instructions. Work is
closely controlled and reviewed in detail for accuracy,
adequacy, and adherence to instructions.



Accounting Clerk IV

Maintains journals or subsidiary ledgers of an accounting
system and balances and reconciles accounts. Typical duties
include one or both of the following: Reviews invoices and
63

encoder to transcribe data into a form suitable for
computer processing. Work requires skill in operating an
alphanumeric keyboard and an understanding of trans­
cribing procedures and relevant data entry equipment.
Positions are classified into levels on the basis of the
following definitions.

statements (verifying information, ensuring sufficient funds
have been obligated, and if questionable, resolving with the
submitting unit, determining accounts involved, coding
transactions, and processing material through data process­
ing for application in the accounting system); and/or
analyzes and reconciles computer printouts with operating
unit reports (contacting units and researching causes of
discrepancies, and taking action to ensure that accounts
balance). Employee resolves problems in recurring assign­
ments in accordance with previous training and experience.
Supervisor provides suggestions for handling unusual or
nonrecurring transactions. Conformance with requirements
and technical soundness of completed work are reviewed by
the supervisor or are controlled by mechanisms built into
the accounting system.

Key Entry Operator I
Work is routine and repetitive. Under close supervision
or following specific procedures or detailed instructions,
works from various standardized source documents which
have been coded and require little or no selecting, coding,
or interpreting of data to be entered. Refers to supervisor
problems arising from erroneous items, codes, or missing
information.

Key Entry Operator II

NOTE: Excluded from level IV are positions responsible
for maintaining either a general ledger or a general ledger in
combination with subsidiary accounts.

Work requires the application of experience and judg­
ment in selecting procedures to be followed and in
searching for, interpreting, selecting, or coding items to be
entered from a variety of source documents. On occasion
may also perform some routine work as described for level

FILE CLERK
Files, classifies, and retrieves material in an established
filing system. May perform clerical and manual tasks
required to maintain files. Positions are classified into levels
on the basis of the following definitions.

I.
NOTE: Excluded are operators above level II using the
key entry controls to access, read, and evaluate the
substance of specific records to take substantive actions, or
to make entries requiring a similar level of knowledge.

File Clerk I
Performs routine filing of material that has already been
classified or which is easily classified in a simple serial
classification system (e.g., alphabetical, chronological, or
numerical). As requested, locates readily available material
in files and forwards material; may fill out withdrawal
charge. May perform simple clerical and manual tasks
required to maintain and service files.

MESSENGER
Performs various routine duties such as running errands,
operating minor office machines such as sealers or mailers,
opening and distributing mail, and other minor clerical
work. Excluded are positions that require operation of a
motor vehicle as a significant duty.

File Clerk II
Sorts, codes, and files unclassified material by simple
(subject-matter) headings or partly classified material by
finer subheadings. Prepares simple related index and crossreference aids. As requested, locates clearly identified
material in files and forwards material. May perform related
clerical tasks required to maintain and service files.

PERSONNEL CLERK (EMPLOYMENT)
Personnel clerks (employment) provide clerical and
technical support to personnel professionals or managers in
matters relating to recruiting, hiring, transfer, change in pay
status, and termination of company employees. At the
lower levels, clerks primarily provide basic information to
current and prospective employees, maintain personnel
records and information listings, and prepare and process
papers on personnel actions. At the higher levels, clerks
(often titled personnel assistants or specialists) may per­
form limited aspects of a personnel professional’s work,
e.g., interviewing candidates, recommending placements,
and preparing personnel reports. Final decisions on person­
nel actions are made by personnel professionals or man­
agers. Some clerks may perform a limited amount of work
in other specialties, such as benefits, compensation, or
employee relations. Typing may be required at any level.

File Clerk III
Classifies and indexes file material such as corres­
pondence, reports, technical documents, etc., in an estab­
lished filing system containing a number of varied subject
matter files. May also file this material. May keep records of
various types in conjunction with the files. May lead a small
group of lower level file clerks.

KEY ENTRY OPERATOR
Operates keyboard-controlled data entry device such as
keypunch machine or key-operated magnetic tape or disc




64

Excluded are:

managers on availability of applicants and status of hiring
actions; may verify employment dates and places supplied
on job applications; may maintain assigned personnel
records; may administer typing and stenography tests.
Completes routine assignments independently. Detailed
guidance is available for situations which deviate from
established precedents. Clerks are relied upon to alert
higher level clerks or supervisor to such situations. Work
may be spot checked periodically.

Clerks who primarily compute and process payrolls or
compute and/or respond to questions on company
benefits or retirement claims;
Workers responsible for maintaining and safeguarding
personnel record files for a company ;
Workers whose duties do not require a knowledge of
the company’s personnel rules and procedures, such as
receptionists, messengers, typists, or stenographers;
Workers in developmental personnel professional po­
sitions, generally requiring a college degree or equivalent
administrative experience; and
Workers who are primarily compensated for duties
outside the employment specialty, such as benefits,
compensation, or employee relations.

