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Matfenal Survey ©f
2 /F /
Professional, Administrative,
Technical, and CterSeal P»ay,
March 1983
U.S. Department of Labor
Bureau of Labor Statistics
September 1983
Bulletin 2181




MR 2 3 1984
3 a y to ,^ & M o n tg urritJfy q q
& (w o m g u ,^

P u b lic L ibrary

fffetfenal Syrw©^ @f
Professional, Administrative,
Technical, and Clerical Pay,
March 1983
U.S. Department of Labor
Raymond J. Donovan, Secretary
Bureau of Labor Statistics
Janet L. Norwood, Commissioner
September 1983
Bulletin 2181




l or sale bv the Superintendent of Documents. U.S. Government Printing Office
Washington, D .C . 20402
Stock No. 029 O0I 02763 0




translatable to specific General Schedule ( g s ) grades
applying to Federal employees. Thus, the definitions of
some occupations and work levels were limited to
specific elements that could be classified uniformly
among establishments. The Bureau o f Labor Statistics
and the Office of Personnel Management worked joint­
ly 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 in this
bulletin. The Bureau, on its own behalf and on behalf of
the other Federal agencies that contributed to survey
planning, wishes to express appreciation for the
cooperation it has received.
This survey was conducted in the Bureau’s Office of
Wages and Industrial Relations by the Division o f Oc­
cupational Pay and Employee Benefit Levels. Mark S.
Sieling prepared the analysis in this bulletin. Computer
programming and tabulation o f data were developed by
Richard S. Schidt under the direction of Richard W.
Maylott, Office of Statistical Operations. Terry
Burdette and Larry Huff, of the Office of Survey
Design, were responsible for the sampling design and
other statistical procedures. Field work and data collec­
tion for the survey were directed by the Bureau’s Assis­
tant Regional Commissioners for Operations.
Although only nationwide salary data are presented
in this bulletin, salary data for clerical occupations and
for drafters and some computer occupations are
available for each metropolitan area in which the
Bureau conducts area wage surveys. These area reports
also include information on the incidence of employee
benefits such as paid vacations, holidays, and health, in­
surance, and pension plans for nonsupervisory office
workers.
In 1982, a survey of employee benefits in private in­
dustry covered the same scope as the national survey o f
professional, administrative, technical, and clerical pay.
The findings o f the survey appear in Employee Benefits
in Medium and Large Firms, 1982, Bulletin 2176
(Bureau of Labor Statistics, 1983). Copies are for sale
from the Government Printing Office or the Bureau’s
regional offices listed on the inside back cover of this
bulletin.
Material in this publication is in the public domain
and, with appropriate credit, may be reproduced
without permission.

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 1983, is representative of
establishments in a broad spectrum of industries
throughout the United States, except Alaska and Hawaii.
The results of the national white-collar salary 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 to serve jointly as his agent to
establish pay for Federal white-collar employees.
The President’s agent specifies the geographic scope
of the survey, the industries to be studied, the minimum
establishment size to be included, and the survey oc­
cupations. The agent also formulates comparability
procedures, uses the survey results to develop statistical
paylines, and recommends comparability pay ad­
justments to the President.
The Bureau o f Labor Statistics, under the Federal
Pay Comparability Act of 1970, is responsible for con­
ducting the survey and advising on the feasibility of pro­
posed survey changes. The Bureau prepares a list of
establishments covered by the survey, draws a
probability-based sample' from this list, collects,
tabulates, and reports the data. As mentioned above,
however, the survey design is the responsibility of the
President’s Pay Agent. It should also be emphasized
that this survey, like other salary surveys, does not pro­
vide 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 generally are numerically
important in industry as well as in the Federal Service,
and (c) essentially of the same nature in both the Federal
and private sectors.
Occupational definitions used to collect salary data
(appendix C) reflect duties and responsibilities in private
industry; however, they are also designed to be




iii




C®injt@nts

Page

Summary......................................................................................................................................
Characteristics of the survey......................................................................................................
Em ployment.................................
Changes in salary levels......................... ...................................................................................
Average salaries, March 1983 ....................................................................................................
Salary levels in metropolitan areas.............................................................................................
Salary levels in large establishments...........................................................................................
Salary distributions....................................................................................................................
Pay differences by industry........................................................................................................
Average standard weekly h o u r s .......................

1
1
1
1
2
4
5
5
5
6

Text tables:
1. Percent increases in average salaries by occupation, 1973-83..................................
2. Percent increases in average salaries by work level category, 1973-83....................
3. Distribution of work levels by degree of salary dispersion, March 1983................

2
2
6

Reference tables:
Average salaries:
h United S tates............................................................................................................. 10
2. Metropolitan a re a s .................................................................................................... 12
3. Establishments employing 2,500 workers or m o r e ...................................................... 14
Employment distribution by salary:
4. Professional and administrative occupations .........................................................
5. Technical support occupations.................................................................................
6. Clerical occupations...................................................................................................
1. Occupational employment distribution: By industry division..............................
8. Relative salary levels: Occupation by industry d iv ision.........................................
9. Average weekly hours: Occupation by industry division.......................................
Charts:
1.
2.
3.
4.

Salaries in professional and technical occupations, March 1983 ............................
Salaries in administrative occupations, March 1983 ...............................................
Salaries in clerical occupations, March 1983 ...........................................................
Relative employment in selected occupational groups by industry division,
March 1983 ...........

Appendixes:
A. Scope and method of survey.....................................................................................
B. Job match validation.................................................................................................
C. Occupational definitions...........................................................................................
D. Comparison of salaries in private industry with salaries of Federal
employees under the Genaral Schedule.................................................................




16
24
26
29
29
30

7
8
8
9

31
35
36
76




Professional, Administrative,
Technical, and Clerical Pay,
March 1S83

The number of levels in each occupation ranges from
one for messengers to eight for engineers. These work
levels, however, are not intended to represent all the
workers in a specific occupation. Thus, the survey does
not present comparisons of overall occupational salary
levels, such as between accountants as a group and
engineers.
The approximately 44,000 establishments within the
scope o f the survey employed slightly over 22 million
workers; just over 45 percent were professional, ad­
ministrative, technical, and clerical employees. Of these
white-collar workers, 18 percent were in occupations for
which salary data were developed. The survey presents
separate occupational data for m etropolitan
areas—where over nine-tenths of the white-collar
workers were employed—and for establishments
employing 2,500 workers or more.

Summary
Average salaries for selected white-collar occupations
in medium- and large-size establishments increased less
in the year ended March 1983 than in the previous 2
years.1 For the 24 occupations included in the survey,
increases ranged from 4.2 percent to 9.7 percent. For all
but two o f the occupations, the increases were below
those recorded in 1981 or 1982.
Average monthly salaries for the 101 occupational
levels studied ranged from $809 for clerks performing
routine filing to $7,076 for the highest level o f attorneys
surveyed. For most occupations, salary levels in
metropolitan areas and in large establishments were
higher than the average for all establishments within the
scope o f the survey. Among the industry divisions
represented in the survey, public utilities usually
reported the highest salaries while finance* insurance,
and real estate industries generally reported the lowest
salaries and the shortest standard weekly hours.

Em ploym ent
Occupational employment varied widely, reflecting
both actual differences among occupations and dif­
ferences in the range of duties and responsibilities
covered by the definitions. For example, there were
528,000 incumbents in the eight levels of engineers, ac­
counting for about seven-tenths o f the 738,000 profes­
sional employees; corporate attorneys, in contrast,
numbered under 14,000— figure that does not include
-a
those6 in legal firms. The occupation of programmer/programmer analyst had 139,000 employees in five
work levels, or approximately seven-tenths of the
employees in all administrative jobs surveyed, which
also include buyers, job analysts, and directors o f per­
sonnel. Engineering technicians accounted for about
two-fifths of the 265,400 technical workers, followed by
drafters (three-tenths) and computer operators (approx­
imately one-fourth). Secretaries constituted the largest
clerical occupation, accounting for just over two-fifths
o f the 695,400 clerical work force. The next largest
clerical occupation was accounting clerk with almost
three-tenths of the total.

Characteristics of the survey
This survey—24th in an annual series—provides na­
tionwide salary data for 24 occupations spanning 101
work level categories. This information was collected
from establishments in all areas of the United States, ex­
cept Alaska and Hawaii. The following major industrial
groups were surveyed: Mining; construction; manufac­
turing; transportation, communications, electric, gas,
and sanitary services; wholesale trade; retail trade;
finance, insurance, and real estate; and selected ser­
vices. The minimum size o f the establishments studied
was either 50, 100, or 250 employees, depending on the
industry.1
2
Occupations are divided into appropriate work levels
based on duties and responsibilities (see appendix C).
The number of work levels—designated by roman
numerals, with level “ I” the lowest—varies from oc­
cupation to occupation, as do degrees of difficulty and
responsibility.3
*
1 For results of the 1981 and 1982 surveys, see BLS Bulletins 2108
and 2145.
1 See appendix A for a full description of the scope o f the survey.
3 The roman numerals do not necessarily identify equal levels of
work among occupations. For example, public accountant levels I to
IV equate to accountant levels II to V while attorney I equates to ac­
countant III and public accountant II. For more information, see ap­
pendix D.




Changes in salary l© @
w ls
Following substantial increases in both 1980-81 and
1981-82, salary levels for most of the survey jobs rose
moderately in the year ended March 1983. (See text
table 1.) All but two of the 1983 increases, which ranged
1

T©nt Safe]© 1. Percent Increases In average salaries by occupation, IgTS-SS1
Occupation

1973
to
1974

1974
to
1975

1975
to
1976

1976
to
1977

1977
to
1978

1978
to
1979

1979
to
1980

1980
to
1981

1981
to
1982

1982
to
1983

Professional, administrative, and techni­
cal support:
A cco u n tan ts.......................................
Chief accountants .............................
Auditors .. ..........................................
Public accountants.............................
Job a n a ly s ts .......................................
Directors of p e rs o n n e l.......................
A tto rn e y s ...........................................
Buyers ...............................................
Chemists . ..........................................
E n g in e ers...........................................
Engineering te ch n icia n s.....................
D r a fte rs ....................................... >..
Computer o p e rato rs...........................
P hotographers...................................
Programmers/programmer
analysts ...........................................

6.1
7.2
5.2
(2
)
6.1
7.2
5.8
6.0
7.1
5.4
6.0
6.7
(3
)
(2
)

9.8
8.6
6.8
(2
)
7.5
6.1
7.6
9.2
10.1
8.4
9.0
8.0
(2
)
(2
)

6.4
6.6
5.5
(2)
6.0
7.8
6.1
6.7
6.6
6.8
8.1
7.4
(3
)
(2
)

7.8
10.5
6.8
(2
)
6.5
9.1
5.4
7.0
7.0
6.4

8.0
7.7
6.5
(3
)
8.6
7.5
8.9
7.0
7.6
8.4
7.6
<)
3
7.2
(2)

9.2
11.3
8.8
4.2
8.1
11.2
9.3
8.1
9.8
9.8
11.0
11.8
8.3
(2)

10.0
9.5
10.3

9.6
11.4
9.4

7.9

6.6

7.6
11.4
9.8
9.8
9.4
10.9

9.2

6.9
4.2
6.1
7.1
6.7

9.6

8.3

11.4
9.4
10.4

6.0
5.4
(2
)

8.3
8.0
8.2
(2)
7.2
10.0
9.1
7.8
9.0
9.0
7.1
7.1
8.5
(2)

9.7

7.6
6.2
5.8
7.1
5.9
7.6
6.8
8.1

(2)

(2)

(2
)

(2)

(2
)

(2)

(2)

(2)

<)
?

6.5

6.9
5.4
7.3
5.6
(2
)
(2
)
(3
)
6.5
6.7

7.7
9.6
9.9
10.1
(2
)
(2)
(3)

7.2
6.4
7.6
7.4
(2)
(2)
(3
)
8.0
7.1

6.9
5.5
5.9
7.5
(2)
(2)
6.4
7.9
6.2

6.2
9.7
7.1
6.0
(2
)
(2)
6.5
8.2
8.0

(3
)
5.5
6.8
6.8
(3
)
(2
)
7.3
12.1
8.5

8.9
9.3
9.1
5.5
8.6
(2)
9.6
10.1
8.9

9.6
8.0
8.2
9.7

8.9

8.1
6.4
7.3
9.2
9.7
9.3
7.1
8.6
6.8

Clerical:
Accounting c le rk s...............................
File c le r k s ...........................................
Key entry o p e ra to rs ...........................
M e s s e n g e rs ....................... ...............
Personnel clerks/assistan ts...............
Purchasing assistants .......................
S e cretarie s.........................................
Sten og rap h ers...................................
Typists ...............................................

11.6
9.9

12

1 For data on survey periods from 1960 to 1970, see the 1979 edition of this
publication, Bulletin 2045; for 1970-73, see the 1982 edition, Bulletin 2145.
2 Not surveyed.

10.9
(3
)
(s>

(3
)
(2
)
(3
)

12.1
10.2

10.2
9.4
8.4
8.9

7.2
9.4

6.4
10.2
(s)
9.2
13.8

10.1

3 Comparable data for both years not available,
N o t e : For method of computation, see appendix A.

following paragraphs summarize the various occupa­
tions studied.
Accountants’ average monthly salaries ranged from
$1,627 for beginning professional accountants (level I)
to $4,317 for specialists in complex accounting systems
(level VI). Salaries o f the most populated group (level
III) averaged $2,279 a month. Nearly three-fifths o f the

from 4.2 percent for chief accountants to 9.7 percent for
personnel clerks/assistants, were below those recorded
in either of the previous two years. (Messengers and
public accountants .were the exceptions.) Most of the oc­
cupational increases fell between 6.0 and 8.5 percent in
19§3 compared to 9-10 percent in 1982 and 9-11 percent
in 198!.
During the 1982=83 period, average salaries increased
at about the same pace for three groupings of occupa­
tional work levels which equate to various grades of the
Federal Government’s General Salary Schedule— GS
1=4; GS 5=9; and GS 11-15 (text table 2). Since 1973,
however, cumulative increases have been largest for the
journeyman and senior levels of professional and ad­
ministrative occupations (grades 11-15) and smallest for
the middle group of work levels (grades 5-9).

accountants surveyed were in manufacturing industries;

Text tab!© 2. Percent increases in average saiastoo by work
8 v© category,1 1973-83
© l
Period2

1973-83 . . . .

Group A
(GS grades 1-4)

Group B
Group C
(GS grades 5-9) (GS grades 11-15)

116.4

113.5

122.0
6.2
8.8

1973-74
1974-75
1975-76
1976-77
1977-78

Reflecting the wide range of duties and respon­
sibilities covered by the occupations studied, average
monthly salaries ranged from $809 for file clerks I to
$7,076 for the top level of attorneys (table l).4 The
Despite this wide difference, salary averages for jobs o?
equivalent levels of work often fell within a relatively narrow band.
For example, monthly averages for the following work level
equivalents (Federal grade level 13) differed by SI89 or 4 percent: Ac­
countant VI (§4,317); chief accountant III ($4,441); attorney IV
(§4,432); director of personnel III ($4,275); chemist VI ($4,252); and
engineer VI ($4,218).

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

6.2
9.1
7.6
6.9
7.5

5.7
8.6
6.4
6.3
8.0

7.7
8.8

1978-79
1979-80
1980-81
1981-82
1982-83

Average salaries, li@r©h 1S83




10.2

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

7.2
9.1
9.8
9.5
7.4

7.5
10.1
9.6
9.4
7.3

8.0
9.3
10.2
10.4
7.2

6.5

1 Group A contains survey classifications equating to GS grades 1-4 of the
Federal Government’s General Salary Schedule; Group B covers GS grades
5-9; and Group C, G S grades 11-15. See appendix D, table D-1, for a listing of
survey levels that equate to each G S grade.
2 For data on survey periods from 1980 to 1970, see the 1979 edition of this
publication, Bulletin 2045; for 1970-73, see the 1982 edition, Bulletin 2145.

2

public utilities and the finance, insurance, and real
©state sector each accounted for about one-tenth.
Chief accountants who adapt accounting systems
with only a few and relatively stable functions and work
processes (level I) averaged $2,807 a month. At level IV,
those 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 averaged $5,660 a month.5
Work levels for chief accountants are determined by
the degree of authority and responsibility, the technical
complexity o f the accounting system, and, to a lesser
degree, the size of the professional staff (usually 1-2 ac­
counts at the first levels to as many as 40 accountants at
level IV). Of the chief accountants surveyed, about sixtenths were employed in manufacturing industries and
just over one-eighth in the finance, insurance, and real
estate sector.
Auditors' at the trainee level (level I) averaged $1,560
a month and auditors IV, who conduct complex finan­
cial audits, averaged $2,841. Manufacturing industries
employed about two-fifths of the auditors while the
finance, insurance, and real estate sector employed onethird.
Public accountants at the entry level, who receive
practical experience in applying the principles, theories,
and concepts of accounting and auditing (level I),
averaged $1,556 a month. The highest level of public ac­
countants (level IV), who direct the fieldwork for large
or complex audits, averaged $2,428 a month. This oc­
cupation was only found in public accounting firms,
which are a part of the selected services industry group.
Attorneys are classified based upon the difficulty of
their assignments and responsibilities. Attorneys I, who
include new law graduates with bar membership and
those whose work is relatively uncomplicated due to
clearly applicable precedents and well-established facts,
averaged $2,343 a month. Attorneys in the top level
surveyed (VI) averaged $7,076. These attorneys deal
with legal matters o f major importance to the organiza­
tion (or corporation), and usually report only to general
counsels or, in very large firms, to their immediate
deputies. Finance, insurance, and real estate industries
employed nearly two-fifths of the attorneys and
manufacturing industries employed just over threetenths.6
Buyers who purchase “ off-the-shelf” and readily
available items and services from local sources (level I)
averaged $1,593 a month. Buyers IV, who purchase
large amounts o f highly complex and technical items,
materials, or services, averaged $2,964. Approximately
four-fifths of the buyers studied were employed by
manufacturing industries.

Programmers/programmer analysts at the trainee
level who are developing basic programming skills (level
I) averaged $1,648 a month. Those at level V, who are
either supervisors, team leaders, staff specialists, or
consultants responsible for complex programming in­
volving some systems analyst work, averaged $3,177 a
month. Manufacturing industries employed two-fifths
of all programmers/programmer analysts surveyed;
finance, insurance, and real estate, just over one-fourth;
and selected services and public utilities about one-tenth
each.
Personnel management occupations are represented
by four levels of job analysts and five levels of directors
o f personnel. Job analysts I averaged $1,658 a month
compared with $2,757 for level IV. Under general super­
vision, job analysts IV analyze and evaluate a variety of
the more difficult jobs and may participate in the
development and installation of job evaluation and
compensation systems. Directors o f personnel are
limited by definition to those who, at a minimum, are
responsible for administering a job evaluation system,
employment and placement functions, and employee
relations and services. Those with significant respon­
sibility for administering actual contract negotiations
with labor unions as the principal company represen­
tative are excluded. Various combinations of duties and
responsibilities determine the work level.
Among personnel directors, average monthly salaries
ranged from $2,723 for level I to $5,220 for level IV.7
Manufacturing industries employed about one-half of
the job analysts and two-thirds of the directors of per­
sonnel included in the study; the finance, insurance, and
real estate industries ranked next with nearly threetenths of the job analysts and one-seventh of the direc­
tors of personnel.
Chemists and engineers each are surveyed in eight
levels8 starting with a professional trainee level typically
requiring a B.S. degree. The highest level surveyed in­
volves either full responsibility over a broad, complex,
and diversified chemical or engineering program, with
several subordinates each directing large and important
segments of the program, or individual research and
consultation in problem areas where the chemist or
engineer is a recognized authority and where solutions
represent a major scientific or technological advance.9
Average monthly salaries ranged from $1,780 for
chemists I to $5,039 for chemists VII, the highest level
for which data could be published, and from $2,130 for
engineers I to $4,847 for engineers VII and $5,578 for
engineers VIII.
Level IV chemists and engineers, the largest groups in
each profession and representing fully experienced
employees, averaged $2,953 and $3,061 a month respec-

5 Data for chief accountants V, directors o f personnel V; chemists
VIII; photographers I and V; and personnel clerks/assistants V did
not meet publication criteria for this survey.
4 The survey excludes establishments primarily offering legal ad­
vice or services.

7 See footnote 5.
8 See footnote 5.
9 The definition recognizes that top positions in some companies
with unusually extensive and complex chemical or engineering pro­
grams exceed this level.




3

lively. Employment of chemists and engineers was
highly concentrated in manufacturing industries (89 per­
cent of the chemists and 70 percent of the engineers).
Most of the remaining chemists were associated with
research and development laboratories. Engineers were
also found in significant numbers in establishments
engaged in research and development, project design,
and public utilities.
Engineering technician is a five-level series limited to
employees providing semiprofessional technical support
to engineers. These technicians work with engineers in
such areas as research, design, development, testing, or
manufacturing process improvement, and utilize elec­
trical, electronic, or mechnieal components or equip­
ment. Technicians involved in production or
maintenance work are excluded. Engineering techni­
cians I, who perform simple routine tasks under close
supervision or from detailed procedures, averaged
$1,304 a month. Engineering technicians V, who work
on more complex projects under general guidelines sup­
plied by a supervisor or professional engineer, averaged
$2,360. Salaries for intermediate levels III and IV, con­
taining a majority of the technicians surveyed, averaged
$1,799 and $2,088, respectively.
About three-fourths of the engineering technicians
were employed in manufacturing and just over one-sixth
in selected services. The ratio of technicians to engineers
was about 1 to 4 in all manufacturing industries combin­
ed. In public utilities, the ratio was 1 to 6; in mechanical
and electrical equipment manufacturing, it was 1 to 3;
and in research, development, and testing laboratories,
2 to 5.
Drafter salary levels ranged from $1,012 a month for
level I, who trace or copy finished drawings, to $2,316
for level V, who work closely with design originators in
preparing unusual, complex, or original designs. Slight­
ly under two-thirds of the drafters were in manufactur­
ing firms and one-fifth in selected services.
Computer operators are classified on the basis of
responsibility for problem solving, variability of
assignments, and relative sophistication of their equip­
ment. Computer operators I, whose work consists of
on-the-job training, averaged $1,040 a month. The
largest group surveyed, level III, averaged $1,416, and
the highest level (VI) averaged $2,100. Approximately
two-fifths of all computer operators surveyed were
located in manufacturing industries; about one-fourth
in finance, insurance, and real estate; and just over onetenth in selected services.
Photographers studied in the survey range from those
who used standard still cameras to take pictures involv­
ing limited problems of speed, motion, contrast, or
lighting (level II) to those using special-purpose cameras
under technically demanding conditions (level IV).1
0
Photographers working for media establishments, such

For most occupational levels, average salaries in
metropolitan areas (table 2) were slightly higher than
national averages (table 1). In only 10 instances,
however, did these differences exceed 1 percent.
About nine-tenths of the employees surveyed were
located in metropolitan areas. The proportion,
however, varied among occupations and work levels.
More than 95 percent of public accountants, attorneys,
job analysts, and messengers were in metropolitan
areas. In 75 of the 101 work levels providing publishable
data, at least 90 percent of the workers were in
metropolitan areas. It is apparent, therefore, that for
most work levels, average salaries in metropolitan areas
were almost the same as those for all areas combined.

1 See footnote 5.
0

1 See footnote 5.
1




as newspapers or advertising agencies, were excluded.
The average monthly salary for level II photographers
was $1,703 compared with $2,235 for level IV’s.
Manufacturing industries employed almost threefourths of the photographers studied.
Among the survey’s nine clerical jobs, secretary was
the most heavily populated. Average monthly salaries
ranged from $1,228 for level I secretaries to $1,928 for
level V’s. Average salaries of $1,359 and $1,614 were
reported for stenographers I and II. Typists I averaged
$952 and those at level II, $1,257 a month.
Accounting clerks performing simple and routine
clerical accounting operations (level I) averaged $933 a
month. Level IV clerks who maintain journals or sub­
sidiary ledgers averaged $1,621. Three-fourths of all ac­
counting clerks were classified in levels II and III, which
averaged $1,122 and $1,339 a month, respectively.
Personnel clerks/assistants who perform routine
tasks requiring a knowledge of personnel rales and pro­
cedures (level I) averaged $1,075 a month. Level IV
assistants, who provide paraprofessional support such
as interviewing and recommending placement for welldefined occupations, averaged $1,683.1
1
Level I purchasing assistants examine and review
routine purchasing agreements. Their monthly average
of $1,236 compares with $2,005 for top level III
assistants, who prepare com plicated purchase
documents, expedite the purchase of highly specialized
items, or provide detailed technical support to buyers.
Clerical workers generally were highest paid in
manufacturing, mining, and public utilities and lowest
paid in finance, insurance, real estate, and retell trade.
Slightly more than two-fifths of the clerical employees
surveyed were employed in manufacturing industries.
The finance, insurance, and'real'estate industries and
public utilities also employed large numbers of clerical
workers, accounting for about one-fourth and onetenth of the total, respectively.

Salary levafs In metropolitan nr© ®
©

4

the means more than salaries in the lower halves. The
relative difference between the mean and the median
was less than 2 percent for 48 of the 101 work levels
surveyed, from 2 to 4 percent in 37 levels, and from over
4.0 to 8.1 percent in the other 16 levels.
The degree of salary dispersion tended to be larger for
clerical occupations than for professional, ad­
ministrative, or technical occupations. These disper­
sions, shown in text table 3, reflect the middle 50 per­
cent of employees in each work level expressed as a per­
cent of the median salary. This eliminates the extremely
low and high salaries for each comparison. In about
nine-tenths of the 101 publishable work levels, the
degree of dispersion ranged between 15 and 30 percent.
Salary differences 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; varia­
tions in occupational employment among industries
(table 7 and chart 4); and regional salary differences,
especially for clerical o ccu p atio n s.1 Clerical
3
employees usually are recruited locally, while profes­
sional and administrative positions tend to be recruited
on a broader regional or national basis.

Salary levels in large ©stabSislhments

Large establishments—those employing 2,500
workers or more—accounted for 37 percent of all
employees in the 91 occupational work levels for which
comparisons were possible (table 3). The proportion of
workers in large establishments ranged from about onetenth of file clerks I to just over three-fourths of
photographers IV. Large establishments commonly
employed a majority of the workers at the highest levels
of professional, administrative, and technical support
occupations. Among clerical occupations, however,
they employed a majority of only purchasing assistants
I ll’s and both levels of stenographers.
Salary levels in large establishments expressed as
percents of levels in all establishments combined ranged
from 97 to 126. Salary levels in large establishments
were higher than the all-establishment average by 5 per­
cent or more in all but 3 of the clerical levels (both
stenographer levels and purchasing assistants III), but
for two-fifths of the 65 nonclerical levels, as shown in
the following tabulation (the all-establishment average
for each occupational level = 100):
Professional,
administrative, and
technical

Clerical

Total number of levels . . .

65

95-99 percent..............................
100-104 percent..................... ....
105-109 percent..........................
110-114 percent.........................
115 percent and o v e r .................

3
37

Pay differences by industry

26
-

18
6
1

Relative occupational salary levels in major industry
divisions were compared to each other and to the all­
industry average (table 8). Salary levels for professional,
administrative, and technical occupations in manufac­
turing industries tended to be closest to the all-industry
average. Manufacturing, however, accounted for more
employment than any other sector, except in the case of
attorneys and public accountants. Relative salary levels
were generally highest in mining and public utilities.
For most occupations studied, relative salary levels
were lowest in the retail trade and finance, insurance,
and real estate industries. Where these industries
employed a substantial proportion of workers in an oc­
cupation, the all-industry average was dampened; con­
sequently, relative levels in such industries as manufac­
turing and public utilities tended to be elevated above
the all-industry average. For example, relative pay levels
of messengers in manufacturing (110 percent of the all­
industry average) and public utilities (120 percent)
reflect the influence of lower salaries for about twofifths of these workers employed in finance, insurance,
and real estate industries. These industries, however,
also reported slightly shorter average standard
workweeks than other industries.

3
8
9
6

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

Employee distributions of monthly salaries for pro­
fessional and administrative occupations are presented
in table 4, for technical support occupations in table 5,
and for clerical occupations in table 6. Within most
work levels, the highest salary rates were more than
twice as large as the lowest rates. As illustrated in charts
1-3, these differences tended to increase with each rise in
the work level. Salary ranges of specific work levels in
an occupation also tended to overlap each other. This
reflects both salary differences among establishments
and the frequent overlapping of salary ranges within in­
dividual firms.
Median monthly salaries for most work levels were
slightly lower than the mean average salaries.1
2
Hence, salaries in the upper halves of the arrays affected

1
3
For analyses of interarea pay differentials in clerical salaries,
see Wage Differences Among Metropolitan Areas, 1982, BLS Sum­
mary 83-5, and Mark Sieling, “ Clerical Pay Differences in
Metropolitan Areas, 1961-80,” Monthly Labor Review, July 1982,
pp. 10-14.

1 Median monthly salaries are the amounts below and above
2
which 50 percent o f the employees are found. The mean salary is the
weighted average of all salaries.




S

Tc«fi tafeSo i. B otrSfe> n © w@ level© by degree @ salary dispersion., ftflareh 1®§S
S
utlS@ ff ot
fi
Number of levels having degree of dispersion1 of—
Occupation

Number of
work levels

All occup ations...............................

101

A cco u n tan ts...............................................
Chief accountants .....................................
A u d ito r s .....................................................
Public accountants.....................................
Job a n a ly s ts ...............................................
Directors of p e rs o n n e l...............................
A tto rn e y s ...................................................
Buyers .......................................................
Chemists ...................................................
E n g in e ers...................................................
Engineering techn icians.............................
D r a fte rs .....................................................
Computer o pe rato rs...................................
P hotographers...........................................
Programmers/programmer analysts ..........

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

Clerical w o rk e rs .........................................

26

Under 15
percent

15 and under
20 percent

20 and under
25 percent

25 and under
30 percent

30 percent
and over

5

22

45

23

6

1
2
1

5
2
4
1
2
5
4
3

_

-

-

-

_
-

2
3
-

4
4
5
2
1
2

-

-

-

3
4
1
2
2

7

-

-

1

1
1
4

1
1
15

1
4

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.

A © ’©fp standard w@®kfy mum
t7 G

tions studied. When individual. hours were not
available, particularly for some higher level professional
and adm inistrative positions, the predominantworkweek of the office work force was used as the stan­
dard workweek.

The distribution of average weekly hours (rounded to
the nearest half hour) is shown in table 9 for each oc­
cupation by major industry division. Average weekly
hours were lower in finance, insurance, and real estate
(about 38 hours for most occupations) than in other in­
dustries (39 to 40 hours). Average weekly hours have
been fairly stable over the past decade.1 Standard
4
weekly hours, the base for regular straight-time salary,
were obtained for individual employees in the occupa­




1
4
For information on scheduled weekly hours o f office workers
employed in metropolitan areas, see Area Wage Surveys, Selected
Metropolitan Areas, 1981, Bulletin 3010-72 (Bureau o f Labor
Statistics, 1983).

<
S

Cifoart 1. Salaries m professional and technical occupations, March 1983
(Mean monthly salaries and ranges within which fell 80 percent of employees)

Occupation and level

0
Accountants

$1,000

$ 2,000

$ 3,000

1
II
III
IV
V
VI

Chief accountants

Auditors

I
II
III
IV
I

II
Public accountants

Attorneys

III
IV
I
II
III
IV
|
II
III
IV
V

Chemists

Engineers

VI
I
II
III
IV
V
VI
VII
j
II
III
IV
V
VI
VII

VIII
Engineering technicians

|
II
III
IV

Drafters

V
I
II
III
IV

Computer operators

V
I
II

id

Photographers




IV
V
VI
1
1
III
IV

7

$4,000

$5,000

$8,000

$ 7,000

$8,000

$ 9,000

Shart 2„ Salsriigg in idministrativ® ©scypaiioos, March 1983
lE^s^n monthly salaries and rangss within which fell 80 percent of employees)

Occupation and lew
oS

$1,000

$2,000

S3,000

$4,000

$8,000

$@,000

8

Jofe analysts

8
9
99
9
IV
Directors of personnel

8
8
9
99
9

i
:

IV

8

Buyers

tm m
p .

First decile

- .!
r j

;

:

Mmn

:

Ninth d@cil©

\

8
9
99
9
IV
Programmers/
programmer analysts

a
9
9

99
9
IV
V

Start 3, SaiariSB m clerical occupations, Search 1©83
(IVtean monthly salaries and ranges within which f® 80 psrcant of employees)
!8
Occupation and levs!
$500
Accounting darks

File clerks

Key entry operators
iVSessinprG
Personnel clerks/
assistants

Purchasing agents

Secretaries

Stenographers
Typists




$ 1,000

8
It
III
IV
I
1
9
88
8
1
ii

$1,600

$2,000

Ninth decile

1
9
9
99
1
IV
1
8
!
Hi
1
8
8
88
8
SV
V
8
8
9
8
9
8

§

$2 ,§80

$3,000

Chart 4„ Relative employment in selested occupational groups by industry division, March 1S83
Percent

Occupations! group

0

10

20

30

40

50

60

70

80

SO

100

Accountants and
chief accountants'

Auditors

Attorneys

Buyers

Programmers/
program analysts

Directors of personnel

Chemists

Engineers

Engineering technicians
and drafters

Computer operators

Photographers

Clerics! employees

Mining
and
construction

Manufacturing

Public
utilities

Finance,
insurance,
and real estate

Trade and
selected
Gtrvtes

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




9

Tafefo 1= A^orago

oqS S :
qf qs

Unfifio^l Stlatoo

^Employment and avcrago oalarioo for selected profosoionol, administrative, technical, and clerical occupations In private industry,’
United States except Alaska and Hawaii, March 1983)
M O N T H L Y S A L A R I E S 4/

ANNUAL

S A L A R I E S 4/

NUMBER

0
F

OC CU PA TI ON AND LEVEL 2 /

MIDDLE RANGE 1/

E M P L O Y E E S 3/

MEAN

MEDIAN

MIDDLE RANGEl/
MEAN

FIRST
QUARTItE

MEDIAN

THIRD
GUARTILE

FIRST
GUARTILE

THIRD
GUARTILE

ACCOUNTANTS ANO AUDITORS
I ........................... . ..
SI ..............................
I I I .............................
IV ..............................
V ...............................
VI ..............................

18,446
28,627
58,890
22,037
7,319
1,923

01,627
1,939
2,279
2,838
3,889
8,317

01,627
1,893
2,289
2,782
3,816
8,288

01,878
1,708
2,002
2,523
3,099
3,832

01,791
2,136
2,308
3,189
3,000
8,790

019,919
23,268
27,346
34,244
41,862
31,798

019,323
22,740
26,989
33,388
80,992
30,980

017,693
20,896
28,022
30,276
37,183
83,982

021,891
23,632
30,050
37,789
83,600
37,000

I ...................................
IS ............. ....................
III .................................
IV ..................................

1,378
3,338
9,762
2,931

1,360
1,981
2,338
2,881

1,930
1,983
2,383
2,782

1,378
1,708
2,983
2,900

1,789
2,166
2,382
3,110

18,723
23,293
28,249
38,091

18,600
23,380
28,180
33,387

16,893
20,500
28,996
30,000

20,992
23,990
30,988
37,322

A C C O U N T A N T S I ......................
A C C O U N T A N T S II .....................
A C C O U N T A N T S III ....................
A C C O U N T A N T S IV .....................

10,309
11,188
8,698
3,393

1,536
1,715
2,023
2,828

1,381
1, 6 6 7
1,978
2,378

1,866
1,399
1,820
2,166

1,628
1,833
2,167
2,630

18,669
20,379
28,278
29,138

18,893
20,008
23,691
28,889

17,393
19,192
21,838
23,990

19,892
21,991
26,000
31,800

857
1,193
79 1
296

2,807
3,872
8,881
9,660

2,811
3,816
8,372
3,533

2,899
3,169
8,088
3,088

3,099
3,789
8,813
6,873

33,683
81,668
33,286
67,919

33,737
80,992
32,868
66,660

29,980
37,989
88,581
60,528

37,189
88,982
37,777
77,700

1,311
2,903
3,513
3,392
1, 8 5 1
992

2,583
2,873
3,323
8,832
5,867
7,076

2,291
2,799
3,838
8,382
3,331
6,997

2,081
2,323
3,108
3,953
8,833
6,223

2,666
3,167
3,869
8,870
6,070
7,916

28,119
38,302
82,271
33,188
65,607
88,917

27.889
33,589
61,238
32,579
63,978
83,966

28,890
30,300
37,296
87,836
57,996
78,700

31,987
38,008
86,828
58,880
72,880
98,992

6,726
18,096
16,239
3,366

1,393
1,969
2,819
2,968

1,330
1,927
2,386
2,916

1,808
1,789
2,151
2,608

1,750
2,150
2,628
3,261 •

19,120
23,633
29,033
39,370

18,600
23,128
28,356
38,992

16,896
20.992
23,807
31,302

21,002
29,800
31,337
39,138

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

19,660
35,263
51,033
29,182
9,634

1,688
1,886
2,189
2,628
3,177

1,628
1,811
2,166
2,608
3,132

1,816
1,613
1,931
2,378
2,919

1,378
2,081
2,383
2,888
3,819

19,777
22,188
26,228
31,886
38,123

19,892
21,738
25,990
31,300
37,328

16,993
19,380
23,814
28,489
34,982

22,891
28,890
20,094
34,120
40,980

I ..............................
II .............................
I I I ............................
XV .............................

180
883
337
361

1,638
1,833
2,202
2,737

1,381
1,789
2,182
2,780

1,880
1,528
1,919
2,383

1,999
2,009
2,303
3,012

19,898
21,992
26,827
33,088

18,893
20,992
23,708
32,879

17,280
19,492
22,982
28,998

23,990
24,108
30,036
36,147

1,323
2,639
1,082
308

2,723
3,308
8,273
9,220

2,689
3,322
8,201
5,163

2,899
3,150
3,073
8,788

2,921
3,886
8,367
9,623

32,673
82,083
31,296
62,683

31,787
82,299
30,813
61,973

29,933
37,800
86,881
56,977

33,037
86,132
38,808
67,300

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

2,633
3,233
9,197
9,913
6,830
2,312
779

1,780
2,028
2,851
2,935
S,578
8,292
3,039

1, 7 3 1
1,999
2,813
2,932
3,513
8,170
8,783

1,383
1,816
2,183
2,631
3,212
3,073
8,402

1,980
2,207
2,710
3,213
3,890
4,370
3,391

21,363
24,381
29,813
33,839
82,092
51,928
60,471

20,777
23,990
28,962
35,186
82,183
90,040
37,813

18,311
21,796
26,193
31,818
S O , 348
46,401
33,778

23,288
26,888
32,320
30,983
46,600
94,040
67,092

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

32,388
69,890
131,088
130,688
99,988
86,826
12,333
3,129

2,130
2,318
2,609
3,061
3,683
8,288
8,887
9,578

2,139
2,300
2,399
3,035
3,623
8,223
8,736
9,815

2,008
2,139
2,378
2,792 •
3,320
3,861
8,339
3,001

2,237
2,469
2,027
3,313
3,939
4,633
3,200
3,831

23,996
27,769
31,307
36,726
43,720
31,460
38,167
66,938

25,668
27,600
31,190
36,660
83,876
90,680
96,832
68,978

24,088
23,800
28,839
33,908
39,938
86,332
92,200
60,976

27,084
29,980
33,924
39.784
47,200
93,860
62,400
69,972

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

ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS

I ........................
IS ......................
III .....................
IV ......................

ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS

I ..................................
II .................................
I I I ...............................
XV .................................
V ..................................
VI ..... - ..........................
BUYERS

B U Y E R S I ......................................
B U Y E R S II ....................................
B U Y E R S III ...................................
B U Y E R S IV ......................... ...........

'

PROGRAFiMERS/ANALYSTS
PROG RA FT ME RS /P RO GR AF iM ER
PR 0G RA KJ 1E RS /P R0 GR AM ME R
PR OG RA Fu lE RS /P KO GR AM ME R
PROGRARMERS/PROGRAMMER
PR0GRAMMER3/PR0GRAKMER

ANALYSTS
ANALYSTS
ANALYSTS
ANALYSTS
ANALYSTS

PERSONNEL MANAGEMEHT
JOB
JOB
JOB
JOB

ANALYSTS
AHAtYSTS
ANALYSTS
ANALYSTS

DIRECTORS
DIRECTORS
DIRECTORS
DIRECTORS

OP
OF
OF
OF

PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL

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

C H E M I S T S .AND E N G I N E E R S
CHEMISTS
CHEMISTS
CHEMISTS
CHEF1ISTS
CHEMISTS
CHEMISTS
CHEMISTS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS

8ss fcotnotoo at end of table.




1
0

Tab!© 1.

