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J_ Q. 3/ /3 : National Survey of Professional, Administrative, Technical, and Clerical Pay, March 1985 / National Survey of Professional, Administrative, Technical, and Clerical Pay, March 1985 U.S. Department of Labor William E. Brock, Secretary Bureau of Labor Statistics Janet L. Norwood, Commissioner August 1985 Bulletin 2243 For sale by the Superintendent of Documents, U.S. Government Printing Office, Washington, D.C. 20402 - < •: > ' .. * Preface This bulletin summarizes the results of the Bureau’s annual salary survey of selected professional, ad ministrative, technical, and clerical occupations in private industry. The nationwide salary information, relating to March 1985, is representative of establishments in a broad spectrum of industries throughout the United States, except Alaska and Hawaii. Data from the national white-collar salary survey are used for a number of purposes, including general economic analysis and wage and salary administration by public and private employers. One important use is to provide the basis for setting Federal white-collar salaries under the provisions of the Federal Pay Com parability 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 a^ent to establish pay for Federal white-collar employees. The President’s agent specifies the geographic scope of the Bureau’s salary survey, the industries to be studied, the minimum establishment size to be included, and the survey occupations. The agent also formulates comparability procedures, uses the survey results to develop statistical paylines, and recommends com parability pay adjustments to the President. The Bureau of Labor Statistics, under the Federal Pay Comparability Act of 1970, is responsible for conducting the survey and advising on the feasibility of proposed 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 provide mechanical answers to pay policy questions. The occupations studied span a wide range of duties and responsibilities. The occupations selected were judged to be (a) surveyable in industry within the framework of a broad survey design, (b) representative of occupational groups which generally are numerically important in industry as well as the Federal service, and (c) essentially of the same nature in both the Federal and private sectors. Occupational definitions used to collect salary data (appendix C) reflect duties and responsibilities in private industry; however, they are also designed to be translatable to specific General Schedule ( g s ) grades ap plying to Federal employees. Thus, the definitions of some occupations and work levels were limited to specific elements that could be classified uniformly among establishments. The Bureau of Labor Statistics and the Office of Personnel Management worked 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 of Oc cupational Pay and Employee Benefit Levels. Mark S. Sieling prepared the analysis in this bulletin. Computer programming and tabulation of data were developed by Richard S. Schildt under the direction of Richard W. Maylott, Office of Statistical Operations. Terry Burdette and Glen Springer, of the Division of Wage Statistical Methods, were responsible for the sampling design and other statistical procedures. Field work and data collection for the survey were directed by the Bureau’s Assistant Regional Commissioners for Opera tions. Although only nationwide salary data are presented in this bulletin, salary data for clerical occupations and for drafters and some computer occupations are published 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 1984, a survey of employee benefits in private in dustry covered the same scope as the nationwide survey of professional, administrative, technical, and clerical pay. The findings of the survey appear in Employee Benefits in Medium and Large Firms, 1984, Bulletin 2237 (Bureau of Labor Statistics, 1985). Copies are for sale from the Government Printing Office. Material in this publication is in the public domain and, with appropriate credit, may be reproduced without permission. iii Contents Page Summary................................................................................. Characteristics of the survey....................................................................................................... Employment ................................................................................................................................ Changes in salary levels ............................................................................................................... Average salaries, March 1985 ..................................................................................................... Salary levels in metropolitan a re a s .............................................................................................. Salary levels in large establishments............................................................................................ Salary distributions...................................................................................................................... Pay differences by industry......................................................................................................... Average standard weekly hours................................................................................................... 1 1 1 2 3 5 5 5 6 6 Text tables: 1. Percent increases in average salaries by occupation, 1975-85 ............................... 2. Percent increases in average salaries by work level category,1975-85 ......................... 