Personnel Clerk (Employment) III
Type A
Serves as a clerical expert in independently processing
the most complicated types of personnel actions, e.g.,
temporary employment, rehires, and dismissals, and in
providing information when it is necessary to consolidate
data from a number of sources, often with short deadlines.
Screens applications for obvious rejections. Resolves con­
flicts in computer listings or other sources of employee
information. Locates lost documents or reconstructs infor­
mation using a number of sources. May check references of
applicants when information in addition to dates and places
of past work is needed and judgment is required to ask
follow-up questions. May provide guidance to lower level
clerks. Supervisory review is similar to level II.

Positions are classified into levels on the basis of the
following definitions. The work described is essentially at a
responsible clerical level at the low levels and progresses to
a staff assistant or technician level. At Level III, which is
transitional, both types of work are described. Jobs which
match either type of work described at Level III, or which
are combinations of the two, can be matched.

Personnel Clerk (Employment) I
Performs routine tasks while receiving training and
gaining experience in applying company personnel proce­
dures and policies. Provides employment information and
appropriate forms to applicants or employees on types of
jobs being filled, procedures to follow, and sources of
additional information. Ensures that the proper company
forms are completed for name changes, locator informa­
tion, applications, etc. Reviews completed forms for signa­
tures, proper entries, etc. May maintain assigned segments
of company personnel records, posting such items as dates
of promotion, transfer, and hire; rates of pay; or personal
data. (If this information is computerized, skill in coding or
entering information may be needed as a minor duty.) May
answer outside inquiries for simple factual information,
such as verification of dates of employment in response to
credit checks on employees. Some receptionist or other
clerical duties may be performed.
Detailed company rules and procedures are available for
all aspects of the assignment. Guidance and assistance on
unusual questions are available at all times. Work is spot
checked, often on a daily basis.

AND/OR

Type B
Performs routine personnel assignments beyond the
clerical level, such as: Orienting new employees to company
programs, facilities, rules on time and attendance, and leave
policies; computing basic statistical information for reports
on manpower profiles, EEO progress and accomplishments,
hiring activities, attendance and leave profiles, turnover,
etc.; and screening applicants, rejecting those who do not
qualify for available openings for clear cut reasons, referring
others to appropriate employment interviewer. Guidance is
provided on possible sources of information, methods of
work, and types of reports needed. Completed written
work receives close technical review from higher level
personnel office employees; other work may be checked
occasionally.

Personnel Clerk (Employment) IV
Personnel Clerk (Employment) II

Performs work in support of personnel professionals
which requires a good working knowledge of personnel
procedures, guides, and precedents. In representative assign­
ments: Interviews applicants, obtains references, and
recommends placement of applicants in a few well-defined
occupations (trades or clerical) within a stable organization
or unit; conducts postplacement or exit interviews to
identify job adjustment problems or reasons for leaving the
company; performs routine statistical analyses related to
manpower, EEO, hiring, or other employment concerns,
e.g., compares one set of data to another set as instructed;

Examines and/or processes personnel action documents,
ensuring that all information is complete and consistent and
determines whether further discussion with applicants or
employees is needed or whether personnel information
must be checked against additional files or listings. Must
select the most appropriate precedent, rule, or procedure as
a basis for action from a number of alternatives. Responds
to questions from applicants, employees, or managers when
such information is readily available or can be obtained
from file material or manuals. May provide information to




65

d. Assistant-type positions which entail more difficult or
more responsible technical, adminstrative, or super­
visory duties which are not typical of secretarial
work, e.g., administrative assistant, or executive
assistant;

and requisitions applicants through employment agencies
for clerical or similar level jobs. At this level assistants
typically have a range of personal contacts within and
outside the company and with applicants, and must be
tactful and articulate. May perform some clerical work in
addition to the above duties. Supervisor reviews completed
work against stated objectives.

e. Secretaries performing routine duties or following
detailed and specific instructions and guidelines;
typically these positions perform duties that are iess
than the lowest level described below (LR-1);

Personnel Clerk (Employment) V
Workers at this level perform duties similar to level IV,
but are responsible for more complicated cases and work
with greater independence. Performs limited aspects of
professional personnel work dealing with a variety of
occupations common to the company which are clear-cut
and stable in employment requirements. Typical duties
include: Researching recruitment sources, such as employ­
ment agencies or State manpower offices, and advising
managers on the availability of candidates in common
occupations; screening and selecting employees for a few
routine, nonpermanent jobs, such as summer employment;
or answering inquiries on a controversial issue, such as a
hiring or promotion freeze. These duties often require
considerable skill and diplomacy in communications. Other
typical duties may include: Surveying managers for future
hiring requirements; developing newspaper vacancy
announcements or explaining job requirements to employ­
ment agencies for administrative or professional positions;
or reviewing the effect of corporate personnel procedural
changes on local employment programs (e.g., automation of
records, new affirmative action goals). May incidently
perform some clerical duties. Supervisory review is similar
to level IV.

f. Positions which do not fit any of the situations listed
in the section below titled “Level of Secretary’s
Supervisor,” e.g., secretary to the president of a
company that employs, in all, over 5,000 persons;
g. Trainees.