Continued— Average

salaries: United States

( E m p l o y m e n t a n d average salaries for selected professional, administrative, technical, a n d clerical occupations In private Industsry,'
United States except Al aska a n d Hawaii, M a r c h 1983)
MONTHLY
O C C U P A T I O N A N D L E V E L 2/

NUMBER
OF

employees

TECHNICAL

!/

MEAN

ANNUAL

SALARIES^/
M I D D L E R A N G E 5/

MEDIAN
FIRST
QUARTILE

MEAN

MEDIAN

THIRD
QUARTILE

S A L A R I E S 4/
M I D D L E R A N G E 5/
FIRST
QUARTILE

T.HIRD
QUARTILE

SUPPORT

T E C H N I C I A N S I ................
T E C H N I C I A N S II ..............
T E C H N I C I A N S III .............
T E C H N I C I A N S IV ..............
T E C H N I C I A N S V ................

A , 996
18,416
31,731
35,260
20,991

1,309
1, 50 6
1, 7 8 8
2,088
2,360

1,283
1, 4 8 3
1, 75 0
2,083
2,361

1, 1 3 5
1, 35 0
1, 58 1
1, 8 9 9
2,174

1, 4 4 5
1, 6 5 0
1, 96 0
2,253
2,539

15,646
18,077
21,460
25,061
28,320

1 5 ,3 91
17,796
21,000
25,000
28,332

13,623
16,200
18,968
22,791
26,088

17,390
19,800
23,520
27,036
30,470

D R A F T E R S I ...................................
D R A F T E R S II ..................................
D R A F T E R S III .................................
D R A F T E R S IV ..................................
D R A F T E R S V ...................................

2,029
11,239
22,217
29,719
20,170

1,012
1,302
1, 5 3 3
1, 8 7 1
2, 3 1 6

976
1, 25 7
1,999
1, 8 3 3
2, 2 6 6

889
1,125
1, 3 3 3
1,647
2,069

1, 10 0
1, 5 1 0
1, 7 0 5
2, 0 7 6
2,549

12,142
15,629
1 8 ,4 01
22,454
27,795

11,710
15,079
1 7 ,9 91
21,991
27,196

10,670
13,500
15,994
19,758
24,833

13,205
18,120
20,460
24,906
30,588

COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER

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

6,003
17,903
29,576
15,171
3, 13 6
477

1, 0 4 0
1, 22 1
1, 91 6
1, 72 7
2, 0 2 6
2,100

1, 00 0
1, 1 6 5
1,372
1,682
1, 96 6
2,037

910
1,052
1, 21 6
1, 5 0 0
1,762
1, 8 9 5

1, 1 4 0
1, 3 4 3
1, 56 6
1, 933
2,307
2, 2 6 1

12,481
14,648
16,988
20,727
24,307
25,206

11,995
13,980
16,464
20,184
23,592
24,438

10,916
12,625
14,594
18,000
21,139
22,746

13,680
16,119
18,792
23,190
27,688
27,132

II ...........................
III ..........................
IV ...........................

705
730
397

1, 7 0 3
2,035
2,235

1, 6 9 3
2,034
2,194

1, 4 8 5
1, 84 7
1,932

1, 89 7
2,253
2, 5 0 4

20,439
24,425
26,815

20,322
24,410
26,324

17,820
22,162
23,183

22,759
27,036
30,048

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

26,763
87,578
59,324
21,355

933
1,122
1, 3 3 9
1, 62 1

879
1, 0 7 8
1, 28 7
1,584

780
950
1, 1 2 8
1, 3 6 1

1, 0 1 2
1, 2 3 9
1,512
1, 8 2 4

11,190
13,466
16,073
19,455

10,544
12,937
15,993
19,005

9, 3 5 9
11,395
13,536
16,327

12,146
19,871
18,199
21,890

I ...............................
II ..............................
III .............................

19,733
10,926
3, 4 5 7

809
911
1, 1 4 2

775
850
.1,049

697
762
936

877
975
1, 2 4 9

9, 7 0 2
10,928
13,699

9, 30 0
1 0 ,1 96
12,583

8,364
9, 1 4 3
11,231

10,524
11,695
19,991

I .....................
II ...................

52,682
32,483

1,049
1, 2 5 5

997
1, 2 0 1

875
1, 0 4 5

1, 1 4 8
1, 4 0 4

12,583
15,066

11,968
14,413

10,503
12,540

13,779
16,847

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

ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING

OPERATORS
OPERATORS
OPERATORS
OPERATORS
OPERATORS
OPERATORS

PHOTOGRAPHERS
PHOTOGRAPHERS
PHOTOGRAPHERS

CLERICAL
ACCOUNTING
ACCOUNTING
ACCOUNTING
ACCOUNTING

CLERKS
CLERKS
CLERKS
CLERKS

FILE CLERKS
FILE CLERKS
FILE CLERKS

KEY ENTRY OPERATORS
KEY EN TR Y O P ER AT OR S
MESSENGERS

11,746

910

860

764

990

10,915

10,320

9,172

11,880

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

1,605
3,575
3, 2 3 4
1,528

1,075
1, 23 6
1, 4 4 2
1, 6 8 3

1, 0 6 2
1, 2 0 4
1, 4 0 8
1,629

913
1, 0 9 2
1, 2 6 2
1, 9 5 8

1, 17 0
1, 42 6
1,596
1, 95 1

12,898
15,428
17,310
20,198

12,739
14,450
16,899
19,486

10,956
13,103
15,144
17,493

19,039
1 7 ,1 17
19,158
23,412

I ..................
II .................
III ................

3, 8 8 3
3, 9 8 7
1, 1 8 5

1, 23 6
1, 5 6 7
2,005

1, 1 7 5
1,533
2, 0 1 6

1, 0 1 8
1, 31 7
1, 7 3 5

1, 3 4 2
1, 7 9 5
2,229

14,827
18,801
24,064

14,094
18,396
24,192

12,219
1 5 ,8 07
20,819

16,109
21,540
26,750

S E C R E T A R I E S I ...............................
S E C R E T A R I E S II ..............................
S E C R E T A R I E S III .............................
S E C R E T A R I E S IV ..............................
S E C R E T A R I E S V ...............................

57,779
61,183
102,687
95,266
20,993

1, 2 2 8
1, 33 6
1, 5 2 1
1, 68 6
1, 9 2 8

1, 1 7 0
1, 3 0 0
1, 49 1
1, 6 6 6
1, 9 0 6

1, 0 1 8
1, 1 6 5
1, 3 0 0
1, 45 6
1, 6 6 3

1,359
1, 4 7 3
1, 69 0
1, 8 8 1
2,161

14,732
16,031
18,259
20,232
23,137

14,040
15,600
17,887
19,992
22,872

12,219
13,980
15,600
17,471
19,960

16,308
17,679
20,280
22,566
25,932

13,635
8,162

1, 3 5 9
1, 6 1 4

1,335
1, 62 1

1, 10 0
1, 9 1 6

1,553
1, 8 1 1

16,307
19,367

16,015
19,952

13,201
16,993

18,692
21,739

26,832
13,827

952
1, 25 7

901
1,175

802
994

1, 0 2 3
1, 51 0

11,428
15,085

10,815
14,094

9,619
11,928

12,271
18,120

PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL

CLERKS/A3SISTANTS
CLERKS/ASSISTANTS
CLERKS/ASSISTANTS
CLERKS/ASSISTANTS

PU RCHASING ASSISTANTS
PURCHASING ASSISTANTS
PU RCHASING ASSISTANTS

STENOGRAPHERS
STENOGRAPHERS
TYPISTS
TYPISTS

I .............................
II ...........................

I ....................................
II ...................................

1 For s c o p e of study, s e e table A-1 In appendix A.
2 Occupational definitions ap pe ar In appe nd ix C.
’ Occupational e m p l o y m e n t estimates relate to the total in all establishments
within the s c o p e of the survey a n d not to the n u m b e r actually surveyed. For further explanation, see appe nd ix A.
4 Salaries reported are standard salaries paid for standard w o r k schedules;




i.e., the straight-time salary corresponding to the em ployee's normal w o r k
schedule excluding overtime hours. No np ro du ct io n b o n u s e s are excluded, but
cost-of-living p a y m e n t s a n d incentive earnings are included.
5 T h e middle range (interquartile) is the central part of the array excluding the
upper a n d lower fourths of the e m p l o y e e distribution.

11

TabE© 2. Average saEaritos: K3©Sr@ l]!ters areas
p@
(Employment and average salarlea for selected professional, administrative, technical, and clerical occupations In private Industry, m etropolitan areas,'
MO NT HL Y SALARIES */
OC CU PA TI ON AN D LEVEL 2 /

NUMBER
OF
E M P L O Y E E S 3/

MEAN

ANNUAL SA LA RI ES */

MIDDLE RA NG E! /
MEDIAN

MEAH
FIRST
QUARTILE

MEDIAN

THIRD
QUARTILE

MIDDLE RA NG E! /
FIRST
QUARTILE

THIRD
QUARTILE

ACCOUNTANTS AND AUDITORS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS

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

13,010
22,376
33,023
20,103
6.769
1,349

01,631
1,966
2,279
2,835
3,692
6,302

01,628
1,900
2,269
2.791
3,618
6,213

81,687
1,712
2,002
2,326
3,099
3,823

81.791
2.166
2,502
3.16S
3. 79 E
6,750

019.373
23.332
27,366
36,266
61,906
51,619

319,336
22,800
26,989
33,687
61,016
50.580

817,866
20,338
26,022
30,288
37.185
65,882

821,491
23.732
30,028
37.789
65,582
57,000

I ...................................
II ..................................
III ____ ............................
IV ..................................

1,308
3,350
6,447
2,313

1,533
1, 9 3 7
2.352
2,862

1,550
1,930
2,358
2,791

1,376
1,702
2,083
2,699

1,769
2,166
2,582
3,107

18,690
23,261
28,229
36,105

18,600
23,160
28,292
33,687

16,693
20,622
26,990
29,988

20.992
25,990
30,988
37.285

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

10,687
11,077
8,687
5.369

1.557
1,716
2,025
2,629

1,361
1,683
1,976
2,376

1.690
1,599
1,823
2,166

1,626
1,333
2,167
2,658

18,681
20,591
26,305
29,163

18,693
20,190
23,691
28,689

17,880
19.192
21,960
25,990

19,492
21,991
26,008
31,800

A C C O U N T A N T S I .......................
A C C O U N T A N T S II .............. .......
A C C O U N T A N T S II I .....................
A C C O U N T A N T S IV ......................

793
1,033
666
226

2,318
3,676
6,656
3.653

2,863
3,600
6,372
5,335

2,695
3,161
6,082
3,066

3,099
3,75!
6,815
6,697

33,811
61,686
53,669
67,836

36,117
60,800
52,666
66,660

29,960
37,929
68,980
60.528

37,185
63,800
57.777
77,969

1,236
2,832
3,600
3,207
1,798
680

2,361
2,876
3,521
6,662
5,668
7,085

2,291
2,800
3,650
6,607
5,286
6,997

2,027
2,525
3,101
3,993
6,831
6,225

2.666
3,167
3,83!
6,873
3,998
7,925

28,093
36,510
62,236
53,301
65,380
85,016

27,689
33,600
61,600
52,879
63,608
83,966

26,319
30.300
37,216
67,916
57,977
76,700

31.987
38,000
66.200
58,477
71,971
93,100

5,861
15,287
16,611
3,066

1,606
1.980
2,633
2,968

1,550
1,966
2,600
2,922

1,615
1,755
2,170
2,609

1.772
2.15<
2,636
3,270

19,263
23,757
29,193
35,617

18.600
23,323
28,800
35,066

16,980
21.060
26,060
31.307

21.266
25,848
31,629
39.240

13.692
32,535
68,696
28,065
9,322

1,(35
1,832
2,188
2.628
3,183

1.603
1, 8 2 0
2,167
2,620
3,158

1,608
1,626
1,958
2.373
2,916

1,862
2,067
2,391
2,856
3,630

19,621
22,229
26,258
31,532
38,196

19,239
21.838
25.998
31,660
37,898

16,893
19,692
23,691
28,503
36,987

22,098
24,563
28,692
34,243
41,160

160
636
783
338

1,638
1,837
2.211
2,735

1, 5 6 1
1,758
2,166
2,737

1,660
1,626
1.905
2,383

1,999
2,009
2.525
3,012

19,896
22.063
26,527
33,058

18,693
21,097
25,990
32,866

17,280
19,692
22,860
28,598

23.990
24,108
30,300
36,147

1.128
2.227
1,058
283

2,739
3,687
6,261
5,210

2,669
3,699
6,167
5,165

2,512
3,126
3,873
6,706

2,916
3,817
6,362
5.623

32,872
61,863
51,136
62,517

31,787
61,992
50,006
61,973

30,139
37,685
66,681
56,677

34,986
43,808
54,304
67,500

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

2.212
6.537
7,853
7,838
3,376
1,766
623

1.783
2.031
2.636
2,931
3,566
6,275
5,116

1,739
1.998
2,608
2,938
3,521
6,196
6,936

1,563
1.816
2,168
2,666
3,263
3,873
6,682

1.930
2,207
2,70!
3.213
3,866
6.S9E
3,700

21,691
26,369
29,203
33,609
62.793
51,296
61,371

20,872
23,976
28,896
33,256
62,253
50,356
59,228

18,511
21,796
26.016
31,987
39,156
66,481
53,778

23.160
26.489
32.400
36,556
46.392
53,178
68,480

E N G I N E E R S I ..................................
E N G I N E E R S II .................................
E N G I N E E R S III ...............................
E N G I N E E R S IV ................................
E N G I N E E R S V ..................................
E N G I N E E R S VI .................................
E N G I N E E R S V I I ...............................
E N G I N E E R S V I I I ..............................

29,624
58,603
119,206
127,662
93,869
63,969
11.997
2,872

2*120
2,306
2,610
3,069
3,665
6,291
6,869
5,590

2*135
2,299
2,599
3.066
3,626
6,229
6,762
5,625

2*000
2,169
2,375
2,800
3,332
3,870
6,350
5,081

2*249
2,656
2.829
3,32!
3,962
6, 6 5 8
5, 20 1
5,813

25,637
27,676
31,317
36,832
63.769
51,687
38,196
67,083

25,620
27,589
31,188
36,787
63,507
50,768
56,906
63,100

24*001
25,790
28,500
33,600
39,986
66,660
32,200
60.976

26*989
29,472
33,901
39,840
47,316
55,896
62.308
69,779

AUDITORS
AUDITORS
AUDITORS
AUDITORS
PUBLIC
PUBLIC
PUBLIC
PUBLIC
CHIEF
CHIEF
CHIEF
CHIEF

ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS

ATTORNEYS
A T T O R N E Y S I ..................................
A T T O R N E Y S II .................................
A T T O R N E Y S III ...............................
A T T O R N E Y S IV .................................
A T T O R N E Y S V ...... ...........................
A T T O R N E Y S VI ..... ...........................
BUYERS
B U Y E R S I ......................................
B U Y E R S II .... .
..........................
B U Y E R S III ...................................
B U Y E R S IV ....................................
PROGRAMMERS/ANALYSTS
PROGRAMMERS/PROGRAMMER
PROORAIIMERS/PROGRAmER
PROGRAMMERS/PROGRAMMER
PROGRAMMERS/PROGRAMMER
PROGRAMMERS/PROGRAMMER

A N A L Y S T S I .....
A N A L Y S T S I I ____
A N A L Y S T S III ...
A N A L Y S T S IV ____
A N A L Y S T S V .....

PERSONNEL MA NAGEMENT
JOB
JOB
JOB
JOB

A N A L Y S T S I ..............................
A N A L Y S T S II .............................
A N A L Y S T S III ...........................
A N A L Y S T S IV .............................

DIRECTORS OF PERSONNEL
D I R E C T O R S OF P E R S O N N E L
D I RE CT OR S OF PE R S O N N E L
D I R E C T O R S OF P E R S O N N E L

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

CHEMISTS AND ENGINEERS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS

See footnotes at end of table.




12

Table 2. C©ntlnu@d—Aw©r@ salaries: Metropolitan arose
g@
(Employment and average salaries lor selected professional, adminlstatlve, technical, and clerical occupations In private Industry, metropolitan areas,'
United States except Alaska and Hawaii, March 1983)
ANNUAL

MONTHLY SALARIES A /
NUMBER
O C C U P A T I O N A N D LEVEL

2/
employees

TECHNICAL

MIDDLE RANGE 5 /
!/

MEAN

MEDIAN

FIRST
QUARTILE

SALARIES £ /
M I D D L E R A N G E 5/

MEAN

MEDIAN

THIRD
QUARTILE

FIRST
QUARTILE

THIRD
QUARTILE

SUPPORT
4,490
16,207
27,606
32,079
19,621

1,317
1,519
1, 8 0 7
2,096
2,362

1,293
1, 6 9 1
1, 7 8 0
2*094
2.367

1,168
1,352
1,595
1, 9 1 1
2,186

1,676
1,663
1.988
2,255
2,563

15,803
18,226
21,687
25,157
28,366

15,522
17,887
21,360
25,128
28,606

13,776
16,223
19,160
22,930
26,206

17,080
19.980
23.853
27,868
38 t S E 6

D R A F T E R S III .................
D R A F T E R S IV ..................
D R A F T E R S V ....................

1, 8 3 7
9,588
19,210
21,602
18,756

1.015
1, 3 1 0
1.558
1* 8 8 0
2,326

975
1,258
1,319
1, 8 6 7
2,266

905
1, 1 3 0
1, 3 6 0
1, 6 5 7
2,080

1, 1 0 0
1,513
1,733
2,083
2,569

12,179
15,722
18,697
22,557
27,913

11,695
15,100
18.228
22,163
27,196

10.857
13,560
16,320
19,887
26,958

13.205
18.150
20.792
26,990
30,820

COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER

O P E R A T O R S I .......
O P E R A T O R S II .....
O P E R A T O R S III ____
O P E R A T O R S IV .....
O P E R A T O R S V ......
O P E R A T O R S VI .....

5.522
15,875
27,188
16,129
2,971
666

1,066
1, 2 6 1
1.626
1,733
2,028
2,093

1,000
1,170
1,378
1.690
1, 9 6 6
2.030

910
1,070
1,226
1,505
1,762
1,895

1,160
1,373
1,573
1, 9 3 7
2,307
2,250

12,533
16,893
17,091
20,792
26.333
25,119

12,000
16,060
16,535
20,278
23,565
26,360

10,916
12,868
16,715
18,060
21,161
22,761

13.638
16.681
18.875
23.266
27.686
27.009

P H O T O G R A P H E R S II ............
P H O T O G R A P H E R S III ..........
P H O T O G R A P H E R S IV ............

663
659
361

1,6 98
2,061
2,276

1.693
2.076
2,268

1.658
1, 8 8 6
2.060

1,897
2,267
2,566

20,376
26,735
27,289

20,322
26,883
26,976

17,693
22,632
26,676

22.799
27.206
30.536

C L E R K S I .........
C L E R K S II ........
C L E R K S III .......
C L E R K S IV ........

26,792
79.362
56,590
19,839

932
1,128
1, 3 6 1
1, 6 2 1

87 6
1,083
1.291
1,585

780
953
1, 1 3 0
1, 3 5 7

1,017
1, 2 6 1
1,313
1.825

11,178
13,531
16,091
19.651

10,508
12,995
15,695
19,020

9,361
11,635
13,555
16,286

12.206
16,892
18.156
21.980

FILE CLERKS

I ................

FILE CLERKS

III

19.087
9, 86 1
3,339

811
917
1,161

780
850
1,069

700
771
935

87 7
975
1,269

9,736
11.005
13,687

9, 3 5 6
10.200
12,583

8,600
9,252
11,226

10,529
11,699
16,991

68,689
30,503

1,056
1.262

1.006
1,205

879
1,050

1.157
1,606

12,665
15,139

12,066
16,660

10,568
12.595

13.80S
16.893

ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING

TECHNICIANS I .
T E C H N I C I A N S II
T E C H N I C I A N S III
T E C H N I C I A N S IV
TECHNICIANS V .

CLERICAL
ACCOUNTING
ACCOUNTING
ACCOUNTING
ACCOUNTING

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

R E T E N T R Y O P E R A T O R S I .....
K E Y E N T R Y O P E R A T O R S II ----

11,253

913

866

76 3

991

10,952

10,396

9,156

11.899

1. 6 0 0
2,978
2,783
1,312

1, 0 6 7
1,306
1, 6 6 6
1. 6 9 1

1.050
1,213
1,608
1,633

913
1. 1 1 6
1,262
1,658

1, 1 6 6
1,662
1, 5 9 6
1.989

12.806
15,666
17,329
20,292

12,600
16,559
16,899
19,591

10,956
13.396
15,166
17.693

13.996
17.306
19,198
S 3 o Q 0>Q
>

I ____
II ...
III ..

3, 6 2 0
3,609
1.167

1,256
1. 5 8 6
2,011

1,195
1, 5 6 0
2,016

1,031
1,333
1,765

1,376
1,817
2.261

15,050
19,035
26,136

16,360
18,719
26,192

12,375
15,996
20,966

16.693
21,006
26,889

S E C R E T A R I E S I .................
S E C R E T A R I E S II ................
S E C R E T A R I E S III ..............
S E C R E T A R I E S IV ................
S E C R E T A R I E S V .................

36,661
57,079
96,862
63.082
20,172

1, 2 3 0
1, 3 3 6
1,525
1,692
1,931

1, 1 7 0
1,305
1,692
1,670
1. 9 1 0

1*018
1, 16 6
1,300
1,662
1, 6 6 6

1.365
1, 6 7 6
1, 7 0 0
1. 8 9 0
2,166

16,762
16,031
18,295
20*305
23,175

16,036
15.661
17,899
20,038
22.920

12,219
13,996
15,600
17,566
19,968

16.379
17.693
20.600
22.680
25.990

S T E N O G R A P H E R S I ..............
S T E N O G R A P H E R S II .............

12,538
7,753

1, 3 6 0
1,620

1, 3 6 1
1.626

1,095
1,663

1,565
1,801

16,315
19,665

16,098
19,693

13,160
17,316

18.786
21.616

T Y P I S T S I ......................
T Y P I S T S II .....................

25,132
13,606

969
1,258

900
1.175

799
996

1,010
1,310

11,383
15,098

10,795
16,100

9,593
11,922

12.120
18.120

MESSENGERS

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

PERSONNEL CLERKS/ASSISTANTS
PERSONNEL CLERKS/ASSISTANTS
PERSONNEL CLERKS/ASSISTANTS
PERSONNEL CLERKS/ASSISTANTS
PURCHASING ASSISTANTS
PURCHASING ASSISTANTS
PURCHASING ASSISTANTS

I ..........
II .........
Ill ........
IV .........

' For scope of study, see table A-1 in appendix A.
* Occupational 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 fur­
ther explanation, see appendix A.
* Salaries reported are standard salaries paid for standard work schedules;




13

l.e., the straight-time salary corresponding to the employee's normal worts
schedule excluding overtime hours. Non-production bonuses are excluded, but
cost-of-living payments and incentive earnings are Included.
1 The middle range (Interquartile) is the central part of the array excluding the
upper and lower fourths of the employee distribution.

1 fe o S Average oalarfeai Establishments Q pisySm g @ ® s*0iro @ ra iro
’a S „
m
g ,S @ @
r @
(Employment and average monthly salaries (o r selected professional, administrative, technical, and clerical occupations In private industry,*

In establishments employing 2,800 workers or more,* United 8tate» except Alaska and Hawaii, March 1983)
M O N T H L Y S A L A R I E S 5/
O C C U P A T I O N A N B LE VE L 3/

NUMBER
OF
,,
EMPLOYEES £ /

M I D D L E RAH6Ej>/
MEAN

MEDIAN
FIRST
QUAP.TILE

THIRD
GUARTILE

L E V E L S IN E S T A B L I S H M E N T S
EM PLOYING 2,500 WO RK ER S
O R M O R E E X P R E S S E D AS
P E R C E N T O F T H O S E IN ALL
ESTABLISHMENTS COMBINED
EMPLOYMENT

MEAN
SALARIES

ACCOUNTANTS AND AUDITORS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS
ACCOUNTANTS

3,277
7,619
9,999
6,910
2,388
79 6

01,673
2.119
2.903
2,912
3,991
9,329

01,699
2,085
2,375
2,890
3,980
9,207

01,339
1,866
2,102
2,569
3,120
3,832

01,800
2,381
2,711
3, 2 0 7
3,883
9,729

23
31
25
29
S3
56

103
109
105
102
101
100

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

AUDITORS
AUDITORS
AUDITORS
AUDITORS

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

98 9
1,290
1,798
939

1,991
1,996
2.930
2,939

1,539
1,992
2,387
2,922

1,938
1,799
2,053
2,588

1,799
2,231
2,716
3,235

31
35
37
39

102
103
103
104

89
93

9,380
3.911

9,216
3,383

9,009
9,902

9,773
6,088

11
39

99
97

930
813
1, 2 6 6
1,138
829
29 S

2,639
3,129
3,691
9,328
3,599
7,301

2,617
3,083
3,382
9,973
3,913
7,167

2,300
2,779
3,217
3,989
9,816
6,919

2,999
3,930
3,998
9,990
6,167
8,119

33
28
36
35
93
50

113
109
103
102
101
103

1,313
9,209
6,108
3,297

1,782
2,083
2,976
2,930

1,733
2,039
2,916
2,873

1,582
1,839
2,163
2,333

1,908
2,265
2,739
3,223

20
23
38
61

11 2
106
102
99

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

9,136
11,199
18,291
13,792
6,330

1,783
1, 9 7 0
2,287
2,708
3.258

1,769
1,933
2,230
2,693
3.200

1.330
1,799
2.082
2,903
2,991

1,999
2,179
2,953
2,919
5,487

33
32
36
97
66

108
107
103
103
163

II ..............................
III .............................
IV ..............................

192
328
338

1,869
2,330
2,831

1.332
2,273
2,838

1-, 666
1,963
2,330

2,096
2,639
3,133

93
39
60

102
106
103

129
139

9,338
3,909

9,313
3,339

9,025
3,012

9,813
3,719

11
49

106
109

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

932
1,379
2,333
2,827
2,233
837
387

1,929
2.191
2.686
3,171
3,701
9,266
3,121

1, 9 3 0
2,187
2,666
3,093
3. 6 2 0
9,110
9,893

1, 7 2 7
1, 9 0 7
2,320
2,809
3,290
3,690
9,315

2,123
2,909
3,020
3,990
9,080
9,750
5,300

20
30
23
30
33
36
50

108
108
110
107
109
100
102

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

16,971
29,890
61,892
70,821
96,019
28,720
7,196
1,679

2,170
2,337
2,669
3,118
3, 6 8 1
9,330
9,863
5,1640

2,167
2, 3 9 0
2,662
3, 1 2 0
3,663
9,268
4,748
5,923

2,030
2,201
2,957
2,860
3,373
3,878
9,333
3, 0 9 1

2,283
2,991
2,871
3,358
3,963
9,708
5,243
5,998

31
96
97
31
36
62
38
39

102
102
102
102
101
101
100
101

C H I E F A C C O U N T A N T S II I ......................
C H I E F A C C O U N T A N T S IV .......................
ATTORNEYS
I ...................................
II ..................................
III .................................
IV ..................................
V ................... ...............
VI ..................................

ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS
ATTORNEYS

BUYERS
B U Y E R S I ........................................
B U Y E R S II ......................................
B U Y E R S I I I ....................................
B U Y E R S IV .................. ...................
PR0GRAMMER9/ANALYSTS
PRQQRAMMER3FPR0GRARMER
PROGRAMMERS/PROGRAMMER
PROGRAMMERS/PROGRAMMER
PROGRAMMERS/PROGRAMMER
PROGRAMMERS/PROGRAMMER

ANALYSTS
ANALYSTS
ANALYSTS
ANALYSTS
ANALYSTS

PERSONNEL MANAGEMENT
JOB ANALYSTS
JOB ANALYSTS
JOB AN A L Y S T S

D I R E C T O R S OF P E RS ON NE L
D I R E C T O R S OF P E RS ON NE L

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

CHEMISTS AND ENGINEERS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
CHEMISTS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS
ENGINEERS

See footnotes at end of table.'




14

Table 3. Continued—Average salaries: Establishments employing 2,500 workers or more
( E m p l o y m e n t a n d average mo n t h l y salaries for selected professional, administrative, technical, a n d clerical oc cu pa ti on s in private industry,'
In establishments em p l o y i n g 2,500 workers or more,1 United States except Alaska a n d Hawaii, M a r c h 1983)
MONTHLY SALARIES!/
NUMBER
O C C U P A T I O N A N D L E V E L 3/

//
E M P0F Y E E S ± f
LO

MEAN

MEDIAN

MIDDLE RANGE!/
FIRST
QUARTILE

THIRD
QUARTILE

L E V E L S IN E S T A B L I S H M E N T S
E M P L O Y I N G 2,500 W O RK ER S
OR M O R E E X P R E S S E D AS
P E R C E N T O F T H O S E IN ALL
ESTABLISHMENTS COMBINED
EMPLOYMENT

TECHNICAL

MEAN
SALARIES

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

1.17J
6,814
13,045
18,379
13,029

1,354
1,588
1,832
2,110
2,373

1, 3 0 0
1,565
1,811
2,113
2,366

1,162
1, 3 8 7
1, 6 1 9
1, 9 2 8
2,182

1, 5 4 6
1,755
2,045
2,296
2,563

23
37
41
52
64

104
105
102
101
101

DRAFTERS
DRAFTERS
DRAFTERS
DRAFTERS
DRAFTERS

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

306
2,810
5,468
7, 7 3 1
8,808

1,103
1, 4 2 8
1, 6 4 3
1, 9 5 2
2,379

1, 0 8 0
1,495
1, 6 1 7
1, 9 2 7
2.300

944
1, 21 8
1,410
1, 7 3 8
2, 1 3 0

1, 2 4 1
1, 63 1
1,883
2,151
2,615

15
25
25
31
44

109
110
107
104
103

COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER
COMPUTER

O P E R A T O R S I .......................
O P E R A T O R S II ......................
O P E R A T O R S III .....................
O P E R A T O R S IV ......................
O P E R A T O R S V .......................
O P E R A T O R S VI ......................

1, 61 6
4, 3 1 0
7, 5 8 6
5, 7 5 0
1, 66 6
359

1, 14 6
1, 4 6 2
1, 59 7
1,872
2,157
2,107

1, 0 9 0
1, 51 3
1, 56 6
1, 8 5 5
2,167
2, 1 0 0

973
1,211
1,355
1,625
1, 8 7 4
1,913

1, 28 0
1, 68 1
1, 77 7
2,065
2,344
2, 2 9 6

27
24
26
33
53
75

no
120
113
108
106
100

206
353
302

1,834
2, 0 5 6
2,176

1,825
2,077
2,145

1,568
1,842
1,838

2,023
2,267
2,482

29
48
76

108
101
97

3,552
15,054
15,358
8,297

1, 1 7 6
1, 3 1 0
1,489
1, 7 6 8

1,103
1,248
1,499
1, 73 1

895
1, 07 5
1, 2 5 0
1, 5 2 5

1, 49 7
1, 5 4 9
1, 68 1
2,031

13
17
26
39

126
117
111
109

1, 9 6 3
83 3

1,033
1,252

949
1, 1 5 3

814
958

1, 2 0 3
1,528

18
24

113
110

10,452
9, 3 3 7

1, 2 5 0
1, 4 2 0

1, 20 0
1,348

997
1, 1 4 0

1, 4 9 9
1, 63 1

20
29

119
113

ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING
ENGINEERING

TECHNICIANS
TECHNICIANS
TECHNICIANS
TECHNICIANS
TECHNICIANS

PHOTOGRAPHERS
PHOTOGRAPHERS
PHOTOGRAPHERS

II .............................
III ...........................
IV .............................
CLERICAL

ACCOUNTING
ACCOUNTING
ACCOUNTING
ACCOUNTING

CLERKS
CLERKS
CLERKS
CLERKS

FILE CLERKS
FILE CLERKS

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

II ...............................
III ..............................

KEY ENTRY OP ERATORS
KEY ENTRY OPERATORS

I ......................
II .....................

3,011

1, 02 7

953

82 8

1,173

26

113

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

231
627
598
413

1, 1 3 7
1, 47 0
1, 5 8 7
1, 9 5 7

1, 1 0 6
1,435
1, 58 0
1, 9 9 4

950
1, 2 0 5
1, 3 7 4
1,809

1, 2 1 3
1, 70 0
1, 82 0
2,033

14
18
18
27

106
114
110
116

I ...................
II ..................
III .................

775
1, 4 6 3
972

1, 5 3 1
1,763
2,083

1, 4 1 9
1, 8 1 1
2,079

1, 2 2 2
1,521
1, 9 1 3

1,833
2, 0 0 1
2,269

20
37
82

124
113
104

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

16,432
20,567
37,810
16,159
7,235

1, 4 1 4
1,415
1, 6 5 7
1,812
2,108

1, 3 1 5
1, 3 8 0
1, 6 3 3
1, 81 0
2,102

1, 13 6
1, 23 0
1, 4 1 7
1, 5 8 9
1,855

1,633
1, 56 6
1,872
2,011
2,331

28
34
37
36
34

115
106
109
107
109

I ..............................
II .............................

7,894
5,250

1, 4 0 1
1,632

1. 4 1 9
1, 6 4 2

1,122
1,449

1,595
1, 7 9 9

58
64

103
101

I ......................................
II ....................................

5,747
5,847

1,083
1, 3 5 8

992
1,355

871
1, 0 6 0

1,205
1, 5 9 0

21
42

114
108

MESSENGERS
PERSONNEL
PERSONNEL
PERSONNEL
PERSONNEL

....................................
CLERKS/ASSISTANTS
CLERKS/ASSISTANTS
CLERKS/ASSISTANTS
CLERKS/ASSISTANTS

PURCHASING ASSISTANTS
PURCHASING ASSISTANTS
PURCHASING ASSISTANTS
SECRETARIES
SECRETARIES
SECRETARIES
SECRETARIES
SECRETARIES

STENOGRAPHERS
STENOGRAPHERS
TYPISTS
TYPISTS

' For s c o p e of study, s e e table A-1 in appe nd ix A.
1 Includes data from s o m e large c o m p a n i e s that provide c o m p a n y w i d e data not
identified b y size of establishment.
1 Occupational definitions a p pe ar in appendix C.
4 Oc cupational e m p l o y m e n t estimates relate to the total in all establishments
within the s c o p e of the survey a n d not the n u m b e r actually surveyed. For fur­




ther explanation, see a p pe nd ix A.
5 Salaries reported are standard salaries paid for standard w o r k schedules;
i.e., the straight-time salary corresponding to nonproduction b o n u s e s are exclud­
ed, but cost-of-living p a y m e n t s a n d Incentive earnings are included.
• T h e middle range (interquartile) is the central part of the array excluding the
upper a n d lower fourths of the e m p l o y e e distribution.

15

Tafete 4. Empteysn©fst dlstrSfeutS®^

salary: Ppstesste^al and administrative ©seapaStens

(Percent distribution of employees In selected professional end administrative occupations by monthly salQry,
United States, eacapt Alaska and Hawaii,1 March 1683)
ACCOUNTANTS

CHIEF ACCOUNTANTS

MO NTHLY SALARY
I

II

III

IV

_

01,000 AND UNDER
01,030 AND UNDER
$1,100 AN D UNDER
$1,130 AND UNDER
01,200 AND UNDER

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

(1 .7 )
1.1
1.8
2. 8

$1,250
01,300
01,330
01,400
01,459

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

$1,300
$1,550
01,600
$1,650
01,700

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$1,730
01,800
91,850
01,900
01,950

AND
AND
AND
AND
AND

02,000
$2,050
02,100
02,138
$2,200

V

VI

I

II

III

.

_

.

.

“

-

-

-

“

“

“

_
—
-

_
-

-

_
-

_
-

“

_
-

„
-

-

-

"

-

2. 8
3. 9
2.5
3.2
6.3

(2 .9 )
1.9
2. 1

-

-

*

$ 1 , 3 5 0 ..........
0 1 , 6 0 0 ..........
0 1 , 6 5 $ ..........
$ 1 , 7 0 0 ..........
$ 1 , 7 5 0 ..........

8.6
6.8
9.4
9.3
7.6

3.2
3.1
5.6
5.0
6.0

(2.6)
2.1
2.2

-

-

-

_
-

-

UNDER
UNDER
UNDER
UNDER
UNDER

$ 1 , 0 9 0 ..........
0 1 , 0 3 0 ...... .
$ 1 , 9 0 0 ..........
$ 1 , 9 3 0 ..........
$ 2 , 0 0 0 ..........

6.7
7.4
4.3
2.3
2.0

6.2
5.9
8. 7
6.3
5.4

2.2
3.0
3.5
4.6
4.0

“

-

-

_
-

-

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

1.7
1.3
1.0.
(2.S)

5.5
4.7
3.0
3.3
3.2

5.4
6.0
4.5
5.3
5.3

(2.2)
1.3
1.2
1.5
2.0

_
—
-

*

_
-

$2,250
02,300
02,350
$2,400
02,450

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

9 2 , 3 0 0 ..........
0 2 , 3 3 0 ..........
$ 2 , 4 0 0 ..........
$ 2 , 4 5 0 ..........
0 2 , 5 0 0 ..........

“
“

2.7
2.7
2.1
1.8
2.9

5.0
4. 8
4. 8
4.0
4.6

2.1
2.1
2.2
3.5
4.2

(1.2)

_
-

-

$2,309
02,600
$2,700
$2,800
$2,900

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 ..........
9 3 , 0 0 0 ..........

“

2.4
,1.2,
(2.1)
•

6.6
5.0
4.7
3.6
2.3

10.1
9.7
9.0
7.3
7.7

2.0
1.6
3. 2
2.5
7.8

«
■
(2.0)

03,000 AND UNDER
03,100 AND UNDER
03,200 AND UNDER
03,300 AND UNDER
03,400 AN B UNDER

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

*

“

5.9
5.6
5.6
4.0
3.0

6.7
6.6
6.2
9.8
8.5

2.7
.8
.9
2. 2
3.6

“

03,300 AN D UNDER
03,600 AND UNDER
03,700 AND UNDER
03,800 AND UNDER
03,900 AND UNDER

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

"

“
“

1.9
1.6
2.4
1.1
(2.6)

6. 7
6.4
5.6
5.1
3.7

1.5
3.2
4.6
6.5
6.1

*

$4,000 AND UNDER
04,100 AND UNDER
$4,200 AND UNDER
04,300 AND UNDER
$4,400 AND UNDER

9 4 , 1 0 0 ..........
$ 4 , 2 0 0 ..........
$ 4 , 3 0 0 ..........
9 4 , 4 0 0 ..........
0 4 , 3 0 0 ..........

-

_
-

-

*

4. 1
2.4
2.1
1.2
2.2

6.5
6.3
4.0
4.8
1 0 .3

_

04,500
$4,600
04,700
$4,808
04,900

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

“

' -

-

3.8
3.0
3.6
4.7
4.4

_
.
-

09,000
05,100
03,200
09,300
09,400

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

-

_

_

-

-

-

-

-

--

2.2
1.9
1.5
3.1
1.0

_
"

99,500
09,600
09,700
09,880
09,900

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

.
-

-

-

_
-

-

06,000
06,100
96,200
$6,300
06,400

AND
AND
AND
AHD
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

*

_
•
-

*

_
—
“

_
•
“

06,300
06,600
$6,700
06,800

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

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

-

*

_
-

_
-

—

-

-

-

0 7 , 0 0 0 A N D U N D E R 0 7 , I D O ..........
$ 7 , 1 0 0 A N D U N D E R 0 7 , 2 0 0 ..........
$ 7 , 4 0 0 A N D U N D E R $ 7 , 5 0 0 ..........
TOTAL

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

~

-

-

*

"

-

“

-

*

-

-

“

-

-

-

“
10 0. 0

10 8 . 0

_
-

.
-

-

"
100. D

100.8

100.0

“

-

-

_

2.1
_
-

*
_
-

“

(4.9)
.
_

"

_
_
_

_
_

_
.2
3. 8
2.7
8.5

-

_
-

4.6
6. 2
13.2
6.2
5. 4

.9
.7
2. 0
2. 7
6.2

1.6
2.7
.9
2.1
.8

10.1
10.5
5. 4
6.2
3.0

.8
.2
-

11.7
4. 0
3.0
2.6
2.7

4.1
.8
4.1
2.0
6.1

_ ■
_

11.5
.3
1.6
.3

3.3
2.0
6.1
2.4
8.9

_

_
. -

_

_
_
_

_

_

_

100.0

5.8
1.8
.3

-

_
3.1
.3
2.3

_
_
1.3
_
_
-

_
_
_

-

_
_

.
*

_
(1.2)
4.1
1.2

14.2
.4
1. 2
6.1
1.6
2.4
.4
4.1

_

_
_

_

100.0

_
-

6.8

_

_

_
_
-

5.1
9.2
1 0 .1
5.9
6.6

_
_
“

.

_
-

9.6
4.8
4.1
8.9

_
-

-

7.0
1 0 .6
2.2
7.4
10 .6
3. 1

1.0
(3.4)

*
-

9.3

"

-

—

1.3
3.2
3.2

-

*

_

-

-

3.2

“

*

-

-

-

1.4
,1.0x
(1.5)

-

IV

.
“

„
_
-

100.0

1.1

100.0

16.3

(1.2)
100.0

H U M B E R O F E M P L O Y E E S ................

14446.0

24627.0

38490.0

22037.0

7319.0

1423.0

857.0

1195.0

741.0

246.0

A V E R A G E M O N T H L Y S A L A R Y ............