3. Distribution of work levels by degree of salary dispersion, March 1985 ................... 2 2 6 Reference tables: Average salaries: 1. United States ............................................................................................................... 2. Metropolitan areas....................................................................................................... 3. Establishments employing 2,500 workers or m ore...................................................... 11 14 17 Employment distribution by salary: 4. Professional and administrative occupations............................................................. 5. Technical support occupations.................................................................................... 6. Clerical occupations ................................................................................................... 20 28 30 Selected industry characteristics: 7. Occupational employment distribution....................................................................... 8. Relative salary levels................................................................................................... 9. Average weekly h o u rs........................................................................................... 33 34 35 Charts: 1. 2. 3. 4. Salaries in professional occupations, March 1985 ...................................................... Salaries in administrative and technical occupations, March 1985........................... Salaries in clerical occupations, March 1985....... Relative employment in selected occupational groups by industry division, March 1985 ............................................................................................................... Appendixes: A. Scope and method of survey............................................................................................. B. A note on computer occupations...................................................................................... C. Occupational definitions................................................................................................... D. Comparison of salaries in private industry with salaries of Federal employees under the General Schedule.......................................................................... v 7 8 9 10 36 41 42 86 Professional, Administrative, Technical, and Clerical Pay, March 1985 Summary 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 “ I” the lowest—varies from occupation to occupation, as do degrees of difficulty and respon sibility.3 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. For example, the duties and responsibilities of an establishment’s top engineers may exceed those for the highest level of engineers in the survey. Thus, the survey does not pre sent comparisons of overall occupational salary levels, such as between accountants as a group and engineers. The approximately 43,200 establishments within the scope of the survey employed about 22.7 million workers; 45 percent were professional, administrative, technical, and clerical employees. Of these white-collar workers, 19 percent were in occupations and work levels for which salary data were developed. The survey presents separate occupational data for metropolitan areas—where over nine-tenths of the white-collar workers were employed—and for establishments employing 2,500 workers or more. Average salaries for selected white-collar occupations in medium- and large-size establishments increased moderately between March 1984 and March 1985. For most of the 25 occupations included in the survey, in creases ranged from 3 to 6 percent—in line with typical gains reported a year earlier. In contrast, increases averaged about 7 percent annually during the 1970’s; 9 to 11 percent in 1981 and 1982; and 6.0 to 8.5 percent in 1983.1 Average annual salaries for the 107 occupational levels published ranged from $10,101 for clerks perform ing routine filing to $91,690 for the highest level of at torneys studied. For most occupations, salary levels in metropolitan areas and in large establishments were higher than the average for all establishments within the scope of 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. Characteristics of the survey This survey—26th in an annual series—provides na tionwide salary data for 25 occupations spanning 107 work level categories. Information was collected from establishments in all areas of the United States, except Alaska and Hawaii. The minimum size of the establishments studied was either 50, 100, or 250 employees, depending on the industry. The following major industry groups were surveyed: Mining; construc tion; manufacturing; transportation, communications, electric, gas, and sanitary services; wholesale trade; retail trade; finance, insurance, and real estate; and ser vices.2 Employment Employment varied widely among occupations in the survey, reflecting both actual differences in employment counts and differences in the range of duties and responsiblities covered by survey definitions. For exam ple, there were 552,800 incumbents in the eight levels of engineers, accounting for 73 percent of the 761,000 pro fessional employees within the scope of the study; cor porate attorneys, in contrast, numbered under 14,600—a figure that does not include those in legal firms. The five levels of computer programmers and six levels of systems analysts which were surveyed had 120,400 and 113,200 employees, respectively, and together accounted for about four-fifths of the 1 For results o f the 1984 survey, see National Survey o f Profes sional, Administrative, Technical, and Clerical Pay, March 1984, Bulletin 2208 (Bureau o f Labor Statistics, 1984). 