Classification by level
Secretary jobs which meet the required characteristics
are matched at one of five levels according to (a) the level
of the secretary’s supervisor within the company’s organiza­
tional structure and, (b) the level of the secretary’s respon­
sibility. The table following the explanations of these two
factors indicates the level of the secretary for each combi­
nation of the factors.

Level of Secretary’s Supervisor
Secretaries should be matched at one of the four LS
levels described below according to the level of the sec­
retary’s supervisor within the company organizational
structure.
LS-1 a. Secretary to the supervisor or head of a small
organizational unit (e.g., fewer than about 25
or 30 persons). The supervisor usually directs
employees through face-to-face meetings; or

SECRETARY

b. Secretary to a nonsupervisory staff specialist,
professional employee, administrative officer,
skilled technician, or expert. NOTE: Many
companies assign stenographers, rather than
secretaries, as described above, to this level of
supervisory or nonsupervisory worker.)

Provides principal secretarial support in an office,
usually to one individual, and in some cases to the subor­
dinate staff of that individual. Maintains a close and highly
responsible relationship to the day-to-day activities of
the supervisor and staff. Works fairly independently,
receiving a minimum of detailed supervision and guidance.
Performs varied clerical and secretarial duties requiring a
knowledge of office routine and understanding of the
organization, programs, and procedures related to the work
of the office.

LS-2 a. Secretary to an executive or managerial person
whose responsibility is not equivalent to one of
the specific level situations in the definition for
LS-3, but whose organizational unit normally
numbers at least several dozen employees and
is usually divided into organizational segments
which are often, in turn, further subdivided. In
some companies, this level includes a wide
range of organizational echelons; in others, only
one or two. The supervisor usually directs activ­
ities through project or unit managers; or

Exclusions. Not all positions that are titled “secretary”
possess the above characteristics. Examples of positions
which are excluded from the definition are as follows:

a. Clerks or secretaries working under the direction of
other secretaries or administrative assistants;

b. Secretary to the head of an individual plant,
factory, etc., (or other equivalent level of
official) that employs, in all, fewer than 5,000
persons.

b. Stenographers not fully trained in secretarial duties;
c. Stenographers or secretaries serving as office assis­
tants to a group of professional, technical, or man­
agerial persons only;



LS-3 a. Secretary to a corporate officer (other than
chairman of the board or president) of a com66

range of procedural office duties that involve various re­
lated steps, processes, or methods.
Performs varied secretaries duties including or compa­
rable to most of the following:

pany that employs, in all over 100 but fewer
than 5,000 persons; or
b. Secretary to the head (immediately below the
officer level) over either a major corporate­
wide functional activity (e.g., marketing,
research, operations, industrial relations, etc.)
or a major geographic or organizational segment
(e.g., a regional headquarters, or a major divi­
sion) of a company that employs, in all, over
5,000 but fewer than 25,000 employees; or

a. Maintains supervisor’s calendar and makes appoint­
ments as instructed.
b. Reviews correspondence, memoranda, and reports
prepared by others for the supervisor’s signature to
assure procedural and typographic accuracy.

c. Secretary to the head of an individual plant,
factory, etc. (or other equivalent level of of­
ficial) that employs, in all, over 5,000 persons;
or

c. Makes travel arrangements for supervisor and staff.
d. Notifies staff of meetings or conferences.
e. Requisitions supplies, printing, or other services.

d. Secretary to the head of a large and important
organizational segment (e.g., a middle manage­
ment supervisor of an organizational segment
often involving as many as several hundred
persons) of a company that employs, in all,
over 25,000 persons.

f. Prepares scheduled reports from readily available
information in the files.
g. Reviews publications for articles of special interest
to the supervisor or staff.

LS-4 a. Secretary to the chairman of the board or
president of a company that employes, in all,
over 100 but fewer than 5,000 persons; or

h. Answers telephone, greets personal callers, and opens
incoming mail.

b. Secretary to a corporate officer (other than
the chairman of the board or president) of a
company than employs, in all over 5,000, but
fewer than 25,000 persons; or

i. Answers telephone requests which have standard
answers. May reply to requests by sending a form
letter.
j. Types, takes and transcribes dictation, and files.

c. Secretary to the head, immediately below the
corporate officer level, of a major segment or
subsidiary of a company that employs, in all,
over 25,000 persons.