$1626.6

$1938.7

$2278.9

$2353.6

$3483.5

$4316.5

$2306.9

$3472.0

$4440.5

$5559.9

Soo footnotes at end of table.




16

Tab!© 4. Continued—Employment distribution by salary: Professional and administrative occupations
(Percent distribution of employees In selected professional and administrative occupations by monthly salary,
United States, except Alaska and Hawall.'M arch 1983)
PUBLIC ACCOUNTANTS

AUDITORS
MONTHLY SALARY
I

81,000
81,050
81,100
81,150
81,200

II

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

8 1 , 0 5 0 ..........
8 1 , 1 0 0 ..........
8 1 , 1 5 0 ..........
8 1 , 2 0 0 ..........
8 1 , 2 5 0 ..........

(1.7)
2. 3
3.6

81 ,250 AND
81,300 AND
81 ,350 AND
81,800 AND
81,850 AND

UNDER
UNDER
UNDER
UNDER
UNDER

8 1 , 3 0 0 ..........
8 1 , 3 5 0 ..........
8 1 , 8 0 0 ..........
8 1 , 8 5 0 ..........
8 1 , 5 0 0 ..........

81,500
81,550
61,600
61,650
81,700

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

61,550
81,600
81,650
61,700
61,750

81,750
81,800
81,850
81,900
81,950

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

51,800
81,850
81,900
81,950
82,000

82,000
82,050
82,100
82,150
62,200

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

82 ,2 50 AND
82,300 AND
82,350 AND
82,400 AND
82,450 AND

-

-

IV

I

II

-

III

-

*

IV

“

“

III

“

“

-

6.0
7.8
9.7
6.3
5.0

(1.2)
1.8
2.5
2.0
3.8

_
(0.4)

-

(2.0)
3.7
3.9
9.6
1 4 .8

(1.0)
1.1
3.0
5.7

_
-

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

6.8
9.8
5.9
5.8
8.7

2.3
3.5
3.1
3.5
5.3

1.1
1.0
.9
1.2
1.4

_
-

24.1
1 1 .3
7.2
6.6
7.3

5.8
9.2
18.2
9.8
9.2

(0.9)
2.7
3.3
3.5
6.4

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

4.3
4.3
4.4
1.0
1.4

5.1
5.6
5.6
5.9
9.2

1.7
2.9
3.3
2.7
2.6

6 2 , 0 5 0 ..........
8 2 , 1 0 0 ..........
8 2 , 1 5 0 ..........
8 2 , 2 0 0 ..........
5 2 , 2 5 0 ..........

2.2
(3.01
-

5.3
3.9
4.3
3.9
4.4

2.8
4.3
3.8
3.6
7.0

UNDER
UNDER
UNDER
UNDER
UNDER

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

-

3.6
2.1
1.7
3.1
2.2

82,500 AND
82,600 AND
82,700 AND
82,800 AND
82,900 AND

UNDER
UNDER
UNDER
UNDER
UNDER

82,600
52,700
52,800
62,900
53,000

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

_
-

2.3
1.4
(1.5)

“

83,000
53,100
63,200
63,300
83,400

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

83,100
83,200
83,300
83,400
83,5.00

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

-

63,500
63,600
63,700
63,800
63,900

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

83,600
83,700
53,800
83,900
$4,000

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

84,000
64,100

A N D U N D E R 5 4 , 1 0 0 ..........
A N D U N D E R 6 4 , 2 0 0 ..........

TOTAL

”

■

_

.1
.0
.0
.0
-

11 .0
6.5
6.0
3.9

-

1.8

9.6
8.6
8.1
7.8
9.8

_
"

-

-

_
"

1.2
(3.9)
.9
.5
.7

6.1
7.4
3.2
2.3
3,2

-

-

1.9
2.4

*

"

“
"

•

-

~

1.5
(1,1)

2. 9
2.5
1.6
1.4
2.4

7.1
6.6
6.2
6.8
5.6

.0

2.3
1.3
1.5
(2.0)
.5

6.0
5.4
5.8
4.8
5.4

*

' ”

2.3
4.6
4.7
5.7
4.7

“

-

6.7
7.1
4 .9
5. 2
4.6

.6

1.9
5. 9
1.6
3.6
5.2

(1.5)
1.1
1.2
2.2
5.6

.1
.1
.0

“

4.5
5.0
3.5
6.2
5.8

5. 3
8. 9
6.1
8.6
7.9

2.0
1. 9

(2.1)
1.6
.9
1.4

-

1.1
.9
.5

-

6.6
7.7
5.7
5.5
4.5

3.8
3.2
1.3
(1.3)
.4

"

“

1.1

(2.2)
.6

-

.1
.1

- '

-

"

.2
.1
.3
.2

2.1
1.5

1.1

(2.0)
~
“

•

“

-

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

10 0 . 0

10 0. 0

10 0. 0

10 0 . 0

10 0 . 0

10 0 . 0

100.0

10 0 . 0

N U M B E R O F E M P L O Y E E S ...............

1578.0

3530.0

4762.0

2431.0

10804.0

11168.0

8698.0

5395.0

$1560.3

$1941.1

$2353.8

$2840.9

$1555.7

$1714.6

$2023.2

$2427.8

A V E R A O E M O N T H L Y S A L A R Y ............

S e e footnotes at e n d of table.




17

TTafci© 4. Continued—Employment distribution by salary: Professional and admlnstrative oecupoQtoo
(Percent distribution of employees in selected professional and administrative occupations by monthly salary,
United States, except Alaska and H aw aii,' March 1983)
JOB AN ALYSTS

DIRECTORS OF PERSONNEL

MONTHLY SALARY
I

II

$1,100 AND UNDER
01,150 A N D U N D E R
01,200 AND UNDER
01,300 AND UNDER
$1,350 AN D U N D E R
$1,000 AN D U H DE R
$1,450 AN D U N D E R

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

5.7
7.9
.7
2.9
2.1
1 2 .1
1 0 .0

$1,508
01,550
01,400
$1,450
$1,700

ANO
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

12.9
1 0 .7
.7
1.4
5.7

$1,750
01,800
01,850
01,900
$1,950

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UHDER
UNDER

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

IV

I

II

.

_
-

III

-

-

-

“

“

-

-

-

5.5
3.0
5.3
8.6
3.0

(0.9)
1.1
.2
.7

1.6

-

3.4
6.8
5. 9
1 4 .0
7.7

-

.6
1.2
1.3
1.1

1.4
1.8
1.8
5.0
2.7

-

2.6
1.2

2.5
8.8
2. 3
7. 2
2.0

.7
6.4

_
-

“

IV

-

-

*
1.1
3.2
2. 4

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

$2,250
$2,300
$2,350
$2,400
$2,450

AND
AND
AND
AND
AND

UNDER
UNDER
UHDER
UHDER
UNDER

$ 2 , 3 0 0 ..........
$ 2 , 3 5 0 ..........
0 2 , 4 0 0 ..........
0 2 , 4 5 0 ..........
$3-,500..........

$2,500
$2,600
$2,700
$2,800
$2,900

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 ..........
0 3 , 0 0 0 ..........

-

-

*

“

"

“

“

“

2.7
.4
2.3
(2.7)
-

_
-

-

*

-

—
-

_
•
-

-

(2 .5 )

“

_
•
*

_
“

_
“

-

_
-

*

-

_
-

2. 9

6. 3
3.2
.5
.7
3.2

4.1
8.1
3.0
2.9
6.0

.2
2.3
.7
.7
2.3

2.1
2. 9
2.9
4. 3
(0.7)

.5
2.3
4.5
.5
.7

2.7
6.8
2.0
2.6
1.6

3.6
10.2
3.7
2.0
2.5

-

3.8
(0.9)

6.1
6.7
2.7
2. 9
1.3

8. 4
5.2
1 0 .3
1 1 .9
7.1

16.7
16.5
6.0
7. 2
6.9

1.7
2. 2
1.3
3.2
7. ?

5.7
5.0
3.7
2.0
1.6

6.7
1.5
2.5
.9
1. 3

4.5
6.6
3.6
8.2
8.5

1.7
2.6
3.1
(0 .9 )

9.9
5. 8
7.6
6.9
4.6

3.4
5.9
8.2
3.6
5.6

4.9
2.9
3. 4
.0
1. 4

9.6
1 0 .7
4.9
8.6
8.5

.9
.1
.1
.2

7.2
5.8
2.8
5.3
1.1

9.1
1.9
3.6
2. 9
10.1

1.1

4.9
5. 2
8. 1
9.1
4.2

-

.7
2.9
.7

III

.

.8
1.8
1.7
2.8
1.9
1.7
3.3
4.8

$3,000
03,100
$3,200
03,300
$3,400

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

$3,500
03,600
$3,700
$3,800
$3,900

AND
AND
AND
AND
AND

UHDER
UNDER
UNDER
UNDER
UNDER

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

$4,000
04,100
04,200
$4,300
$4,400

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

*

"

_
-

“

“

-

“

"

*

“

“

.

1.7
2. 5
(1.5)

-

-

$4,500
$4,600
04,700
04,800
04,900

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

"

$5,080
$5,100
$5,200
$5,300
$5,400

AND
AND
AND
AND
AND

UNDER
UNDER
UHDER
UNDER
UNDER

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

‘

-

-

05,500
05,600
05,700
$5,800
09,900

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 ..........

—
-

—
-

—
“

-

$6,000
$6,100
$6,200
$6,300
$6,400

AND
AND
AND
AND
AND

UNDER
UHDER
UNDER
UNDER
UNDER

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

—

_
*

“

-

$6,500
05,600
$6,700
06,800
06,900

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 ..........

“

-

-

“

-

*

-

.2
1.3
(0 .3 )

(1 .1 )
2.6
2.5

-

_
_
_
(0 .3 )

-

4.2
2. 6
4.9
.6

.6
1.1
(3.9)
-

—

-

—

-

-

—

*

-

-

-

-

-

“

_
“

5. 8
2.6
4. 5
.3

_

1. 9
1.3
2.9
1.9
1.0

-

*
—
*

-

1.6

1.3
2.3
(0.6)

10 0 . 0

100.0

108.0

100.0

100.0

100.0

100.8

100.0

N U M B E R O P E M P L O Y E E S ................

140.0

443.0

837.0

561.0

1528.0

2659.0

1082.0

308.0

A V E R A G E M O N T H L Y S A L A R Y ............

$1657.8

$1832.7

$2202.2

$2757.0

$2723.2

$3503.7

$4274.7

$5220.4

TOTAL

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

Sas footnotes at end of table.




IS

Table 4. Continued— Employment distribution by salary: Professional and administrative occupations
(Percent distribution of e m p l o y e e s In selected professional a n d administrative oc cupations by mo n t h l y salary,
United States, except Al aska a n d Hawaii,’ M a r c h 1983)
ATTORNEYS
MONTHLY
I

III

ii

IV

V

VI

$1,350
$1,150

AND UNDER
AN D U N D E R

$ 1 , 4 0 0 ..........
$ 1 , 5 0 0 ..........

1.6
1.9

“

“

"

-

-

$1,500
$1,600
$1,650
$1,700

AN D
AN D
AN D
AN D

UNDER
UNDER
UNDER
UNDER

$1,550
$1,650
$1 , 700
$1,750

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

1.5
.1
6.6
.2

"

-

-

-

-

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

AN D
AND
AN D
AN D
AN D

UNDER
UNDER
UNDER
UNDER
UNDER

$1,800
$1,850
$1 , 900
$1,950
$2,000

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

.3
2.9
3.2
.8
3.0

-

-

-

-

_
-

$2,000
$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 ..........

5.8
6.5
4.6
4.6
5.0

(1.6)
2.1
1.1
2.3
2.0

“

-

_
-

_
-

$2,250
$2,300
$ 2 ,3 50
$2,400
$2,450

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$2,300
$2,350
$2,400
$2,450
$2,500

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

4.0
2.5
3.7
4.6
2.3

2.4
2.3
4.6
.9
2.5

“

-

-

_
-

$2,500
$2,600
$ 2 ,7 00
$2,800
$2,900

AN D
AN D
AND
AND
AN D

UNDER
UNDER
UNDER
UNDER
UNDER

$2,600
$2,700
$2,800
$2,900
$3,000

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

4.4
5.5
6 .3
3.7
3.1

8.5
6.9
1 2 .9
8.4
8.9

2.1
1.1
4.4
2.4
6.6

-

-

$3,000
$3,100
$3,200
$3,300
$3,400

AN D
AN D
AN D
AND
AN D

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 ..........

4.6
1.8
1.4
1.4
1.0

4.4
4.6
3.8
4.4
2.8

6.5
5.7
5.3
1 2 .8
6.8

$3,500
$3,600
$3,700
$3,800
$3,900

AN D
AND
AND
AN D
AN D

UNDER
UNDER
UNDER
UNDER
UNDER

$3,600
$3,700
$3,800
$3 , 900
$4,000

(1.2)

3.0
2.4
2.3
1.9
(3.0)

$4,000
$4,100
$4,200
$4,300
$4,400

AN D
AND
AN D
AN D
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 ..........

-

_

$4,500
$4,600
$4,700
$4,800
$4,900

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$4,600
$4,700
$4,800
$4,900
$5,0 00

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

$5,000
$5,100
$5,200
$5,300
$5,400

AN D
AND
AND
AND
AN D

UNDER
UNDER
UNDER
UNDER
UNDER

$5,=00
$5,600
$5,700
$5,800
$5 9 0

AN D
AN D
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

“

“

"

(1.4)

-

*

-

-

(1.2)
1.0
1.6
1.7
1.6

-

_
-

4.1
5.2
7.6
4.3
3.3

2.3
3.2
6.3
2.7
5.1

_
-

_
-

-

4.6
3.9
2.7
1.1
2.0

7.0
8. 3
4.9
3.6
5.7

(1.8)
2.3
1. 9
1.2
3. 9

_
_
-

_
-

_
-

.9
1.2
(3.7)

2.1
5.1
3.5
6.2
4.4

-

“

7.2
3.5
5.7
3.4
4.9

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

"

-

_
-

3.1
2.5
2.8
1.9
2.3

7.0
5.0
5.4
1.9
5.9

1.6
.2
.2
3.0
.2

$5,600
$5,700
$5,800
$5,900
$6,000

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

_
-

-

_
“

1.3
(5.1)
-

3.7
4.7
1.7
3.8
2.8

1.2
5.1
2.8
2.6
1 .0

_
“

-

_
-

1.2
2. 2
6.3
1.9
2.7

.8
3.0
3.5
3.9
5.9

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

-

“

“
"

_

0.3
1.0
.4
.2

$6,000
$6,100
$6,200
$6,300
$6,400

AND
AND
AND
AN D
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 ..........

"

$6,500
$6,600
$6,700
$6,800
$6,900

AND
AN D
AND
AND
AN D

UNDER
UNDER
UNDER
UNDER
UNDER

$6,600
$6 , 700
$6,800
$6,900
$7,000

-

-

_
-

_
“

1.0
1.3
1.2
1.2
1.1

2.2
2.8
2.8
1.6
3.3

$7,000
$7,100
$7,200
$7,300
$7,400

AN D
AND
AND
AN D
AN D

UNDER
UNDER
UNDER
UNDER
UNDER

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

-

"

_
-

_
-

.9
.8
2.1
(2.2)

6.7
3.5
3.3
1.0
2.6

$7,500
$ 7 ,6 00
$7,700
$7,800
$7,900

AMD
AN D
AN D
AN D
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$7,6 00
$ 7 ,7 00
$7,800
$7,900
$8,000

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

"

_
.
“

_
-

. -

$8,000
$8,100
$8,200
$8,300
$8,400

AND
AND
AND
AND
AND

U N D E R $ 8 , 1 0 0 ..........
U N D E R $ 8 , 2 0 0 ..........
U N D E R $ 8 , 3 0 0 ..........
U N D E R $ 8 , 4 0 0 ..........
U N D E R $ 8 , 5 0 0 ..........

“

-

_
“

$8,500
$8,600
$8,700
$8,800

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

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

"

"

$9,000
$9,300

AND U N D E R
AND UNDER

$ 9 , 1 0 0 ..........
$ 9 , 4 0 0 ..........

-

_

$9,500
$9,600
$9,700
$9,800
$ 9 ,9 00
$10,400

A N D U N D E R $ 9 , 6 0 0 ..........
A N D U N D E R $9 , 700 ..........
AND U N D E R $ 9 , 8 0 0 ..........
A N D U N D E R $ 9 , 9 0 0 ..........
AND U N D E R $10 , 000 .........
AM D U N D E R $ 1 0 , 5 0 0 ........

-

$10,500

AN D U N D E R

$8,600
$8,700
$8,800
$8,900

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

$10 , 6 00 ........

.8
.4
5.3
.8
1.2

_
-

_
“

1.8
2.0
2.6
4.1
2.8

-

-

_
-

1.8
.4
1.0
.4

_

_

~
-

_
“

.

.6
.i

“

“

~

-

-

10 0. 0

TO TA L

_
-

*
-

10 0 . 0

10 0. 0

100.0

_
10 0 . 0

.2
.2
.4
1.0
.4
2.0
(l.d)
10 0 . 0

E M P L O Y E E S ................

1311.0

2905.0

3518.0

3342.0

1851.0

492.0

A V E R A G E M O N T H L Y S A L A R Y ............

$2343.2

$2875.2

$3522.5

$4432.0

$5467.3

$7076.5

N U M B E R OF

S e e footnotes at e n d of table.




19

Table 4. Continued—Employment distribution by salary: Professional and admlnlstraths occupations
(Percent dtetributton of omptoyeee In selected professional end edmlnletratlve occupations by monthly salary,
■ a!jr4Jtntoa.'cm caat Alaska and Hawaii,1 March 1963|
M
DUYERS

MO NTHLY SALARY
I
0 9 2 3 A N O U N D E R 0 9 5 0 ................
0 1 . 0 5 0 A N D U N D E R 0 1 , 1 0 0 ..........
8 1 , 1 0 0 A N D U N D E R 3 1 , I S O ..........
0 1 . 1 3 0 A N D U N D E R 0 1 , 3 0 0 ..........
0 1 . 3 0 0 A N D U N D E R 8 1 , 3 3 0 ..........

II
_
*
»
*

0.2
1.7
.9
3.3
3.7

til

•
-

IV

«
,
_

01,350
*1,388
01,330
01.400
01.450

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

* 1 . 3 8 0 ..........
0 1 , 3 5 0 ..........
0 1 . 0 0 0 ..........
0 1 , 4 5 0 ..........
0 1 , 3 0 0 ..........

3.3
4.4
4.3
7.9
8. 7

(0.5)
1.0
.3
1.4
1. 9

81.300
01,330
01,600
*1.650
*1,700

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

0 1 . 3 3 0 ..........
0 1 , 6 0 0 ..........
0 1 , 6 5 0 ..........
* 1 , 7 0 0 ..........
0 1 , 7 3 0 ..........

0. 7
8.3
7.3
4.9
3.5

1.9
4.0
4.2
4.4
5.8

*1.750 AN D UNDER
01,000 AND UNDER
01,050 AND UNDER
01,900 AN D UNDER
01.950 AND UNDER

0 1 , G O O ..........
0 1 , 0 3 0 ..........
0 1 , 9 0 0 ..........
0 1 , 9 5 0 ..........
0 3 , 0 0 0 ..........

4. 7
3.3
3. 1
3.9
3.8

6.1
7.0
6. 5
7. 2
6.7

(2 . 0 )
1.6
3.1
s.e

-

03.000
03,030
03.180
03.130
03,300

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

0 3 , 0 3 0 ..........
0 3 , 1 0 0 ..........
0 3 . 1 3 0 ..........
* 3 . 3 0 0 ..........
* 3 , 2 3 0 ..........

1.6
1.0
.5
1.1
(3.8)

5. 4
5.4
4.6
3.9
4.3

3.7
4.6

■m
o

3.8
3.4

(2.0)
1.3
1. 4

*3,338
*3,300
*3.330
•3,408
03,458

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

0 3 , 3 8 0 ..........
6 3 , 3 5 0 ..........
0 3 . 4 0 0 ..........
* 2 , 4 5 0 ..........
0 3 , 3 0 0 ..........

-

3. 8
1.7
3.0
2. 0
1.7

4.7
6.4
5.4
3.6
4.7

1.6
2.3
S.O
2.3
3.3

63.300
*3,600
83.708
02,000
03.900

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

* 3 . 6 0 0 ..........
0 3 , 7 0 0 ..........
0 3 , 3 0 0 ..........
0 3 , 9 0 0 ..........
3 3 , 0 0 0 ..........

-

1.9
3.1
1.0
1.0
(0 .7 )

18.3
7.6
3.7
3. 3
3. 3

6.8
6.9
8.3
8.S
18.3

03,800
03.100
03,300
*3.300
03,400

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UHDER

* 3 . 1 0 0 ..........
0 3 , 3 0 0 ..........
6 3 , 3 0 0 ..........
0 3 . 4 0 0 ..........
0 3 . 5 0 0 ..........

03.300
03,600
*3.700
83.800
03.900

ANO
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

-

84.000
84,100
04.200
84,300
84,400

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

8 4 , 1 0 0 ..........
8 4 , 2 0 0 ..........
8 4 , 3 0 0 ..........
8 4 , 4 0 0 ..........
8 4 . 3 0 0 ..........

“
"

-

84,300
84.680
84,700
04,800
84,900

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

-

.

8 5 . 0 0 0 A N D U N D E R 0 5 , 1 0 0 ..........
0 3 , 1 0 0 A N D U N D E R 0 5 . 3 0 0 ..........
0 5 , 4 0 0 A N D U N D E R 0 3 , 3 0 0 ..........

.

-

-

_

-

“

_
c
o
-

3.3
1.3
1. 3
(2 .2 )

.
«
=
“

*

-

“

“

.
”

-

*

o
»

7.2
6.1
6.1
3.3
4.3

e
“

3.6
2.4
1.0
1.1
.6

*>
=
-

.4
1.2
(2 .8 )

“
-

•

-

.
«»
=
*

-

.
*

o
-

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

100.0

100.0

100.0

100.0

N U M B E R O F E M P L O Y E E S ................

6726.0

18096.0

16239.0

53 *6 .8

A V E R A G E M O N T H L Y S A L A R Y ............

$1393.3

$1969.4

$3419.4

$3964.3

TOTAL




See footnotes at end of table.

20

Table 4. Continued— Employment distribution by salary: Professional and administrative occupations
(Percent distribution of e m p l o y e e s in selected professional a n d administrative occupations b y mo n t h l y salary,
United States, except Alaska a n d Hawaii,1 M a r c h 1983)
CHEMISTS
MONTHLY SALARY
I

II

III

IV

V

VII

VI

$1,200

AND UNDER

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

(1.0)

-

-

-

-

-

$1,250
$1,300
$1,350
$ 1 , A 00
$ 1 , A50

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 1 , 3 0 0 ..........
$ 1 , 3 5 0 ..........
$ 1 , 9 0 0 ..........
$ 1 , 9 5 0 ..........
$ 1 , 5 0 0 ..........

1.7
1.1
3.9
5.6
7.6

(0.4)
1.6

-

“

-

-

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

AND
AND
AND
AND
AND

U N D E R $ 1 , 5 5 0 ..........
U N D E R $ 1 , 6 0 0 ..........
U N D E R $1., 650 ..........
U N D E R $ 1 , 7 0 0 ..........
U N D E R $1.,750 ..........

5.9
<♦.6
7.0
2.9
12.6

1.3
2.0
2.5
3.7
4. 2

-

"

~
"

“

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

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

4. 5
9.9
5.8
6.7
3.8

7.3
6.6
7.4
7.9
5.6

1.3
.9
.9
2.3
2.8

"

“
“

-

_
■

$2,000
$2,050
$2,100
$2,150
$2,200

AND
AND
AND
AND
AND

U N D E R $2, 050 ..........
U N D E R $ 2 , 1 0 0 ..........
U N D E R $ 2 , 1 5 0 ..........
U N D E R $ 2 , 2 0 0 ..........
U N D E R $ 2 , 2 5 0 ..........

2.6
2.5
2.1
1.5
2.9

5.9
7.6
3.5
6 .9
4.6

2.6
3.4
2.9
4.6
9.0

-

~
(3.2)
1.1

$2,250
$2,300
$2,350
$2,900
$ 2 ,9 50

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$ 2 , 3 0 0 ..........
$ 2 , 3 5 0 ..........
$ 2 , 9 0 0 ..........
$ 2 , 9 5 0 ..........
$ 2 , 5 0 0 ..........

1.3
1.7
1.4
2.1
.6

4.8
2.3
2.6
2.8
1.7

6.9
5.9
5.5
8.0
3.8

1.0
1.0
1.4
3.9
3.0

$2,500
$2,600
$2,700
$ 2 ,8 00
$2,900

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 ..........

1.2
(0.7)
”

2.3
1.6
1.5
(1.3)
"

7.4
6.4
7.2
5.4
3.9

$ 3 , 0 0 0 A N D U N D E R $ 3 , 1 0 0 ..........
$ 3 , 1 0 0 A N D U N D E R $ 3 , 2 0 0 ..........
$ 3 , 2 0 0 A N D U N D E R $ 3 , 3 0 0 ..........
$ 3 , 3 0 0 A N D U N D E R $ 3 , 9 0 0 ..........
$ 3 ,9 00 A N D U N D E R $ 3 , 5 0 0 ..........

"

"

$3,500
$ 3 ,6 00
$3,700
$ 3 ,8 00
$3,900

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

-

-

-

$ 9 , 1 0 0 ..........
$ 9 , 2 0 0 ..........
$ 9 , 3 0 0 ..........
$ 9 , 9 0 0 ..........
$ 9 , 5 0 0 ..........

-

-

-

“

“

-

"

-

-

-

-

~
“

-

AND
AND
AND
AND
AND

$9,000 AND
$9,100 AND
$9,200 AN D
$9,300 AND
$9,900 AND

$1,800
$1,850
$1,900
$1,950
$2,000

UN DE R $3,600
UN DE R $3,700
UNDER $3,800
UN DE R $3,900
UNDER $9,000
UNDER
UNDER
UNDER
UNDER
UNDER

“
(2.9)
1.2

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

$5,000
$5,100
$5,200
$5,300
$5,900

AND
AND
AND
AND
AND

U N D E R $ 5 , 1 0 0 ..........
U N D E R $ 5 , 2 0 0 ..........
U N D E R $ 5 , 3 0 0 ..........
U N D E R $ 5 , 9 0 0 ..........
U N D E R $ 5 , 5 0 0 ..........

_
-

$5,500
$5,600
$5,700
$5,800
$5,900

AND
AND
AND
AND
AND

UNDER $5,600
UNDER $5,700
UNDER $5,800
UNDER $5,900
UNDER $6,000

-

$6,000
$6,100
$6,200
$6,300
$6,900

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

-

$6,500
$6,600
$6,700
$6,800
$6,900

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$6,600
$6,700
$6,800
$6 , 900
$7,000

-

TOTAL

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

6.4
8.5
9.3
8.3
11.3

1.1
1.2
1.5
2.6
4.6

-

8. 3
7.9
7.1
5.8
4.7

4. 3
6.5
7. 9
7. 9
9.3

_
(1.0)
1.2
1.2
1.6

2.6
1.2
.9
1.3
(3.1)

8.1
7.1
5.4
6.8
5.9

3.2
5.9
4.6
10.0
8.0

.8
1.0
3.2
.3
.8

“

4.0
3.6
2.6
2.1
2.0

9.0
7.6
3.9
9.0
9.2

3.9
3.9
2.3
9.2
7.6

~
T

.8
i.i
(2.7)

6.8
3.2
2.9
9.2
2. 9

1.7
7.6
19.1
1.9
2.8

-

2. 5
2.7
.5
.5
1.2

3.0
1.8
1.7
2.8
3.2

-

(2.5)

-

~
-

5.1
2.2
1.9
9.0
.8

-

2.9
1.7
.1
.5
2.6
.8
.6
.9
2.3
(4.0)

~

"

~

~
“

-

“

-

-

-

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

-

-

"

(l.n

-

-

$9,600
$9,700
$9,800
$9,900
$5,000

"
-

(1.0)

“

$9,500
$9,600
$9,700
$9 ,800
$9,900

-

-

2. 5
1.9
1 .9
1.1
1.2

-

_
-

-

-

-

r

-

-

"

~
“

“

-

-

-

-

-

“

“

-

-

~
-

■

■

"

1.2

_
-

.3
.9

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

10 0 . 0

100.0

10 0 . 0

10 0. 0

10 0 . 0

16 0 . 0

100.0

N U M B E R O F E M P L O Y E E S ................

2653.0

5255.0

9197.0

9 4 13 .0

6850.0

2312.0

779.0

A V E R A G E M O N T H L Y S A L A R Y ............

$1780.9

$2028.9

$2951.1

$2953.3

$3579.9

$9252.3

$ 5039.3

S e e footnotes at e n d of table.




21

TobS© 4. Continued—Employment distribution by salary: Professional and administrative ®©@upa«@n8
(Percent distribution of employees In selected professional and administrative occupations by monthly salary,

United Stetes, except Alaska and Hawaii,1 March 1983)
COMP UT ER PROGRAMMERS/PROGRAPSMER ANAL YS TS
MONTHLY SALARY
I
41 .000 AND
41,050 AND
41 ,100 AND
41,150 AND
41 ,2 00 AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

_

(1.3)
1.4
2.0
5.2

IV

V

_

-

-

-

-

-

-

III

II

-

-

*
-

“

-

_
“

“

41 ,250 AND UN DE R
41,300 AND UNDER
41 ,350 AND UN DE R
41 ,400 AND UN DE R
41 ,450 AND UN DE R

4 1 , 3 0 0 ..........
4 1 , 3 5 0 ..........
4 1 , 4 0 0 ..........
4 1 , 4 5 0 ..........
4 1 , 5 0 0 ..........

3.5
5.7
5.1
4.4
7.4

(1.4)
1.3
1.6
3.8
4.3

81,500
41,550
41,600
41,650
41,700

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

41,550
41,600
41,650
41,700
41,750

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

5.5
6.5
4.9
5.6
4.4

5.1
5. 2
6. 2
6.7
6. 8

(1.5)
l.l
2.0
2.3

41,750
41,800
$1,850
41,900
41,950

AND
AND
AND
AND
AN D

UNDER 41,800
UNDER 41,850
UNDER 41,900
UNDER 41,950
UNDER 42,000

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

5.7
4.3
3.6
5.1
4.0

6. 5
6.2
5.4
6.0
5. 2

2.6
4.8
3.9
5.4
5.7

(2.1)
1.0

42,000 AND UNDER
42,050 AND UN DE R
4 2 , 1 0 0 AN D U N D E R
42 ,150 AND UN DE R
42 ,200 AND UNDER

4 2 , 0 5 0 . ’.........
4 2 , 1 0 0 ..........
4 2 , 1 5 0 ..........
4 2 , 2 0 0 ..........
4 2 , 2 5 0 ..........

3.1
2.5
2.2
2.7
1.6

4. 3
3.9
3.2
3.1
2. 3

5.6
6.0
5.3
6.6
6.9

1.8
1.8
1.9
2.8
3.1

42,250
42,300
42,350
42,400
42,450

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

(2.5)

2.4
2.0
1.5
1.6
1.4

5.6
5.4
4.1
4.3
3.7

3.7
4.7
3.9
5.6
5.6

42,500
42,600
42,700
42,800
42,900

AND
AND
AND
AND
AND

UNDER 42,600
UNDER 42,700
UNDER 42,800
UNDER 42,900
UNDER 43,000

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

1.7
(1.1)

5.0
4.1
2.4
1.7
1.3

10.6
11.1
1 1 .0
8.6
6. 8

S. 0
3.6
5.7
6.S
9.1

43,000
43,100
43,200
43,300
43,400

AND
AND
AND
AND
AND

UNDER 43,100
UNDER 43,200
UNDER 43,300
UNDER 43,400
UNDER 43,500

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

4. 3
2.8
2.6
1.8
1. 3

11.5
11.2
9.2
9.3
5.8

43,500
43,600
43,700
43,000
43,900

AND
AND
AND
AN D
AND

UNDER
UNDER
UNDER
UNDER
UNDER

43,600
43,700
43,800
43,900
44,000

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

(1.0)

5.0
3.6
3.6
2.5
1.6

44 ,000 AND
44,100 AN D
44 ,200 AND
44,300 AND
44 ,400 AND

UNDER
UNDER
UNDER
UNDER
UNDER

44,100
44,200
44,300
44,400
44,500

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

-

*
_
-

_

*
-

-

"

_
“

(1.7)
_
-

-

-

-

-

-

~
-

~
-

-

-

-

-

-

_

—

(3.5)
1.5

-

-

-

-

1.4
(2.5)
-

-

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

10 0 . 0

10 0 . 0

10 0 . 0

100.0

10 0 . 0

N U M B E R O F E M P L O Y E E S ................

14660.0

35263.0

51033.0

29142.0

9654.0

A V E R A G E M O N T H L Y S A L A R Y ............

$1648.1

$1845.7

$2185.3

$2620.5

$3177.0

TOTAL

See footnotes at end of table.




22

Tabu® 4: Continued— Empioymosnl! distribution by salary: Professional and administrative occupations
"(Percent distribution of employees in selected professional and administrative occupations by monthly salary,
United States, except Alaska and Hawaii,' March 1983)
_____ .

_

VI

V

IV

_

_
-

VII

“

_
-

_
T

”

-

“

“
"

-

-

“

“

“
“

“

“

-

*

-

"

"

”

(0.5)
1.0
1. 0

-

2.0
2.1
2.9
4.8
5.4

.5
1. 0
.9
2.1
2.9

~

-

(1.8)
1.0

-

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

8.0
8.9
11 .5
10 .1
11.6

3.6
4.7
6.3
7.3
8.6

1.2
1.6
2.3
2.2
3.6

-

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

7.4
6.0
2.8
2.8
2.1

8.9
8. 9
7.5
7.4
5.6

4.3
5.1
4.8
5.8
5. 8

(2.8)
1.6
1.6
1. 9

2.1
2.5
(0.8)
-

8.8
5.0
3.1
2.1
1.0

1 1 .5
11.5
10 . 1
8.9
6 .9

4.5
5.9
7.5
8. 9
9.5

(1.4)
1. 3
2.2
3.2

-

(1.3)
-

10 . 0
9. 9
9.3
8.8
6.0

6.3
4.3
6.4
7.4
8.4

(1.3)
1 .1
1.5
2.0
2.6

U N D E R 81 ,550 ..........
U M B E Q 0 1 . 6 5 0 ..........
U N D E R 0 1 , 6 5 0 ..........
U N D E R 01 ,700 ..........
U N D E R 0 1 , 7 5 0 ..........

01,750
01,000
6L.&50
05,900
01,950

ABD
ABD
AND
AND
AND

UMBER
UNDER
UNDER
UNDER
UNDER

02,000
02,050
02,100
02,150
02,200

AND
AND
AND
AND
AND

UNDER 02,050
UNDER 02,100
UNDER 02,150
UNDER 02,200
UNDER 02,250

02,250
02,300
02,350
02,600
02,650

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

0 1 , 0 0 0 ..........
0 1 , £ 5 0 ..........
0 1 , 9 0 0 ......... .
0 1 , 9 5 0 ..........
0 2 , 0 0 0 ..........

V I II

_
■

(1.8)
1.1
.7
1.3
1.5

SU,5S0«AMD
01 ,550 AND
01,600 AND
0 1 , 6 5 0 At3D
0 1 , 7 0 0 AN D

0 2 , 5 0 0 'AND U N D E R
02,600 AND UNDER
02,700 AND UN DE R
02 ,8 00 AND U N DE R
02,900 AND UN DE R

III

II

I

_________________

-

“

~

-

“

“
“

02,600
02,700
02,800
02,900
03,000

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

AND
AND
AND
AND
AND

UNDER 03,100
UNDER 03,200
UNDER $3,300
UNDER $3,600
UNDER 03,500

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

"

~

6.6
2.8
1.7
1.0
(1.6)

03 ,5 00 AND
03 ,600 AND
03 ,700 AND
$3 ,8 00 AND
03 ,900 AND

UNDER 03,600
U N DE R 03,700
UNDER 03,800
UNDER $3,900
UNDER 06,000

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

-

"

“
"

3.8
2.6
1. 9
1.2
(2.3)

9.0
8.7
8. 2
7.6
6.2

3.2
4.3
5.1
6.7
6.2

(2.2)
1 .1
2.5
3.6

~
-

06,000
06,100
$4,200
$4,300
$4,400

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

06,100
06,200
$4,300
$4,400
$4,500

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

-

“

-

“

5.0
4.4
3.1
2.7
1. 9
-

6.8
7 .3
6.4
6 .0
6.8

3.1
3.3
5.2
5.6
6.2

-

(2.0)
1.1

$4,500
06,600
06,700
$4,800
$4,90 0

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

$4,600
06,700
06,800
$4,900
$ 5 ,0 00

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

“

-

-

-

-

-

1.5
(2.5)

5.0
4.4
4.4
3.1
3.0

7.5
7.5
6.8
5.6
4.3

2.0
1.9
4.9
2.7
4. 9

“

“

-

-

“

2.6
1 .9
1.8
1.1
1.1

5.3
5.0
3.1
3.1
2. 9

6.7
10.7
5.4
6.3
8.4

-

(4.1)
~
“
“

2.1
1.8
2.0
1.7
1.5

7.9
4.3
3.6
4.3
3.6

(6.7)
_

2.7
1.4
1.2
1.3
1.4

03,000
03,100
$3,200
03,300
03,600

-

-

05,000
$5,100
$5,200
$5,300
05,600

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

05,100
$5,200
$5,300
$5,400
05,500

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

*
*

$5,500
05,600
05,700
$5,800
$5,900

AND
AND
AND
AND
AND

UN DE R $5,600
UNDER 05,700
UNDER 05,800
UNDER $5,900
UNDER $6,000

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

“

-

_
-

-

"

$6,000 AND UNDER
06 ,1 00 AND UN DE R
06 ,200 AND UN DE R
06,300 AND UNDER
06 ,6 00 AND UN DE R

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

-

"

-

-

-

-

$6,500
06,600
06,700
$6,800
$6,900

$6,600
06,700
06,800
$6,900
$7,000

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

-

-

-

-

“
~
“
_

AND
AND
AND
AND
AND

TOTAL

UNDER
UNDER
UNDER
UNDER
UNDER

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

10 0. 0

-

"

-

100 .0

100 .0

10 0. 0

100 .0

“
“
"

100 . 0

_
10 0. 0

~

1.9
1.2
(7.8)
100 . 0

N U M B E R O F E M P L O Y E E S ................

32588.0

64490.0

131048.0

138684.0

99584.0

46426.0

12383.0

3125.0

A V E R A G E M O N T H L Y S A L A R Y ............

$2129.6

$2316.1

$2608.9

$3060.5

$3663.3

$4288.3

$6867.3

$5578.2

1 For 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




23

employees in these intervals have been accumulated and are shown in the inter­
val 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.

Table 5. 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 1983)
ENGINEERING TECHNICIANS

DRAFTERS

MONTHLY SALARY
i

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$ 7 2 5 ................
9 7 5 0 ................
$ 7 7 5 ................
9 8 0 0 ................

_

-

-

-

_

$700
9725
$750
9775

II

_
_

O Q 5 0 A W D U N D E R $ 8 7 5 ................
8 8 7 a ANIy U N D E R 8 9 0 0 ............. ..
(2.8)
$ 9 5 0 A N D U N D E R $ 9 7 5 ................
$ 9 7 5 A N D U N D E R $ 1 * 0 0 0 .............

2.4

V

I

-

_

.

(2.2)
1.0

-

-

-

6.1

-

_

II

_

_
_
-

V

_

_

_

-

-

IV

-

-

11.2
(1.5)

_
-

8.7

III

(i-°2)

_

(1.2)
0 1 , 1 0 0 A N D U N D E R $ 1 , 1 5 0 ..........
$ 1 , 1 5 0 A N D U N D E R $ 1 , 2 0 0 ..........

IV

III

(0.4)

8.9
8.4
10.3

_

.
.

2.8

_
_

11.2
$1,300

A N D U N D E R $ 1 , 3 5 0 ..........

(1.2)
1.3

_

8.4
1.8

_

(2.2)

(0.7)
_

91,650

6.7

3.1

A N D U N D E R 6 1 , 7 0 0 ..........

7.3

2.6

(0.8)

..
.

-

-

9.9

5.7

6.0

.8

(2.0)
3.8
(2.2)
81,900

A N D U N D E R 8 1 , 9 5 0 .........

_

_
$ 2 , 1 5 0 A N D U N D E R $ 2 , 2 0 0 ..........
$ 2 , 2 0 0 A N D U N D E R $ 2 , 2 5 0 ..........

$2,400
$2,450

A N D U N D E R $ 2 , 4 5 0 . .........
A N D U N D E R $ 2 , 5 0 0 ..........

$ 2 , 6 0 0 A N D U N D E R $ 2 , 7 0 0 ..........
$ 2 , 7 0 0 A N D U N D E R $ 2 , 8 0 0 ..........