2 See appendix A for a full description o f the scope o f the survey. Services selected by the President’s Pay Agent include engineering, ar chitectural, and surveying services; commercially operated research, development, and testing laboratories; credit reporting and collection agencies; computer and data processing services; management, con sulting, and public relations services; noncommercial educational, scientific, and research organizations; and accounting, auditing and bookkeeping services. 3 The roman numerals do not necessarily identify equal levels o f 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. 1 ferent groups which equate to various grades of the Federal Government’s General Salary Schedule—GS 1-4; g s 5-9; and g s 11-15. Cumulative increases over the past 10 years have been largest for the senior levels, employees in all administrative jobs studied, which also included buyers, job analysts, and directors of person nel. Engineering technicians accounted for 44 percent of the 258,400 technical workers, computer operators 30 percent, and drafters 25 percent. Secretaries constituted the largest clerical occupation, with 45 percent of the clerical work force of 639,400. The next largest clerical occupation was accounting clerk, with about one-fourth of the total. Text table 2. Percent Increases in average salaries by work level category,1 1975-85 Period2 Changes in salary levels Group A (GS grades 1-4) Group B (GS grades 5-9) Group C (GS grades 11-15) 101.6 103.5 114.2 1975-76 1976-77 1977-78 1978-79 1979-80 ................. ................. ................. ................. ................. 7.6 6.9 7.5 7.2 9.1 6.4 6.3 8.0 7.5 10.1 6.5 7.7 8.8 8.0 9.3 1980-81 1981-82 1982-83 1983-84 1984-85 ................. ................. ................. ................. ................. 9.8 9.5 7.4 3.6 4.2 9.6 9.4 7.3 5.0 4.2 10.2 10.4 7.2 5.3 5.9 1975-85 ........ After increasing about 7 percent a year during the 1970’s, salary levels for most of the survey jobs rose by 9 to 11 percent a year in 1981 and 1982 before declining in 1983 to a 6.0- to 8.5-percent range. In 1984, increases moderated further to a 3- to 6-percent range. (See text table 1.) Moderation continued in 1985; increases for the most part fell between 3 and 6 percent and ranged from 2.3 percent for photographers to 6.5 percent for directors of personnel. Increases also varied by occupational work level, with average salaries increasing faster in 1985 for the senior levels of professional and administrative occupations than for both the middle group of levels and the lower levels of technical and clerical occupations. Text table 2 shows average salary increases since 1975 for these dif 1 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, GS grades 11-15. See appendix D, table D-1, for a listing of survey levels that equate to each gs grade. 2 For data on survey periods from 1960 to 1970, see the 1979 edition of this publication, Bulletin 2045; for 1970-75, see the 1982 edition, Bulletin 2145. Text table 1. Percent increases in average salaries by occupation, 1975-851 Occupation Professional, administrative, and technical support: Accountants........................................... Chief accountants ................................ Auditors ................................................. Public accountants................................ Job analysts........................................... Directors of personnel.......................... A ttorneys............................................... Buyers ................................................... Chemists ............................................... Engineers............................................... Engineering technicians........................ Drafters ................................................. Computer operators.............................. Photographers...................................... Computer programmers....................... Systems analysts.................................. Clerical: Accounting clerks.................................. File clerks............................................... Key entry operators.............................. Messengers........................................... Personnel clerks/assistants................. Purchasing assistants .......................... Secretaries............................................. Stenographers....................................... Typists ................................................... 1975 to 1976 1976 to 1977 1977 to 1978 1978 to 1979 1979 to 1980 1980 to 1981 1981 to 1982 1982 to 1983 1983 to 1984 1984 to 1985 6.4 6.6 5.5 7.8 10.5 6.8 8.3 8.0 8.2 8.0 7.7 6.5 (2 ) 6.0 7.8 6.1 6.7 6.6 6.8 8.1 7.4 (2) 6.5 9.1 5.4 7.0 7.0 6.4 7.2 6.0 5.4 (2 ) 7.2 10.0 9.1 7.8 9.0 9.0 7.1 7.1 8.5 (3 ) 8.6 7.5 8.9 7.0 7.6 8.4 7.6 (3 ) 7.2 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 10.0 9.5 10.3 7.9 7.6 11.4 9.8 9.8 9.4 10.9 10.2 10.9 (2 ) (2) (2) (2 ) (2 ) (2 ) (2 ) (2 ) (2 ) 6.9 4.2 6.1 7.1 6.7 8.3 7.6 6.2 5.8 7.1 5.9 7.6 6.8 8.1 6.5 4.7 5.7 8.0 2.3 5.3 5.3 4.8 5.3 5.3 5.2 4.9 3.6 (2 ) (2 ) (2 ) 9.6 11.4 9.4 6.6 9.2 9.6 11.4 9.4 10.4 10.2 9.4 8.4 8.9 9.7 7.2 6.4 7.6 7.4 6.9 5.5 5.9 7.5 6.2 9.7 7.1 6.0 (3 ) 5.5 6.8 6.8 (2 ) (2 ) (3 ) 8.0 7.1 (2) (2 ) 6.4 7.9 6.2 (2) (2 ) 6.5 8.2 8.0 (3 ) (2 ) 7.3 12.1 8.5 8.9 9.3 9.1 5.5 8.6 (3 ) (2 ) (2 ) (2 ) ’ For data on survey periods from 1960 to 1970, see the 1979 edition of this publication, Bulletin 2045; for 1970-75, see the 1982' edition, Bulletin 2145. 