LR-2. Works independently to achieve defined objectives;

handles problems and deviations in accordance with estab­
lished instructions, priorities and program goals. Guidelines
include a large number of unwritten policies, precedents,
and practices.
Performs duties under LR-1 and, in addition, performs
tasks requiring greater judgement, initiative, and knowl­
edge of office functions. Work consists of various different
and unrelated processes and methods, including or compa­
rable to most of the following:

NOTE: The term “corporate officer,” used in the above
LS definitions refers to those officials who have a signif­
icant corporate-wide policymaking role with regard to
major company activities. The title “vice president,”
though normally indicative of this role, does not in all cases
identify such positions. Vice presidents whose primary
responsibility is to act personally on individual cases or
transactions (e.g., approve or deny individual loan or credit
actions; administer individual trust accounts; directly
supervise a clerical staff) are not considered to be “corpo­
rate officers” for purposes of applying the definition.

a. Schedules tentative appointments without prior
clearance. Assembles necessary background material
for scheduled meetings. Makes arrangements for
meetings and conferences.
b. Screens telephone and personal callers, determining
which can be handled by the supervisor’s subordi­
nates or other offices.

Level of Secretary’s Responsibility (LR)
This factor evaluates the nature of the work relation­
ship between the secretary and the supervisor or staff, and
the extent to which the secretary is expected to exercise
initiative and judgement. Secretaries should be matched at
LR-1 or LR-2 described below according to their level of
responsibility.

c. Answers requests which require a detailed knowledge
of office procedures or collection of information
from files or other offices. May sign routine cor­
respondence in own or supervisor’s name.

LR-1. Works under general instructions and guidance as

d. Prepares special or one-time reports from information
selected and extrapolated from different sources on
the basis of general instructions. *

needed; carries out recurring work of the office indepen­
dently; selects appropriate guidelines, references and pro­
cedures for application to specific cases. Performs a full

e. Explains supervisor’s requirements to other em­
ployees in supervisor’s unit. (Also types, takes dicta­
tion and files.)




67

been recorded on discs, cylinders, belts, tapes, or
other similar media;

Table C-4 Criteria for matching secretaries
by level
Level o f S ecre ta ry 's
S up ervisor
LS-1
.
.
.
L S - 2 .............................
LS -3
.
.
..............
L S - 4 ...................................................

Level o f S e c re ta ry 's R es p o n s ib ility
L R -1
I
II
III
IV

(b)

The use of varitype machines, composing equip­
ment or automatic equipment in preparing ma­
terial for printing; and

(c)

Familiarity with specilaized terminology in various
keyboard commands to manipulate or edit the
recorded text to accomplish revisions, or to per­
form tasks such as extracting and listing items
from the text, or transmitting text to other
terminals, or using sort commands to have the
machine reorder material. Typically requires the
use of automatic equipment which may be either
computer linked or have a programmable memory
so that material can be organized in regularly used
formats or preformed paragraphs which can then
be coded and stored for future use in letters or
documents.

L R -2
II
III
IV
V

STENOGRAPHER
Primary duty is to take dictation using shorthand, and
to transcribe the dictation. May also type from written
copy. May operate from a stenographic pool. May occa­
sionally transcribe from voice recordings.
NOTE: This job is distinguished from that of a secretary
in that a secretary normally works as the principal office
assistant performing more responsible and discretionary
tasks.

Stenographer, General

Typist I

Takes and transcribes dictation under close supervision
and detailed instructions. May maintain files, keep simple
records, or perform other relatively routine clerical tasks.

Performs one or more o f the following: Copy typing
from rough or clear drafts; or routine typing of forms,
insurance policies, etc; or setting up simple standard tabu­
lations; or copying more complex tables already set up and
spaced properly.

Stenographer, Senior
Takes and transcribes dictation determining the most
appropriate format. Performs stenographic duties requiring
significantly greater independence and responsibility than
general stenographer. Supervisor typically provides general
instructions. Work requires a thorough working knowledge
of general business and office procedure and of the specific
business operations, organizations, policies, procedures,
files, workflow, etc. Uses this knowledge in performing
stenographic duties and responsible clerical tasks such as
maintaining follow-up flies; assembling material for reports,
memoranda, and letters; composing simple letters from
general instructions; reading and routing incoming mail;
answering routine questions; etc.