$3,000
$3,100
$3,200

A N D U N D E R $ 3 , 1 0 0 ..........
A N D U N D E R $ 3 , 2 0 0 ..........
A N D U N D E R $ 3 , 3 0 0 ..........

5. 2
6.4
6.5

_

_
_

_

_
_

_
_
_
_

_
_

_
_
_
_
10 0. 0

_

_
_

_

_

1.5
(3.0)

_
_
_
_

_
(1.9)

(1.7)

_

10 0 . 0

5.3

100.0

10 0 . 0

$1303.9




_
_
_

3.1

6.4

_
_
_
_

8.1
(3.1)

8.6

_
_

_
_

9.9

(0.8)

_
_
_

_
_

2.8

1.3
(0.2)

$1506.9

$1788.3

$2088.9

$2360.0

100.0

100.0

100.0

100.0

100.0

2029.0

E M P L O Y E E S ................

See footnotes at end of table.

(1.9)

_
-

(2.1)

_
_

10 0. 0
NU MB ER OF

7. 2

2. 5

5.4

i.i
1.4

1.8

11239.0

22217.0

29719.0

20170.0

$1011.8

$ 1302.9

$1533.9

$1871.2

$2316.2

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 1983)
COMPUTER

PHOTOGRAPHERS

OPERATORS

MONTHLY SALARY
I

II
_

VI

II

III

IV

_
-

_
“

_
”

_
-

_
-

-

“
~

-

“

“

“

"

■

-

-

IV

h i

V

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

9 7 2 5 ................
$ 7 5 0 ................
9 7 7 5 ................
9 8 00 ................

(0.5)
1.9
.8
2.2

(0.4)
1.0

9800 AND
9825 AND
9850 A N D
9875 AN D

UNDER
UNDER
UNDER
UNDER

9 8 2 5 ................
9 8 5 0 ................
9 8 7 5 ................
9 9 0 0 ................

4.3
3.5
A. 9
4.6

.9
.9
2.0
1.0

9900 AND
9925 AND
9950 AND
9975 AND

U N D E R 9 9 2 5 ................
U N D E R 9 9 5 0 ................
U N D E R 9 9 7 5 ................
U N D E R 91 , 000 .............

6.3
6.0
9.8
5.5

1.4
2.0
2.9
3.8
8. 2
12.6
9.4
1 1 .6
7.0

3.3
3.5
5.3
7.1
7. 2

(1.2)
1.1

4.8
5.8
3.3
3.1
2.2

8.7
8. 4
7.9
7.1
7.0

3.4
3.3
5.0
5.3
5.9

(1.4)
1.4
.5

9700
$725
9750
9775

(3.0)

~

■
“
~

~

~

■

“

*
*
“

“
~

“

1.7
.4
3.4
.3

“
“

“

1.8
3.3
2.4
6.5
6.4

-

-

91,000
91,050
91,100
91,150
91,200

AND
AND
AND
AND
AND

U N D E R 9 1 , 0 5 0 ..........
U N D E R 9 1 , 1 0 0 ..........
U N D E R 9 1 , 1 5 0 ..........
U N D E R 9 1 , 2 0 0 ..........
U N D E R 9 1 , 2 5 0 ..........

9.8
9.6
7.3
5.4
2.6

91.250
91,300
91,350
91,900
$1,450

AND
AND
AND
AND
AND

U N D E R 9 1 , 3 0 0 ..........
U N D E R 9 1 , 3 5 0 ..........
U N D E R 9 1 , 9 0 0 ..........
U N D E R 9 1 , 9 5 0 ..........
U N D E R $ 1 , 5 0 0 ..........

4.3
3.1
2.8
1.0
(3.5)

$1,500
91,550
91,600
91,650
91,700

AND
AND
AND
AND
AND

UNDER $1,550
UNDER 91,600
UNDER 91,650
UNDER 91,700
UNDER 91,750

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

_
-

1.6
1.4
2.4
3.5
2.8

4. 8
4.5
4.5
3.4
2.4

6.5
6.4
8.0
6.3
5.0

2.7
3.7
5.4
4.1
4.5

(1.8)
4.4

91,750
91,800
91,850
91 , 900
$1,950

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

91,800
91,850
91,900
91 , 950
$2,000

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

_
-

2.6
(1.3)
_

2.0
2.0
1.3
1.1
.8

6.4
4.4
3.9
4.4
5.6

5.9
6.4
6 .0
4.8
7.6

92,000
92,050
92,100
92,150
92,200

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

92,050
92,100
92,150
92,200
92,250

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

_
-

“

1.0
(3.5)
"

4.2
2.2
1.9
1.5
1.2

92,250
92,300
92,350
92,000
$2,450

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

9 2 , 3 0 0 ..........
9 2 , 3 5 0 ..........
9 2 , 0 0 0 ..........
9 2 , 0 5 0 ..........
$ 2 , 5 0 0 ..........

_
-

“

_
-

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

-

_
-

93 , 000 A N D U N D E R 9 3 , 1 0 0 ..........

-

-

-

-

-

-

-

-

10 0. 0

10 0 . 0

10 0 . 0

10 0 . 0

10 0 . 0

109.0

100.s

100.0

92,500
92,600
$2 , 7 0 0
$2,800
92,900

AND
AND
AND
AND
AND

TOTAL

UNDER 92,600
UNDER 92,700
UN DE R $2,800
UNDER $2,900
UNDER 93,000

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

“

"
“
“

-

-

(0.6)
1.4

-

“
“

6.0
5.1
5.8
7.1
1 0 .4

1.1
.7
4.1
4.4
2.9

3.3
4.3
2.0
4.5

2.7
4.0
1 2 .4
6.3
11 .1

6.5
4.8
3.3
2.8
4.8

1. 2
9.6
13.8
4.2
3.8

2.0
4.5
2.5
3.3
2.0

4.1
3.6
2.6
4.8
2.6

10.5
4. 2
5.5
6 .3
4.6

3.0
7.5
.9
.9

2.7
8.4
3.2
3.6
7.8

5.8
2.0
9.3
6.5
2.0

.8
2.0
1.3
.4
.5

2.6
9.2
2.0
1.6
2.0

5.7
1.5
6.3
5.0
1.5

1.8
.3
.4
.6
.3

1 1 .0
7.8
1.9
2.6
.4

2.8
6.8
4. 5
1.5
4.3

1.5
(0.6)
-

3.0
2.0
1.9
3.1
(0.7)

.6
1.5
1.3
.4
2. 5

1.4

i.i
(1.6)
“

4.3
6.3
6. 3
2. 3
.5

“

“

5.3
100.0

N U M B E R O F E M P L O Y E E S ................

6003.0

17903.0

29576.0

15171.0

3136.0

477.0

705.0

730.0

397.0

A V E R A G E M O N T H L Y S A L A R Y ............

$1090.1

$ 1220.7

$1415.7

$ 1727.3

$2025.6

$2100.5

$ 1703.3

$2035.4

$2234.6

' For 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 Inter­
val 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.

25

Y&h

S. Employment distribution by salary: Glories 5 ©eeupatlsns

Percent attributio n of employees In selected clerical occupations by monthly salary, United St»t«a, except A b a te and Hawaii,1 March 1983)
ACCOUNTING CLERKS

FILE CLERKS

MONTHLY SALARY
1
0 3 3 0 A M D U N D E R 0 3 7 3 ................
0 3 7 3 A M D U N D E R 0 6 0 0 ................

11

(0 .1 )
1.0

III

IV

-

-

_

-

-

0608
0623
0630
0673

AMD
AND
AMD
AMD

UNDER
UNDER
UNDER
UNDER

0 6 2 3 ................
0 6 3 0 ........ '.......
8 6 7 3 . . . . ..........
0 7 0 0 ................

1.9
2.0
1.6
3.7

0700
0723
0730
0773

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

0 7 2 5 ................
0 7 5 0 ................
0 7 7 5 ................
0 3 0 0 ................

3.6
$.7
6.7
5. 2

(1.7)
1.0
1.2
2.0

0300
0823
0830
0873

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

0 8 2 5 ................
0 8 3 0 ................
0 8 7 5 ................
090 0 ................

6.9
5.7
7. 8
5.7

2.7
2.2
3.2
3.1

(2.8)

0900
0923
0930
0973

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

0 9 2 5 ........ .......
0 9 5 0 ................
0 9 7 5 ................
0 1 , 0 0 0 .............

3.0
6. 3
6.1
3.7

6.0
6.0
5.1
6.5

1.3
1.2
1.9
1.8

II

I

KEY ENTRY OP ER AT OR S
III

0.1
1.8

II

I

_

_

_

-

_

-

6.1
6. 8
5.9
7.1

(1.2)
1.6
3.0
3.1

“

-

8. 6
8. 0
7.1
7.6

6.6
7.1
5.9
7.6

(0.7)
1.1
.6

1.6
2.6
2.8
3. 3

(1.5)

_

_

5.2
8. 1
6.3
3.7

6.8
7.8
7.1
6.6

2.2
2.3
2.5
5.9

3.7
3. 6
3. 2
6.0

1.3
1.7
2.2
2.3

6. 6
3.8
1.6
1.9

5.1
3. 9
3.8
2.9

6.2
8.6
6.8
6. 6

3.6
6. 3
6. 3
3. 1

2.6
1.9
2.9
3.6

3.1
1.8
1.1
(4.0)

6. 5
3.8
1.9
1.2
3.0

8.8
6.6
8.3
3.8
7.3

9.7
8.6
6.5
3.9
6.6

6.0
7.7
9.6
7.0
7.3

_

-

-

*
_

d.i)
1.2
_

UNDER
UNDER
UNDER
UNDER
UNDER

8 1 , 0 5 0 ..........
8 1 , 1 0 0 ..........
0 1 , 1 5 0 ..........
0 1 , 2 0 0 ..........
0 1 , 2 5 0 ..........

6.0
6.1
3.0
2.0
2. 3

1 0 .0
9.6
9.6
6.7
6.1

6.0
6.1
6.7
8.6
8.3

(0.8)
1.2
2. 0
3.2
6.5

01.250 AND UNDER
01,300 AND UNDER
81,330 AND UNDER
01,600 AND UNDER
01,630 AND UNDER

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

1.6
1.2
.8

6.2
3.1
2.5
1.9
1.6

8.0
7.6
6.0
6.0
3.9

6.1
5.8
5.9
5.9
5.5

--

.8
1.0
.9
.8
.6

1.5
6.7
1.6
1.7
.8

3.1
2.0
1.8
1.6
1.2

8.2
5.2
6.3
3.3
3.6

01,300
81,330
01,600
$1,650
01,700

.7
.9
1.9
(1.1)

1.9
1. 9
1.6
1.6
(3.1)

3.9
2.8
2.7
6.6
1.9

5.3
5.7
6.6
7.9
6.9

«
*
-

.3
.1
.7
.3
.3

2. 9
3.0
1.2
.6
.3

1.0
1.6
.8
.9
1.2

3.0
2. 8
1.8
1.8
.9

1.6
1.3
1.2
1.7
(4.0)

3.6
3.9
2.9
2.6
2.5

.2
1.5

(1 .9 )
-

.9
1.0
1.8
1. 2
(3.2)

01,090
01,053
01,180
01,130
01,208

AND
AND
AND
AND
AND

.7

AND
AMD
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

0 1 , 3 5 0 ..........
0 1 , 6 0 0 ..........
0 1 , 6 5 0 ..........
0 1 , 7 0 0 ..........
0 1 , 7 5 0 ..........

01,730 AND
01,800 AND
01,850 AND
01,900 AND
81,930 AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

-

_
-

-

-

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

_
•»
-

02,060 AND UNDER
02,050 AND UNDER
02,100 AND UNDER
02,130 AND UN DE R
02,200 AND UNDER

-

**
=

_
-

.

_

_

10 0 . 0

100.0

NtfcTOEQ O F E M P L O Y E E S ............. .

26763.0

87578.0

S a q s h o h t m l y - S O L A R ? ____ __:.;.

$932.5

$1122.2

2.9
2.8
2.5
1. 9
1.8

“

........

_
„
_
.

8 2 , 2 5 0 A N D U N D E R 8 2 , 3 0 0 ...........
0 2 , 3 0 0 A N D U N D E R 8 2 , 3 5 0 ...........
TOTAL

abs

_

1.3
(2.4)

100.0

(2/)
.3
1.2
(0.3)

“
_
-

«*
■
-

_
-

(ID

T T
1.2
1.6
1.0
.0
(0.2)

•
-

_
_
-

-

_
-

-

_

-

-

-

-

100.0

100.0

100.0

100.0

100.0

10 0 . 0

59326.0

21353.0

19738.0

10926.0

3657.0

52682.0

32683.0

$1339.0

$1621.3

$008.5

$910.7

$1161.6

$1068.6

$1255.5

S e a footnotes at e n d of table.




•
- •

2
6

Tabf© 6. Continued—Employment distribution by salary: Clerieal ©eeupatlens
(Percent distribution of employees In selected clerical occupations by monthly salary, United States, except Alaska and Hawaii,' March 1833)
MONTHLY SALARY

PERSONNEL

CLERKS/ASSISTANTS

PURCHASING ASSISTANTS

MESSENGERS
I

C 5 7 5 A N D U N D E R $ $ 0 8 ......... ......
®6®0 AND
STS23 A N D
$S|'@ A N D
U K
AND
0700
0725
0750
0775

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER
UNDER
UHDER
UHDER

II

IV

i

II

(0.5)

-

-

-

-

-

-

-

2.6
2.3
3.1
$.1

-

_

_

-

-

_

-

-

“

-

4.6
3.6
6.6
6.1

_

-

-

-

-

_
-

1.8
.6
.2
3.0

“

-

2.7
4.7
2.7
5.1

(1.0)
1.2

(2.6)
6.1
4.7
4.5
7.1

(0.2)
3.3
2.4
1.2
1.6

1 0 .4
7.0
7.4
5.6
1 0 .4

2.0
2.1
4.6
6.2
5.6

_
“

0 6 2 5 ................
$ 6 5 0 ................
0 0 7 5 . . .............
0 7 0 0 ................
0 7 2 5 .............. .
0 7 5 0 ................
0 7 7 5 ................
0 8 0 0 ................

1.4
.1
2.9

III

-

“

III

-

*

-

_
-

-

-

-

~

0.2
1.5

0800
0825
0850
0875

AN D
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

0 8 2 5 . ...............
0 8 5 0 ................
0 S 7 5 . ............ ..
0 9 0 0 ................

7.0
6.5
6.8
3.4

2. 5
3.1
2.1
5. 9

(0.8)
1.0
1.0

0900
0925
0950
$975

AND
AND
AND
AND

U N D E R 0 9 2 5 ................
U N D E R 0 9 5 0 ................
U N D E R 0 9 7 5 ................
U N D E R $ 1 , 0 0 0 ......... , . .

6.9
4.5
4.7
3.4

7.7
1.7
6.5
4. 5

.1
.5
2.0
1.7

0 1 , 0 5 0 ____ ______
0 1 , 1 0 0 ..........
0 1 , 1 5 0 ..........
0 1 , 2 0 0 ..........
0 1 , 2 5 0 ..........

6.1
6.0
1.7
2.9
1.6

1 0 .3
6.6
12.8
12.8
4. 8

7.1
11.4
1 0 .2
1 0 .8
10 .4

01 ,250 AND U N D E R
01 ,3 00 AND U N D E R
01 ,3 50 AND U H D E R
01 ,0 00 AND U N D E R
01 ,0 50 AND U N DE R

0 1 , 3 0 0 ..........
0 1 , 3 5 0 ..........
0 1 , 0 0 0 ..........
0 1 , 0 5 0 ..........
0 1 , 5 0 0 ..........

.7
.3
1.0
.1.8.
(3.9)

3.9
2.4
2.4
1.2
.6

5.1
6.2
4.0
6. 3
2.9

8.9
10.6
5.8
12.6
3.9

3.5
4.0
2.9
3.9
6.2

6. 9
5.8
X. 9
3.7
2.7

2. 5
4.7
5.1
5.0
7.4

(1.1)
2.6
1.8
2. 3
1.7

0 1 , 5 0 0 AN D
0 1 , 5 5 0 AN D
0 1 , 6 0 0 AN D
0 1 , 6 5 0 AN D
$1 ,7 00 AND

UNDER
UNDER
UNDER
UHDER
UNDER

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

_
"

.9
.5
.6

4.1
2.8
2.0
2.7
2.4

3.2
7.6
6.6
3.1
2.1

1 1 .6
7.7
6.5
6.9
2.7

1.4
2.4
1.5
1.6
.5

6.7
7. 3
4.4
4.0
2.4

4.4
3.9
2.6
2.9
2.6

01,750
$1,800
01,850
$1,900
01,950

UNDER
UNDER
UNDER
UNDER
UNDER

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

-

.4
1.6
1.3
.8
1.1

2.6
3.1
2.0
.9
1.9

4.9
6.1
.5
2.6
6.2

.9
1.8
.7
.3
.8

5.1
6.6
3.9
1.8
2. 9

2.3
3.1
2.3
6.0
8.3

(1 .4 )

1.7
(2.5)
-

5.2
5.6
7.1
5.5
3.9

01,000
01,050
01,100
01,150
01,200

AND
AND
AND
AND
AND

AND
AN D
AN D
AND
AND

UNDER
UNDER
UNDER
UHDER
UNDER

_

-

.2

-

.2
.3
1.1
.1

1.5
(2.0)
-

2.5
5.6
1.0
2.0
2.2

-

2. 5
1.6
2.1
2. 3
(3.1)

-

.5
.5
1.9
.8
.9

“

“

6.4
2.5
1.3
2.4
.8

-

-

2.2

-

-

UNDER
UNDER
UNDER
UNDER
UHDER

0 2 , 0 3 0 ..........
0 2 , 1 0 0 ..........
0 2 , 1 5 0 ..........
0 2 , 2 0 0 ..... .
0 2 , 2 5 0 ..........

-

02,250
02,300
$2,350
02,600
02,650

AND
AND
AN D
AND
AN D

U N D E R 0 2 , 3 0 0 ..........
U N D E R 0 2 , 3 5 0 ..........
U N D E R $ 2 , 4 0 0 ..........
U N D E R $ 2 , 6 5 0 ..........
U N D E R $ 2 , 5 0 0 ..... .

“

_
-

-

-

_

02,600
$2,700
02,800
02,900

AND
AND
AND
AND

UNDER
UHDER
UNDER
UNDER

-

-

-

-

-

-

-

-

~

-

AND
AND
AND
AN D
AN D

TOTAL

-

“

02,000
02,050
02,100
$2,150
02,700

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

”

_

“
10 0 . 0

.1

_

"

“
10 0 . 0

10 0 . 0

10 0 . 0

10 0. 0

3.0
.3

10 0 . 0

N U M B E R O F E M P L O Y E E S ................

11746.0

1605.0

3575.0

3234.0

1528.0

3883.0

3987.0

1185.0

A V E R A G E M O N T H L Y S A L A R Y ............

$909.6

$1074.8

$1285.6

$1662.5

$ 1683.1

$ 1 2 35 .6

$ 1566.8

$2005.3

See footnotes at end of table.




27

10 0 . 0

10 0 . 0

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

Tabs© 6. Continued— Employmdnt distribution by saiasy: Cierieai ooeupatlonc
(Percent distribution of employees in selected clerical occupations by m onthly salary, United States, except Alaska and Hawaii,1 March,1963)
SECRETARIES
MONTHLY SALARY
I

STENOGRAPHERS

II

III

IV

-

-

-

V

I

II

I

II

_
-

-

(0.6)
1.0
1.0

-

_

-

“

-

-

2.8
4. 7
5.3
6.1

(2.1T

-

■-

6.5
5.1
6.7
5.9

2.0
2. 6
2. 6
3.S

$6 0 0 A N D U N D E R $ 6 2 5 ................
$ 6 2 5 A N D U N D E R $ 6 5 0 ................
$ 6 50 A N D U N D E R $ 6 7 5 ................

*
>
-

$700
$725
$750
$775

AND
AND
AND
AND

U N D E R $ 7 2 5 ................
U N D E R $ ^ 5 0 ................
U N D E R $ 7 7 5 ................
U N D E R $ 8 00 ................

.

.

_

.

.

“

“

-

-

$800
$825
$850
$875

AND
AND
AND
AND

U N D E R $ 8 2 5 ................
U N D E R $ 8 5 0 ................
U N D E R $ 3 7 5 ................
U N D E R $ 9 00 ................

$900
$925
$950
$975

AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER

$ 9 2 5 ................
$ 9 50 ................
$ 9 7 5 ................
$ 1 , 0 0 0 .............

TYPISTS

(2.9)
1.3
1.9
2.3

(l.o

“

3.3
2.6
3.9
3.8

1.4
1.1
1.8
1.3

"
(1.8)

-

“
-

_
-

_
—
(3.4)
T.7

—
-

a
-

_

-

2.2
2.0
1. 8
2.5

« .
.
(0 .8 )

7.9
5.7
5.2
4. 0

S.S
2.3
3.3
4.1

~

5.4
5.9
5.9
6.2
4.8

1.2
1.9
2.2
3.1
3. 3

5.S
5.9
3.6
2. 0
2.1

8.1
4.7
7.1
6.4
4.8

1.6
(7.1)

4.5
3. 1
4.7
1.9
2.2

UNDER
0NDER
UNDER
UNDER
UNDER

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

3.0
8.2
8.3
3.2
7.1

4.0
5.4
6.5
8.6
8. 6

1.7
2.0
3.1
4.0
5.9

_
(1.2)
1.1
1.3
2.2

$1,250 AND UNDER
$1,300 AND UNDER
$1,350 AND UNDER
$1,000 AND UNDER
$1 ,450 AND UN DE R

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

7.0
5.5
4.3
3.6
2.7

9.4
7.5
8.7
6.7
5.5

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

3.7
4.0
4.4
5.7
5.9

(2.1)
1.2
1.4
2. 6
2. 7

3.8
6.5
4.4
4.3
5.2

3.6
3.2
4.7
3.2
4. 6

$1,500 AND
$1,550 AND
$1,600 AND
$1 ,6 50 AND
$1,700 AND

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

2.4
2.1
1.5
1.5
.9

4.7
3.2
2.9
2.3
2.1

6. 5
6. 4
5.5
5.7
4.0

5.5
6.0
6.5
5.3
6.6

4. 0
4. 7
4.7
5.7
4.7

7.9
5.5
1.8
6.1
.9

7.4
6.7
9.3
12.3
4.1

•
*

5.2
3.9
3. 0
3. 7
1.1

$ 1 , 7 5 0 A N D U N D E R $ 1 , 8 0 0 ..........
$ 1 , 8 0 0 A N D U N D E R $ 1 , 8 5 0 ..........
$ 1 , 8 5 0 A N D U N D E R $ 1 , 9 0 0 ..........
$ 1 , 9 0 0 A N D U N D E R $ 1 , 9 5 0 ..........
$ 1 , 9 5 0 A N D U N D E R $ 2 , 0 0 0 ..........

.8
.7
.7
1.0
.7

1.6
1.6
1.0
1.0
(2.0)

3.2
2. 9
2. 5
2.1
2. 2

5. 3
6.4
4.5
5.0
3.2

5. 0
6.7
4.1
4. 8
5.3

l.a
.7
2.1
.3
1.0

2.6
4.1
4.5
2. 1
2.4

—
-

2.2
1.0
1.7
.4
.9

$ 2 , 0 0 0 A N D U N D E R $ 2 , 0 5 0 ..........
$ 2 , 0 5 0 A N D U N D E R $ 2 , 1 0 0 ..........
$ 2 , 1 0 0 A N D U N D E R $ 2 , 1 5 0 ..........

.4
.4
.3

“

1.4
1.4
1.0
(3.3)

.4.8
5.1
4. 5

1.6
2.1

(1- 9)

3.1
3.6
3. 2

“

-

2.8
2.5
2. 2
1.8
1.4

4.4

-

(i74)

-

-

1.4
(3.2)

3.5
2.1
2.0
2.6
1.3

-

■-

*

-

1.7
1.1
1.2
.1.1.
(0.?)

_
-

-

—

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

$2,200

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

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

.2

$ 2 , 2 5 0 A N D U N D E R $ 2 , 3 0 0 ..........
$ 2 , 3 0 0 A N D U N D E R $ 2 , 3 5 0 ..........
$ 2 , 3 5 0 A N D U N D E R $ 2 , 4 0 0 ..........
$ 2 , 4 0 0 A N D U N D E R $ 2 , 4 5 0 ..........
$ 2 , 4 5 0 A N D U N D E R $ 2 , 5 0 0 ..........

AND UNDER

1.0
"
-

*
*
“

“
“

$2,500
$2,600
$2,700
$2,800
$2,900

”

-

-

10 0. 0

100.0

10 0 . 0

AND
AND
AND
AND
AND

UNDER
UNDER
UNDER
UNDER
UNDER

TOTAL

$2,600
$2,700
$2,800
$2,900
$3,000

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

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

-

-

_

-

”
10 0 . 0

100.0

-

_

-

.5
1.2

(1.5)

-

-

_

.
_

-

-

-

-

100.0

100.0

100.0

100.0

N U M B E R O F E M P L O Y E E S ................

57779.0

61183.0

102687.0

45266.0

20993.0

13635.0

8162.0

26832.0

13827.0

A V E R A G E M O N T H L Y S A L A R Y ............

$1227.7

$1335.9

$1521.2

$1686.0

$1928.1

$1358.9

$1613.9

$952.4

$1257.1

' For scope of study, see table A-1 In appendix A.
2 Less than 0.05 percent.
NOTE: To avoid showing small proportions of employees scattered at or near
the extremes of the distribution for some occupations, the percentages of




employees In these intervals have been accumulated and are shown in the In­
terval above or below the extreme interval containing at least T percent. Tlie
percentages representing these employees are shown In parentheses. Because
of rounding, sums o f Individual Items may not equal 100.

2
8

Tab!© T. Occupational employment distribution: By Industry division
(Percent distribution of employees in selected professional, administrative, technical, and clerical occupations,’
by Industry division,1 United States except Alaska and Hawaii, March 1983)
MINING
OC CU PA TI ON AND LEVEL

PROFESSIONAL

CONS­
TRUCTION

MANU­
FACTURING

PUBLIC
utilities

,, W H O L E S A L E
!./
TRADE

RETAIL
TRADE

FINANCE,
INSURANCE
AND REAL
ESTATE

SELECTED, .
SERVICES.!'

AND ADMINISTRATIVE

ACCOUNTANTS
AUDITORS
PUBLIC ACCOUNTANTS
CHIEF ACCOUNTANTS
ATTORNEYS
BUYERS
PR OG RAMMERS/PROGRAMMER ANALYSTS
JOB AN A L Y S T S
DIRECTORS OF PERSONNEL
CHEMISTS
ENGINEERS
TECHNICAL

10
4
-

(5)
9
(5)
(5)

(5)
(5)
“
(5)
(5)
(5)

5
5

57
30
S3
31
82
40
52
67
89
70

11
14
4
11
4
10
10
4
(5)
6

6
6
2
5
(5)
(5)
C5)
(5)

-

-

4
(5)
(5)

(5)
$

(5)
(5)
(5)
(5)

(5)
-

76
65
41
73

5
9
10
5

(5)
6
(5)

(5)
(5)
(5)
~
1
(5)

41
16
38
26
62
84
48
43
33

13
5
8
10
6
5
9
40
12

9
4
9
5
(5)
(5)
5
(5)
(5)

(5)
(5)
(5)
4

10
33
13
37
(5)
26
29
14
-

4
(5)
100
4
(5)
4
12
5
6
7
17

4
(5)

24
(5)

17
20
11
13

10
cs>
9
4
4

18
67
25
41
16
4
23
5
43

5
<5)
9
9
6
(5)
8
6
6

-

(5)
(5)
(5)
~

SUPPORT

ENGINEERING TECHNICIANS
DRAFTERS
COMPUTER OPERATORS
PHOTOGRAPHERS

-

-

CLERICAL
AC CO UN TI NG CLERKS
FILE CLERKS
KEY ENTRY OPERATORS
MESSENGERS
PERSONNEL CLERKS/ASSISTANTS
PURCHASING ASSISTANTS
SECRETARIES
STENOGRAPHERS
TYPISTS

(5)
(5)
(5)
4
4
(5)
(5)
-

1 Each occupation includes the work levels shown in table 1.
1 For scope of study, see table A-1 In appendix A.
2Transportation (except U.S. Postal Service), communications, electric, gas,
and sanitary services.
4 Limited to engineering, architectural, and surveying services; commercially

(5)
(5)
(5)

operated research, development, and testing laboratories; credit reporting and
collection agencies; computer and data processing services; management, con­
sulting, and public and research organizations.
° Less than 4 percent.

TabS© §„ Relative salary levels: ©eeupatioon by industry division
(Relative salary levels for selected professional, administrative, technical, and clerical occupations,'
by industry division,2 United States except Alaska and Hawaii, March 1983)
(Average salary for each occupation In all industries = 100)
MINING
O C C U P A T I O N A N D LEVEL

CONS­
TRUCTION

MANU­
FACTURING

PUBLIC
utilities

, WHOLESALE
!/
TRADE

RETAIL
TRADE

FINANCE,
INSURANCE
AN D REAL
ESTATE

SELECTED, ,
s e r v i c e s !'

PROFESSIONAL AND ADMINISTRATIVE
ACCOUNTANTS
AUDITORS
PUBLIC ACCOUNTANTS
CHIEF ACCOUNTANTS
ATTORNEYS
BUYERS
PROGRAMMERS/PROGRAMMER ANALYSTS
JOB AN A L Y S T S
D I R E C T O R S OF P E RS ON NE L
CHEMISTS
ENGINEERS
TECHNICAL

113
116

99
92

(5)
114
122
108
(5)
114
124
124

(5)
(5)
98
99
84
(5)

-

99
103

106
108

97
105

98
104

91
90

99
103
99
103
107
99
100
100

-

(5)
101
107
106
106
104
(5)
104

(5)
103
104
106
(5)
(5)
(5)
(5)

(5)
98
in
94
(5)
109
(5)

99
95
95
92
87
99
(5)
(5)

(5)
92
<51
91

(5)
(5)
91
(5)

100
104
94
92

87
93
88
89
90
81
89
70
85

94
10 4
88
101
99
98
100
92
99

-

-

105

-

-

-

-

-

96
98
100
73
98
99
97
93
93
95
98

SUPPORT

ENGINEERING TECHNICIANS
DRAFTERS
COMPUTER OPERATORS
PHOTOGRAPHERS

-

121
113
110
(5)

96
(5)
(5)

99
97
102
101

11 2
108
116
113

(5)
(5)
101
(5)

117
121
112
105
117
119
in
82
105

94
94
99
99
96
(5)
99
(5)
96

101
112
105
110
101
100
102
101
110

122
137
126
120
105
106
114
105
119

95
98
99
98
102
(5)
101
101
104

CLERICAL
ACCOUNTING CLERKS
FILE CLERKS
KEY ENTRY OPERATORS
MESSENGERS
PERSONNEL CL ERKS/ASSISTANTS
PURCHASING ASSISTANTS
SECRETARIES
STENOGRAPHERS
TYPISTS

' Each occupation Includes the work levels shown in table 1. In computing
relative salary levels for each occupation by industry division, the total employ­
ment in each work level in all industries surveyed as a constant employment
weight to eliminate the effect of differences in the proportion of employment in
various work levels within each occupation.
2 For scope of study, see table A-1 in appendix A.
“ Transportation (except U.S. Postal Service), communications, electric, gas,




94
103
98
93
91
90
91
85
98

and sanitary services.
4 Limited to engineering, architectural, and surveying services; commercially
operated research, development, and testing laboratories; advertising; credit
reporting and collection agencies; computer and data processing services;
management, consulting, scientific, and research organizations.
5 Insufficient employment in 1 work level or more to warrant separate present
atlon of data.

29

Table 9. Average weekly hours: OeeupaSlon by Industry division
(Average standard weekly hours' for employees In selected professional, administrative, technical, and clerical occupations!
by Industry division,* United States except Alaska and Hawaii, March 1983)
______________________________
OC CUPATION AND LEVEL

PROFESSIONAL

MINING

CONS­
TRUCTION

MANU­
FACTURING

PUBLIC
utilities

, WHOLESALE
!'
TRADE

RETAIL
TRADE

FINANCE,
INSURANCE
AN D REAL
ESTATE

SELECTED
SERVICES.

AND AD MI NI ST RA TI VE

ACCOUNTANTS
AUDITORS
PUBLIC ACCOUNTANTS
CHIEF ACCOUNTANTS
ATTORNEYS
BUYERS
PROGRAMMERS/PROGRAMMER ANALYSTS
JOB A N AL YS TS
D I R E C T O R S OF P E RS ON NE L
CHEMISTS
ENGINEERS
TECHNICAL

AO.O
40.0

AO.O
A 0 .0

AO.O
39.5

39.5
39.5

39.5

(6)
A O .0
A O .0
AO . 0
(6)
40.0
A 0 .0
A 0 .0

(6)
46)
40.0
AO.O
A O .O
(6)
_
AO.O

39.5
39.5
4 0 .0
39.5
39.5
39.5
39.5
AO.O

(6)
39.5
39.5
39.5
3 9 .5
40.0
(6)
40.0

(6)
38.5

(6)
39.5

(6)
(6)
(6)
16)

40.0
A 0 .0
A0 .0
(6)

AO.O
(6)
«6»

AO.O
AO.O
39.5
40.0

40.0
3 9 .0
3 9 .0
39.5

(6)
(6)
39.5
(6)

A 0 .0.
40.0
A 0 .0
A 0 .0
4 0 .0
4 0 .0
4 0 .0
40.0
A 0 .0

39.5
40.0
39.5
A O .O
AO.O
(6)
A O .O
(6)
AO.O

39.5
3 9 .5
39.5
3 9 .0
39.5
AO.O
39.5
A O .O
39.5

39.5
39.5
39.5
3 9 .0
4 0 .0
4 0 .0
39.5
39.5
39.5

39.5
39.0
39.5
3 9 .0

39.5

(6)
3 9 .0
4 0 .0
39.0

39.5
3 9 .0
4 0 .0
39.5

3 8 .0
38.5

(6)

38.5
3 8 .0
3 8 .0
38.0
38.0
38.5
(6 3
(6)

39.5
39.0
39.5
39.5
3 9 .0
59.5
39.5
3 9 .0
39.3
39.5
39.3

(6)
38.0

(6)
(6)
33.5
(6)

39.5
AO.O
39.5
39.5

38.5
3 8 .0
3 3 .0
33.5
38.5
3 8 .0
3 3 .0
36.5
3 8 .0

39.5
38.5
39.5
38.5
39.0
39.5
39.3
39.0
39.0

-

SUPPORT

ENGINEERING TECHNICIANS
DRAFTERS
COMPUTER OPERATORS
PHOTOGRAPHERS
CLERICAL
ACCOUNTING CLERKS
FILE CLERKS
KEY ENTRY OPERATORS
MESSENGERS
PERSONNEL CLERKS/ASSISTANTS
PURCHASING ASSISTANTS
SECRETARIES
STENOGRAPHERS
TYPISTS

' Based on the standard workweek for which employees receive their regular
straight-time salary. If standard hours were not available, the standard hours ap­
plicable for a majority of the office work force In the establishment were used.
The average for each job category was rounded to the nearest half hour.
1 Each occupation includes the work levels shown in table 1.
5 For scope of study, see table A-1 in appendix A.
4 Transportation (except U.S Postal Service, communications, electric, gas,
and sanitary services.




40.0

• Limited to engineering, architectural, and surveying services; commercially
operated research, development, and testing laboratories; advertising; credit
reporting and collection agencies; computer and data processing services;
management, consulting, and public relations services; end noncommercial
educational, scientific, and research organizations.
* Insufficient employment In 1 work level or more to warrant separate presen­
tation of data.

30

Appendix A. S©@ and
p@
Method ©f Surwuf

i@®p©

removed, and for some, address, employment, type of
industry, or other information was changed.

The survey relates to establishments1 in the United
Statess except Alaska and Hawaii, employing at least a
specified minimum of workers, and engaged in the
following industries: Mining; construction; manufac­
turing; transportation, communications, electric, gas,
and sanitary services (except the U.S. Postal Service and
governmental agencies, such as the Tennessee Valley
Authority); wholesale trade; retail trade; finance, in­
surance, and real estate; and selected services (table
A -l). Establishments which employed fewer than the
minimum number o f employees specified for each in­
dustry division were excluded. Establishments which
met the minimum size criteria during the reference
period of the information used in compiling the survey
universe were included even if they employed fewer than
the specified minimum number o f workers at the time of
the survey. Establishments found to be outside o f the in­
dustrial scope of the survey at the time of data collection
were excluded.
Table A -l shows the estimated number o f
establishments and employees within the scope of the
survey (the universe) 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 ( s m s a ’s) . 2
Similar estimates o f the number of full-time white-collar
employees are also provided.

Survey dsilgim
The design for a survey of this nature includes
methods of classifying individual establishments into
homogeneous groups or strata, determining the size of
the sample for each stratum, and selecting the sample of
establishments for each stratum.3
Establishments within the scope of the 1983 survey
were stratified by industry group and by total employ­
ment.
The sample size in a stratum was a function of the ex­
pected number of employees (based on previous
surveys) in all professional, administrative, technical,
and clerical occupations in the stratum. That is, the
larger the expected number of employees in all surveyed
occupations, the larger the sample in the stratum. Also,
an upward adjustment was made to the sample size in
those strata expected to have specified occupations
which had relatively high sampling errors in previous
surveys. (See “ Relability o f estimates'5 section for a
discussion of sampling errors.)
D a t e

The list of establishments (the sampling frame) from
which the sample was selected was developed by up­
dating, the 1982 survey sampling frame using data from
the most recently available (usually March 1981)
unemployment insurance reports for the 48 contiguous
States and the District o f Columbia. During the update
process, some establishments were added, some were

Data for the survey were obtained primarily by per­
sonal visits o f the Bureau's field representatives to a na­
tionwide sample o f establishments. Collection was
scheduled from January through mid-May to reflect an
average reference period o f March 1983.4
Employees were classified by occupation and work
level using job descriptions (appendix C) prepared joint­
ly by the Bureau o f 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 o f some occupations

1 For this survey, an establishment is an economic unit which pro­
duces goods or services, a central administrative office, or an auxiliary
unit providing support services to a company. In manufacturing in­
dustries, the establishment is usually a single physical location. In
nonmanufacturing industries, all locations o f an individual company
within a Standard Metropolitan Statistical Area (SMSA) or within a
nonmetropolitan county are usually considered an establishment.
1 Metropolitan data relate to all 276 SMSA’s within the 48 con­
tiguous States as revised through June 1977 by the U.S. Office o f
Management and Budget.

* In 1983, a random sample was selected systematically to maximize
the probability o f retaining establishments which were selected for the
1982 survey. This method was a modification o f the method introduc­
ed by Nathan Keyfitz in 1931 in his paper titled “ Sampling with Pro­
babilities P roportional to Size Adjusting for Changes in
Probabilities,” Journal o f the American Statistical Association, No.
46, pp. 105-109.
4 The March payroll period has been used since the 1972 survey.
The 1970 and 1971 surveys had a June reference period.

Sampling trim®




31

S’

Factors which reflect the normal work schedules for
the month were used to convert hourly rates to a month­
ly basis.

aad work levels were limited to specific elements which
©©mid b® 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, made extensive use of company posh
don descriptions, organization charts, and other per­
sonnel records.
Salaries reported for survey occupations were those
paid to full-time employees for standard work
schedules, i.e., the straight-time salary corresponding to
the employee’s normal work schedule excluding over­
time hours. Nonproduction bonuses were excluded, but
cost-of-living payments and incentive earnings were in­
cluded.

Em ploym ent. Occupational employment counts
generated by the survey are estimates of the total for all
establishments within the scop® of the survey and are
not limited to establishments actually studied. An oc­
cupational employment estimate was derived by
multiplying the full-time employment in the occupation
in each sample establishment 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 employment. Median and quartile values were
derived from distributions of employees by salary using
10-cent-an-hour class intervals. All salary averages in
the tables were rounded to the nearest dollar. For all an­
nual salary calculations, indivdual monthly salaries (to
the nearest one-tenth cent) were multiplied by 12 before
performing the necessary data aggregation.

nonresponse
In the March 1983 survey, salary data were not
available from about 14 percent of the sample
establishments (representing 3,243,000 employees in the
total universe covered by the survey). An additional 4
percent of the sample establishments (representing
§45,000 employees) were either out of business or out­
side the scope of the survey.
If data were not provided by the sample member, the
weights of responding sample establishments from the
same stratum were increased to adjust for the missing
data. No adjustment was made for establishments
which were out of business or outside the scope of the
survey.
Some sampled companies had a policy of not disclos­
ing 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 three of the profes­
sional, administrative, technical, and clerical work
.levels published, the proportion of employees for whom
salary data were not available was less than 5 percent.3

Salary trends. Percent increases for each occupation in
text table 1 were obtained by adding the aggregate month­
ly salaries for each level in each of two 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 employment in the most recent year.
Year-to-year percent increases for each group
specified in text table 2 were determined by adding
average monthly salaries for all occupational levels in
the group for two consecutive years, and dividing the
later sum by the earlier sum. The trends in text table 2
were obtained by linking changes for the individual
period.
Changes in the scope of the survey and in occupa­
tional definitions were incorporated into the various
trends series as soon as two consecutive periods with
comparable data were available.