2 Not surveyed. (2 ) 9.6 10.1 8.9 (3 ) (3 ) (2) (2 ) 9.6 8.0 8.2 9.7 (3 ) (2 ) (3 ) 12.1 10.2 (3 ) (2 ) 8.9 7.2 9.4 6.4 10.2 (3 ) 9.2 13.8 10.1 (2 ) (3 ) (3 ) 4.8 6.2 3.8 4.3 5.8 6.5 5.9 3.8 5.6 4.9 3.7 3.7 4.2 2.3 4.5 4.0 8.1 6.4 7.3 9.2 9.7 9.3 7.1 8.6 6.8 3.8 2.1 3.4 2.9 5.4 6.8 5.0 5.5 2.0 4.8 3.7 3.6 4.1 2.7 5.1 4.7 4.9 5.9 3 Comparable data for both years not available, Note: For method of computation, see appendix A. 2 <*) 6.9 which are a part of the selected services industry group. Attorneys are classified based upon the difficulty of their assignments and their responsibilities. Attorneys I, who include new law school graduates with bar membership and whose work is relatively un complicated due to clearly applicable precedents and well-established facts, averaged $29,886 a year. At torneys in the top level surveyed (VI) averaged $91,690. These attorneys deal with legal matters of major impor tance to the organization and usually report only to the general counsel or, in very large firms, to the deputy general counsel. Finance, insurance, and real estate employed two-fifths of the attorneys and manufacturing industries employed three-tenths.® Buyers who purchase “ off-the-shelf” and readily available items and services from local sources (level I) averaged $20,896 a year. Buyers IV, who purchase highly complex and technical items, materials, or ser vices that are custom designed and manufactured, averaged $39,306. Approximately four-fifths of the buyers studied were employed in manufacturing in dustries. Computer programmers at the trainee level who are developing basic programming skills (level I) averaged $20,318 a year. Those at level V, who are either team leaders, staff specialists, or consultants responsible for complex programming, averaged $41,288 annually. Manufacturing industries employed almost two-fifths of all computer programmers surveyed; finance, in surance, and real estate accounted for almost onefourth; services, about one-fifth; and public utilities, almost one-tenth. Computer systems analysts who are familiar with systems analysis procedures and work independently on routine problems (level I) averaged $28,197 annually. Systems analysts VI, the highest level, averaged $68,809 a year. At this level, analysts are senior managers responsible for the development and maintenance of very large and complex computer systems.7 About twofifths of all systems analysts surveyed were in manufac turing; just over one-fourth in finance, insurance, and real estate; and about one-eighth each in services and public utilities. Personnel management occupations are represented by four levels of job analysts and five levels of directors o f personnel. Job analysts I averaged $20,774 a year compared with $36,983 for level IV. Under general supervision, 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 of personnel are limited by definition to those who, at a minimum, are about 12 percentage points greater than for the lower and middle groups of work levels. Average salaries, March 1985 Reflecting the wide range of duties and respon sibilities covered by the occupations studied, average annual salaries ranged from $10,101 for file clerks I to $91,690 for the top level of attorneys (table l).4 The following paragraphs summarize findings for the various occupations studied. Accountants’ average annual salaries ranged from $20,577 for beginning professional accountants (level I) to $59,519 for specialists in complex accounting systems (level VI). Salaries of the most numerous group (level III) averaged $30,037 a year. Nearly three-fifths of the accountants surveyed were in manufacturing industries; finance, insurance, and real estate accounted for oneeighth; while public utilities employed just over onetenth. Work levels for chief accountants are determined by the degree of authority and responsibility, the technical complexity of the accounting system, and, to a lesser degree, the size of the professional staff (usually 1-2 ac countants at the first levels to as many as 40 accountants at level IV). Of the chief accountants surveyed, slightly over two-thirds were employed in manufacturing in dustries and less than one-tenth each in the public utili ties and the finance, insurance, and real estate sectors. Chief accountants who adapt accounting systems which have only a few relatively stable functions and work processes (level I) averaged $37,557 a year. 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 accounting functions and work processes averaged $74,735 annually.5 * Auditors at the trainee level (level I) averaged $21,128 a year and those at IV, who conduct complex financial audits, averaged $39,243. Manufacturing industries employed almost two-fifths of the auditors, while the finance, insurance, and real estate sector employed just over one-third and public utilities over one-eighth. Public accountants at the entry level, who receive practical experience in applying the principles, theories, and concepts of accounting and auditing (level I), averaged $19,657 annually. The highest level of public accountants (level IV), who direct the field work for large or complex audits, averaged $31,416 a year. This occupation was only found in public accounting firms, 4 Despite this wide difference, salary averages for professional jobs o f equivalent levels o f work often fell within a relatively narrow band. For example, annual averages for the following work levels (equivalent to Federal grade 13) fell within a $4,330 or 8 percent range: Accountant VI ($59,519); chief accountant III ($60,466); at torney IV ($59,087); chemist VI ($58,210); and engineer VI ($56,136). 