Typist II
Performs one or more o f the following: Typing material
in final form when it involves combining material from
several sources; or responsibility for correct spelling,
syllabication, punctuation, etc., of technical or unusual
words or foreign language material; or planning layout and
typing of complicated statistical tables to maintain unifor­
mity and balance in spacing. May type routine form letters,
varying details to suit circumstances.
NOTE: The occupational title and definition for messenger is the same as
that 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:

NOTE: Excluded are stenographers above this level who
take dictation involving the frequent use of wide variety of
technical or specialized vocabulary. Typically this kind'of
vocabulary cannot be learned by a relatively short period
of time, e.g., a month or two.

Occupation
Accounting clerks1 ...................

TYPIST
Uses a manual, electric, or automatic typewriter to type
various materials. Included are automatic typewriters that
are used only to record text and update and reproduce
previously typed items from magnetic cards or tape. May
include typing of stencils, mats, or similar materials for use
in duplicating processes. May do clerical work involving
little special training, such as keeping simple records, filing
records and reports, or sorting and distributing incoming
mail.
Excluded from this definition is work that involves:
(a)

Drafters1 ..................................

File clerks....................................

Key entry o p era to rs...............

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

Occupational
Wage Surveys
in
Metropolitan
Areas
D
C
B
A
E
D
C
B
A
C
B
A
B
A

1 The 4-level definition for accounting clerk was introduced in the area
surveys in calendar year 1980 and the 5-level drafter definition, in 1979.
Three years are required to bring new job definitions into all areas covered
by the program.

Typing directly from spoken material that has




National Survey
o f Professional,
Administrative,
Technical, and
Clerical Pay

68

Appendix D. Comparison of
Salaries in Private Industry with
Salaries of Federal Employees
Under the General Schedule

Labor Statistics, prepared the occupational work level
definitions used in the survey. Definitions were graded by
OPM according to standards established for each grade
level. Table D-l shows the surveyed jobs grouped by work
levels equivalent to General Schedule grade levels.

The survey was designed to provide a basis for com­
paring salaries under the General Schedule classification and
pay system with salaries in private enterprise. To assure
collection of pay data for work levels equivalent to the
General Schedule grade levels, the Office of Personnel
Management (O PM ), in cooperation with the Bureau of




69

Table D.1 Com parison of average annual salaries in private industry with salary rates for Federal employees
under the G eneral Schedule

O c c u p a tio n and level
surveyed b y B L S 1

A verage
annual
salary
in priv a te
in d u s try 2
M a rc h 1 9 8 0

S a la ry rates fo r Federal em p lo y e e s u n d e r th e G en e ra l S ch e d u le, M a rc h 1 9 8 0 3

G ra d e 4

A verage5
M arch 1 9 8 0

S te p 6
1

2

3

4

5

6

7

8

9

10

$ 7 ,9 3 0

$ 8 ,1 7 0

$ 8 ,4 1 0

$ 8 ,6 5 0

$ 8 ,8 9 0

$ 8 ,9 0 2

$ 9 ,1 2 6

F ile cle rks 1
M esseng ers.

$ 7 ,8 8 9
8 ,5 6 1

GS 1

$ 7 ,3 1 1

$ 7 ,2 1 0

$ 7 ,4 5 0

$ 7 ,6 9 0

A c c o u n tin g c lerks 1 .
D ra fte rs 1. . .
F ile C le rk s I I ...................
K ey e n tr y o p e ra to rs 1.
T y p is ts 1 .

8 ,8 0 6
1 0 ,2 1 6
8 ,8 2 9
9 ,9 8 1
9 ,1 6 1

GS 2

8 ,3 0 3

8 ,1 2 8

8 ,3 9 9

8 ,6 7 0

( 8 ,9 0 2 )

9 ,0 0 2

9 ,2 6 7

9 .5 3 2

9 ,7 9 7

1 0 ,0 6 2

1 0 ,3 2 7

A c c o u n tin g c lerks II
D ra fte rs I I ..............................
E n g in e e rin g te c h n ic ia n s 1.
F ile clerks I I I ..................
K ey e n tr y o p e ra to rs I I ,
Personnel cle rks 1 . .
S te n o g ra p h ers , general .
T y p is ts II .

1 0 .3 7 7
1 1 ,6 8 9
1 2 ,2 2 8
1 1 ,0 2 6
1 1 ,7 2 3
9 ,5 9 1
1 1 ,8 9 9
1 1 ,0 1 0

GS 3

9 ,5 5 8

8 ,9 5 2

9 ,2 5 0

9 ,5 4 8

( 9 ,8 4 6 )

1 0 ,1 4 4

1 0 ,4 4 2

1 0 ,7 4 0

1 1 ,0 3 8

1 1 ,3 3 6

1 1 ,6 3 4

A c c o u n tin g clerks I I I .
C o m p u te r o p e ra to rs 1.
D ra fte rs I I I ..............................
E n g in e e rin g te c h n ic ia n s II
Personnel c le rk I I .
S ecretaries 1 ...................
S te n o g ra p h ers , s e n io r.