Surety
m@tii©ds
Data conversion. Salary data were collected from com­
pany records in the most readily available form, i.e.,
weekly, biweekly, semimonthly, monthly, or annual.
Before initial tabulations, all salary data were converted
to a monthly basis. The factors used to convert the
salary data are as follows:
P a y r o ll b a sis

W eekly...............................
Biweekly..............................
Semimonthly......................
M onthly..............................
A nim al.............................................

Limitations

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

C o n v e rs io n f a c t o r

4.3333
2,1725
2.0000
1.0000

6
Engineers, 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 per­
sonnel 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.

.0833

8 Those with 5 percent or more were: Chief accountants IV, 9 per­
cent; and directors of personnel III and IV, 15 and 18 percent, respec­
tively.




32

satisfactory basis for classification by work level, were
not taken into account in the estimates. For these
reasons, and because of differences in occupational
structure among establishments, estimates of occupa­
tional employment obtained from the sample of
establishments studied indicate only the relative impor­
tance of occupations and levels as defined for the
survey. These qualifications of employment estimates
should not materially affect the accuracy of the earnings
data.
Data on year-to-year changes in average salaries are
subject to limitations which reflect the nature of the
data collected. Changes in average salaries reflect not
only general salary increases and merit or other in­
creases in the same work level category, but also other
factors such as employee turnover, expansions or con­
tractions in the work force, and changes in staffing pat­
terns within establishments with different salary levels.
For example, an expansion in force may increase the
proportion of employees at the minimum salary range
for a work level, which, would tend to lower the .average;
a reduction or a low turnover in the work force may
have the opposite effect. Similarly, promotions of
employees to higher work levels of professional and ad­
ministrative occupations may affect the average of each
level. Established salary ranges for such occupations are
relatively wide, and employees who may have been paid
the maximum of the salary scale for the lower level are
likely to be replaced by less experienced employees who
may be paid the minimum. Occupations most likely to
reflect such changes are the higher levels of professional
and administrative occupations and single-incumbent
positions such as chief accountant and director of per­
sonnel.

It indicates the precision with which an estimate from a
particular sample approximates the average result o f all
possible samples. The relative standard error ( r s e ) is the
standard error divided by the value being estimated. The
smaller the r s e , the greater the reliability o f the
estimate.
Estimates o f relative standard errors for the 1983
survey vary among the occupational work levels depen­
ding on such factors as the frequency with which the job
occurs, the dispersion of salaries for the job, and the
survey design. For the 101 publishable work levels,
estimated relative standard errors ( r s e ) for average
salary estimates were distributed as follows:
Relative standard error

Less than 1 percent..........................
1-2 percent.........................................
2-3 percent.........................................
3 percent or m o r e ............................

42
48
10
1

The Bureau evaluates the reliability o f its estimates
based in part on the value of two relative standard er­
rors for an occupational level. For example, a
95-percent confidence interval® for accountants I
(survey estimate = $1,627 monthly) is from $1,589 to
$1,665.
Nonsampling errors can come from many sources,
such as inability to obtain information from some
establishments; definitional difficulties; inability to pro­
vide correct information by respondents; mistakes in
recording or coding the data obtained; and other errors
o f collection, response, coverage, and estimation for
missing data. Although not specifically measured, the
survey's nonsampling errors are expected to be minimal
due to the high response rate and the extensive and continous training o f field representatives, careful screening
of data at several levels of review, annual maintenance
and evaluation o f the suitability o f job definitions, and
thorough field testing of new or revised job definitions.
(See appendix B.)

RdlialblSSt^ © estimates
f

The statistics in the report are estimates derived from
a sample survey. There are two types of errors possible
in an estimate based on a sample survey—sampling and
nonsampling.
Sampling errors occur because observations come
only from a sample, not the entire population. The par­
ticular sample used in this survey is one of a large
number of all possible samples of the same size that
could have been selected using the same sample design.
Estimates derived from the different samples would dif­
fer from each other.
A measure of the variation among these differing
estimates is called the standard error or sampling error.7




Number o f occupational
work levels

7 A replication technique with 15 random groups was used to ob­
tain estimates o f relative standard errors for the 1983 survey.
8 A 95-percent confidence interval means that, if ail possible
samples were selected and an estimate o f the salary and its sampling
error were computed for each, then for approximately 95 percent of
the samples the interval from 2 standard errors below the estimate to 2
standard errors above the estimate would include the average salary o f
all possible samples. For accountants I, the two relative standard er­
rors were 2.3 percent in 1983.

33

Tofelte A-H. dumber ® establishments a ra ! workers within s©®p© © sytroQy and number stodlB©^, fey E
fi
cd
If
totstasS division, United SQ ©s8 Ussrefo 1© S
fy
aQ
@

Industry division

Minimum
employment
in
establishments
within
scope of
survey

Within scope of survey

Studied

Workers in establishments

Number of
establishments
Total

Professional
and
administrative

Workers in establishments

Clerical
and technical
support

Number of
establishments

Total

Professional
and
administrative

Clerical
and technical
support

United Sftafios
All industries2........................................
Manufacturing.................................................
Nonmanufacturing:
Mining....................................................
Construction...........................................
Transportation, communication, electric,
gas, and sanitary services.......................
Wholesale trade........................................
Retail trade .............................................
Finance, insurance, and real estate ...........
Selected services5....................................

-

44,339

21,905,315

5,074,490

5,040,343

3,147

5,597,016

1,505,700

1,362,336

S 00-250
1

20,112

11,064,938

2,399,563

1,616,284

1,392

2,928,840

770,147

459,017

250
250

729
761

411,745
304,655

118,773
76,441

74,019
38,728

69
37

83,874
57,304

32,009
21,548

20,787
11,861

4
100-250
100
250
100
°50-100

4,277
5,035
3,820
6,735
2,920

2,779,278
1,005,349
3,020,555
2,465,940
852,855

603,581
284,305
337,270
808,409
448,148

670,276
289,984
692,328
1,393,373
265,351

342
259
266
449
333

1,079,086
74,385
607,237
538,931
227,359

259,177
24,947
92,475
179,947
125,450

311,074
25,264
159,310
308,749
66,274

Metropolitan araos5
.
All industries ........................................
Manufacturing.................................................
Nonmanufacturing:
Mining....................................................
Construction...........................................
Transportation, communication, electric
gas, and sanitary services.......................
Wholesale trade........................................
Retail trade .............................................
Finance, insurance, and real estate ...........
Selected services5....................................

-

36,601

18,933,943

4,626,370

4,682,768

2,746

5,300,354

1,433,545

1,319,117

’ 100-250

14,973

8,876,667

2,108,788

1,414,190

1,129

2,709,730

729,490

431,612

250
250

380
708

228,739
275,098

87,299
72,045

59,587
36,843

41
33

56,579
52,459

23,584
20,417

16,352
11,451

4
100-250
100
250
100
“50-100

3,171
4,518
3,674
6,383
2,794

2,462,707
932,198
2,945,166
2,391,474
821,898

549,427
267,635
325,452
781,815
433,909

615,907
281,109
667,754
1,353,058
254,320

297
241
258
427
320

1,054,050
71,995
601,986
533,017
220,538

254,502
24,399
91,559
177,668
121,926

307,106
24,969
157,568
305,679
64,380

920

6,243,144

1,657,490

1,545,908

590

4,263,220

1,156,546

1,014,617

395

3,140,043

885,942

528,794

306

2,351,073

641,262

368,254

Establishments cMpfeyHstg
2,5$® workers ©? more
All industries........................................
Manufacturing.................................................

-

’ As defined in the 1972 edition of the S t a n d a r d In d u s tr ia l C la s s ific a tio n M a n u a l, U.S. Office of
Management and Budget.
2Establishments with total employment at or above the minimum limitation indicated in the first column;
excludes Alaska and Hawaii.
3Includes executive, administrative, professional, supervisory, and clerical employees, but excludes
technicians, drafters, and sales personnel.
4Minimum employment size was 100 for chemical and allied products; petroleum refining and related in­
dustries; machinery, except electrical; electrical machinery, equipment, and supplies; transportation equip­
ment; and instruments and related products. Minimum size was 250 in all other manufacturing industries.




“ Minimum employment size was 100 for railroad transportation; local and suburban transit; deep sea
foreign and domestic transportation; air transportation; communications, electric, gas, and sanitary serv­
ices; and pipelines and 250 for all other transportation industries. U.S. Postal Service is excluded from the
survey.
0Limited to engineering and architectural services; research and development and commercial testing
laboratories; advertising; credit reporting and collection; management and public relations; and noncommer­
cial research organizations.
7Standard Metropolitan Statistical Areas in the United States, except Alaska and Hawaii, as revised
through October 1975 by the U.S. Office of Management and Budget.

Appendix B. -Job Match
Validation

reviewers then conferred with the field representative in­
volved to provide quick feedback on job match perfor­
mance and to discuss possible reasons for, and sources
of, discovered job match errors.
Tabulations of the j m v process showed that about 7
percent o f the nearly 3,100 job match decisions checked
with respondents were subsequently changed by survey
reviewers. Of those revised (229), half were either
original job matches that should have been excluded or
company jobs excluded by the field representative that
would have been matches for b l s occupational work
levels. Most o f the remaining errors were matching one
work level too high or too low within the appropriate
occupation, e.g., accountant IV instead o f accountant
HI. Among survey occupations, about one-fourth o f the
uncovered job match errors related to accountants and
about one-teeth or less to any of the other 23 occupa­
tions.
Three primary reasons were mentioned for job match
errors: (1) The survey job description was not adequate­
ly discussed with respondents; (2) factors other than job
duties, such as years o f work experience, were used; and
(3) exclusion of workers performing certain types of
functions (e.g., accountants who primarily design ac­
counting system) were not applied, or were misapplied.
Primary sources o f job match error commonly cited by
field representatives were their lack of a procedure for
analyzing the establishm ent’s occupational and
organizational structures preparatory to job matching;
the lack o f guidance in assessing the adequacy o f job
matches after the interview ends; vague delineation of
duties and responsibilities between some levels o f survey
occupations; and insufficient emphasis on “ exclusion”
statements in survey definitions.
A comprehensive staff report on the JMV process will
be prepared later this year. Present plans call for the
process to be repeated in 1984, using data from a dif­
ferent sample o f field representatives to tabulate results.

A quality control procedure was added to the 1983
patc survey to measure and better control nonsampling

errors that occur during data collection, e.g., the ability
o f field representatives to properly match company jobs
to survey job classifications. (See appendix A, p. 31.)
The new procedure, job match validation (jmv) s was
designed to identify the frequency, reasons for, and
sources o f incorrect decisions made by Bureau field
representatives in matching company jobs to survey job
categories. Once identified, the problems (e.g., faulty
interview techniques or complex job description) were
discussed promptly with the field representatives while
data were still being collected. Subsequently, the j m v
results were tallied and reported to bls staff and survey
users. They will become the basis for remedial action at
the annual training conferences on the survey.
For purposes o f tabulating results, a sample o f field
representatives with various experience levels among the
Bureau’s eight regional offices was selected at the start
of the jmv process. The “ full participants” in jmv
usually had one o f their schedules (survey reporting
forms) selected at random for a structured review every
two weeks during the survey. Other field representatives
received the same type o f review but less frequently-—
once at the beginning and once near the end o f
data collection. The jmv process was in addition to the
regular review to which all survey schedules are subject.
Its structured procedure, however, enables the amount
of mismatching in a random sample o f schedules to be
quantified.
A key feature of the jmv process was a telephone
recontact with respondents by survey reviewers from the
regional offices. During this reinterview, they checked
questionable job matches, looked for valid job matches
inadvertently omitted, validated a subsample o f job
matches that appeared to be correct, and attempted to
determine, in consultation with the respondent, the
reason for any job match errors that were found. The




3S

Appendix C. Occupational
Definitions

comparability o f job content, some occupations and
work levels are defined to include only those workers
meeting specific criteria as to training, job functions,
and responsibilities. Because o f this emphasis on in­
terestablishment and interarea comparability o f occupa­
tional content, the Bureau’s occupational definitions
may differ significantly from those in use in individual
establishments or those prepared for other purposes.

The primary purpose of preparing job definitions for
the Bureau’s wage surveys is to assist its field staff in
classifying into appropriate occupations, or levels
within occupations, workers who are employed under a
variety of payroll titles and different work arrangements
from establishment to establishment and from area to
area. This permits the grouping of occupational wage
rates representing comparable job content. To secure

site n ils a n d A u d f c t r s
Advising operating officials on accounting matters; and

ACCOUNTANT

Performs professional operating or cost accounting
work requiring knowledge of the theory and practice of
recording, classifying, examining, and analyzing the
data and records of financial transactions. The work
generally requires a bachelor’s degree in accounting or,
in rare instances, equivalent experience and education
combined. Positions covered by this definition are
characterized by the inclusion o f work that is analytical,
creative, evaluative, and advisory in nature. The work
draws upon and requires a thorough knowledge of the
fundamental doctrines, theories, principles, and ter­
minology of accountancy, and often entails some
understanding of such related fields as business law,
statistics, and general management. (See also chief ac­
countant.)
Professional responsibilities in accountant positions
above the entry and developmental levels include several
such duties as:

Recommending improvements, adaptations, or revisions
in the accounting system and procedures.
(Entry and developmental level positions provide op­
portunity to develop ability to perform professional
duties such as those enumerated above.)
In addition to such professional work, most account­
ants are also responsible for assuring the proper record­
ing and documentation of transactions in the accounts.
They, therefore, frequently direct nonprofessional per­
sonnel in the actual day-to-day maintenance of books of
accounts, the accumulation o f 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
advising, etc. (The criteria that follow for distinguishing
among the several levels o f 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 in­
cludes, but is not limited to, improvement of the ac­
counting system.
Some accountants use electronic data processing
equipment to process, record, and report accounting
data. In some such cases, the machine unit is a subor­
dinate segment o f the accounting system; in others, it is

Analyzing the effects of transactions upon account
relationships;
Evaluating alternative means of treating transactions;
Planning the manner in which account structures should
be developed or modified;
Assuring the adequacy of the accounting system as the
basis for reporting to management;
Considering the need for new or changed controls;
Projecting accounting data to show the effects of pro­
posed plans on capital investments, income, cash position,
and overall financial condition;
Interpreting the meaning of accounting records, reports,
and statements;




36

a separate entity or is attached to some other organiza­
tion. In either instance, provided that the primary
responsibility of the position is professional accounting
work of the type otherwise included, the use of data
processing equipment of any type does not of itself ex­
clude a position from the accountant description nor
does it change its level.
A©©@QJfn)t©Btt

counting techniques to simple problems. Is expected to
be competent in the application of standard procedures
and requirements to routine transactions, to raise ques­
tions about unusual or questionable items, and to sug­
gest solutions. (Terminal positions are excluded.)
Direction received. Work is reviewed closely to verify its
general accuracy and coverage of unusual problems, to
insure conformance with required procedures and
special instructions, and to assure professional growth.
Progress is evaluated in terms of ability to apply profes­
sional knowledge to basic accounting problems in the
day-to-day operations of an established accounting
system.

0

General characteristics. /$£ 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 nonprofes­
sional positions by the variety of assignments; rate and
scope of development expected of the incumbent; and
the existence, implicit or explicit, of a planned training
program designed to give the entering accountant prac­
tical experience. (Terminal positions 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 sup­
porting 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
experienced accountant whose guidance is directed
primarily to the development of the trainee’s profes­
sional 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. Performs a variety
of accounting tasks such as: Examining a variety of
financial statements for completeness, internal ac­
curacy, and conformance with uniform accounting
classifications or other specific accounting re­
quirements; 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 stan­
dard ratios; assembling and summarizing accounting
literature on a given subject; preparing relatively simple
financial statements not involving problems of analysis
or presentation; and preparing charts, tables, and other
exhibits to be used in reports. In addition to such work,
may also perform some nonprofessional tasks for train­
ing purposes.
Responsibility fo r direction o f others. Usually none.
A © e @ r a t a s n t

0S

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 practical experience and to develop
professional judgment in the application of basic ac­



Responsibility fo r direction o f others. Usually none,
although sometimes responsible for supervision of a few
clerks.
A © © @ n s i t e n t

000

General characteristics, "fhe accountant, at this level,
applies well-established accounting principles, theories,
concepts, and practices to moderately difficult prob­
lems. Receives detailed instructions concerning the
overall accounting system and its objectives, the policies
and procedures under which it is operated, and the
nature of changes in the system or its operation.
Characteristically, the accounting system or assigned
segment is stable and well established, (i.e., the basic
chart of accounts, classifications, the nature of the cost
accounting system, the report requirements, and the
procedures are changed infrequently).
Depending upon the workload involved, the account­
ant may have such assignments as supervision of the
day-to-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 specialized segment dealing with some prob­
lem, function, or portion of work which is itself of the
level of difficulty characteristic of this level.
Direction received.
37

4 higher level professional account-

complex corporate accounting system, or (b) a major
segment (e.g., genera! accounting, property accounting,
etc.) of an unusually complex accounting system requir­
ing technical expertise in a particular accounting field
(e.g., cost accounting, tax accounting, etc.).

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 relatively 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 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.

Direction received. A higher level professional account­
ant is normally available to furnish advice as needed.
Work is reviewed for adequacy of professional judg­
ment, compliance with instructions and policies, and
overall quality.
Typical duties and responsibilities. Accountants at this
level are delegated complete responsibility from higher
authority to establish and implement new or revised ac­
counting policies and procedures. Typically, account­
ants VI participate in decisionmaking sessions with
operating managers who have policymaking authority
for their subordinate organizations or establishments;
recommend management actions or alternatives which
can be taken when accounting data disclose unfavorable
trends, situations, or deviations; and assist management
officials in applying financial data and information to
the solution of administrative and operating problems.

Direction received. An accountant of higher level nor­
mally is available to furnish advice and assistance as
needed. Work is reviewed for adequacy of professional
judgment, compliance with instructions, and overall
quality.
Typical duties and responsibilities. The accountant V
performs such professional work as: Participating in the
development and coordinating the implementation of
new or revised accounting systems, and initiating
necessary instructions and procedures; assuring
accounting reporting systems and procedures are in
compliance with established company policies, regula­
tions, and acceptable accounting practices; providing
technical advice and services to operating managers, in­
terpreting accounting reports and statements, and iden­
tifying problem areas; evaluating com pleted
assignments for conformance with applicable policies,
regulations, and tax laws.

Responsibility fo r direction o f others. Accounting staff
supervised generally includes professional account­
ants.
N o t e : Excluded are accountnts above level VI whose
principal function is to direct, manage, or administer an
accounting program in that they are primarily concern­
ed with the administrative, budgetary, and policy mat­
ters of the program rather than the actual supervision of
the day-to-day operations of an accounting program.
This type of work requires extensive managerial ability
as well as superior professional competence in order to
cope with the technical accounting and management
problems encountered. Typically this level of work in­
volves responsibility for more than one accounting ac­
tivity (e.g., cost accounting, sales accounting, etc.).

Responsibility fo r direction o f others. Accounting staff
supervised generally includes professional accountants.

VI
General characteristics. At this level the accountant ap­
plies accounting principles, theories, concepts, and
practices to specialized, unique, or nonrecurring com­
plex problems (e.g., implementation of specialized
automated accounting systems). The work is substan­
tially more difficult and of greater responsibility than
level V because of the unusual nature, magnitude, im­
portance, or overall impact of the work on the account­
ing 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 individualized reports.
Examples of assignments at this level are the supervi­
sion of the day-to-day operation of: (a) A large and




CHIEF ACCOUNTANT
As the top technical expert in accounting, is responsi­
ble for directing the accounting program for a company
or for an establishment of a company. The minimum
accounting program includes: (I) General accounting
(assets, liabilities, income, expense, and capital ac­
counts, including responsibility for profit and loss and
balance sheet statements); and (2) at least one other ma­
jo r 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 process­
ing operations which are an adjunct of the accounting
3§

TabS® C-1. Criteria tor matching chteff accountants by I< w l
a©
Authority
and
responsibility1

Level

Technical
complexity1

Subordinate professional accounting staff

I

AR-l

TC-1

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

II

AR-I

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 o f these match the accountant
III job definition, but one or two may match the accountant IV job defmition.

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 o f 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 o f 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 o f these match the accountant
V job definition, but several may exceed that level.

AR-3

TC-2

About 15 to 20 professional accountants. Most o f 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 o f these match the accountant
V job definition, but several may exceed that level.

III

IV

or

V

1 A R -l, -2, -3, and TC-1, -2, and -3 are explained in the text.

by accounting data, and selecting a manner of
presentation that is meaningful to manage­
ment;

system. (Responsibility for an internal audit program is
typically not included.)
The responsibilities o f the chief accountant include all
of the following:

1.

On own responsibility, developing, adapting, or
revising an accounting system to meet the needs of
the organization;

2.

Supervising, either directly or through subordinate
supervisors, the operation of the system with full
management responsibility for the quality and quan­
tity of work performed, training and development of
subordinates, work scheduling and review, coordina­
tion with other parts of the organization served, etc.;

3.

b.

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.

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 measure­
ment; organization, methods, and procedures studies;
or similar nonaccounting functions. (Positions of such
breadth are sometimes titled comptroller, budget and
accounting manager, financial manager, etc.)
Some positions responsible for supervising general ac­
counting and one or more other major accounting ac­
tivities but which do not fully meet all of the respon­

The status of financial resources and the finan­
cial trends or results of operations as revealed




Methods for improving operations as sug­
gested by an expert knowledge of accounting,
e.g., proposals for improving cost control,
property management, credit and collection,
tax reduction, or similar programs.

39

sibilities o f 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 o f work1 according to
(a) authority and responsibility and (b) technical com­
plexity, using table C -l.

Authority and Responsibility
AR-1. The accounting system (i.e., accounts, pro­
cedures, and reports to be used) has been prescribed in
considerable detail by higher levels in the company or
organization. The chief accountant has final, unreview­
ed authority, within the prescribed system, to expand it
to fit the particular needs o f the organization served,
e.g., in the following or comparable ways:

the chief accountant is less extensive than is described in
AR-3. More rarely it is found in plant level chief ac­
countants who have been delegated more authority than
usual for such positions as described in AR-1.

AR-3. Has complete responsibility for establishing and
maintaining the framework for the basic accounting
system used in the company, subject only to general
policy guidance and control from a higher level com­
pany official responsible for general financial manage­
ment. Typical responsibilities include:
Determining the basic characteristics of the company’s ac­
counting system and the specific accounts to be used;
Devising and preparing accounting reports and statements
required to meet management’s needs for data;
Establishing basic accounting policies, interpretations, and
procedures;

Providing greater detail in accounts and reports or
financial statements;

Reviewing and taking action on proposed revisions to the
company’s accounting system suggested by subordinate
units; and

Establishing additional accounting controls, accounts,
subaccounts, and subsidiary records; and
Providing special or interim reports and statements
needed by the manager responsible for the day-to-day
operations of the organization served.
This degree o f authority is typically found at a plant or
similar subordinate establishment.

AR-2. The basic accounting system is prescribed in
broad outline rather than in specific detail. While cer­
tain 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 methods, procedures, accounts,
reports, etc., to be used within the organizational seg­
ment served. Approval must be secured from higher
levels only for those changes which would basically af­
fect the broad requirements prescribed by such higher
levels. Typical responsibilities include:
Evaluating and taking final action on recommendations
proposed by subordinate establishments for changes in
aspects of the accounting system or activities not prescribed
by higher authority;
Extending cost accounting operations to areas not
previously covered;
Instituting new cost accounting procedures;
Expanding the utilization of computers within the ac­
counting process; and
Preparing accounting reports and statements reflecting
the events and progress of the entire organization for which
incumbent is responsible, often consolidating data sub­
mitted by subordinate segments.
This degree o f authority is most typically found at in­
termediate organizational levels such as regional offices,
or division or subsidiary headquarters. It is also found
in some company level situations where the authority of




Taking final action on all technical accounting matters.
Characteristically, participates extensively in broad
company management processes by providing account­
ing advice, interpretations, or recommendations based
on data accumulated in the accounting system and on
professional judgment and experience.
Technical Complexity

TC-l. The organization which the accounting program
serves has relatively few functions, products, work
processes, etc., and these tend to be stable and unchang­
ing. The accounting system operates in accordance with
well-established principles and practices or those of
equivalent difficulty which are typical of that industry.
TC-2. The organization which the accounting program
serves has a relatively large number of functions, pro­
ducts, work processes, etc., which require substantial
and frequent adaptations of the basic system to meet
management needs (e.g., adoption of new accounts,
subaccounts, and subsidiary records; revision of in­
structions for the use o f accounts; improvement or ex­
pansion o f methods for accumulating and reporting cost
data in connection with new or changed work
processes).
TC-3. The organization which the accounting program
serves puts a heavy demand on the accounting organiza­
tion fo r specialized and extensive adaptations of the
basic system to meet management needs. Such demands
arise because the functions, products, work processes,
Insufficient data were obtained for level V to warrant presentation of
average salaries.

40

etc., of the organization are very numerous, diverse,
unique, or specialized, or there are other comparable
complexities. Consequently, the accounting system, to a
considerable degree, is developed well beyond establish­
ed principles and accounting practices in order to:

offices which do not have complete accounting
systems. This does not preclude positions responsible
for performing a segment of an audit (i.e., examining
individual items on a balance sheet, rather than the
entire balance sheet), as lon g as th e w o rk d irectly
rela tes to th e fin a n c ia l a u d it p ro g ra m ; and

Provide for the solution of problems for which no clear
precedents exist; or

c. EDP auditors. These positions require an extensive
knowledge of computer systems, programming, etc.

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.

Aydit@r S

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

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

Direction received. Works under close supervision o f an
experienced auditor whose guidance is directed primari­
ly to the development of the trainee’s professional abili­
ty and to the evaluation o f advancement potential.
Limits o f assignments are clearly defined, methods o f
procedure are specified, and kinds o f items to be noted
and referred to supervisor are identified.

AUB> fR
GT©
Performs professional auditing work requiring a
bachelor’s degree in accounting or, in rare instances,
equivalent experience and education combined. Audits
the financial records and practices of a company, or of
divisions or components of the company, to appraise
systematically and verify the accounting accuracy of
records and reports and to assure the consistent applica­
tion o f accepted accounting principles. Evaluates the
adequacy o f the accounting system and internal finan­
cial controls. Makes appropriate recommendations for
improvement as necessary. To the extent determined
necessary, examines the transactions entering into the
balance sheet, and the transactions entering into in­
come, expense, and cost accounts. Determines:

Typical duties and responsibilities. Assists in making
audits by performing such tasks as: Verification of the
accuracy o f the balances in various records; examina­
tion of a variety of types of documents and vouchers for
accuracy o f computations; 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.

1. The existence of recorded assets (including the obser­
vation of the taking of physical inventories) and the
all-inclusiveness of recorded liabilities.
2. The accuracy of financial statements or reports and
the fairness of presentation of facts therein.

Ayditor S
i

3. The propriety or legality of transactions.

General characteristics. At this level the professional
auditor serves as a junior member o f an audit team, in­
dependently 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 com­
pany operations, policies, and procedures. (Terminal
positions are excluded.)

4. The degree of compliance with established policies
and procedures concerning financial transactions.

Excluded from this definition are:
a. Auditors primarily examining or reporting on the
financial management of company operations. These
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.

Direction received. Detailed instructions are furnished
and the work is reviewed to the extent necessary to
verify its general accuracy and coverage o f unusual
problems, to insure conformance with required pro­
cedures and special instructions, and to assure the
auditor’s professional growth. Any technical problems

b. Auditors assigned to audit programs which are con­
fined on a relatively permanent basis to repetitive ex­
amination of a limited area of company operations
and accounting processes, e.g., accounts payable and
receivable; payroll; physical inventory; and branch




41

vestigated, and deciding the depth of the analyses re­
quired to support reported findings and conclusions.
Examples of assignments involving work at this level:

mot covered by instructions are brought to the attention
of a superior. Progress is evaluated in terms of ability to
apply professional knowledge to basic auditing situa­
tions.

1. As a team leader or working alone, independently
conducts audits of the complete accounts and related
operations of smaller or less complex companies
(e.g., involving a centralized accounting system with
few or no subordinate, subsidiary, or branch
accounting records) or of comparable segments of
larger companies.

Typical duties and responsibilities. Applies knowledge
of accounting theory and audit practices to a variety of
relatively simple professional problems in audit
assignments, including such tasks as: The verification of
reports against source accounts and records to deter­
mine their reliability; reconciliation of bank and other
accounts and verifying the detail of recorded transac­
tions; detailed examinations of cash receipts and
disbursement vouchers, payroll records, requisitions,
work orders, receiving reports, and other accounting
documents to ascertain that transactions are properly
supported and are recorded correctly from an account­
ing or regulatory standpoint; or preparing working
papers, schedules, and summaries.

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 in­
tegrated with the general accounting system).
Illustrative o f such assignments are the audit and initial
review of the accounting treatment and validity of
reporting o f overhead expenses in a large manufacturing
or maintenance organization (e.g., major repair yard of
a railroad); or the checking, verification, and balancing
of all accounts receivable and accounts payable; or the
analysis and verification o f assets and reserves; or the
inspection and evaluation o f account controls and pro­
cedures.

A uditor S
IS
General characteristics. Work at this level consists of
the audit of operations and accounting processes that
are relatively stable, well-established, and typical of the
industry. The audits primarily involve the collection and
analysis of readily available findings;- there is previous
audit experience that is directly applicable; the audit
reports are normally prepared in a prescribed format us­
ing a standard method o f presentation; and few, if any,
major problems are anticipated. The work performed
requires the application o f substantial knowledge o f ac­
counting 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.

Auditor W
General characteristics. Auditors at this level are ex­
perienced professionals who apply thorough knowledge
o f accounting principles and theory in connection with a
variety o f audits. Work at this level is characterized by
the audit o f organizations and accounting processes
which are complex and difficult because of such factors
as: Presence o f new or changed programs and account­
ing systems; existence of major specialized accounting
functions (e.g., cost accounting, inventory accounting,
sales accounting), in addition to general accounting;
need to consider extensive and complicated regulatory
requirements; lack o f or difficulty in obtaining informa­
tion; and other similar factors. Typically, a variety of
different assignments are encountered 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 in­
terest to company management.

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 progress. Com­
pleted assignments are reviewed for adequacy of
coverage, soundness of judgment, compliance with pro­
fessional standards, and adherence to policies.
Typical duties and responsibilities. The auditor ex­
amines 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 recommenda­
tions for needed changes or improvements. Usually is
responsible for selecting the detailed audit methods to
follow, choosing the audit sample and its size, determin­
ing the extent to which discrepancies need to be in­



Direction received. Within an established audit pro­
gram, has responsibility for independently planning and
executing audits. Unusually difficult problems are
discussed with the supervisor who also reviews com­
pleted assignments for adherence to principles and
standards and the soundness of conclusions.
42

system(s) as needed to render the accounting firm’s final
written opinion.
Excluded are positions which do not require full pro­
fessional accounting training. Also excluded are
specialist positions in tax or management advisory
services.

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

Pyfofiie Aee@untaiit 1

General characteristics. As an entry level public
accountant, serves as a junior member of an audit team.
Receives classroom and on-the-job training to provide
practical experience in applying the principles, theories,
and concepts of accounting and auditing to specific
situations. (Positions held by trainee public accountants
with advanced degrees, such as MBA’s, are excluded at
this level.)

1. As a team leader or working alone, independently
plans and conducts audits of the complete accounts
and related operations of relatively large complex
companies (e.g., complex in that the accounting
system entails cost, inventory, and comparable
specialized accounting systems integrated with the
general accounting system) or of company branch,
subsidiary, or affiliated organizations which are in­
dividually of comparable size and complexity.
•A
2. As a member of an audit team independently plans
and accomplishes audit assignments that constitute
major segments of audits of very large and complex
organizations, for example, those with financial
responsibilities so great as to involve specialized
subordinate, subsidiary, or affiliate accounting
systems that are complete in themselves.

Direction received. Complete instructions are furnished
and work is reviewed to verify its accuracy, conform­
ance with required procedures and instructions, and
usefulness in facilitating the accountant’s professional
growth. Any technical problems not covered by Instruc­
tions are brought to the attention of a superior.
Typical duties and responsibilities, (parries out basic
audit tests and procedures, such as: Verifying reports
against source accounts and records; reconciling bank
and other accounts; and examining cash receipts and
disbursements, payroll records, requisitions, receiving
reports, and other accounting documents in detail to
ascertain that transactions are properly supported and
recorded. Prepares selected portions of audit working
papers.

N O T E : 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 in­
volve specialized subordinate, subsidiary, or affiliate ac­
counting systems that are complete in themselves; or are
team members assigned to major segments of audits of
even larger or more complex organizations. Also ex­
cluded are positions primarily responsible for oversee­
ing multiple concurrent audits.

PubSIe

General characteristics. At this level, the public ac­
countant carries out routine audit functions and detail
work with relative independence. Serves as a member of
an audit team on assignments planned to provide ex­
posure to a variety of client organizations and audit
situations. Specific assignments depend upon the dif­
ficulty and complexity of the audit and whether the
client has been previously audited by the firm. On
moderately complex audits where there is previous audit
experience by the firm, accomplishes complete segments
of the audit (i.e., functional work areas such as cash,
receivables, etc.). When assigned to more complicated
audits, carries out activities similar to public accountant

PUBLIC ACCOUNTANT

Performs professional auditing work in a public ac­
counting firm. Work requires at least a bachelor’s
degree in accounting. Participates in or conducts audits
to ascertain the fairness of financial representations
made by client companies. May also assist the client in
improving accounting procedures and operations.
Examines financial reports, accounting records, and
related documents and practices of clients. Determines
whether all important matters have been disclosed and
whether procedures are consistent and conform to ac­
ceptable practices. Samples and tests transactions, inter­
nal controls, and other elements of the accounting



ii

I.

Direction received. Works under the supervision of a
higher level public accountant who provides instructions
and continuing direction as necessary. Work is spot
checked in progress and reviewed upon completion to
43

determine the adequacy o f procedures, soundness of
judgment, compliance with professional standards, and
adherence to clearly established methods and techni­
ques. All interpretations are subject to close profes­
sional review.

Typical duties and responsibilities, parries out a variety
o f sampling and testing procedures in accordance with
the prescribed audit program, including the examina­
tion o f transactions and verification o f accounts, the
analysis and evaluation of accounting practices and in­
ternal controls, and other detail work. Prepares a share
o f the audit working papers and participates in drafting
reports. In moderately complex audits, may assist in
selecting appropriate tests, samples, and methods com­
monly applied by the firm and may serve as primary
assistant to the accountant in charge. In more com­
plicated audits concentrates on detail work. Occasional­
ly may be in charge o f small, uncomplicated audits
which require only one or two other subordinate ac­
countants. Personal contacts usually involve only the
exchange o f factual technical information and are
usually limited to the client's operating accounting staff
and department heads.
Publi© Accountant ill
General characteristics. At this level the public accountantant is in charge of a complete audit and may lead a
team o f several subordinates. Audits are usually ac­
complished one at a time and are typically carried out at
a single location. The firms audited are typically
moderately complex and there is usually previous audit
experience by the firm. The audit conforms to standard
procedural guidelines, but is often tailored to fit the
/^client’s business activities. Routine procedures and
/'■' techniques are sometimes inadequate and require adapj tation. 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 ac­
countant in charge.
Direction received. Works under the general supervision
o f a higher level public accountant who oversees the
operation o f the audit. Work is performed independent­
ly, applying generally accepted accounting principles
and auditing standards, but assistance on difficult
technical matters is available. Work may be checked oc­
casionally during progress for appropriateness and
adherence to time requirements, but routine analyses,
methods, techniques, and procedures applied at the
work site are expected to be correct.

Typical duties and responsibilities. Is responsible for
carrying out the technical features of the audit, leading



team members and personally performing the most dif­
ficult work. Carries out field work in accordance with
the general format prescribed in the audit program, but
selects specific methods and types and sizes o f 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 adequacy. Resolves anticipated
problems within established guidelines and priorities but
refers problems o f unusual difficulty to superiors for
discussion and advice. Drafts financial statements, final
reports, management letters, and other closing
memoranda. Discusses significant recommendations
with superiors and may serve as technical resource at
“ closing” meetings with clients. Personal contacts are
usually with chief accountants and assistant controllers
of medium size companies and divisions o f large cor­
porations to explain and interpret policies and pro­
cedures governing the audit process.
Public Accountant IV

General characteristics. At this level the public account­
ant directs field work including difficult audits, e.g.,
those involving initial audits o f new clients, acquisi­
tions, 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 ac­
countants who handle major components o f 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 corpora­
tions; or businesses with very high dollar or transaction
volume. Clients are frequently large with a variety of
operations which may have different accounting
systems. Guidelines may be general or lacking and audit
programs are intricate, often requiring extensive tailor­
ing to meet atypical or novel situations.
Direction received. Works under general supervision.
The supervisor sets overall objectives and resource
limits but relies on the accountant to fully plan and
direct all technical phases o f the audit. Issues not
covered by guidelines or known precedents are discussed
with the supervisor, but the accountant’s recommended
approaches and courses o f action are normally approv­
ed. Work is reviewed for soundness pf approach, com­
pleteness, and conformance with established policies o f
the firm.

Typical duties and responsibilities. Is responsible for
carrying out the operational and technical features of
the audit, directing the work o f team members, and per­
sonally performing the most difficult work. Often par­
ticipates in the development o f the audit scope, and

drafts complicated audit programs with a large number
o f concurrently executed phases. Independently
develops audit steps and detailed procedures, deviating
from traditional methods to the extent required. Makes
program adjustments as necessary once an audit has
begun; selects specific methods, types, and sizes of
samples, the extent to which discrepancies need to be in­
vestigated, and the depth o f required analyses. Resolves
most operatinal difficulties and unanticipated prob­
lems.
Assigns work to team members; reviews work for ap­
propriateness, conformance to time requirements, and
adherence to generally accepted accounting principles
and auditing standards. Consolidates working papers,
draft reports, and findings; and prepares financial
statements, management letters, and other closing
memoranda for management approval. Participates in
“ closing” meetings as a technical resource and may be
called upon to sell or defend controversial and critical
observations and recommendations. Personal contacts
are extensive and typically include top executives of
smaller clients and mid- to upper-level financial and
management officers o f large corporations, e.g., assis­
tant controllers or controllers. Such contacts involve

coordinating and advising on work efforts and resolving
operating problems.
n o t e : Excluded from this level are public account­
ants who direct field work associated with the complete
range o f audits undertaken by the firm, lead the largest
and most difficult audits, and who frequently oversee
teams performing concurrent audits. This type o f work
requires extensive knowledge of one or more industries
to make subjective determinations on questions o f 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 corpora­
tions and conglomerates with a large number o f
separate and distinct subsidiaries); accounting issues
where precedents are lacking or in conflict; and, in some
cases, clients who are encountering substantial financial
difficulties. They perform most work without technical
supervision, and completed audits are reviewed mainly
for propriety o f recommendations and conformance
with general policies o f the firm. Also excluded are
public accontants whose principal function is to
manage, rather than perform accounting work, and the
equity owners o f the firm who have final approval
authority.

P(§rs®nntl ilanagement
JOB ANALYST

J®b Analyst 1

Performs work involved in collecting, analyzing, and
developing occupational data relative to jobs, job
qualifications, and worker characteristics as a basis for
compensating employees in a fair, equitable, and
uniform manner. Performs such duties as studying and
analyzing jobs and preparing descriptions of duties and
responsibilities and o f the physical and mental re­
quirements needed by workers; evaluating jobs and
determining appropriate wage or salary levels in accord­
ance with their difficulty and responsibility, in­
dependently conducting or participating with represent­
atives 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 in­
dividual jobs to check the propriety o f evaluations and
to apply current job classifications.
Excluded are:

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

a.
b.

Positions also responsible for supplying management
with a high technical level of advice regarding solu­
tion of broad personnel management problems:
Positions not requiring: (1) Three years or ad­
ministrative, technical, or substantive clerical ex­
perience; (2) a bachelor’s degree in any field; or (3)
any equivalent combination of experience and educa­
tion yielding basic skills in problem analysis and com­
munication.




J@b Analyst I
I
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. Works independently on such
assignments but is limited by defined areas o f assign­
ment and instructions o f superior.

Job Analyst I I
I
Analyzes and evaluates a variety o f wage and salaried
jobs in accordance with established evaluation systems
and procedures. May conduct wage surveys within the
locality or participate in conducting surveys o f broad
compensation areas. May assist in developing survey
methods and plans. Receives general supervision but
responsibility for final action is limited.

J@b Analyst IV
Analyzes and evaluates a variety o f jobs in accord­
45

ance with established evaluation systems and pro­
cedures, and is given assignments which regularly in­
clude responsibility for the more difficult kinds o f jobs.
(“ More difficult” means jobs which consists o f hard-tounderstand work processes; e.g., professional, scien­
tific, administrative, or technical; or jobs in new or
emerging occupational fields; or jobs which are being
established as part of the creation o f new organizations;
or where other special considerations of these types app­
ly.) Receives general supervision, but responsibility for
final action is limited. May participate in the develop­
ment and installation o f evaluation or compensation
systems, which may include those for merit rating pro­
grams. May plan survey methods and conduct or direct
wage surveys within a broad compensation area.