5 Data for chief accountants V; directors o f personnel V; chemists VIII; computer operators VI; photographers V; and personnel clerks/assistants V did not meet publication criteria for this survey. 6 The survey excludes establishments primarily offering legal ad vice or services. 7 As noted in appendix B, information was collected separately for five levels o f nonsupervisory systems analysts and four levels o f systems analysts supervisors/managers. The data were consolidated for publication, using the approach shown in appendix B. 3 responsible for administering a job evaluation system, employment and placement functions, and employee relations and services. Those with significant respon sibility for contract negotiations with labor unions as the principal company representative are excluded. Various combinations of work force size, duties, and responsibilities determine the work level. Among personnel directors, average yearly salaries ranged from $37,173 for level I to $70,663 for level IV.8 Manufacturing industries employed almost one-half of the job analysts and seven-tenths of the directors of per sonnel included in the survey; the finance, insurance, and real estate industries ranked next with about threetenths of the job analysts and one-eighth of the directors of personnel. Chemists and engineers each are surveyed in eight levels9 starting with a professional trainee level typically requiring a bachelor’s degree. The highest level surveyed involves 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.1 0 Average yearly salaries ranged from $22,631 for chemists I to $68,710 for chemists VII, the highest level for which data could be published, and from $27,405 for engineers I to $76,205 for engineers VIII. Level IV chemists and engineers, the largest groups in each pro fession and representing fully experienced employees, averaged $39,418 and $40,991 a year, respectively. Employment of chemists and engineers was highly concentrated in manufacturing industries (88 percent of the chemists and 75 percent of the engineers). Most of the remaining chemists were associated with research and development laboratories. Engineers were also found in significant numbers in research, development, and testing laboratories, establishments providing engineering services, 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 use electrical, electronic, or mechanical components or equipment. Technicians involved in production or maintenance work are excluded. Engineering technicians I, who per form simple routine tasks under close supervision or from detailed procedures, averaged $16,876 a year. Engineering technicians V, who work on more complex projects under general guidelines supplied by a super‘ See footnote 5. * See footnote 5. 10 The definition recognizes that top positions in some companies with unusually extensive and complex chemical or engineering pro grams exceed this level. 4 visor or professional engineer, averaged $31,386. Salaries for intermediate levels III and IV, containing a majority of the technicians surveyed, averaged $23,179 and $27,259, respectively. Just over four-fifths of the engineering technicians were employed in manufacturing and about one-eighth in services. The ratio of technicians to engineers was about 1 to 4 in all manufacturing industries combined; in mechanical and electrical equipment manufacturing, it was 1 to 4. In public utilities, the ratio was 1 to 5; and in research, development, and testing laboratories, 1 to 3. Average salaries of drafters ranged from $13,208 a year for level I (who trace or copy finished drawings) to $29,876 for level V (who work closely with designers preparing unusual, complex, or original designs). Seven-tenths of the drafters were in manufacturing firms and about one-seventh in services. Computer operators are classified on the basis of responsibility for problem solving, variability of assignments, and scope of authority for corrective ac tion needed by their equipment. Computer operators I, whose work consists of on-the-job training, averaged $13,670 a year. The largest group surveyed, level II, averaged $16,973, and the highest published level (V) averaged $28,440.1 About two-fifths of all computer 1 operators were located in manufacturing industries; one-fourth in finance, insurance, and real estate; and one-eighth in services. Photographers studied in the survey range from those taking routine pictures where several shots can be taken or opportunities for retakes exist (level I) to those using special-purpose cameras under technically demanding conditions (level IV).1 Photographers working for 2 media establishments, such as newspapers or advertising agencies, were excluded. The average annual salary for level I photographers was $17,571 compared with $30,210 for level IV’s. Manufacturing industries employed almost seven-tenths of the photographers covered by the survey while most of the remainder were in services. Among the survey’s nine clerical jobs, secretary was the most numerous. Average yearly salaries ranged from $15,869 for level I secretaries to $26,210 for level V. Average annual salaries of $18,391 and $20,914 were reported for stenographers I and II. Typists I averaged $12,621 and those at level II, $15,847. Accounting clerks performing simple and routine clerical accounting operations (level I) averaged $12,380 a year. Level IV clerks who maintain journals or sub sidiary ledgers averaged $21,106. Three-fourths of all accounting clerks were classified in levels II and III, which averaged $14,728 and $17,327 a year, respectively. Personnel clerks/assistants who perform routine tasks requiring a knowledge of personnel rules and pro cedures (level I) averaged $14,023 a year. Level IV 1 See footnote 5. 