1 2 ,3 2 8
1 0 ,1 6 4
1 4 ,3 0 8
1 4 ,2 1 2
1 1 ,5 2 9
1 1 ,2 9 6
1 3 ,8 7 6

GS 4

1 1 ,1 5 2

1 0 ,0 4 9

1 0 ,3 8 4

1 0 ,7 1 9

( 1 1 ,0 5 4 )

1 1 ,3 8 9

1 1 ,7 2 4

1 2 ,0 5 9

1 2 ,3 9 4

1 2 ,7 2 9

1 3 ,0 6 4

A c c o u n tin g clerks IV .
A c c o u n ta n ts 1 .
A u d ito r s 1
B uyers 1 .
C h e m ists 1 ......................
C o m p u te r o p e ra to rs II
D ra fte rs IV .
E ngineers 1.................................
E n g in e e rin g te c h n ic ia n s I I I .
J ob analysts 1 . . . .
P ersonnel c lerks I I I .
S ec re ta ries II .

1 5 ,3 5 8
1 5 ,1 4 9
1 4 ,8 5 8
1 4 ,8 6 1
1 6 ,2 0 0
1 2 ,0 1 6
1 7 ,2 1 5
1 9 ,4 1 1
1 6 ,7 5 6
1 6 ,0 5 6
1 2 ,8 9 6
1 2 ,6 1 1

GS 5

1 2 ,7 4 4

1 1 ,2 4 3

1 1 ,6 1 8

1 1 ,9 9 3

( 1 2 ,3 6 8 )

1 2 ,7 4 3

1 3 ,1 1 8

1 3 ,4 9 3

1 3 ,8 6 8

1 4 ,2 4 3

1 4 ,6 1 8

C o m p u te r o p e ra to rs I I I .
P ersonnel cle rks IV .
S e cretaries I I I ,

1 2 ,9 5 7
1 5 ,7 2 6
1 4 ,0 1 8

GS 6

1 4 ,4 2 3

1 2 ,5 3 1

1 2 ,9 4 9

1 3 ,3 6 7

( 1 3 ,7 8 5 )

1 4 ,2 0 3

1 4 ,6 2 1

1 5 ,0 3 9

1 5 ,4 5 7

1 5 ,8 7 5

1 6 ,2 9 3

See footnotes at end o f table.




Table D-1. C ontinu ed— Com parison of average annual salaries in private industry with salary rates for Federal
em ployees under the General Schedule
Average
annual
salary
in p rivate
in d u s try 2
M arch 1 9 8 0

O c c u p a tio n and level
surveyed b y B L S 1

S a la ry rates fo r Fe d e ra l e m p lo y e e s u n d e r th e G eneral S c h e d u le, M a rc h 1 9 8 0 3

G ra d e 4

A ve ra g e 5
M a rc h 1 9 8 0

S te p 6
1

2

3

4

5

$ 1 4 ,8 5 3

$ 1 5 ,3 1 7

$ 1 5 ,7 8 1

6

7

8

9

$ 1 7 ,1 7 3

$ 1 7 ,6 3 7

10

A c c o u n ta n ts II
A u d ito rs I I .
B uyers II . .
C hem ists II .
...............
C o m p u te r o p e ra to rs IV .
D ra fte rs V .
E ngineers I I ..............................
E n g in e e rin g te c h n ic ia n s IV .
Job analysts I I . . .
P ersonnel c lerks V .
P ub lic a c c o u n ta n ts 1
S ecretaries IV .

1 8 ,4 2 7
1 8 ,0 0 2
1 8 ,4 6 7
1 9 ,5 7 1
1 6 ,0 5 0
2 1 ,6 9 0
2 1 ,2 8 5
1 9 ,5 4 7
1 6 ,7 9 5
1 9 ,8 3 7
1 4 ,9 5 8
1 5 ,3 8 2

GS 7

$ 1 5 ,7 2 9

$ 1 3 ,9 2 5

$ 1 4 ,3 8 9

C o m p u te r o p e ra to rs V .
S e cretaries V .

1 8 ,4 5 4
1 7 ,1 3 2

GS 8

1 7 ,8 9 3

1 5 ,4 2 3

1 5 ,3 9 7

1 6 ,4 5 1 .

1 6 ,9 6 5 )

1 7 ,4 7 9

1 7 ,9 9 3 )

1 8 ,5 0 7

1 9 ,0 2 1

1 9 ,5 3 5

2 0 ,0 4 9

A c c o u n ta n ts I I I .
A tto r n e y s 1
A u d ito rs I I I
B uyers I I I .
C h e m ists I I I ......................
C o m p u te r o p e ra to r V I
E ngineers I I I ...............
E ng in e e rin g te c h n ic ia n s V
Job analysts I I I . . . .
P u b lic a c c o u n ta n ts II .