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
o f 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 o f 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 o f the following functions:

1. Administering a job evaluation system: i.e., a
system in which there are established procedures by
which jobs are analyzed and evaluated on the basis of
their duties, responsibilities, and qualification re­
quirements in order to provide a foundation for
equitable compensation. Typically, such a system in­
cludes the use of one or more sets of job evaluation
factors and the preparation of formal job descrip­
tions. It may also include such related functions as

DIRECTOR OF PERSONNEL
Directs a personnel management program for a com­
pany or a segment o f a company. Serves top manage­
ment officials o f the organization as the source o f ad­
vice and assistance on personnel management matters
and problems generally; is typically consulted on the
personnel implications o f planned changes in manage­
ment policy or program, the effects on the organization
o f 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.

wage and salary surveys or merit rating system ad­
ministration. The job evaluation system(s) does not
necessarily cover all jobs in the organization, but
does cover a substantial portion of the organization.

2. Employment and placement function: i.e., recruiting
actively for at least some kinds of workers through a
variety of sources (e.g., schools or colleges, employ­
ment 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 ©f

Table C-2. Criteria for matching directors of personnel by level
“ Development level”
personnel program1
2

"Operations level”
personnel program1
Number of employees in
work force serviced

250-750
1 000-5 000
6 0 0 0 -1 2 000
15,000-25,000 ...........................

“Type A ”
organization
serviced3

“ Type B ”
organization
serviced4

I
It
III
IV

Number of employees in
work force serviced

II
III
IV
V

250-750 ...................................
1,000-5,000 .............................
6,000-12,000 ...........................
15,000-25,000 .........................

“ Type B ”
organization
serviced4

II
III
IV
V

III
IV
V
-

because the jobs consist of relatively easy-to-understand work processes,
and an adequate labor supply is available. These conditions are most likely to
be found in organizations in which the work force and organizational struc­
ture are relatively stable.
4
“ Type B “ organization serviced— a substantial proportion of the jobs pre­
sent difficult recruitment, job evaluation, or training problems because the
jobs: Consist of hard-to-understand work processes (e.g., professional, scien­
tific, administrative, or technical); have hard-to-match skill requirements; are
in new or emerging occupations; or are extremely hard to fill. These condi­
tions are most likely to be found in organizations in which the work force,
organizational structure, work processes or functions, etc., are complicated
or unstable.

1 “ Operations level” personnel program— director of personnel servicing
an organizational segment (e.g., a plant) of a company, where the basic per­
sonnel program policies, plans, objectives, etc., are established at company
headquarters or at some other higher level between the plant and the com ­
pany headquarters level. The personnel director's responsibility is to put
these into operation at the local level, in such a manner as to most effectively
serve the local management needs.
2 “ Development level’ 1 personnel program— either:
(a) Director of personnel servicing an entire company (with or without
subordinate establishments) where the personnel director plays an im­
portant role in establishment of basic personnel policies, plans, objectives,
etc., for the company subject to policy direction and control from com ­
pany officers; or (b) director of personnel servicing an intermediate
organization below the company level, e.g., a division or a subsidiary to
which a relatively complete delegation of personnel program planning
and development responsibility is made. In this situation, only basic policy
direction is given by the parent company and local officers. The director of
personnel has essentially the sanpe degree of latitude and responsibility
for basic personnel policies, plans objectives, etc., as described above in
(a).
3 ‘.‘Type A " organization serviced— most jobs serviced do not present par­
ticularly difficult or unusual recruitment, job evaluation, or training problems




“Type A ”
organization
serviced3

N o te : There are gaps between different degrees of all three elements
used to determine job level matches. These gaps have been provided pur­
posely to allow room for judgment in getting the best overall job level match
for each job. Thus, a job which services a work force of 850 employees
should be matched with level II if it is a personnel program operations level
job where the nature of the organization serviced seems to fall slightly below
the definition for type B. However, the same job should be matched with level
I if the nature of the organization serviced clearly falls will within the definition
for type A.

46

described under (3) above. May also par­
ticipate in bargaining of a subordinate nature,
e.g., to negotiate detailed settlement of such
matters as specific rates, job classifications,
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;

aptitude, knowledge, or skill, reference checks, ex­
perience evaluations, etc.; recommending selections
and job placements to management, etc.
3. Employee relations and services function: i.e., func­
tions designed to maintain employees’ morale and
productivity at a high level (e.g., administering a
formal or informal grievance procedure, identifying
and recommending solutions for personnel problems
such as absenteeism, high turnover, low productivity,
etc.; administration of beneficial suggestions system,
retirement, pension, or insurance plans, merit rating
system, etc.; overseeing cafeteria operations, recrea­
tional programs, industrial health and safety pro­
grams, etc.).

c.
d.

Employee training and development;

h.

Reporting under the Occupational Safety and
Health Act (OSHA).

Excluded are positions in which responsibility for ac­
tual contract negotiation with labor unions as the prin­
cipal company representative is a significant aspect o f
the job, i.e ., a responsibility which serves as a primary
basis for qualification requirements and compensation.
Director o f personnel jobs which meet the above
definition are classified by level o f work2 in accordance
with the criteria shown in table C-2.

In addition, positions covered by this definition may,
but do not necessarily, include responsibilities in the
following areas:

a.

Equal Employment Opportunity (EEO);

Labor relations activities which are confined
mainly to the administration, interpretation,
and application of those aspects of labor union
contracts that are essentially o f the type

Attorneys
atto rn ey

for which professional legal training and bar membership
is not essential;

Performs consultation and advisory work and carries
out the legal processes necessary to effect the rights,
privileges, and obligations o f the company. The work
performed requires completion o f law school with an
LL.B. degree (or the equivalent) and admission to the
bar. Responsibilities or functions include one or more

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 form­
ulation 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.)

o f the following or comparable duties:
Preparing and reviewing various legal instruments and
documents, such as contracts, leases, licenses, purchases,
sales, real estate, etc.;

Attorney jobs which meet the above definition are to be
classified in accordance with table C-3 and the definitions
which follow.

A cting as agent o f the com p an y in its transactions;

Difficulty

Examining material (e.g., advertisements, publications,
etc.) for legal implications; advising officials of proposed
legislation which might affect the company;

D-l. l^egal questions are characterized by: Facts that are well
established; clearly applicable legal precedents; and matters

Applying for patents, copyrights, or registration of
company’s products, processes, devices, and trade­
marks;
^

not of substantial importance to the organization. (Usually
relatively limited sums of money, e.g., a few thousand dollars,
are involved.)

Advising whether to initiate or defend lawsuits;
Conducting pre-trial preparations; defending the comp­
any in lawsuits; and
\

Examples o f D-l Work:
Legal investigation, negotiation, and research pre­
paratory to
defending the organization in potential or
actual lawsuits involving alleged negligence where the facts
can be firmly established and there are precedent cases
directly applicable to the situation.

Advising officials on tax matters, government regula­
tions, and/or corporate rights.

Excluded from this definition ar^:
Patent work which requires professional training in ad­
dition to legal training (typically a degree in engineering or
in a science);

Searching case reports, legal documents, periodicals, text­
books, and other legal references, and preparing draft

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

Claims examining, claims investigating, or similar work




47

Table C-3. Criteria for matching attorneys by level
Difficulty
o f legal work1

Level
I

Responsibility
o f job1

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

Experience required
Completion o f law school with an LL.B. or J.D. degree plus admission 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

or

III

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

At least 1 year, usually more, o f professional experience at the “ D-2” level.

or
IV

Extensive professional experience at the “ D-2” or higher level.

or

1 D -l, -2, -3, and R -l, -2, -3, and -4 are explained in the text.

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 con­
nection with real property transactions requiring the
development of detailed information but not involving
serious questions regarding titles to property or other ma­
jor factual or legal issues.
D-2. l^egal work is regularly difficult by reason o f one
or more o f the following: The absence o f clear and
directly applicable legal precedents; the different possi­
ble interpretations that can be placed on the facts, the
laws, or the precedents involved; the substantial impor­
tance 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 con­
tested in formal proceedings or in negotiations by the
individuals, corporations, or government agencies in­
volved.

creative legal endeavor for their solution; the questions
require extensive research and analysis and the obtain­
ing and evaluation o f expert testimony regarding con­
troversial issues in a scientific, financial, corporate
organization, engineering, or other highly technical
area; the legal matter is o f critical importance to the
organization and is being vigorously pressed or con­
tested (e.g., sums such as $1 million or more are general­
ly directly or indirectly involved).

Examples o f D-3 work:
Advising oh the legal aspects and implications of Federal
antitrust laws to projected greatly expanded marketing
operations involving joint ventures with several other
organizations.
Planning legal strategy and representing a utility company
in rate or government franchise cases involving a geographic
area including parts or all of several States.
Preparing and presenting a case before an appellate court
where the case is highly important to the future operation of
the organization and is vigorously contested by very
distinguished (e.g., having a broad regional or national
rermtationl legal talen t.

Examples o f D-2 work:
Advising -on the legal implications of advertising
representations when the facts supporting the representa­
tions and the applicable precedent cases are subject to dif­
ferent interpretations.

Serving as the principal counsel to the officers and staff of
an insurance company on the legal problems in the sale,
underwriting, and administration of group contracts in­
volving nationwide or multistate coverages and laws.

Reviewing and advising on the implications of new or
revised laws affecting the organization.

Performing the principal legal work in a nonroutine
major revision of the company’s charter or in effectuating
new major financing steps.

Presenting the organization’s defense in court in a
negligence lawsuit which is strongly pressed by counsel for
an organized group.

Responsibility

Providing legal counsel on tax questions complicated by
the absence of precedent decisions that are directly ap­
plicable to the organization’s situation.

.

R-l. Responsibility for final action is usually limited to
matters covered by legal precedents and in which little
deviation from standard practice is involved. Any deci­
sions or actions having a significant bearing on the
organization’s business are reviewed. (Is given guidance

D-3. ^egal work is typically complex and difficult
because of one or more o f the following: The questions
are unique and require a high order o f original and



.

4§

in the initial stages o f assignment, e.g., in planning and
organizing legal research and studies. Assignments are
then carried out with moderate independence although
guidance is generally available, and is sought from time
to time on problem points.)

R-2. Usually works independently in investigating the
facts, searching legal precedents, defining the legal and
factual issues, drafting the necessary legal documents,
and developing conclusions and recommendations.
Decisions having an important bearing on the organiza­
tion’s business are reviewed. (Receives information
from supervisor regarding unusual circumstances or im­
portant policy considerations pertaining to a legal pro­
blem. If trials are involved, may receive guidance from a
supervisor regarding presentation, line o f approach,
possible line of opposition to be encountered, etc. In the
case o f nonroutine written presentations, the final prod­
uct is reviewed carefully, but primarily for overall
soundness o f legal reasoning and consistency with
organization policy. Some (but not all) attorneys make
assignments to one or more lower level attorneys, aides,
or clerks.)

minimum o f technical legal supervision. May assign and
review work o f a few attorneys, but this is not a primary
responsibility.)

R-4. Carries out assignments which entail independently
planning investigations and negotiations on legal prob­
lems o f the highest importance to the organization and
developing completed briefs, opinions, contracts, or
other legal products. To carry out assignments,
represents the organization at conferences, hearings, or
trials and personally confers and negotiates with top at­
torneys and top-ranking officials in private companies
or in government agencies. On various aspects of assign­
ed work may give advice directly and personally to cor­
poration officers and top level managers, or may work
through the general counsel o f the company in advising
officers. (Generally receives no preliminary instruction
on legal problems. On matters requiring the concen­
trated efforts o f several attorneys or other specialists, is
responsible for directing, coordinating, and reviewing
the work o f the attorneys involved.)

OR
'V-

R-3. Carries out assignments independently and makes

-

,

.

-

4

As a primary responsibility, directs the work of a
staff of attorneys, one, but usually more, o f whom
regularly performs D-3 legal work. With respect to the
work directed, gives advice directly to corporation of­
ficers and top manageral officers, or may give such ad­
vice through the general counsel. (Receives guidance as
to organization policy but no technical supervision or
assistance except when requesting advice from, or brief­
ing 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.)

final legal determinations in matters o f substantial im­
portance to the organization. Such determinations are
subject to review only for consistency with company
policy, possible precedent effect, and overall effec­
tiveness. To carry out assignments, 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 agen­
cies on various aspects o f assigned work. (Receives little
or no preliminary instruction on legal problems and a

Computer Programmers/Programmer Analysts
This definition includes both programmers and pro­
grammer analysts.
:
Performs programming services for establishments or
for outside organizations who may contract for services.
Converts specifications (precise descriptions) about
business or scientific problems, typically prepared by
(or with the assistance of) a computer systems analyst,
into a sequence o f detailed instructions to solve prob­
lems by electronic data processing ( e d p ) equipment,
i.e., digital computers. Draws program flow charts to
describe the processing o f data and develops the precise
steps and processing logic which, when entered into the
computer in coded language ( c o b q l , f o r t r a n , or other
programming language), cause the manipulation o f data
to achieve desired results. Tests and corrects programs
and prepares instructions for operators who control the
computer during production runs. Analyzes and




modifies programs to increase operating efficiency or to
respond to changes in work processes; maintains
records to document program development and revi­
sions.
At levels I, II, and III, some computer programmers
(typically called computer programmer analysts) may
also perform some systems analysis duties such as:
Gathering facts from users to define their business or
scientific problems and to investigate the feasibility o f
solving problems through new or modified computer
programs; designing systems to resolve defined prob­
lems and providing specifications for data inputs, flow,
actions, decisions, and outputs; and participating on a
continuing basis in the overall program planning re­
quired, along with other edp personnel and users.
In contrast, at levels IV and V some systems analysis
must be performed as part of the programming assign-

m

progamming assignments (as described in level II) under
close supervision.
In addition, as training and to assist a higher level
analyst, computer programmer analysts may perform
elementary fact-finding concerning a specified work
process, e.g., a file o f clerical records which is treated as
a unit (invoices, requistions, or purchase orders, etc.);
reports findings to higher level analyst.
Incumbents at level I receive classroom and/or onthe-job training in computer programming concepts,
methods, and techniques and in the basic requirements
o f the subject-matter area. May receive training in
elementary fact-finding. Detailed, step-by-step instruc­
tions are given for each task and any deviation must be
authorized by a supervisor. Work is closely monitored
in progress and reviewed in detail upon completion.

m eat. The systems analysis duties are identified in a
separate paragraph at levels, I, II, III, and IV and are
part o f each alternative described at level V.
Excluded are:
a.

Positions which require a bachelor’s degree in a
specific scientific Held (other than computer science),
, such as an engineering, mathematics, physics, or
chemistry degree; however, positions are potential
matches where the required degree may be from any
of several possible scientific fields;

b.

Computer systems analysts who primarily perform
the kinds of duties identified in the paragraphs ex­
plaining systems analysis duties;

c.

Computer programmers who perform level IV or V
programming duties but who perfrom no system

analysis;
d.

e.

f.

Workers who primarily analyze and evaluate prob­
lems concerning computer equipment or its selection
or utilization relative to meeting the organization’s
needs;

Computer Programmer/Programmer Analyst I
I
At this level, initial assignments are designed to
develop competence in applying established programm­
ing procedures to routine problems, Performs routine
programming assignments that do not require skilled
background experience but do require knowledge o f
established programming procedures and data process­
ing requirements. Works according to clear-cut and
complete specifications. The data are refined and the
format o f the final product(s) is very similar to that o f
the input or is well defined when significantly different,
i.e., there are few, if any, problems with interrelating
varied records and outputs.
Maintains and modifies routine programs. Makes ap­
proved changes by amending the program flow chart,
developing the detailed processing logic, and coding the
changes. Tests and documents modifications and writes
the operator instructions. May write routine new pro­
grams using prescribed specifications; may confer with
the e d p personnel to clarify procedures, processing
logics, etc.
In addition and as continued training, computer pro­
grammer analysts may evaluate simple interrelation­
ships in the immediate programming area, e.g., whether
a contemplated change in one part o f a simple program
would cause unwanted results in a related part; confers
with user representatives to gain an understanding o f
the situation sufficient to formulate the needed change;
implements the change upon approval o f the supervisor
or higher level analyst. A higher level analyst provides
the incumbent with charts, narrative description o f the
functions performed, an approved statement o f the pro­
duct desired (e.g., a change in a local establishment
report), and the inputs, outputs, and record formats.
Incumbents at level II review objectives and assign­
ment details with higher level staff to insure thorough
understanding; they use judgment in selecting among
authorized procedures and seek assistance when
guidelines are inadequate or significant deviations are

Positions not requiring; (1) Three years of ad­
ministrative, technical, or substantive clerical ex­
perience; (2) a bachelor’s degree in any field; or (3)
any equivalent combination of experience and educa­
tion yielding basic skills in problem analysis and com­
munication.
Computer systems programmers or analysts who

primarily write programs or analyze problems con­
cerning the system sofware, e.g., operating systems
compilers, assemblers, system utility routines, etc.,
which provide basic services for the use of all pro­
grams and provide for the scheduling of the execu­
tion of programs; however, positions matching this
definition may develop a “total package” which in­
cludes not only writing the program to process the
data but also selecting the computer equipment and
system softw are required; and

g.

Employees who have significant responsibility for the
management or supervision of workers (e.g., systems
analysts) whose positions are not covered in this
definition; or employees with significant responsibili­
ty for other functions such as payroll, accounting,
the operation of the computer, the system software,
etc.

Positions are classified into levels based on the
following definitions.

Computer Programmer/Programmer Analyst I
A t this trainee level, assignments are usually planned

t© develop basic programming skills because in­
cumbents are typically inexperienced in applying such
skills on the job. Assists higher level staff by performing
elementary programming tasks which concern limited
and simple data items and steps and which closely
follow patterns o f previous work done in the organiza­
tion, e.g ., drawing flow chrts, writing operator instruc­
tions, or coding and testing routines to accumulate
counts, tallies, or summaries. May perform routine




SO

proposed, or when unanticipated problems arise. Work
is usually monitored in progress; all work is reviewed
upon completion for accuracy and compliance with
standards.

the nature o f the program, feasibility, computer equip­
ment, and programming language have already been
decided. May analyze present performance o f a routine
program and take action to corect deficiencies based on
discussion with the user and consultation with and ap­
proval of the supervisor or higher level analyst. May
assist in the review and analysis o f detailed program
specifications and in program design to meet changes in
work processes.
Incumbents at level III work independently under
specified objectives; apply judgment in devising pro­
gram logic and in selecting and adapting standard pro­
gramming procedures; resolve problems and deviations
according to established practices; and obtain advice
where precedents are unclear or not available. Com­
pleted work is reviewed for conformance to standards,
timeliness, and efficiency. May guide or instruct lower
level programmers and/or programmer analysts; may
supervise technicians and others who assist in the
specific assignment.

C®mput©r Programmer/Programmer Analyst IS
I

As a fully qualified computer programmer, applies
standard programming procedures and detailed
knowledge of pertinent subject matter (e.g., work pro­
cesses, governing rules, clerical procedures, etc.) in a
programming area such as: A recordkeeping operation
(supply, personnel and payroll, inventory, purchasing,
insurance payments, depositor accounts, etc.); a welldefined statistical or scientific problem; or other stan­
dardized operation or problem. Works according to ap­
proved statements of requirements and detailed
specifications. While the data are clear-cut, related, and
equally available, there may be substantial interrelation­
ships of a variety of records, and several varied se­
quences or formats are usually produced. The programs
developed or modified typically are linked to several
other programs in that the output of one becomes the
input for another. Recognizes probable interactions of
other related programs with the assigned programs(s)
and is familar with related system software and com­
puter equipment. Solves conventional programming
problems. (In small organizations, may maintain pro­
grams which concern or combine several operations,
i.e., users, or develop programs where there is one
primary user and the others give input.)

OR
Works on complex programs (as described in level IV)
under close direction o f higher level staff or supervisor.
May assist higher level staff by independently perform­
ing less difficult tasks assigned, and performing more
difficult tasks under close supervision.

Computer Pr©gramm@r/Programm@r Analyst S
V

Performs such duties as: Develops, modifies, and
maintains assigned programs; designs and implements
modifications to the interrelation of files and records
within the program in consultation with a higher level
analyst; monitors the operation of assigned programs
and responds to problems by diagnosing and correcting
errors in logic and coding; implements and/or main­
tains assigned portions of a scientific programming pro­
ject, applying established scientific programming
techniques to a well-defined mathematical, statistical,
engineering, or other scientific problem usually requir­
ing the translation of mathematical notation in
specifications into processing logic and code. (Scientific
programming includes assignments such as: The use of a
predetermined physical law expressed in mathematical
terms to relate one set of data to another set of data; the
routine storage and retrieval of field test data; the use of
procedures for real-time command and control, scien­
tific data reduction, signal processing, or similar areas.)
Tests and documents work and writes and maintains
operator instructions for assigned programs. Confers
with other edp personnel to obtain or provide factual
data.

Applies expertise in programming procedures to
assigned complex programs; recommends the redesign
of the programs, investigates and analyzes feasibility
and program requirements, and develops programming
specifications. Assigned complex programs typically af­
fect a broad multiuser computer system which meets the
data processing needs of a broad area (e.g., manufac­
turing, logistics planning, finance management, human
resources, material management, etc.) or a computer
system for a project in engineering, research, accoun­
ting, statistics, etc. Plans the full range o f programming
actions to produce several interrelated but different pro­
ducts from numerous and diverse data elements which
are usually from different sources; solves difficult pro­
gramming problems. Uses systems analysis techniques
relevant to the assignment and knowledge of pertinent
system software, computer equipment, work processes,
regulations, and management practices. As necessary,
integrates facets of the work performed by others.
Performs such duties as: Develops, modifies, and
maintains assigned complex programs; designs and im­
plements the interrelation o f files and records within the
program which will effectively fit into the overall design
of the project; working with problems or concepts,
develops programs for the solution to major scientific
computational problems requiring the analysis and

In addition, computer programmer analysts may
carry out fact-find and analysis of a single activity or
routine problem, applying established procedures where




SI

development of logical or mathematical descriptions of
functions to be programmed; develops a major program
system, e.g., a sales accounting system or a resources
planning system; develops occasional special programs,
e.g., a critical path analysis program to assist in manag­
ing a special project. Tests, documents, and writes
operating instructions for all work. Confers with other
EDP personnel to secure information, investigate and
resolve problems, and coordinate work efforts.

Typical duties and responsibilities. One or more o f the
following:
1.

2.

In addition, the computer programmer analyst per­
forms such duties as: Recommends the redesign of
assigned programs and carries out studies by in­
vestigating the feasibility o f alternative design ap­
proaches to determine the best balanced solution, e.g.,
one that will best satisfy immediate user needs, facilitate
subsequent modificaiton, and conserve resources; on
typical maintenance projects and smaller scale, limited
new projects, assists user personnel in defining the prob­
lem or need and determines how the work should be
organized, the necessary files and records, and their in­
terrelation within the program; or larger or more com­
plicated projects, usually participates as a team member
along with other e d p personnel and users and is typical­
ly assigned a portion of the project.

In a su p e rv iso ry ca p a city,

plans, develops, coor­
dinates, and directs a large and important program­
ming project (finance, m anufacturing,
sales/marketing, human resources, or other broad
area) or a number of small programming projects
with complex features. A substantial portion of the
work supervised (usually 2 to 3 workers) is com­
parable to that described for level IV. Supervises,
coordinates and reviews the work of a small staff,
normally not more than 15 programmers, program­
mer analysts, and technicians; estimates personnel
needs and schedules, assigns, and reviews work to
meet completion date. These day-to-day supervisors
evaluate performance, resolve complaints, and make
recommendations on curtailing projects, reorganiz­
ing, or reallocating resources.

As

team

leader,

s t a f f specialist,

o r con su ltan t,

defines complex scientific problems (e.g., computa­
tional) or other highly complex programming prob­
lems (e.g., generating overall forecasts, projections,
or other new data fields widely different from source
data or untried at the scale proposed) and directs the
development of computer programs for their solu­
tion; or, designs improvements in complex pro­
grams where existing precedents provide little
guidance, such as an interrelated group of
mathematical/statistical programs which support
health insurance, natural resources, marketing
trends, or other research activities, and may lead a
design group responsible for maintaining and im­
proving the system. In conjunction with users (scient­
ists or specialists), defines major problems in the
subject-matter area and analyzes and revises existing
system logic difficulties. Contacts coworkers and
user personnel at various locations to plan and coor­
dinate project and gather data; devises ways to ob­
tain data not previously available; arbitrates dif­
ferences between various program users when con­
flicting requirements arise. May perform simulation
studies to determine effects of changes in computer
equipment or system software or may assess the
feasibility and soundness of proposed programming
projects which are novel and complex. Typically
develops programming techniques and procedures
where few precedent exist. May be assisted on proj­
ects by other program analysts, programmers or
technicians.

Incumbents at level IV work independently under
overall objectives and direction, apprising the super­
visor about progress and unusual complications.
Modifies and adapts precedent solutions and proven ap­
proaches. Guidelines include constraints imposed by the
related programs with which the incumbent’s programs
must be meshed. Completed work is reviewed for
timeliness, compatibility with other work, and effec­
tiveness in meeting requirements. May function as team
leader or supervise a few lower level programmers
and/or programmer analysts or technicians on assigned
work.

C®mput©r Pr@gramm©r/Pr@gramm©r Analyst V
At level V, workers are typically either suprvisors,
team leaders, staff specialists, or consultants. Some
systems lalyst work is included as a part of the pro­
gramming assignment. However, the overall system re­
quirements for broad new projects or for complex new
scientific systems are defined by higher level analysts,
specialists, or scientists. Supervision and review are
similar to level IV.

o t e : Excluded are programmer/analysts above level
V (working in the computer industries) who develop
technology for entirely new application systems for
future marketing (e.g., 5-8 years).

N

Buyers
iUYEIR

designed, produced, or modified by the vendor in accor­
dance with drawings or engineering specifications.
Solicits bids, analyzes quotations received, and selects
or recommends supplier. May interview prospective

Purchases materials, supplies, equipment, and serv­
ices (e.g., utilities, maintenance, and repair). In some
instances, items are of types that must be specially




52

Buy@r I

vendors. Purchases items and services at the most
favorable price consistent with quality, quantity,
specification requirements, and other factors. Prepares
or supervises preparation o f purchase orders from req­
uisitions. May expedite delivery and visit vendors’ o f­
fices and plants.
Normally, purchases are unreviewed when they are
consistent with past experience, and are in conformance
with established rules and policies. Proposed purchase
transactions that deviate from the usual or from past ex­
perience in terms o f prices, quality o f items, quantities,
etc., or that may set precedents for future purchases are
reviewed by higher authority prior to final action.
In addition to the work described above, some (but
not all) buyers direct the work o f one or a few clerks
who perform routine aspects o f the work. As a second­
ary and subsidiary duty, som e buyers may also sell or
dispose o f surplus, salvage, or used materials, equip­
ment, or supplies.

Purchases “ off-the-shelf” types o f readily available,
com m only used materials, supplies, tools, furniture,
services, etc.
T ran saction s u su ally in v o lv e lo ca l retailers,
w holesalers, job b ers, and m anufacturers’ sales
representatives.
Quantities purchased are generally small amounts,
e .g ., those available from local sources.
Examples o f items purchased include: Com m on sta­
tionery and office supplies; standard types o f office fur­
niture and fixtures; standard nuts, bolts, screws;
janitorial and com m on building maintenance supplies;
or com m on utility services or office machine repair serv­
ices.

Buyer 8
8
Purchases “ off-the-shelf” types o f standard, general­
ly available technical items, materials, and services.
Transactions may involve occasional m odification o f
standard and com m on usage items, materials, and serv­
ices, and include a few stipulations about unusual pack­
ing, marking, shipping, etc.
Transactions usually involve dealing directly with
manufacturers, distributors, jobbers, etc.
Quantities o f items and materials purchased may be
relatively large, particularly in the case o f contracts for
continuing supply over a period o f time.
May be responsible for locating or promoting possi­
ble new sources o f supply. Usually is expected to keep
abreast o f market trends, changes in business practices
in the assigned markets, new or altered types o f
materials entering the market, etc.
Example o f items purchased include: Standard in­
dustrial types o f handtools; gloves and safety equip­
ment; standard electronic parts, components, and com ­
ponent test instruments; electric motor; gasoline service
station equipment; p b x or other specialized telephone
services; special-purpose printing services; and routine
purchases o f com m on raw materials such as standard
grades and sizes o f steel bars, rods, and angles.
Also included at this level are buyers o f materials o f
the types described for buyer I when the quantities pur­
chased are large so that local sources o f supply are
generally inadequate and the buyer must deal directly
with manufacturers on a broader than local scale.

N O T E : Some buyers are responsible for the purchasing
o f a variety o f items and materials. When the variety in­
cludes items and work described at more than one o f the
following levels, the position should be considered to
equal the highest level that characterizes at least a
substantial portion o f the buyer’s time.
Excluded are:

a.

Buyers of items for direct sale, either wholesale or
retail;

b.

Brokers and dealers buying for clients or for invest­
ment purposes;

c.

Positions that specifically require professional educa­
tion and qualifications in a physical science or in
engineering (e.g., chemist, mechanical engineer);

d.

Buyers who specialize in purchasing a single or a few
related items of highly variable quality such as raw
cotton or wool, tobacco, cattle, or leather for shoe
uppers, etc. Expert personal knowledge of the item is
required to judge the relative value of the goods of­
fered, and to decide the quantity, quality, and price
of each purchase in terms of its probable effect on
the organization’s profit and competitive status.
Buyers whose principal responsibility is the supervi­
sion of a purchasing program;

e.
f.

Persons predominantly concerned with contract or
subcontract administration;

g.

Persons whose major duties consist of ordering,
reordering, or requisitioning items under existing
contracts; and

h.

Positions restricted to clerical functions or to pur­
chase expediting work; and

i.

Positions not requiring: (1) Three years of ad­
ministrative, technical, or substantive clerical ex­
perience; (2) a bachelor’s degree in any field; or (3)
any equivalent combination of experience and educa­
tion yielding basic skills in problem analyses and
communication.




Buyer 11
1
Purchases items, materials, or services o f a technical
and specialized nature. The items, while o f a common
general type, are usually made, altered, or customized
to meet the user’s specific needs and specifications.
Transactions usually require dealing with manufac­
turers. The number o f potential vendors is likely to be
small and price differentials often reflect important fac­
53

tors (quality, delivery dates and places, etc.) that are dif­
ficult t© 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.
Some positions may involve assisting in the training
or supervising of lower level buyers or clerks.
Examples ©f items purchased include: Castings;
special extruded shapes of normal size and material;
special formula paints; electric motors of special shape
or speeds; production equipment; special packaging of
items; and raw materials in substantial quantities or
with special characteristics.

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.)
Examples of items purchased include: Specialpurpose high-cost machine tools and production
facilities; specialized condensers, boilers, and turbines;
raw materials of critically important characteristics or
quality; parts, subassemblies, components, etc., special­
ly designed and made to order (e.g., communications
equipment for installation in aircraft being manufac­
tured; component assemblies for missiles and rockets;
and motor vehicle frames).
NOTE: Excluded are buying positions above level IV.
Some buyers above level IV make purchases in such
unusually large quantities that they can affect the
market price of a commodity or produce other 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.

iuyer l¥
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

Chemists and Engineers
propriate education and experience. Perform s
assignments designed to develop professional
capabilities and to provide experience in the application
of training in chemistry as it relates to the company’s
programs. May also receive formal classroom ©r
seminar-type training. (Terminal positions are
excluded.)

G H liliST
Performs professional work in research, develop­
ment, interpretation, and analysis to determine the com­
position, molecular structure, and properties of
substances; to develop or investigate new materials and
processes; and to investigate the transformations which
substances undergo. Work typically requires a B.S.
degree in chemistry or the equivalent in appropriate and
substantial college level study of chemistry plus ex­
perience.

Direction received. Works under close supervision.
Receives specific and detailed instruction as t© required
tasks and results expected. Work is checked during
progress, and is reviewed for accuracy upon comple­
tion.

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 ap­




Typical duties and responsibilities. Performs a variety
of routine tasks that are planned to provide experience
S4

assignments require a specialized knowledge of ©m ©r
e
two com m on categories of related substances. Perform­
ance at this level requires developmental experience in a
professional position, or equivalent graduate level
education.

and familiarization with the chemistry staff, methods,
practices, and programs o f the company. The work in­
cludes a variety o f routine qualitative and quantitative
analyses; physical tests to determine properties such as
viscosity, tensile strength, and melting point; and
assisting more experienced chemists to gain additional
knowledge through personal observation and discus­
sion.

Direction received. On routine work, supervision is very
general. Assistance is furnished on unusual problems
and work is reviewed for application of sound profes­

Responsibility fo r direction o f others. Usually none.

sional judgment.

Typical duties and responsibilities. In accordance with

O tem Sst fll

instructions as to the nature of the problem, selects
standard methods, tests, or procedures; when necessary,
develops or works out alternative or modified methods
with supervisor’s concurrence. Assists in research by
analyzing samples or testing new procedures that re­
quire specialized training because (a) standard methods
are inapplicable, (b) analytical findings must be inter­
preted in terms o f compliance or noncompliance with
standards, or (c) specialized and advanced equipment
and techniques must be adapted.

General characteristics. At this continuing developmen­
tal level, performs routine chemical work requiring
selection and application o f general and specialized
methods, techniques, and instruments com m only used
in the laboratory, and the ability to carry out instruc­
tions when less com m on or proposed methods or pro­
cedures are necessary. Requires work experience ac­
quired in an entry level position, or appropriate
graduate level study. For training and developmental
purposes, assignments may include som e work that
is typical of a higher level. (Terminal positions are ex­
cluded.)
Direction received. Supervisor establishes the nature
and extent of analysis required, specifies methods and
criteria on new types o f assignments, and reviews work
for thoroughness o f application o f methods and ac­
curacy of results.
Typical duties and responsibilities. Carries out a wide
variety of standardized methods, tests, and procedures.
In accordance with specific instructions, may carry out
proposed and less common ones. Is expected to detect
problems in using standardized procedures because o f
the condition of the sample, difficulties with the equip­
ment, etc. Recommends m odifications o f procedures,
e.gM extending or curtailing the analysis or using alter­
nate procedures, based on knowledge o f the problem
and pertinent available literature. Conducts specified
phases of research projects as an assistant to an ex­
perienced chemist.

Responsibility fo r direction o f others. May supervise or
coordinate the work of a few technicians or aides, and
be assisted by lower level chemists.

General characteristics. As a fully competent chemist in
all conventional aspects of the subject matter or the
functional area of the assignments, plans and conducts
work requiring (a) mastery of specialized techniques or
ingenuity in selecting and evaluating approaches to un­
foreseen or novel problems, and (b) ability to apply a
research approach to the solution of a wide variety of
problems and to assimilate the details and significance
o f chemical and physical analyses, procedures, and
tests. Requires sufficient professional experience to
assure competence as a fully trained worker; or, for
positions primarily o f a research nature, completion of
all requirements for a doctoral degree may fee
substituted for experience.

Direction

received.

Independently performs most

Chemist 11
1

assignments with instructions as to the general results
expected. Receives technical guidance on unusual or
complex problems and supervisory approval on propos­
ed plans for projects.

General characteristics. Performs a broad range o f
chemical tests and procedures utilized in the laboratory,
using judgment in the independent evaluation, selec­
tion, and adaptation of standard methods and tech­
niques. May carry through a complete series o f tests on
a product in its different process stages. Some

assignments requiring the determination and evaluation
o f alternative procedures and the sequence of perform­
ing them. Performs complex, exacting, unusual
analytical assignments requiring specialized knowledge
o f techniques or products. Interprets results, prepares

Responsibility fo r direction o f others. May be assisted
by a few aides or technicians.




Typical duties and responsibilities. Conducts laboratory

ss

reports, and may provide technical advice in specialized
area.
Responsibility fo r direction o f others. May supervise a
small staff of chemists and technicians.

or have other difficult features. Maintains liaison with
individuals and units within and outside the organiza­
tion, 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.

©h@Gni@t ¥

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 compounds, or a class
of products), making recommendations and conclusions
which serve as the basis for undertaking or rejecting im­
portant projects. Development of the knowledge and
expertise required for this level of work usually reflects
progressive experience through chemist IV.
Direction received. Supervision and guidance relate
largely to overall objectives, critical issues, new con­
cepts, and policy matters. Consults with supervisor con­
cerning unusual problems and developments.
Typical duties and responsibilities. One or both of the
following: (1) In a supervisory capacity, plans,
organizes and directs assigned laboratory programs. In­
dependently defines scope and critical elements of the
projects and selects approaches to be taken. A substan­
tial portion of the work supervised is comparable to that
described for chemists IV. (2) As individual researcher
or worker, carries out project requiring development of
new or highly modified scientific techniques and pro­
cedures, extensive knowledge of specialty, and
knowledge of related scientific fields.
Responsibility fo r direction o f others. Supervises, coor­
dinates, 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.

Cfismist ¥1
Genera! 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 conceptually related
studies, or a number of projects of lesser scope. The
problems are complex because they are difficult to
define and require unconventional or novel approaches




Direction received. Supervision received is essentially
administrative, with assignments given in terms of
broad general objectives and limits.
Typical duties and responsibilities. One or both of the
following: (1) In a supervisory capacity (a) plans,
develops, coordinates, and directs a number of large
and important projects or a project of major scope and
importance, or (b) is responsible for the entire chemcial
program of a company, 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 leaders with at least one in a posi­
tion comparable to level V. (2) As individual researcher
or worker, determines, conceives, plans, and conducts
projects of major importance to the company. Applies a
high degree of originality and ingenuity in adapting
techniques into original combinations and configura­
tions. May serve as a consultant to other chemists in
specialty.
Responsibility fo r direction o f others. Plans, organizes,
and supervises the work of a staff of chemists and
technicians. Evaluates progress of the staff and results
obtained, and recommends major changes to achieve
overall objectives. Or, as individual worker or re­
searcher, may be assisted on individual projects by other
chemists or technicians.

Chsmist VII
General characteristics. Makes decisions and recom­
mendations that are recognized as authoritative and
have an important impact on extensive chemical ac­
tivities. 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, foresight, and mature judg­
ment in anticipating and solving unprecedented chem­
ical problems, determining program objectives and re­
quirements, organizing programs and projects, and
developing standards and guides for diverse chemical
activities.
Direction received. Receives general administrative
direction.
56

Typical duties and responsibilities. One or both o f the
following: (1) In a supervisory capacity is responsible
for (a) an important segment of a chemical program of a

Typical duties and responsibilities. One or both o f the
following: (1) In a supervisory capacity is responsible
for (a) the entire chemical program o f a company which

company with extensive and diversified scientific re­
quirements, or (b) the entire chemical program o f a
company where the program is more limited in scope.
The overall chemical program contains critical problems
the solution o f which f©quires major technological ad­
vances and opens the way for extensive related develop­
ment. Makes authoritative technical recommendations
concerning the scientific objectives and levels o f work
which will be most profitable in light o f company re­
quirements and scientific and industrial trends and
developments. Recommends facilities, personnel, and
funds required. (2) As individual researcher and consul­
tant, selects problems for research to further the com p­
any’s objectives. Conceives and plans investigations in
which the phenomena and principles are not adequately
understood, and where few or contradictory scientific
precedents or results are available for reference. Out­
standing creativity and mature judgment are required to
devise hypotheses and techniques o f experimentation
and to interpret results. As a leader and authority in the
company, in a broad area o f specialization, or in a nar­
row but intensely specialized one, advises the head o f a
large laboratory or company officials on complex
aspects o f extremely broad and important programs.
Has responsibility for exploring, evaluating, and justi­
fying proposed and current programs and projects and
furnishing advice on unusually complex and novel prob­
lems in the specialty field. Typically will have con­
tributed innovations (e.g., techniques, products, pro­
cedures) which are regarded as significant advances in
the field.

is o f moderate scope, or (b) an important segment o f a
chemical program o f a company with very extensive and
highly diversified scientific requirements, where pro­
grams are o f such complexity and scope that they are o f
critical importance to overall operations and include
problems o f extraordinary difficulty that have resisted
solution. Decides the kind and extent o f chemical pro­
grams needed to accomplish the objectives o f the com ­
pany, for planning and organizing facilities and pro­
grams, and for interpreting results. (2) As individual
researcher and consultant, formulates and guides the at­
tack on problems o f exceptional difficulty and marked
importance to the company and/or industry. Problems
are characterized by the lack o f scientific precedents and
source materials, or the lack o f success o f prior research
and analysis so that their solution would represent an
advance o f great significance and importance. Performs
advisory and consulting work for the company as a
recognized authority for broad program areas o f con­
siderable novelty and importance. Has made contribu­
tions such as new products or techniques, development
o f processes, etc., which are regarded as major advances
in the field.

Responsibility fo r direction o f others. Supervises several
subordinate supervisors or team leaders some o f whose
positions are comparable to chemist VII, or individual
researchers some o f whose positions are comparable to
chemist VII and sometimes chemist VIII. As an in­
dividual researcher and consultant, may be assisted on
individual projects by other chemists or technicians.

Responsibility fo r direction o f others. Directs several

n o t e : Individuals in charge o f a com pany’s chemical
program may match any o f several o f the survey job
levels, depending on the size and complexity o f chemical
programs. Excluded from the definition are: (1)
Chemists in charge o f programs so extensive and com ­
plex (e.g., consisting o f highly diversified or unusually
novel products and procedures) that one or more subor­
dinate 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 deciding the “ kind
and extent o f chemical program ” within broad
guidelines set at higher levels); (3) individual researchers
and consultants who are recognized as national and/or
international authorities and scientific leaders in very
broad areas o f scientific interest and investigation.

subordinate supervisors or team leaders, some o f whom
are in positions comparable to chemist VI; or, as in­
dividual researcher and consultant, may be assisted on
individual projects by other chemists and technicians.

¥111
General characteristics. Makes decisions and recom­
mendations that are authoritative and have a farreaching impact on extensive chemical and related ac­
tivities o f the company. Negotiates critical and con­
troversial issues with top level chemists and officers o f
other organizations and companies. Individuals at this
level have demonstrated a high degree o f creativity,
foresight, and mature judgment in planning, organiz­
ing, and guiding extensive chemical programs and ac­
tivities o f outstanding novelty and importance.3

Performs professional work in research, develop-

Direction received. Receives general administrative

5 Insufficient data were obtained for level VIII to warrant presentation of
average salaries.

direction.




51

ment, d@
§ifgn, testing, analysis, product!®®, construc­
tion, maintenance, operation, planning, survey,
estimating, application, ®r standardization o f engineer­
ing facilities, systems, structures, processes, equipment,
devices, @ materials, requiring knowledge o f the
r
science and art by. which materials, natural resources,
and power sure made useful. Work typically requires a
B.So 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.)

Typical duties and responsibilities. Using prescribed
methods, performs specific and limited portions o f a
broader assignment o f an experienced engineer. Applies
standard practices and techniques in specific situations,
adjusts and correlates data, recognizes discrepancies in
results, and follows operations through a series o f
related detailed steps or processes.
Responsibility fo r direction o f others, fyflay be assisted
by a few aides or technicians.

ipgl!n)©®[r Ill
General characteristics. Independently evaluates,
selects, and applies standard engineering techniques,
procedures, and criteria, using judgment in making
minor adaptations and modifications. Assignments
have clear and specified objectives and require the in­
vestigation o f a limited number o f variables. Perform­
ance at this level requires developmental experience in a
professional position, or equivalent graduate level
education.

Engln@§r 0
Genera! characteristics. This is the entry level o f profes­
sional work requiring a bachelor's degree in engineering
and n© experience, or the equivalent o f a degree in ap­
propriate education and experience. Perform s
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
assignment objectives, complex features, and possible
solutions. Assistance is furnished on unusual problems
and work is reviewed for application of sound profes­
sional judgment.

Direction received. Works under dose super-vision.

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, investiga­
tions, surveys, structures, or equipment with relatively
few complex features for which there are precedents.
Assignments usually include one or more o f the follow­
ing: Equipment design and development, test o f
materials, preparation o f specifications, process study,
research investigations, report preparation, and other
activities o f limited scope requiring knowledge o f prin­
ciples and techniques commonly employed in the
specific narrow area o f assignments.

Typical duties and responsibilities. Performs a variety

of routine tasks that are planned to provide experience
and familiarization with the engineering staff, methods,
practices, and programs of the company.
Responsibility fo r direction o f others. Usually none.

General characteristics. At this continuing developmen­
tal level, performs routine engineering work requiring
application o f standard techniques, procedures, and
criteria in carrying out a sequence of related engineering
tasks. Limit®,, exercise of judgment is required on
details of work and in making preliminary selections
ia d adaptations of engineering alternatives. Requires
work experience acquired in an entry level position, or
appropriate graduate level study. For training and
developmental purposes, assignments may include some
work that is typical of a higher level. (Terminal posi­
tions are excluded.)

Responsibility fo r direction o f others. May supervise or
coordinate the work o f drafters, technicians, and others
who assist in specific assignments.
iffiglR©®? 0
W

General characteristics. As a fully competent engineer in
all conventional aspects o f the subject matter o f the
functional area of the assignments, plans and conducts
work requiring judgment in the independent evaluation,
selection, and substantial adaptation and modification
o f standard techniques, procedures, and criteria.
Devises new approaches to problems encountered. Re­
quires sufficient professional experience to assure com­
petence as a fully trained worker; or, for positions

Direction received. Supervisor screens assignments for

unusual or difficult problems and selects techniques and
procedures t© be applied on nonroutine work. Receives
dose supervision on new aspects of assignments.



S8

primarily of a research nature, completion of all re­
quirements for a doctoral degree may be substituted for
experience.
Direction received. Independently performs most
assignments with instructions as to the general results
expected. Receives technical guidance on unusual or
complex problems and supervisory approval on pro­
posed plans for projects.
Typical duties and responsibilities. Plans, schedules,
conducts, or coordinates detailed phases of the
engineering work in a part of a major project or in a
total project of moderate scope. Performs work which
involves conventional engineering practice but may in­
clude a variety of complex features such as conflicting
design requirements, unsuitability of standard
materials, and difficult coordination requirements.
Work requires a broad knowledge of precedents in the
specialty area and a good knowledge of principles and
practices of related specialties.
Responsibility fo r direction o f others. May supervise a
few engineers or technicians on assigned work.
Engin@©r V

General characteristics. Applies intensive and diver­
sified knowledge of engineering principles and practices
in broad areas of assignments and related fields. Makes
decisions independently on engineering problems and
methods, and represents the organization in conferences
to resolve important questions and to plan and coor­
dinate work. Requires the use of advanced techniques
and the modification and extension of theories,
precepts, and practices of the field and related sciences
and disciplines. The knowledge and expertise required
for this level of work usually result from progressive ex­
perience, including work comparable to engineer IV.

and/or scientific methods. (3) As staff specialist,
develops and evaluates plans and criteria for a variety of
projects and activities to be carried out by others.
Assesses the feasibility and soundness of proposed
engineering evaluation tests, products, or equipment
when necessary data are insufficient or confirmation by
testing is advisable. Usually performs as a staff advisor
and consultant as to a technical specialty, a type of
facility or equipment, or a program function.
Responsibility fo r 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 techni­
cians.
Engine@r V!

General characteristics. Has full technical responsibility
for interpreting, organizing, executing, and coor­
dinating assignments. Plans and develops engineering
projects concerned with unique or controversial prob­
lems which have an important effect on major company
programs. This involves exploration of subject area,
definition of scope and selection of problems for in­
vestigation, and development of novel concepts and ap­
proaches. Maintains liaison with individuals and units
within or 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
engineer V.
Direction received. Supervision received is essentially
administrative, with assignments given in terms of
broad general objectives and limits.

Typical duties and responsibilities. One or more of the
following: (1) In a supervisory capacity (a) plans,
Direction received. Supervision and guidance relate develops, coordinates, and directs a number of large
largely to overall objectives, critical issues, new con­ and important projeccts or a project of major scope and
cepts and policy matters. Consults with supervisor con­ importance, or (b) is responsible for the entire engineer­
ing program of a company when the program is of
cerning unusual problems and developments.
limited complexity and scope. Extent of responsibilities
Typical duties and responsibilities. One or more of the generally requires a few (3 to 5) subordinate supervisors
following: (1) In a supervisory capacity plans, develops, or team leaders with at least one in a position com­
coordinates, and directs a large and important engineer­ parable to level V. (2) As individual researcher or
ing project or a number of small projects with many worker conceives, plans, and conducts research in prob­
complex features. A substantial portion of the work lem areas of considerable scope and complexity. The
supervised is comparable to that described for engineer problems must be approached through a series of com­
IV. (2) As individual researcher or worker, carries out plete and conceptually related studies, are difficult to
complex or novel assignments requiring the develop­ define, require unconventional or novel approaches,
ment of new or improved techniques and procedures. and require sophisticated research techniques. Available
Work is expected to result in the development of new or guides and precedents contain critical gaps, are only
refined equipment, materials, processes, products, partially related to the problem, or may be largely lack-




59

mg due to the novel character of the project. At this
level, the individual researcher generally will have con­
tributed inventions, new designs, or techniques which
are o f material significance in the solution o f important
problems. (3) As a staff specialist, serves as the technical
specialist for the organization (division or company) in
the application o f advanced theories, concepts, prin­
ciples, and processes for an assigned area o f respon­
sibility (i.e., subject matter, function, type o f facility or
equipment, or product). Keeps abreast of new scientific
methods and developments affecting the organization
for the purpose o f recommending changes in emphasis
o f programs or new programs warranted by such
developments.

objectives. (2) As individual researcher and consultant,
is a recognized leader and authority in-the company in a
broad area o f specialization or in a narrow but intensely
specialized field. Selects research problems to further
the company’s objectives. Conceives and plans in­
vestigations of broad areas o f considerable novelty and
importance for which engineering precedents are lack­
ing in areas critical to the overall engineering program.
Is consulted extensively by associates and others, with a
high degree o f reliance placed on the incumbent’s scien­
tific interpretations and advice. Typically, will have
contributed inventions, new designs, or techniques
which are regarded as major advances in the field.

Responsibility fo r direction o f others. Directs several
Responsibility fo r direction o f others. Plans, organizes,

subordinate supervisors or team leaders, some o f whom
are in positions comparable to engineer VI; or, as in­
dividual researcher and consultant, may be assisted on
individual projects by other engineers and technicians.

and supervises the work o f a staff o f engineers and
technicians. Evaluates progress of the staff and results
obtained, and recommends major changes to achieve
overall objectives. Or, as individual researcher or staff
specialist, may be assisted on individual projects by
other engineers or technicians.

ingloiiir Will
General characteristics. Makes decisions a n d 'recom­
mendations that are recognized as authoritative and
have a far-reaching impact on extensive engineering and
related activities o f the company. Negotiates critical and
controversial issues with top level engineers and officers
o f other organizations and companies. Individuals at
this level demonstrate a high degree o f creativity,
foresight, and mature judgment in planning, organiz­
ing, and guiding extensive engineering programs and ac­
tivities o f outstanding novelty and importance.

Engineer ¥ 1
1
General characteristics. Makes decisions and recom­
mendations that are recognized as authoritative and
have an important impact on extensive engineering ac­
tivities. Initiates and maintains extensive contacts with
key engineers and officials o f other organizations and
companies, requiring skill in persuasion and negotiation
o f critical issues. At this level, individuals will have
demonstrated creativity, foresight, and mature
engineering judgment in anticipating and solving un­
precedented engineering problems, determining pro­
gram objectives and requirements, organizing programs
and projects, and developing standards and guides for
diverse engineering activities.

Direction received. Receives general administrative
direction.

Typical duties and responsibilities. One or both o f the
following: (1) In a supervisory capacity is responsible
for (a) an important segment of a very extensive and •
highly diversified engineering program o f a company,
or (b) the entire engineering program of a company
when the program is o f moderate scope. The programs
are o f such complexity and scope that they are of critical
importance to overall objectives, include problems o f
extraordinary difficulty that often have resisted solu­
tion, and consist o f several segments requiring subor­
dinate supervisors. Is responsible for deciding the kind
and extent o f engineering and related programs needed
to accomplish the objectives o f the company, for choos­
ing the scientific approaches, for planning and organiz­
ing facilities and programs, and for interpreting results.
(2) As individual researcher and consultant, formulates
and guides the attack on problems o f exceptional dif­
ficulty and marked importance to the company or in­
dustry. Problems are characterized by their lack o f
scientific precedents and source material, or lack o f suc­

Direction received. Receives general administrative
direction.

Typical duties and responsibilities. One or both o f the
following: (I) In a supervisory capacity is responsible
for (a) an important segment of the engineering pro­
gram o f a company with extensive and diversified
engineering requirements, or (b) the entire engineering
program of a company when it is more limited in scope.
The overall engineering program contains critical prob­
lems the solution o f which requires major technological
advances and opens the way for extensive related
development. Extent of responsibilities generally re­
quires several subordinate organizational segments or
teams. Recommends facilities, personnel, and funds re­
quired to carry out programs which are directly related
to and directed toward fulfillment of overall company



60

cess of prior research and analysis so that their solution
would represent an advance of great significance and
importance. Performs advisory and consulting work for
the company as a recognized authority for broad pro­
gram areas or in an intensely specialized area of con­
siderable novelty and importance.

ing program may match any of several of the survey job
levels depending on the size and complexity o f engineer­
ing programs. Excluded from the definition are: (1)
Engineers in charge o f programs so extensive and com­
plex (e.g., consisting of research and development on a
variety of complex products or systems with numerous
novel components) that one or more subordinate super­
visory engineers are performing at level VIII; (2) in­
dividuals whose decisions have direct and substantial ef­
fect on setting policy for the organization (included,
however, are supervisors deciding the “ kind and extent
o f engineering and related programs” within broad
guidelines set at higher levels); (3) individual researchers
and consultants who are recognized as national and/or
international authorities and scientific leaders in very
broad areas of scientific interest and investigation.

Responsibility o f direction o f others. Supervises several
subordinate supervisors or team leaders some o f whose
positions are comparable to engineer VII, or individual
researchers some o f whose positions are comparable to
engineer VII and sometimes engineer VIII. As an in­
dividual researcher and consultant, may be assisted on
individual projects by other engineers or technicians

N ote: Individuals in charge of a company’s engineer­

TechnicaB Sypp@rt ©eeu pattens
or on completion. Performs, at this level, one or a com­
bination of such typical duties as:

ENCaSWEERlWG TE0HNSC1AW

To be covered by these definitions, employees must
meet all of the following criteria:
1.
Provides semiprofessional technical support for
engineers working in such areas as research, design,
development, testing, or manufacturing process
improvement.
2.

Performs simple or routine tasks or tests such as tensile or
hardness tests; operates and adjusts simple test equipment;
records test data.

Work pertains to electrical, electronic, or mechanical
components or equipment.

3.

Assembles or installs equipment or parts requiring simple
wiring, soldering, or connecting.

Required to have some practical knowledge of
science or engineering; some positions may also
require a practical knowledge of mathematics or
computer science.

Gathers and maintains specified records of engineering
data such as tests, drawings, etc.; performs computations by
substituting numbers in specified formulas; plots data and
draws simple curves and graphs.
E g Era@ rIrag Technician I
rD O @
S

Performs standardized or prescribed assignments in­
volving a sequence o f related operations. FoEows stand­
ard work methods on recurring assignments but receives
explicit instructions on unfamiliar assignments;
technical adequacy of routine work is reviewed on com­
pletion; nonroutine work is reviewed in process. Per­
forms, at this level, one or a combination of such typical
duties as:

Excludes production or maintenance workers, quality
control technicians or testers, model makers or other
craftworkers, chemical or other nonengineering techni­
cians, civil engineering technicians, drafters, designers,
and engineers (who are required to apply a professional
knowledge of engineering theory and principles to their
duties, unlike higher level engineering technicians who
may perform the same duties using only practical skills
and knowledge).
Also excludes engineering technicians:
a.

Below level I who are limited to simple tasks
such as: Measuring items of regular shape with a
caliper and omputing cross-sectional areas; identify­
ing, weighing, and marking easy-to-identify items; or
recording simple instrument readings at specified in­
tervals; and

b.

Assembles or constructs simple or standard equipment or
parts; may service or repair simple instruments or equip­
ment.

Above level VI who plan and conduct highly dif­
ficult projects or studies where standard engineering
methods, procedures, and techniques are rarely ap­
plicable and conflicting issues characterize the work.

Conducts a variety of standardized tests; may prepare test
specimens; sets up and operates standard test equipment;
records test data, pointing out deviations resulting from
equipment malfunction or observational errors.
Extracts engineering data from various prescribed but
nonstandardized sources; processes the data following welldefined methods including elementary algebra and
geometry; presents the data in prescribed form.
Engineering Technician SS
I

Performs assignments that are not completely stan­
dardized or prescribed. Selects or adapts standard pro­
cedures or equipment, using fully applicable precedents.

Engineering Technician !

Performs simple routine tasks under close supervision
or from detailed procedures. Work is checked in process




63

Receives initial instructions;, equipment requirements,
and advice from supervisor or engineer as needed; per­
forms recurring work independently; work is reviewed
for technical adequacy or conformity with instructions.
Performs, at this level , one or a combination of such
typical duties as:

and be assisted by lower level technicians. Performs at
this level one or a combination of such typical duties as;

Constructs components* subunits* or simple models or
adapts standard equipment. May troubleshoot and correct
malfunctions.

Plans or assists in planning tests to evaluate equipment
performance. Determines test requirements, equipment
modification, and test procedures; conducts tests, analyzes
and evaluates data, and prepares reports on findings and
recommendations.

Designs, develops, and constructs major units, devises, or
equipment; conducts tests or experiments; analyzes results
and redesigns or modifies equipment to 'improve perform­
ance; reposts results.

Conducts various tests or experiments which may require
minor modifications in test setups or procedures as well as
subjective judgments in measurement; selects, sets up, and
operates standard test equipment and records test data.
Extracts and compiles a variety of engineering data from
field notes, manuals, lab reports, etc.; processes data.
Identifying errors or inconsistencies; selects methods of data
presentation.

Reviews and analyzes a variety o f engineering data to
determine requirements to meet engineering objectives; may
calculate design data; prepares layouts, detailed specifica­
tions, parts lists, estimates, procedures, etc. May check and
analyze drawings or equipment to determine adequacy of
drawings and designs.

EoiififflDdBtoi Technician l¥

DRAFTER

Performs nonroutine assignments ' of substantial
variety and complexity, using precedents which are not
fully applicable. May also plan such assignments.
Receives technical advice from supervisor or engineer
(as needed; performs recurring work independently);
work is reviewed for technical adequacy (or conformity
with instructions). May be assisted by lower level techni­
cians and have frequent contact with professionals and
others within the establishment. Performs at this level
one or a combination of such typical duties as:

Performs drafting work requiring knowledge and
skill in drafting methods, procedures, and techniques.
Prepares drawings of structures, mechanical and elec­
trical equipment, piping and duct systems, and similar
equipment, systems, and assemblies. Drawings are used
to communicate engineering ideas, designs, and infor­
mation in support of engineering factions. Uses
recognized systems of symbols, legends, shadings, and
lines having specific manings in drawings.
The following are excluded when they constitute 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 and
redesigns as necessary; records and evaluates data and
reports findings.

Design work requiring the technical knowledge, skill,
and ability to conceive or originate designs;
Illustrating work requiring artistic ability;

Conducts tests or experiments requiring selection and
adaptation or modification of a wide variety of critical test
equipment and test procedures; sets up and operates
equipment; records data, measures and records problems of
sufficient complexity to sometimes require resolution at
higher level; analyzes data and prepares test reports.

Work involving the preparation of charts, diagrams,
room arrangements, floor plans, etc.;
Cartographic work involving the preparation ©f maps
or plats and related materials and drawings of geological
structures; and

Extracts and analyzes a variety of engineering data; ap­
plies conventional engineering practices to develop or
prepare schematics, designs, specifications, parts lists, or
makes recommendations regarding these items. May review
designs or specifications for adequacy.

Supervisory work involving the management of a draft­
ing program or the supervision of drafters when either
constitutes the primary purpose of the job.
Positions are classified into levels on the basis of the
following definitions.

EsugSrattriini® T@chnidan ¥
Performs nonroutine and complex assignments in­
volving responsibility for planning and conducting a
complete project of relatively limited scope or a portion
of a larger and more diverse project. Selects and adapts
plans, techniques, designs, or layouts. Contacts person­
nel in related activities to resolve mutual problems and
coordinate the work; 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 or requirements. May train



Drafter I
Working under close supervision, traces or copies
finished drawings, making dearly indicated revisions.
Uses appropriate templates to draw curved lines.
Assignments are designed to develop increasing skill in
various drafting techniques. Work is spot checked dur­
ing progress and reviewed upon completion.

N ote: Excludes drafters performing, elementary
62

tasks while while receiving training in the most basic
drafting methods.

duced. Exercises independent judgment in selecting and
interpreting data based on a knowledge of the design in­
tent. Although working primarily as a drafter, may oc­
casionally perform engineering design work in inter­
preting general designs prepared by others or in com­
pleting missing design details. May provide advice and
guidance to lower level drafters or serve as coordinator
and planner for large and complex drafting projects.

Drafter 1
1

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 pro­
vides detailed instructions on new assignments, gives
guidance when questions arise, and reviews completed
work for accuracy.

COMPUTER OPERATOR

Monitors and operates the control console o f a digital
computer, in accordance with operating instructions, to
process data. Work is characterized by the following;

Drafter 8§
3

Studies operating instructions to determine equipment
setup needed;

Prepares various drawings of parts and assemblies,
including sectional profiles, irregular or reverse curves,
hidden lines, and small or intricate details. Work re­
quires use of most of the conventional drafting techni­
ques and a working knowledge o f the terms and pro­
cedures of the industry. Familiar or recurring work is
assigned in general terms; unfamiliar assignments in­
clude information on methods, procedures, sources of
information, and precedents to followed. Simple revi­
sions to existing drawings may be assigned with a verbal
explanation of the desired results; more complex revi­
sions are produced from sketches which clearly depict
the desired product.

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 o r refers problems;
Maintains operating record.

Drafter IV

May test-run new or modified programs and assist in
modifying systems or programs. Included within the
scope o f this definition are fullyqualified computer
operators, trainees working to become fully qualified
operators, and lead operators providing technical
assistance to lower level operators.

Prepares complete sets o f complex drawings which in­
clude multiple views, detail drawings, and assembly
drawings. Drawings include complex design features
that require considerable drafting skill to visualize and
portray. Assignments regularly require the use of
mathematical formulas to compute weights, load
capacities, dimensions, quantities of material, etc.
Working from sketches and verbal information supplied
by an engineer or designer, determines the most propriate views, detail drawings, and supplementary infor­
mation needed to complete assignments. Selects re­
quired information from precedents, manufacturers’
catalogs, and technical guides. Independently resolves
most of the problems encountered. Supervisor or
designer may suggest methods o f approach or provide
advice on unusually difficult problems.

©ompyter ©p@rat®r I

Work assignments consist o f on-the-job training
(sometimes augmented by classroom training).
Operator is provided detailed written or oral guidance
before and during assignments and is under close per­
sonal supervision.
Computer ©p@r@t@r I
I

Work assignments typically are established produc­
tion runs (i.e., programs which present few operating
problems) executed by serial processing (i.e., one pro­
gram 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.

N o t e .- Excludes drafters performing work o f similar
difficulty to that described at this level but who provide
support for a variety of organizations which have widely
differing functions or requirements.

Drafter V

OR

Works closely with design originators, preparing
drawings o f unusual, complex, or original designs which
require a high degree o f precision. Performs unusually
difficult assignments requiring considerable initiative,
resourcefulness, and drafting expertise. Assures that an­
ticipated problems in manufacture, assembly, installa­
tion, and operation are resolved by the drawings pro­




Work assignments typically are established produc­
tion runs (i.e., programs which present few operating
problem s) executed by m ultiprocessing )i.e .,
simultaneous processing of two or more programs).
Operator serves as an assistant operator working under
63

(i.e., programs which present few operating problems)
executed by multiprocessing. Selected from a variety of
standard setup and operating procedures. In response to
computer output instructions or error conditions,
deviates from standard procedures if standard pro­
cedures do not provide a solution. Then refers problems
or aborts program.

cedure. Refers problems which do not respond to
preplanned procedure.

©©mpyster Operator 13
1
Work assignments are characteized by the frequent
introduction of new programs, applications, and pro­
cedures (i.e., situations which require the operator to
adapt to a variety o f problems) executed by serial pro­
cessing. In response to computer output instructions or
error coditions, applies standard operating or correction
procedures. Refers problems which do not respond to
preplanned procedures.

©@mputor Operator V
Work assignments are characterized by the frequent
testing and introduction o f new programs, applications,
and procedures (i.e., situations which require the
operator to adapt to a variety o f problems). In respond­
ing to computer output instructions and error condi­
tions or to avoid loss o f information or to conserve
computer time, iperator deviates from standard pro­
cedures or aborts program. Such actions may materially
alter the computer unit’s production plans. Advises pro­
grammers and subject-matter experts on setup techni­
ques.

OR
Work assignments typically are established produc­
tion runs (i.e, programs which present few operating
problems) executed by serial procesing. Selects from a
variety o f standard setup and operating procedures. In
response to computer output instructions or error con­
ditions, deviates from standard procedures if standard
procedures do not provied a solution. Then refers prob­
lems or aborts program.

Computer Operator VI
In addition to level V characteristics, assignments at
this level require a knowledge o f program language,
computer features, and software systems to assist in: (1)
Maintaining, modifying, and developing operating
systems or programs; (2) developing operating instruc­
tions and techniques to cover problem situations; (3)
switching to emergency backup procedures.

OR
Work assignments are established production runs
(i.e., programs which present few operating problems)
executed by multiprocessing (i.e, simultaneous process­
ing of two or more programs). In response to computer
output instructions or error conditions, applies standard
operating or correction procedures. Refers problems
which do not respond to preplanned procedures.

PHOTOGRAPHER
Takes
pictures requiring a knowledge o f pho­
tographic techniques, and equipment, and processes.
Typically, some familiarity with the company’s ac­
tivities (e.g., scientific, engineering, industrial,
technical, retail, commercial, etc.) and some artistic
ability are needed at the higher levels. Depending on the
objectives of the assignment, photographers used stand­
ard equipment (including simple still, graphic, and mo­
tion picture cameras, video and television hand
cameras, and similar commonly used equipment)
and/or use special-purpose equipment (including
specialized still and graphic cameras, motion picture
production, television studio, and high-speed cameras
and equipment). At the higher levels, a complex ac­
cessory system of equipment may be used, as needed,
with sound or lighting systems, generators, timing or
measurement control mechanisms, or improvised stages
or environments, etc. Work o f photographers at all
levels is reviewed for quality and acceptability.
Photographers may also develop, process, and edit film
or tape, may serve as a lead photographer to lower level
workers, or may do work described at lower levels as
needed.4

C©myt©r © ptrator IV
Work assignments are characterized by the frequent
introduction of new programs, applications, and pro­
cedures (i.e., situations which require the operator to
adapt to a variety of problems) executed by serial proc­
essing. Selects from a variety of standard setup and
operating procedures. In response to computer output
instruction 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
introcution o f nre programs, applications, and pro­
cedures (i.e, situations which require the operator to
adapt to a variety o f problems) executed by multi­
processing. In response to computer output instructions
or error conditions, applies standard operating or cor­
rective procedures. Refers problems which do not re­
spond to preplanned procedures.

OR
4 Insufficient data were obtained for levels I and IV to warrant
presentation of average salaries.

Work assignments are established production runs




64

needed. May use 16mm. or 35mm. motion picture
cameras for simple shots such as moving equipment, in­
dividuals at work or meetings, and the like, where
available or simple artificial lighting is used.
Ordinarily there is opportunity for repeated shots or
for retakes if the original exposure is unsatisfactory.
Consults with supervisor or more experienced photo­
graphers when problems are anticipated.

Excluded are:
a . Workers who have no training or experience in
photography techniques, equipment, and processes;
b . Workers who primarily operate reproduction, offset,
or copying machines, motion picture projectors, or
machines to match, cut, or splice negatives;
c . Workers who p rim a rily develop, process, print, or
edit potographic film or tape; or develop, maintain,
or repair photographic equipment;

Photographer I
II

Takes routing pictures in situations where several
shots can be taken. Uses standard still cameras for pic­
tures where complications, such as speed, motion, color
contrast, or lighting are not present or where there is not
particular need to overcome them. Photographs are
taken for identification, employee publications, infor­
mation, or publicity purposes. Workers must be able to
focus, center, and provide simple flash-type lighting for
an uncomplicated photograph.
Typical subjects are employees who are photographed
for identification or publicity o f award ceremonies, in­
terviews, banquets, or meeting; or external views of
machinery, supplies, eqiupment, buildings, damaged
shipments, or other routine subjects photographed to
record the condition at a specified time. Assignments
are usually performed without direct guidance due to
the clear and simple nature o f the desired photograph.

Selects from a range o f standard photographic equip­
ment for assignments demanding exact renditions, nor­
mally without opportunity for later retakes, when there
are specific problems or uncertainties concerning
lighting exposure time, color, artistry, etc. Discusses
technical requirements with operating officials or super­
visor and customizes treatment for each situation accor­
ding to a detailed request. Varies camera processes and
techniques and uses the setting and background to pro­
duce esthetic, as well as accurate and informative, pic­
tures. Typically, standard equipment is used at this level
although “ specialized” photography work is usually
performed; may use some special-purpose equipment
under closer supervision.
In typical assignments, photographs: Drawings,
charts, maps, textiles, etc., requiring accurate computa­
tion o f reduction ratios and exposure times and precise
equipment adjustments; tissue specimens in fine detail
and exact Color when color and condition of the tissue
may deteriorate rapidly; medical or surgical procedures
or conditions which normally cannot be recaptured;
machine or motor parts to show wear or corrosion in
minute wires or gears; specialized real estate or retail
goods for company catalogs or litings where saleability
is enhanced by the photography; company products,
work, construction sites, or patrons in prescribed detail
to substantiate legal claims, contracts, etc.; artistic or
technical design layouts requiring precise equipment set­
tings; fixed objects on the ground or air-to-air objects
which must be captured quickly and require directing
the pilot to get the correct angle of approach.
Works independently; solves most problems through
consultations with more experienced photographers, if
available, or through reference sources.

Ptotogiriiph©? S
I

Photographer l¥

Uses standard still cameras, commontly available
lighting equipment, and related techniques to take
photographs which involve limited problems o f speed,
motion, color contrast, or lighting. Typically, lthe sub­
jects photographed are similar to those at level I, but the
technical aspects require more skill. Based on clear-cut
objectives, determines shutter speeds, lens settings and
filters, camera anagles, exposure times, and type of
film. Requires familiarity with the situation gained from
similar past experience to arrange for specific emphasis,
balanced lighting, and correction for distortion, etc., as

Uses special-purpose cameras and related equipment,
for assignments in which the photographer usually
makes all the technical decisions, although the objective
of the pictures is determined by operating officials.
Conceives and plans the technical photoghraphic effects
desired by operating officials and discusses modifica­
tions and improvements to their original ideas in light o f
the potential and limits o f the equipment. Improvises
photographic methods and techniques or selects and
alter secondary photographic features (e.g., scenes,
backgroungs, color, lighting) to carry out the desired

d . Workers who p rim a rily direct the sequences, actions,
photography, sound, and editing of motion pictures
of television writers and editors; and
e . Photographers taking pictures for c o m m ercia l
newspaper or magazine publishers, television
statiosns, or movie producers.
Positions are matched to the appropriate level based
on the difficulty of, and responsibility for, the
photography performed, including the subject-matter
knowledge and artistry required to fulfill the assign­
ment. While the equipment may be an indication of the
level of difficulty, photographers at the higher levels
may use standard equipment, as needed.

Photographer 1




65

Photographer ¥

esses to meet new and unprecedented situations, e.g.,
works with engineers and physicists to develop and
modigy equipment for use in extreme conditions such as
execessive heat or cold, radiation, high altitude, under­
water, wind and pressure tunnels, or explosions; (2)
plans and organizes the overall technical photographic
coverage for a variety of events and developments in
phases o f a scientific, industrial, medical, or commer­
cial research project or similar program; or (3) creates
the desired illusion or emotional effect through develop­
ing trick or special effects photography for novel situa­
tions requiring a high degree o f ingenuity and im­
aginative camera work to heighten simulate, or alter
reality.
Independently develops, plans, and organizes the
overall technical photographic aspects o f the assignment
in collaboration with operating officials who are
responsible for the substance o f the project. Uses im­
agination and creative ability to implement objectives
within the capabilities and limitations o f cameras and
equipment. May exercise limited control over the
substance o f the event to be photographed by staging
the action, suggesting behavior o f the principals, and
rehearsing the activity before photographs are taken.

As a top technical expert, exercises imagination and
creative ability in response to photography situations re­
quiring novel and unprecedented treatment. Typically
performs one or more of the following assignments; (1)
Develops and adapts photographic equipment or proc­

Excluded are photographers above level V
who independently plan the objectives, scope, and
substance of the photography for the project in addition
to planning the overall technical photographic coverage.

primary objectives. Many assignments afford only one
opportunity to photograph the subject. Typical ex­
amples o f equipment used at this level include ultra-high
speed, motion picture production, studio television,
animation cameras, specialized still and graphic
cameras, electronic timing and triggering devices, etc.
Some assignments are characterized by extremes in
light values and the use o f complicated equipment. Sets
up precise photographic measurement and controls
equipment; uses high-speed color photography, syn­
chronized stroboscropic (interval) light sources, and/or
timed electronic triggering; operates equipment from a
remote point; or arranges and uses cameras operating at
several thousand frames per second. In other
alignm ents, selects and sets up motion picture or televi­
sion cameras and accessories and shoots a part o f a pro­
duction or a sequence o f scenes, or takes special scenes
to fee used for background or special effects in the pro­
duction.
Works under the guidelines and requirements o f the
subject-matter area to be photographed. Consults with
supervisors only when dealing with highly unusual prob­
lems or altering existing equipment.

N

©LIREC

minology, codes, and processes used in an automated
accounting system.

Performs one or more accounting tasks, such as
posting to registers and ledgers; balancing and reconcil­
ing accounts; verifying the internal consistency, com­
pleteness, and mathematical accuracy of accounting
documents; assigning prescribed accounting distribu­
tion codes; examining and verifying the clerical ac­
curacy o f various types o f reports, lists, calculations,
postings, etc.; preparing journal vouchers; or making
entries or adjustment 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 of
transactions and accounting information. Levels III and
IV require a knowledge and understanding o f the
established and standardized bookkeeping and account­
ing procedures and techniques used in an accounting
system, or a segment of an accounting system, where
there are few variations in the types o f transactions
handled. In addition, some jobs at each level may re­
quire a basic knowledge and understanding of the ter­




ote:

Aoeoyntlng Gl@ I
rk
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 ma­
thematical 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.

Ae@ yr?tfm GSsrk U
@
)i
Performs one or more routine accounting clerical
operations, such as: Examining, verifying, and correct­
ing accounting transactions to ensure completeness and
accuracy of data and proper identification of accounts,
63

levels on the basis of the following definitions.

and checking that expenditures will not exceed obliga­
tions in specified accounts; totaling, balancing, and
reconciling collection vouchers; posting data to transac­
tion sheets where employee identifies proper accounts
and items to be posted; and coding documents in accor­
dance with a chart (listing) of accounts. Employee
follows specific and detailed accounting procedures.
Completed work is reviewed for accuracy and com­
pliance with procedures.

FIS Glork S
©
Performs routine filing o f 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 serv­
ice files.

Accounting Cl@rk IIS
Uses a knowledge of double entry bookkeeping in
performing one or more of the following; Posts actions
to journals, identifying subsidiary accounts affected
and debit and credit entries to be made and assigning
proper codes; reviews computer printouts against
manually maintained journals, detecting and correcting
erroneous postings, and preparing documents to adjust
accounting classifications and other data; or reviews
lists of transactions rejected by an automated system,
determining reasons for rejections, and preparing
necessary correcting material. On routine assignments,
employee selects and applies established procedures and
techniques. Detailed instructions are provided for dif­
ficult or unusual assignments. Completed work and
methods used are reviewed for technical accuracy.

F S CSsrk S
S®
i
Sorts, codes, and files unclassified material by simple
(subject-matter) headings or partly classified material
by finer subheadings. Prepares simple related index and
cross-reference aids. As requested, locates clearly iden­
tified material in files and forwards material. May per­
form related clerical tasks required to maintain and
service files.
F S Clerk IS
S®
I
Classifies and indexes file material such as cor­
respondence, reports, technical documents, etc., in an
established filing system containing a number o f 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.

Accounting ©ferk !W
Maintains journals or subsidiary ledgers o f an ac­
counting system and balances and reconciles accounts.
Typical duties include one or both of the following:
Reviews invoices and statements (verifying information,
ensuring sufficient funds have been obligated, and, if
questionable, resolving with the submitting unit, deter­
mining accounts involved, coding transactions, and
processing material through data processing for applica­
tion in the accounting system); and/or analyzes and
reconciles computer printouts with operating unit
reports (contacting units and researching causes of
discrepancies, and taking action to ensure that accounts
balance). Employee resolves problems in recurring
assignments in accordance with previous training and
experience. Supervisor provides suggestions for handl­
ing unusual or nonrecurring transactions. Conformance
with requirements and technical soundness of complete
work are reviewed by the supervisor or are controlled by
mechanisms built into the accounting system.

KEY E M i m OPERATOR
Operates keyboard-controlled data entry device such
as keypunch machine or key-operated magnetic tape or
disc encoder to transcribe data into a form suitable for
computer processing. Work requires skill in operating
an alphanumeric keyboard and an understanding of
transcribing procedures and relevant data entry equip­
ment.
Positions are classified into levels on the basis of the
following definitions.
K®y Entry ©p®r®t@r I
Work is routine and repetitive. Under close supervi­
sion or following specific procedures or detailed in­
structions, works from various standardized source
documents which have been coded and require little or
no selecting, coding, or intepreting of data to be
entered. Refers to supervisor problems arising from er­
roneous items, codes, or missing information.

N ote: Excluded from level IV are positions responsi­
ble for maintaining either a general ledger or a general
ledger in combination with subsidiary accounts.

K@y Entry ©p®rat@r I
I
Work requires the application o f 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 o f source documents. On oc­
casion may also perform some routine work as describ­
ed for level I.

FILE CLERK
Files, classifies, and retrieves material in an establish­
ed filing system. May perform clerical and manual tasks
required to maintain files. Positions are classified into




67

N o t e : Excluded are operators above level II using the
key entry controls to access, read, and evaluate the
substance o f specific records to take substantive ac­
tions, or to make entries requiring a similar level of
knowledge.

c.

Workers whose duties do not require a knowledge of
the company’s personnel rules and procedures, such
as receptionists, messengers, typists, or steno­
graphers;

MESSENGER

d.

Workers in positions requiring a bachelor’s degree;
and

e.

Workers who are primarily compensated for duties
outside the employment specialty, such as benefits,
compensation, or employee relations.

maintaining and safeguarding personnel record files
for a company;

Performs various routine duties such as run­
ning errands, operating minor office machines such as
sealers or mailers, opening mail, distributing mail on a
regularly scheduled route or in a familiar area, and
other minor clerical work. May deliver mail that re­
quires some special handling, e.g., mail that is insured,
registered, or marked for special delivery.
Excluded are positions which include any of the
following as significant duties:
a.

Operating motor vehicles;

b.

Delivering valuables or security-classified mail when
the work requires a continuing knowledge of special
procedures for handling such items;

c.

Weighing mail, determining postage, or recording
and controlling registered, insured, and certified mail
in the mail room;

d.

Making deliveries to unfamiliar or widely separated
buildings or points which are not part of an estab­
lished route; or

e.

Positions are classified into levels on the basis o f the
following defintions. The work described is essentially
at a responsible clerical level at the low levels and prog­
resses to a staff assistant or technician level. At level
III, which is transitional, both types o f work are
described. Jobs which match either type o f work
described at level III, or which are combinations o f the
two, can be matched.

Directing other workers.

Personnel Cl@rk/Assistant (Employment) 6
Performs routine tasks which require a knowledge of
company personnel procedures and rules, such as: Pro­
viding simple employment information and appropriate
lists and forms to applicants or employees on types of
jobs being filled, procedures to follow, and where to ob­
tain additional information; ensuring that the proper
company forms are completed for name changes,
locator information, applications, etc., and reviewing
completed forms for signatures and proper entries; or
maintaining assigned segments o f company personnel
records, contacting appropriate sources to secure any
missing items, and posting the items, such as, dates o f
promotion, transfer, and hire, or rates o f pay or per­
sonal 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 o f dates of
employment in response to telephone credit checks on
employees. Some receptionist or other clerical duties
may be performed. May be assigned work to provide
training for a higher level position.
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.

PERSONNEL CLERK/ASSISTANT
(EMPLOYMENT)
Personnel clerks/assistants (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
com pan y em p lo y ee s. A t the low er le v e ls,
clerks/assistants primarily provide basic information to
current and prospective employees, maintain personnel
records and information listings, and prepare and proc­
ess papers on personnel actions (hires, transfers,
changes in pay, etc.). At the higher levels,
clerks/assistants (often titled personnel assistants or
specialists) may perform limited aspects o f a personnel
professional’s work, e.g., interviewing candidates,
recommending placements, and preparing personnel
reports. Final decisions on personnel actions are made
by personnel professionals or managers. Some
clerks/assistants may perform a limited amount o f work
ther specialties, such as benefits, compensation, or
employee relations. Typing may be required at any
level.
Excluded are:
a.

Examines and/or processes personnel actibn
documents using experience in applying company per­
sonnel procedures and policies. Ensures that all infor­
mation 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

Workers who primarily compute and process pay­
rolls or compute and/or respond to questions on
company benefits or retirement claims;

b.