2 1 ,2 9 9
2 0 ,9 1 1
2 2 ,0 2 6
2 2 ,9 0 4
2 3 ,3 7 3
1 9 ,5 1 1
2 4 ,1 6 0
2 2 ,3 2 3
2 1 ,4 8 4
1 6 ,6 8 9

GS 9

1 9 ,1 1 0

1 7 ,0 3 5

1 7 ,6 0 3

1 8 ,1 7 1

1 8 ,7 3 9 )

1 9 ,3 0 7

1 9 ,8 7 5 )

2 0 ,4 4 3

2 1 ,0 1 1

2 1 ,5 7 9

2 2 ,1 4 7

A c c o u n ta n ts IV .
A tto r n e y s II .
A u d ito rs IV
B uyers IV . .
C h e m ists I V ...............
C h ie f a c c o u n ta n ts 1 . . .
D ire c to rs o f perso nnel 1
E ngineers I V . .
Jo b analysts IV . . . .
P u b lic a c c o u n ta n ts I I I

2 6 ,1 5 8
2 5 ,5 4 9
2 6 ,7 8 2
2 7 .7 7 7
2 7 ,6 8 1
2 8 ,3 4 7
2 4 ,7 1 9
2 8 ,4 8 6
2 6 ,3 1 5
1 9 ,8 0 6

GS 11

2 3 ,3 3 1

2 0 ,6 1 1

2 1 ,2 9 8

2 1 ,9 8 5

2 2 ,6 7 2 )

2 3 ,3 5 9

2 4 ,0 4 6 )

2 4 ,7 3 3

2 5 ,4 2 0

2 6 ,1 0 7

2 6 ,7 9 4

A c c o u n ta n ts V
A tto r n e y s I I I
C h e m ists V ...................
C h ie f a cc o u n ta n ts 1 . . .
1
D ire c to rs o f p erso nnel II .
Engineers V ...................
P u b lic a c c o u n ta n ts IV

3 1 ,9 3 7
3 3 .0 3 4
3 3 ,7 9 3
3 2 ,6 6 2
3 1 ,8 3 2
3 3 ,1 4 1
2 3 ,9 0 0

GS 12

2 7 ,9 5 8

[ 2 4 ,7 0 3

2 5 ,5 2 6

2 6 ,3 4 9

2 7 ,1 7 2 )

2 7 ,9 9 5

2 8 ,8 1 8 )

2 9 ,6 4 1

3 0 ,4 6 4

[3 1 ,2 8 7

3 2 ,1 1 0

See footnotes at end o f table.




.

.

.

$ 1 6 ,2 4 5

$ 1 6 ,7 0 9

$ 1 8 ,1 0 1

Table D-1. C ontinued— Com parison of average annual salaries in private industry with salary rates for Federal
em ployees under the G eneral Schedule
Average
annual
salary
in p riv a te
in d u s try 2
M a rc h 1 9 8 0

O c c u p a tio n and level
surveyed by B L S 1

S a la ry rates fo r F ederal e m p lo y e e s u n d e r th e G eneral S c h e d u le, M a rc h 1 9 8 0 3

G ra d e 4

A verage5
M arch 1 9 8 0

S te p 6
1

2

3
$ 3 1 ,3 3 3

A c c o u n ta n ts V I .
A tto r n e y s IV
C h e m ists V I ..................
C h ie f a c c o u n ta n ts I I I . . .
D ire c to rs o f perso nnel I I I
E ngineers V 1.

$ 3 3 ,5 9 3

$ 2 9 ,3 7 5

$ 3 0 ,3 5 4

4 9 ,8 6 4
4 5 ,8 8 3
5 0 ,0 7 3
4 9 ,7 3 0
4 3 ,2 4 2

GS 14

3 9 ,6 3 5

3 4 ,7 1 3

3 5 ,8 7 0

A tto r n e y s V I .
E ng ineers V I I I ...........................................................

ro

GS 13

A tto r n e y s V .
C h e m ists V I I ..................
C h ie f a cc o u n ta n ts IV . . .
D ire c to rs o f perso nnel IV
E ngineers V 1
1

-^
1

$ 4 0 ,2 9 2
4 0 ,8 6 4
3 8 ,1 3 7
4 1 ,0 9 2
3 7 ,8 1 6
3 8 ,2 5 9

6 0 ,6 4 1
5 0 ,0 7 9

GS 15 7

4 5 ,7 3 1

4 0 ,8 3 2

4 2 ,1 9 3

1 F o r d e fin itio n s , see a p p e n d ix C.
2 S urv e y fin d in g s , as s u m m a rize d in ta b le 1 o f this b u lle tin . F o r scope o f survey, see
a p p e n d ix A .
3 G eneral S c h e d u le rates in e ffe c t in M a rc h 1 9 8 0 , th e reference date of th e P A T C survey.
4 C o rre s p o n d in g grades in th e G e n e ra l S c h e d u le w ere supplied by th e O ffic e o f Personnel
M a n a g e m e n t.
5 M ean salary o f all G e n e ra l S c h e d u le e m p lo y e e s in each grade as o f M arch 3 1 , 1 9 8 0 . N o t
lim ite d to Fe d e ra l e m p lo y e e s in o c c u p a tio n s surveyed by B LS.