Personnel Clerk/Assistant (Employment) II

Workers who receive additional pay primarily for




68

P@ ™ Clsrh/Asslstant (Employment) IV
rs@ ©8

basis for the personnel action from a number of alter­
natives. Responds to varied questions from applicants,
employees, or managers for readily available informa­
tion which can be obtained from file material or
manuals; responses require skill to secure cooperation in
correcting improperly completed personnel action
documents or to explain regulations and procedures.
May provide information to managers on availability of
applicants and status of hiring actions; may verify
employment dates and places supplied on job applica­
tions; 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/assistants
are relied upon to alert higher level clerks/assistants or
supervisor to such situations. Work may be spot check­
ed periodically.

Performs work in support of personnel professionals
which requires a good working knowledge o f personnel
procedures, guides, and precedents. In representative
assignments: Interviews applicants, obtains references
and recommends placement o f applicants in a few welldefined occupations (trades or clerical) within a stable
organization or unit; conducts post-placement or exit
interviews to identify job adjustment problems or
reasons for leaving the company; performs routine
statistical analyses related to manpower, eeo, hiring, or
other employment concerns, e.g., compares one set ©f
data to another set as instructed; and requisitions ap­
plicants through employment agencies for clerical or
similar level jobs. At this level, assistants typically have
a range o f personal contacts within and outside the com­
pany and with applicants, and must be tactful and ar­
ticulate. May perform some clerical work in addition to
the above duties. Supervisor reviews completed work
against stated objectives.

Ptur®®™ CS@rR/Assistant (Employment) III
©!
Typ® A

P@r§@nnal Cierk/Asststant (Employment) V

Serves as a clerical expert in independently processing
the most complicated types o f personnel actions, e.g.,
temporary employment, rehires, and dismissals, and in
providing information when it is necessary to con­
solidate data from a number of sources, often with
short deadlines. Screens applications for obvious rejec­
tions. Resolves conflicts in computer listings or other
sources o f employee information. Locates lost
documents or reconstructs information using a number
o f sources. May check references of applicants when in­
formation in addition to dates and places o f past work is
needed, and judgment is required to ask appropriate
routine follow-up questions. May provide guidance to
lower level clerks. Supervisory review is similar to level
II.

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 employment agencies or State man­
power offices, and advising managers on the availability
o f candidates in common occupations; screening and
selecting employees for a few routine, nonpermanent
jobs, such as summer employment; or answering in­
quiries on a controversial issue, such as a hiring or pro­
motion freeze. These duties often require considerable
skill and diplomacy in communications. Other typical
duties may include: Surveying managers for future hir­
ing requirements; developing newspaper vacancy an­
nouncements or explaining job requirements to employ­
ment agencies for administrative or professional posi­
tions; or reviewing the effect o f corporate personnel
procedural changes on local employment programs
(e.g., automation o f records, new affirmative action
goals). May incidentally perform some clerical duties.
Supervisory review is similar to level IV.3

AND/OR

Typ<§ i
Performs routine personnel assignments beyond the
clerical level, such as: Orienting new employees to com­
pany programs, facilities, rules on time and attendance,
and leave policies; computing basic statistical informa­
tion for reports on manpower profiles, e e q progress
and accomplishments, hiring activities, attendance and
leave profiles, turnover, etc.; and screening applicants
for well defined positions, rejecting those who do not
qualify for available openings for clear-cut reasons,
referring others to appropriate employment interviewer.
Guidance is provided on possible sources o f informa­
tion, 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.




PURCHASING ASSISTANT
Provides clerical or technical support to buyers or
contract specialists who deal with suppliers, vendors,
contractors, etc., outside the company to purchase
goods, materials, equipment, services, etc. Assistants at
level I examine requisitions and purchase documents,
such as purchase orders, invitations to bid, contracts,
Insufficient data were obtained for level V to warrant presentation of
average salaries.

69

and supporting papers; they review, verify, prepare, or
control the documents to assure accuracy, com­
pleteness, and correct processing. Assistants at levels II
and III may also expedite purchases already made, by
contacting vendors and analyzing and reporting on sup­
plier problems related to delivery, availability of goods,
or any other part of the purchase agreement. Assistants
at level III may also develop technical information for
buyers, c.g., comparative information on materials
sought. All assignments require a practical knowledge
of company purchasing procedures and operations and
experience in applying company regulations, guidelines,
or manuals to specific transactions. Assistants may type
the purchasing documents they prepare or may perform
work described at lower levels, as needed. Final deci­
sions on purchasing transactions are made by buyers or
contract specialists.
Excluded are;
a.

Purchasing clerks or assistants, typists, file clerks,
secretaries, receptionists, and trainees, who do not
examine purchase requisitions or other documents to
assure accuracy, completeness, and correct process­
ing; workers in these excluded positins may prepare
and type the final purchase order, entering such pre­
scribed items as quantities, model numbers, ad­
dresses, or prices, after a higher level employee
screens the requisition and assures the purchase order
data are complete and accurate.

b.

Workers who process or expedite the purchase of
items for direct sale, either wholesale or retail;

c.

tions, examines documents such as requisitions, pur­
chase orders, invitations to bid, contracts, and support­
ing papers. Reviews the purchase requisition to deter­
mine whether the correct item description, price, quanti­
ty, discount terms, shipping instructions, and/or
delivery terms have been included and selects the ap­
propriate purchase phrases and forms from prescribed
-company lists or files. Obtains any missing or corrected
information, prepares the purchase order, and gives it
to the buyer for approval when satisfied that the infor­
mation is complete and the computations are accurate.
Contacts are usually within the establishment to verify
or correct factual information. May contact vendors for
information about purchases already made and may
reorder items.under routine and existing purchase ar­
rangements where few, if any, questions arise. Receives
detailed instructions on new assignments. Refers ques­
tions to supervisor who may spot check work on a daily
basis.
Assistants at this level examine documents for order
of standard goods, supplies, equipment, or services,
and/or for order of specialized items when the complex­
ity of the item does not affect the assistant’s work, i.e.,
the assistant is not required to use considerable judg­
ment to find a previous transaction to use as a guideline,
as described at level II, a.

Workers who as a primary duty: Maintain a filing
system or listing to monitor inventory levels; reorder
items by phone under ongoing contracts; or receive
and disburse supplies and materials for use in the
company;

d.

a.

b.

Positions which require a technical knowledge of
equipment characteristics and parts, production
control, or manufacturing methods and procedures;

Reviews and prepares purchase documents for spe­
cialized items, such as items with optional features or
technical equipment requiring precise specifications.
Since the transactions usually require special pur­
chasing conditions, e.g., multiple deliveries, provi­
sion of spare parts, or renegotiation of terms, con­
siderable judgment is needed to find a previous trans­
action to use as a guideline; as required, adapts
the phrases or clauses in the guideline transaction
that apply to the purchase at hand. In some cases,
reviews purchasing documents prepared by lower
level clerks or prepared by personnel in other com­
pany units to detect processing discrepancies or to
clarify the purchase papers; corrects clerical errors.
May advise company employees on how to prepare
requisitions for items to be ordered.
Expedites purchases by making a recommendation
for action based on simple analysis of the facts at
hand, company guidelines, and the background of
the purchase: Contacts suppliers to obtain informa­
tion on deliveries or on contracts; based on clearcut guidelines for each type of purchase and previous
performance of supplier, availability of item, ©r
impact of delay, recommends extension of delivery
date or other similar modifications. In some cases,
decides to refer problems to production, packaging,
or other company specialists. May reorder standard
items under a variety of existing purchase agreements
where judgment is needed to ask further questions
and follow-up and coordinate transactions. Assist­

Purchasing expediters who only check on the status
of purchases already made and who do not analyze
the facts at hand and do not make recommendations
for either extension of delivery dates or for other
similar modifications to the purchase agreement, as
described at level II, b;

f.

Assistants at this level perform assignments described
in paragraphs a or b, or a combination of the two.

Production expediters or controllers who primarily
ensure the timely arrival and coordination of
purchased materials with assembly line or production
schedules and requirements;

e.

Pyr©ta§i§ig A ssista n t li

g.

Positions requiring a bachelor’s degree; and

h.

Buyers.

Positions are classified into levels based on the
following definitions according to the complexity of the
work, the conditions of the purchase, and the amount
of supervision.

Purchasing Assistant i
According to detailed procedures or company regula­



70

ants at this level expedite purchases of standard
goods, supplies, equipment, or services, and/or pur­
chases of specialized items when the complexity of
the item does n o t affect the assistant’s work, i.e., the
assistant does not coordinate requests for minor
deviations from contract specifications, etc., as
described at level III, b.

Purchasing assistants at this level receive instructions
about new procurement policies. Assistants seek
guidance on highly unusual problems but are expected
to propose solutions for supervisory approval. Super­
visory review is similar to level II; drafts of special
clauses, etc., are reviewed in detail.

Assistants at this level coordinate information with
company buyers and with suppliers outside the com­
pany and keep others informed of the progress o f tran­
sactions. Major changes in company regulations and
procedures are explained by supervisor. Refers unusual
situations to supervisor, who also spot checks all com­
pleted work for adequacy.

Negotiate agreements with contractors on minor
changes in the terms of an established contract; or
analyze and make recommendations about porposais of
specialized equipment, about the solvency and perform­
ance o f firms, or about clerical processing methods
needed to fit new purchasing policies.

Purchasing Assistant 1S
S
Assistants at this level have a good understanding of
purchase circumstances for specialized items—what to
buy, where to buy, and under what terms buyers
negotiate and make purchases. They perform
assignments described in paragraphs a, b, or c, or a
combination o f any o f these.
a.

Reviews and prepares purchase documents for highly
specialized items where few precedent transactions
exist that can be used as guidelines and where provi­
sions such as fixed-price contracts with provisions for
escalation, price redetermination, or cost incentives
are needed. Complicated provisions for progress
payments, for testing and evaluating the ordered
item, or for meeting company production schedules
may also exist. As necessary, drafts special clauses,
terms, or requirements for unusual purchases. Pro­
vides authoritative information to others on com­
pany purchase procedures and assures that
documents and transactions agree with basic pro­
curement policies.

N ote: Excluded are higher level workers who;

SECRETARY
Provides principal secretarial support in an office,
usually to one individual, and, in some cases, also to the
subordinate staff o f that individual. Maintains a close
and highly responsive relationship to the day-to-day ac­
tivities of the supervisor and staff. Works fairly in­
dependently receiving a minimum of detailed supervi­
sion and guidance. Performs varied clerical and
secretarial duties requiring a knowledge of office
routine and an understanding of the organization, pro­
grams, and procedures related to the work of the office.
Exclusions. Not all positions titled “ secretary”
possess the above characteristics. Examples of positions
which are excluded from the definition are as follows.

c.




Stenographers not fuEy performing secretarial
duties;
Stenographers or secretaries assigned to two or
more professional, technical, or managerial persons
of-equivalent rank;
Assistants or secretaries performing any kind of
technical work, e.g., personnel accounting, or legal
work;

e.

Administrative assistants or supervisors performing
duties which are more difficult or more responsible
than the secretarial work described in LR-1 through
LR-4;

f.

Secretaries receiving additional pay primarily for
maintaining confidentiality of payroll records or
other sensitive information;

g.

Secretaries performing routine receptionist, typing,
and filing duties following detailed instructions and
guidelines; these duties are less responsible than those
described in LR-1 below;

h.

Furnishes technical support to buyers or contract
specialists, using a detailed knowledge of company
purchasing transactions and procedures, e.g., ana­
lyzes bids for contracts to determine the possible
number and interest of bidders for sta n d a rd com­
modities and services; assembles contracts and drafts
special clauses, terms, or requirements for unprece­
dented purchases, e.g., for specially designed equip­
ment or for complex one-time transactions; gathers
and summarizes information on the availability of
special equipment and the ability of suppliers to
meet company needs.

b.

d.

Expedites purchases of specialized items (see level II,
b.) when the complexity of the items d o e s affect the
assistant’s work. Investigates supplier problems and
coordinates requests for minor deviations from the
contract specifications with specialists, buyers, sup­
pliers, and users. Recommends revisions to the con­
tract or purchase agreement, if needed, based upon
company requirements. May reorder technical and
specialized items within existing purchase contracts
which contain special purchasing conditions. Ques­
tions which arise are handled similarly to those in
level II, b.

Clerks or secretaries working under the direction of
secretaries or administrative assistants as described
in e;

c.
b.

a.

Trainees.
L@ m l

Secretary jobs which meet the required characteristics
are matched at one of five levels according to two fac-

n

tors: (a) Level of the secretary’s supervisor within
overall organizational structure, and (b) level of
secretary’s responsibility. The table following the
plantations of these factors indicates the level of
secretary for each combination of factors.
hm ® l

ship between the secretary and the supervisor or staff,
and the extent to which the secretary is expected to exer­
cise initiative and judgment. Secretaries should bematched at the level best describing their level of
responsibility. When a positions’s duties span more
than one LR level, the introductory paragraph at the
beginning of each LR level should be used to deter­
mine which of the levels best matches the position.
(Typically, secretaries performing at the higher levels of
responsibility also perform duties described at the lower
levels.)

the
the
exthe

of s®©r®tniff5 i(Lop®imte®iri (Li)
@

Secretaries should be matched at one of the three LS
levels below best describing the organization of the
secretary’s supervisor.
LS-1. Organizational structure is not complex and in­
ternal procedures and administrative controls are simple
and informal; supervisor directs staff through face-tolace meetings.

LR-1. Carries out recurring office procedures in­
dependently. Selects the guideline or reference which
fits the specific case. Supervisor provides specific in­
structions on new assignments and chekcs completed
work for accuracy. Performs varied duties including or
comparable to the following:

LS-2. Organizational structure is complex and is divid­
ed into subordinate groups that usually differ from each
other as to subject-matter, function, etc.; supervisor
usually directs staff through intermediate supervisors;
interna! procedures and administrative controls are for­
mal. An entire organization (e.g., division, subsidiary,
:on parent organization) may contain a variety of subor­
dinate. groups which meet the LS-2 definiton.
Therefore, it is not unusual for one LS-2 supervisor to
repost t© another LS-2 supervisor.
The presence of subordnate supervisors does not by
itself mean LS-2 applies, e.g., a clerical processing
organization divided into several units, each performing
very similar work, is places in LS-1.
Sn smaller organizations or industries such as retail
trade, with relataively few organizational levels, the
supervisor may have an impact on the policies and may
deal with important outside contracts, as descrived in
LS-3.

a.

b.

Lm ® l

Reviews materials prepared for supervisor’s approval
for typographical accuracy and proper format.

d.

Maintains recurring internal reports, such as: Time
and leave records, office equipment listings, cor­
respondence controls, training plans, etc.

e.

Requisitions, supplies, printing, maintenance, or
other services. Types, takes and transcribes dictation,
and establishes and maintains office files.

RL-2. Handles differing situations, problems, and
deviations in the work of the office according to the
supevisor’s general instructions, priorities, duties,
policies, and program goals. Supervisor may assist
secretary with special assignments. Duties include or are
comparable to the following:
a.

72

Schedules tentative appointments without prior
clearance. Makes arrangements for conferences and
meetings and asembles established background
materials, as directed. May attend meetings and
records and report on the proceedings.

c.

of stcretary’* r@ p@
@ nsibSfilty (LR)

Screens telephone calls, visitors, and incoming cor­
respondence; personally responds to requests for in­
formation concerning office procedures; determines
which requests should be handled by the supervisor,
appropriate staff members, or other offices. May
prepare and sign routine, nontechnical cor­
respondence in own or supervisor’s name.

b.

This factor evaluates the nature of the work relation­



As instructed, maintains supervisor’s calendar,
makes appointments, and arranges for meeting
rooms.

c.

■LS-3. Organizational structure is divided into two or
snore subordinate supervisory levels (of which at least
one is a managerial level) with several subdivisions at
each level. Executive’s progfam(s) are usually interlock­
ed on a direct and continuing basis with other major
organizational segments, requiring constant attention to
extensive formal coordination, clearances, and pro­
cedural, controls. Executive typically has: Financial deci­
sionmaking authority for assigned programs(s); con­
siderable impact on the entire organization’s financial
position or image; and responsibility for, or has staff
specialists In, such areas as personnel and administra­
tion for assigned organization. Executive plays an im­
portant role in determining the policies and major pro­
grams of the entire organization, and spends con­
siderable time dealing with outside parties actively in­
terested in assigned program(s) and current or con­
troversial issues.

Responds to routine telephone requests which have
standard answers; refers calls and- visitors to ap­
propriate staff. Controls mail and assures timely
staff response; may send form letters.

Reviews outgoing materials and correspondence for
internal consistency and conformance with super­

sent organization at conferences and meetings,
establishes appointment priorities, or reschecules or
refuses appintments or invitations.

visor’s procedures; assures that proper clearances
have been obtained, when needed.
d.

Collects information from the files or staff for
routine inquiries on office program(s) or periodic
reports. Refers nonroutine requests to supervisor or
staff.

e.

Explains to subordinate staff supervisor’s re­
quirements concerning office procedures. Coor­
dinates personnel and administrative forms for the
office and forwards for processing.

c.

d.

a.

Anticipates and prepares materials needed by the
supervisor for conferences, correspondence, ap­
pointments, meetings, telephone calls, etc., and in­
forms supervisor on matters to be considered.

c.

Reads publications, regulations, and directives and
takes action or refers those that are important to the
supervisor and staff.

d.

e.

Acts as office manager for the executive’s organization,
e.g., determines when new procedures are needed for
changing situations and devises and implements alter­
natives; revises or clarifies procedures to eliminate conflict
or duplication; identifies and resolves various problems
that affect the orderly flow of work in transactions with
parties outside the organization.
Prepares agenda for conferences; explains discussion topics
to participants; drafts introductions and develops
background information and prepares outlines for ex­
ecutive or staff member(s) to use in writing speeches;

Prepares special or one-time reports, summaries, or
replies to inquiries, selecting relevant information
from a variety of sources such as reports, documents,
correspondence, other offices, etc., under general
direction.

Advices individuals outside the organization on the ex­
ecutive’s views on major policies or current issues facing
the organization; contacts or responds to contacts from
high-ranking outside officials (e.g., city or State officials,
Members of Congress, presidents of national unions or
large national or international firms, etc.) in unique solu­
tions. These officials may be relatively inaccesssible, and
each contact typically must be handled differaetly, using
judgment and discretion.
TabB® C-4. QrBtorts tor matohtog s@ t@ © fey Gtr O
cr® ri©
oo

Advises secretaries in subordinate offices on new
procedures; requests information needed from the
subordinate office(s) for periodic or special con­
ferences, reports, inquires, etc. Shifts clerical staff to
accommodate workload needs.

Level of
secretary’s
supervisor

LR-4. Handles a wide variety of situation and con­
flicts involving the clerical or administrative functions
of the office which often cannot be brought to the atten­
tion of the executive. The executive sets the overall ob­
jectives of the work. Secretary may participate in
developing the work deadlines. Duties include or are
comparable to the following:
a.

LR-1
I
I
I

LR -2

L R -3

LR -4

II
III
IV

III
IV
V

IV
V
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.
Excluded from this definition are:

Notes commitments made by executive during
meeting and arragnes for staff implementation. On
own initiative, arranges for staff member to repre­




Level of secretary’s responsibility

LS-1
LS-2
LS-3

Composes correspondence requiring some under­
standing of technical matters; may sign for executive
when technical or policy content has been authoriz­
ed.

b.

In the executive’s absence, ensures that requests for
action or information are relayed to the appropriate
staff member; as needed, interprets request and helps
implement action; makes sure that information is
furnished in timely manner; decides whether ex­
ecutive should be notified of important or emergency
matters.

Excludes secretaries performing any of the following
duties:

Based on a knowledge of the supervisor’s views,
composes correspondence on own initiative about
administrative and general office policies for super­
visor’s approval.

b.

Summarizes the content of incoming materials,
specially gathered information, or meetings to assist
executive; coordinates the new information with
background offfice sources; draws attention to im­
portant parts or conflicts.

e.

LR-3. Uses greater judgment and initiative to deter­
mine the approach or action to take in nonroutine situa­
tions. Interprets and adapts guidelines, including un­
written policies, precednets, and practices, which ae not
always completely applicable to changing situations.
Duties include or are comparable to the following:

Reads outging corrsponspondence for executive’s ap­
proval and alerts writers to any conflict with the fUe
or departure from policies or executive’s viewpoints;
gives advice to resolve the problems.

a.

73

Trainee positions not requiring a fully qualified
stenographer.

Secretaries providing the principal secretarial support
k an office and performing more responsible and
discretionary tasks, as described in LR-1 thru LR-4 in
the secretary definition.

c.

Stenographers who take dictation involving the re­
quest use of a wide variety of technical or specialized
vocabulary. Typically this kind of vocabulary cannot
be learned in a relatively short period of time, e.g., a
month or two.

d.

b.

Stenographers, such as shorthand reporters, who
record material vebatim at beamings, conferences, or
similar proceedings.

Ston@gjrapto!r B
Takes and transcribes dictation, receiving specific
assignments along with detailed instructions on such re­
quirements as forms and presentation. The transcribed
material is typically reviewed in rough draft and the
final transcription is reviewed for conformance with the
rough drafts. May maintain files, keep simple records,
or perform other relatively routine clerical tasks.

Familiarity with specialized terminology in various
keyboard commands to manipulate or edit the
recorded text to accomplish revisions, or to perform
tasks such as extractkg 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 pro­
grammable memory so that material can be organiz­
ed m regularly used formats or performed paragaphs
which can then be coded and stored for future use in
letters or documents.

Typist1
Performs one o f more o f the following: Copy typing
from rough or clear drafts; or rotine typing forms, in­
surance policies, etc; or setting up simple standard
tabulations; or copying more complex tables already set
up and spaced properly. ■

Typist II

S^@
si@®rapfo©r 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 cor­
rect spelling; syllabification, punctuation, etc., o f
technical or unusual words or foreign language
materials; or planning layout and typing o f complicated
statistical tables to maintain uniformity and balance in
spacing. May type routine form letters, varying details
to suit circumstances.

Takes and transcribes dictation, determining the most
appropriate format. Performs stenographic duties requring significantly greater independence and respon­
sibility than stenographer I. Supervisor typically pro­
vides general instruction. Work requires a thorough
working knowledge o f general business and office pro­
cedures and o f the specific business operations,
organizations, policies, procedures, files, workflow,
etc. Uses this knowledge in performing stenographic
duties and responsible clerical tasks such as maintaining
followup files; assembling material for reports,
memoranda, and letters; composing simple letters from
general instructions; reading and routing incoming
mail; answering routine questions; etc.

N o t e : The occupational titles1 and definitions for ac­
counting clerks, drafters, file clerks, key entry operators,
stenographers, and typists are the same as those use in the
Bureau’s program of occupational wage surveys in
metropolitan areas.
Revised definitions for stenographer and typist were in­
troduced into the area surveys in calendar year 1981; the
4-level accounting clerks in 1980; and the S-level drafter in
1979. Three years are required to bring a new job definition
into all areas covered by the program.

WP0ST
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.




The use of varitype machines, composing equipment,
or automatic equipment in preparing material for
printing; and

c.

b.

1 Before 1981, level designations differed between the area and national
surveys. See National Survey o f Professional, Administrative, Technical and
Clerical Pay, March 1980, Bulletin 2081 (Bureau o f Labor Statistics, 1980),
page 68, for details.

74

©0
fi§sll?S©®i®n fey Standard ©©©upufton®! ©@ g
d@
found in the soc manual. For example, the patc oc­
cupations Accountant, Chief Accountant, Auditor, and
Public Accountant are all classified in the soc manuals
as accountants and auditors. The soc occupation (code
1412) includes a variety of accounting occupations (e.g.,
budget accountants, credit analysts, accounting
methods analysts) that are excluded from the patc
description.

The titles and the 3- or 4-digit codes to the right of the
®ls (patc ) occupations in table C -s- 5 are taken from the

1980 edition of the Standard Occupational Classifica­
tion Manual (soc)s issued by the U.D. Department of
Commerce, Office of Federal Statistical Policy and
Standards.
In general, the Bureau of Labor Statistics* occupa­
tional descriptions are much more specific than those

Tab!® Q=§. Gempasfeoira ® @ @
H © ypafiS@ Si ft© professional, admtalsSratSw©, S© aS, and @@ <a (PATC) saarasy with ft®
is
etoi©
0 rS gl
SQaidard ©©©ypatoiniai ClasslfleaSSn Manual
patc

occupation

Standard Occupational Classificatin Manual (SOC)

soc
e@Q
^
A cco u n ta n ts........
Chief accountants.
Auditors .............
Public accountants
Job a n a ly s ts .............
Directors of personnel
Attorneys .................

1412
1412
1412
1412
143
143
211

SOC title
Accountants
Accountants and auditors
Accountants and auditors
Accountants and auditors
Personnel, training, and labor relations specialists
Personnel, training, and labor relations specialists
Lawyers

B uyers...........................................
Programmers/programmer analysts

1449
397
1712

Purchasing agents and buyers, not elsewhere classified
Programmers
Computer systems analysts

C h em ists.
Engineers

1845
162-3

Chemists, except biochemists
Engineers

Engineering technicians
Drafters .....................
Computer operators . ..
P ho to g rap he rs............

371
371
4612
326

Electrical and electronic engineering technologists and technicians
Drafting occupations
Computer operators
Photographers

Accounting c le r k s .............
File c le r k s .........................
Key entry operators ..........
M e s s e n g e rs .....................
Personnel clerks/assistants
Purchasing assistants........
S e cre ta rie s.......................
Sten og rap h ers.................
Typists .............................

4712
4696
4793
4745
4692
4664
4622
4623
4624

Bookkeppers and accounting and auditing clerks
File clerks
Data entry operators
Messengers
Personnel clerks, except payroll and timekeeping
Order clerks
Secretaries
Stenographers
Typists




75

Appendix D. ©©mpiirisoini ©
f
Salaries in Private Industry
with Salaries of Federal
Employees under the General
Sehedlul©

Labor Statistics, prepared the occupational work level
definitions used in the survey. Definitions were graded by
O M according to standards established for each grad©
P
level. Table D-l shows the surveyed jobs grouped by work
levels equivalent to General Schedule grade levels.

Hie survey was designed to provide a basis for com­
paring salaries under the General Schedule classification and
pay system with salaries in private enterprise. To assure
collection of pay data for work levels equivalent to the
General Schedule grade levels, the Office of Personnel
Management (OPM), in cooperation with the Bureau of




76

Tab!® D -1 . Comparison ©f awarag© annua! salaries o private Jndustiry wStllfo salary ra te s for F®d©ral ©mpfl®y®@ under tlh© General Sshedul©
n
s
Average
Occupation and level
surveyed by BLS’

salary
in private
industry2
March 1983

Salary rates for Federal employees under the General Schedule, March 19833

Grade4

Step0

Average5
March
1983

1

2

3

4

5

6

7

8

9

10

File clerks I ............................................
M e s s e n g e rs ..........................................

$ 9,702
10,915

GS 1

$ 8,822

$ 8,676

$ 8,965

$ 9,254

$ 9,542

$ 9,831

$10,000

$10,286

$10,572

$10,585

$10,857

Accounting clerks I ................................
Drafters I ..............................................
File clerks II ..........................................
Key entry operators I ............................
Typists I ................................................

11,190
12,142
10,928
12,583
11,428

GS 2

10,018

9,756

9,987

10,310

10,585

10,703

11,018

11,333

11,648

11,963

12,278

Accounting clerks I I ..............................
Drafters I I .............................................
Engineering technicians I ......................
File clerks III..........................................
Key entry operators II............................
Personnel clerks/assistants I ................
Stenographers I ....................................
Typists I I ................................................

13,466
15,629
15,646
13,699
15,066
12,898
16,307
15,085

GS 3

11,412

10,645

11,000

11,355

11,710

12,065

12,420

12,775

13,130

13,485

13,840

Accounting clerks III ............................
Computer operators I ............................
Drafters III ...........................................
Engineering technicians I I ....................
Personnel clerks/assistants II................
Purchasing assistants I ........................
Secretaries I ..........................................
Stenographers II....................................

16,073
12,481
18,401
18,077
15,428
14,827
14,732
19,367

GS 4

13,258

11,949

12,347

12,745

13,143

13,541

13,939

14,337

14,735

15,133

15,531

Accounting clerks IV ............................
Accountants I ........................................
Auditors I ..............................................
Buyers I ................................................
Chemists I ........................................
Computer operators II ..........................
Drafters I V ............................................
Engineers I ............................................
Engineering technicians III....................
Job analysts I ........................................
Personnel clerks/assistants III..............
Photographers II....................................
Purchasing assistants I I ........................
Secretaries III....................................
Programmers/programmer analysts I . .

19,455
19,519
18,723
19,120
21,365
14,648
22,454
.25,556
21,460
19,894
17,310
20,439
18,801
16,301
19,777

GS 5

15,163

13,369

13,815

14,261

14,707

15,153

15,599

16,045

16,491

16,937

17,383

Computer operators III........... ..........
Personnel clerks/assistants I V ..............
Purchasing assistants III ......................
Secretaries III........................................

16,988
20,198
24,064
18,254

GS 6

17,132

14,901

15,398

15,895

16,392

16,889

17,386

17,883

18,380

18,877

19,374

Accountants I ......................................
I
Auditors II..............................................
Buyers II................................................
Chemists II............................................
Computer operators I V ..........................
Drafters V ..............................................
Engineers I ..........................................
I
Engineering technicians IV ....................
Job analysts II........................................
Photographers III..................................
Public accountants I ................ ..........

23,264
23,293
23,633
24,341
20,727
27,795
27,769
25,061
21,992
24,425
18,669

GS 7

18,786

16,559

17,111

17,663

18,215

18,767

19,319

19,871

20,423

20,975

21,527

See footnotes at end of table.




la y © 0 -1 . C©m
i45in)i!ii®dl— C®mparo@@ini

Occupation and level
surveyed by BLS1

average annual sall®rS®§ in primal® SndMsSiry w ith salary rat®® f®r F®d®rai ®mpl@y®®s under Sh® General Seh®dul©

Average
annual
salary
in private
industry2
March 1983

Salary rates for Federal employees under the General Schedule, March 19833

Grade4

Average5
March
1983

Step®
1

2

3

4

5

6

7

8

9

10

Secretaries IV ........................................ $20,232
Programmers/programmer analysts II . . 26,427
Computer operators V ..........................
Secretaries V ........................................

24,307
23,317

GS 8

$21,315

$18,339

$18,950

$19,561

$20,172

$20,783

$21,394

$22,005

$22,616

$23,227

$23,838

Accountants III......................................
Attorneys 1 ............................................
Auditors I I I ............................................
Buyers III ..............................................
Chem ists III ..........................................
Computer operators V I ..........................
Engineers III..........................................
Engineering technicians V ....................
Job analysts II I......................................
Photographers I V ..................................
Public accountants I I ............................
Programmer/programmer analysts III . .

27,346
28,119
28,245
29,033
29,413
25,206
31,307
28,320
26,427
26,815
20,575
26,224

GS 9

22,731

20,256

20,931

21,606

22,281

22,956

23,631

24,306

24,981

25,656

26,331

Accountants IV ......................................
Attorneys II............................................
Auditors I V ............................................
Buyers I V ..............................................
Chemists IV ..........................................
Chief accountants 1 ..............................
Directors of personnel 1 ........................
Engineers I V ..........................................
Job analysts I V ......................................
Public accountants III............................
Programmers/programmer analysts IV .

34,244
34,502
34,091
35,570
35,439
33,683
32,678
36,726
33,084
24,278
31,446

G S 11

27,723

24,508

25,325

26,142

26,959

27,776

28,593

29,410

30,227

31,044

31,861

Accountants V ......................................
Attorneys I I I ..........................................
Chem ists V ............................................
Chief accountants II ..............................
Directors of personnel II........................
Engineers V ..........................................
Public accountants IV............................
Programmers/programmer analysts V . .

41,862
42,271
42,892
41,664
42,045
43,720
29,134
38,125

GS 12

33,489

29,374

30,353

31,332

32,311

33,290

34,269

35,248

36,227

37,206

38,185

Accountants V I ......................................
Attorneys I V ..........................................
Chem ists VI ..........................................
Chief accountants I I I ............................
Directors of personnel II I......................
Engineers V I ..........................................

51,798
53,184
51,028
53,286
51,296
51,460

G S 13

40,319

34,930

36,094

37,258

38,422

39,586

40,750

41,914

43,078

44,242

45,406

Attorneys V ............................................
Chemists V I I ..........................................
Chief accountants I V ............................
Directors of personnel I V ......................
Engineers VIII........................................

65,607
60,471
67,919

G S 14

47,941

41,277

42,653

44,029

45,405

46,781

48,157

49,533

50,909

52,285

53,661

Attorneys V I ..........................................

84,917
66,938

7 S 15
G

56,305

48,553

50,171

51,789

53,407

55,025

56,643

58,261

59,879

61,497

63,115

Engineers
 VBIO........................................
http://fraser.stlouisfed.org/
See footnotes at end of fable.
Federal Reserve Bank of St. Louis

62,645
58,167

F©®to®S©s t® H
ates® D-1
1 For definitions, see appendix C.
2 Survey findings as summarized in table 1 of this bulletin. For scope of survey, see appendix A.
3 General Schedule rates in effect in March 1983, the reference date of the PATC survey.
4 Corresponding grades in the General Schedule were supplied by the Office of Personnel Management.
5 Mean salary of all General Schedule employees in each grade as of Mar. 31,1983. Not limited to Federal
em ployees in occupations surveyed by b l s .
'S e c tio n 5335 of title 5 of the U.S. Code provides for within-grade increases on condition that the
em ployee’s work is of an acceptable level of competence as defined by the head of the agency. For
employees who meet this condition, the service requirements are 52 calendar weeks for each advancement
to salary rates 2, 3, and 4; 104 weeks for each advancement to salary rates 5, 6, 7; and 156 weeks for each
advancement to salary rates 8, 9, and 10. Section 5336 provides that an additional within-grade increase
may be granted within any 52-week period in recognition of high quality performance above that ordinarily
found in the type of position concerned.




7 The rate of pay for employees at some steps is limited by section 5308 of title 5 of the U.S. Code to the
rate of level V of the Executive Schedule, $57,500.
N o t e : Under Section 5303 of title 5 of the U.S. Code, higher minimum rates (but not exceeding the max­
imum 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 find­
ing 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 1983, special higher salary rates were authorized for professional engineers at the
entry grades (GS-5 and GS-7), and at GS-9 and GS-11. In addition, special rates were authorized for mining
engineers at GS-5 through GS-14. 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.

-S cs4^ncsjI
-

1984 Pay schedule lo r federal white-collar workers
v

.. .

^^ • ■* : >
>

j

•
..

—

— —

GS-1L• e e • e ♦ ;$ $$$
vO^
<• J ■
*
'
• • • ** 10,097
11,017
GS-3 . . . . . .
GS-4 . . • •• •'« 12,367
G S -5 .• » ..» 13,837
GS-6. .*;*•* 15,423
GS-7
». 17,138
GS-8. :*'* * • * 18,981
GS-9* •* » * 20,965
G S -10.. . . .
23,088
G S - 1 1 ..... 25,366
GS~1 2 . . . . . 30;402
G S -1 3 ... . .
36,152
GS-1A. . . . .
42,722
GS-15. . . o • 50,252
GS-16. . . . * 58,938
O S-1 7 . . . . . . 69,042
G S -1 8 .. . . .
80,920

■
—

6
$ 9,578
10,671
11,751
13,191
14,759
16,451
18,280
20,247
22,363
24,628
27,058
32,428
38,562
^5>570
53,602
62,868
73*644

$ 9 ,876
10 ,955
12 ,118
13 ,603
15 ,220
16 ,965
18 ,851
20 ,880
23 ,062
25 ,398
27 ,904
33 ,441
39 ,767
46 ,994
55 ,277
64 ,833
75 ,945

$10 ,175 $10 ,350 $10, 646
U ,078 11 ,404 11, 730
12 ,485 12 ,852 13, 219
14 ,015 14 ,427 | 4 , 839
15 ,681 16 ,142 16, 603
17 ,479 17 ,993 1 8 , 507
19 ,422 19 ,993 20, 564
21 ,513 22 ,146 22, 779
23 ,761 24 ,460 25, 159
26 ,168 26 ,938 27, 708
28 ,750 29 ,596 30, 442
34 ,454 35 *667 36, 480
40 ,972 42 ,177 43, 382
48 ,418 49 ,842 51, 266
56 ,952 58 ,6 2 7 , 60, 302
66 ,798 68 ,763 70, 728
—
78 ,246 - — — ' 0

I n m o s t c a s e s , th e maximum s a la r y p aycheck i s 6 6 ,0 0 0 .




8

10

■: ~

—i -

$ 9,279
10,337
11,384
12,779
14,298
15,937
17,709
19,614
21,664
23,858
26,212
31,415
37,357
44,146
51,927
60,903
71,343

■ 4

--- —-

2

*_

<c.v"

-

jg;

’

' vV
-

-

$10 ,942 $10,955 $11,,232
12 ,056 > 12 ,382
m ,708
13 ,586
13 ,953
14,,320
15 ,251
15 ,663
16,,075
17 ,064
17 ,525
17,,986
19 ,021
19 ,535 -- 2 0 ,,049
21 ,135
21 ,706
22,,277
24 ,045
24,,678
23 ,412
25 ,858
26 ,557
27,,256
28 ,478 ' 29 ,248
30,,018
31 ,288
32 ,134
32,,930
37 ,493
38 ,506
39,*519
44 ,587
45 ,792
46,,997
54 ,114
52 ,690
55,,538
61 ,977
63 ,652
65,,327
74 ,658 ——
72 i 693
*r-...
—
—

impl©^®@ Benefits in
Uddlym and Luff® Firms
U.S. Department of Labor
Bureau of Labor Statistics
Bulletin 2176
The Bureau of Labor Statistics issues its 1982
bulletin on employee benefits in medium and
large firms. This survey is the fourth in an an­
nual series.
Out® available
o Incidence and detailed characteristics of 11
private sector employee benefits paid for at
least in part by the employer: Lunch and rest
periods, holidays, vacations, and personal and
sick leave; sickness and accident, long-term
disability, health, and life insurance; and p r i ­
vate retirement pension plans.
o Incidence data on 18 other employee bene­
fits, including stock, savings and thrift, and
profit sharing plans; employee discounts; and
educational assistance.
© Data presented separately for three occupa­
tional groups—professional-administrative,
technical-clerical, and production workers.
Coverage
o Major benefits in medium and large firms,
nationwide.

S yr< of dst®
@ s©
© Sample of about 1,500 establishments in a
cross-section of the Nation’s private indus­
tries; primarily by personal interview.
Us@©

© Benefit administration in public and private
employment.
© Union contract negotiations.
© Conciliation and arbitration in public and
private sectors.
© Development of legislation affecting the
welfare of workers.

1603 JFK Federal Building 1371 Peachtree, NE
Government Center
Atlanta, Ga. 30367
Boston, Mass. 02203
9th Floor
1515 Broadway, Suite 3400 Federal Office Building
230 S. Dearborn Street
New York, N.Y. 10036
Chicago, III. 60604
3535 Market Street
P. O. Box 13309
Philadelphia, Pa. 19101

Please send your order
to the Bureau of Labor
Statistics Regional
Office nearest you:

©rd®? fi@
rm

© Minimum employment in establishments
covered is generally 100 to 250 employees,
depending on the industry.

You may also send your
2nd Floor
555 Griffin Square Building order directly to:
Dallas, Tex. 75202
Superintendent of
Documents
911 Walnut Street
U.S. Government Printing
Kansas City, Mo. 64106
Office
450 Goldgn Gate Avenue, Washington, D.C. 20402
Box 36017
San Francisco, Calif. 94102

Please send_________copies of Employee Benefits in Medium and Large Firms, 1982, Bulletin 2176,
Stock No. 029-001-02761-3 at $4.50 each for a total of____________ .
n Enclosed is a check or money order payable to Superintendent of Documents.
□ Charge to GPO Deposit Account No.____________________________ Order No. ___
Credit Card No.
n Credit Card Orders— MasterCard or Visa, on orders to
Superintendent of Documents only.
_ .
Expiration Date
Total charges $ ---------- :
Month/Year __

Name
Address
City, State, Zip Code




Bureau of Labor Statistics
Regional Offices

R egion S
1603 JFK Federal B uilding
G overnm ent Center
Boston, Mass. 02203
Phone: (617) 223-6761
R e g io n 1
1
Suite 3400
1515 Broadw ay
New York, N.Y. 10036
Phone: (212) 944-3121

R egion 1 1
S
3535 M arket Street
P.O. Box 13309
Philadelphia, Pa. 19101
Phone: (215) 596-1154




R e g io n IV
1371 Peachtree Street, N.E.
Atlanta, Ga. 30367
Phone: (404) 881-4418

R e g io n s V il a n d V III
911 W alnut Street
Kansas C ity, Mo. 64106
Phone: (816) 374-2481

R e g io n V
9th Floor
Federal O ffice B uilding
230 S. Dearborn Street
C hicago, III. 60604
Phone: (312) 353-1880

R e g io n s IX a n d X
450 G olden Gate Avenue
Box 36017
San Francisco, Calif. 94102
Phone: (415) 556-4678

R e g io n V I
Second Floor
555 G riffin Square B uilding
Dallas, Tex. 75202
Phone: (214) 767-6971