☆ U. S. GOVERNMENT PRINTING OFFICE : 198 0
329-788/6622




4

5

7

6

8

9

10

$ 3 2 ,3 1 2

$ 3 3 ,2 9 1

$ 3 4 ,2 7 0

$ 3 5 ,2 4 9

$ 3 6 ,2 2 8

$ 3 7 ,2 0 7

$ 3 8 ,1 8 6

3 7 ,0 2 7

3 8 ,1 8 4

3 9 ,3 4 1

4 0 ,4 9 8

4 1 ,6 5 5

4 2 ,8 1 2 )

4 3 ,9 6 9

4 5 ,1 2 6

4 3 ,5 5 4

4 4 ,9 1 5

4 6 ,2 7 6

4 7 ,6 3 7

4 8 ,9 9 8

5 0 ,3 5 9

5 1 ,7 2 0

5 3 ,0 8 1

6 S e c tio n 5 3 3 5 o f tit le 5 o f th e U .S . C ode provid es fo r w ith in -g ra d e increases on c o n d i­
tio n th a t th e e m p lo y e e 's w o rk is o f an a cc eptable level o f c o m p e te n c e as d e fin e d by th e
head o f th e agency. F o r e m p lo y e e s w h o m e e t th is c o n d itio n , th e service req u ire m en ts are
5 2 c ale n d a r w eeks each fo r a d v a n c em e n t to salary rates 2 , 3 , and 4; 1 0 4 w eeks each fo r
a d v a n c em e n t to salary rates 5 , 6 , and 7; and 1 5 6 w eeks each fo r a d v a n c em e n t to salary rates
8 , 9 , and 10. S e c tio n 5 3 3 6 provides t h a t an a d d itio n a l w ith in -g ra d e increase m a y be granted
w ith in a ny pe rio d o f 5 2 w eeks in re c o g n itio n o f high q u a lity p e rfo rm a n c e above th a t o r d i­
n a rily fo u n d in th e ty p e o f p o sitio n c o n c e rn e d .
7 T h e rate o f p ay fo r e m p lo y e e s at som e steps is lim ite d b y section 5 3 0 8 o f t it le 5 o f th e
U .S . C o d e to th e rate fo r level V o f th e E x e c u tiv e S ch ed u le.

Under Section 5303 of title 5 of the U.S. Code, higher minimum rates (but not exceeding the
maximum salary rate prescribed in the General Schedule for the grade or level) and a corresponding
new salary range may be established for positions or occupations under certain conditions. The
conditions include a finding that the Government’s recruitment or retention of well qualified
persons is significantly handicapped because the salary rates in private industry are substantially
above the salary rates of the statutory pay schedules. As of March 1980, special, higher salary ranges
were authorized for professional engineers at the entry grades (GS-5 and GS-7), and at GS-9.
Information on special salary rates, including the occupations and the areas to which they apply,
may be obtained from the Office of Personnel Management, Washington, D.C. 20415, or its regional
offices.

Bureau of Labor Statistics
Regional Offices

Region I
1603 JFK Federal Building
Government Center
Boston, Mass. 02203
Phone: (617) 223-6761

Region IV
1371 Peachtree Street, N.E.
Atlanta, Ga. 30367
Phone: (404) 881-4418

Region V
Region II
Suite 3400
1515 Broadway
New York, N.Y. 10036
Phone: (212) 944-3121

Region III
3535 Market Street
P.O. Box 13309
Philadelphia, Pa. 19101
Phone: (215) 596-1154




9th Floor
Federal Office Building
230 S. Dearborn Street
Chicago, III. 60604
Phone: (312) 353-1880

Region VI
Second Floor
'555 Griffin Square Building
Dallas, Tex. 75202
Phone: (214) 767-6971

Regions VII and VIII
911 Walnut Street
Kansas City, Mo. 64106
Phone: (816) 374-2481

Regions IX and X
450 Golden Gate Avenue
Box 36017
San Francisco, Calif. 94102
Phone: (415) 556-4678


Federal Reserve Bank of St. Louis, One Federal Reserve Bank Plaza, St. Louis, MO 63102