1 12 See footnote 5. Professional, administrative, and technical Clerical Total number o f levels 73 26 95-99 p e r ce n t................... 100-104 p ercen t................. 105-109 p e r ce n t................. 110-114 p ercen t................. 115 percent and o v e r ......... assistants, who provide paraprofessional support such as interviewing and recommending placement for welldefined occupations, averaged $22,355.1 3 Level I purchasing assistants examine and review routine purchasing agreements. Their yearly average of $16,363 compared with $28,150 for top level III assistants, who prepare complicated 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 retail trade. Over two-fifths of the clerical employees 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 one-tenth of the total, respec tively. 3 41 20 8 1 1 4 8 7 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 annual salaries for profes sional 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 individual firms.1 4 Median annual salaries for most work levels were slightly lower than the mean average salaries.1 Hence, 5 salaries in the upper halves of the arrays affected the means more than salaries in the lower halves. The relative difference between the mean and the median was less than 2 percent for 69 of the 107 work levels surveyed, from 2 to 4 percent in 31 levels, and from over 4 to 6.4 percent in the other 7 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 salary range of the middle 50 percent of employees in each work level expressed as a percent of the median salary. This eliminates the extremely low and high salaries for each comparison. In about nine-tenths of the 107 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 geographic salary differences, Salary levels in metropolitan areas For most occupational levels, average salaries in metropolitan areas (table 2) were slightly higher than national averages (table 1). In only 12 instances, however, did these differences exceed 1 percent. Approximately nine-tenths of the employees surveyed were located in metropolitan areas, with the proportion varying among occupations and work levels. Ninety-five percent or more of public accountants, computer pro grammers, job analysts, attorneys, messengers, and file clerks were in metropolitan areas. In 78 of the 107 work levels providing publishable data, at least 90 percent of the workers were in metropolitan areas. Salary levels in large establishments Large establishments—those employing 2,500 workers or more—accounted for about 41 percent of all employees in the 99 occupational work levels for which comparisons to all-establishment averages were possible (table 3). The proportion of workers in large establishments ranged from less than one-tenth of direc tors of personnel II and file clerks I to 97 percent of pur chasing assistants III. Large establishments commonly employed a majority of workers at the highest levels of professional, administrative, and technical support oc cupations. Among clerical occupations, however, they employed a majority of only purchasing assistants III and both levels of stenographers. Salary levels in large establishments expressed as percents of levels in all establishments combined ranged from 98 to 123. Salary levels in large establishments were higher than the all-establishment average by 5 per cent or more in all but 5 of the clerical levels and in about two-fifths of the 73 nonclerical levels, as shown in the following tabulation (the all-establishment average for each occupational level = 100): 14 For an analysis o f rate ranges within establishments, see Martin E. Personick,“ White-collar Pay Determination Under Range-of-Rate Systems,” Monthly Labor Review, December 1984, pp.25-30. 15 The median designates position; one-half o f the workers receive the same as or more and one-half receive the same as or less than the median rate. The mean is computed for each job by totaling the earn ings o f all workers and dividing by the number o f workers. 13 See footnote 5. 5 Text table 3. Distribution of work levels by degree of salary dispersion, March 1985 Number of levels having degree of dispersion1 of— Number of work levels Under 15 percent 15 and under 20 percent 20 and under 25 percent 25 and under 30 percent 30 percent and over All occupations.................................. 107 5 43 40 15 4 Accountants................................................... Chief accountants ........................................ Auditors.......................................................... Public accountants......................................... Job analysts................................................... Directors of personnel.................................. A ttorneys....................................................... Buyers ............................................................ Chemists ....................................................... Engineers........................................................ Engineering technicians................................ D ra fte rs .......................................................... Computer operators...................................... Photographers............................................... Computer programmers................................ Systems analysts........................................... Clerical workers............................................. 6 4 4 4 4 4 6 4 7 8 5 5 5 4 5 6 26 - 3 3 2 2 1 2 1 3 6 2 5 2 1 3 5 2 •3 1 4 1 2 4 3 4 3 2 3 1 1 8 - - 1 1 1 12 4 Occupation 2 2 1 - 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. pay levels of messengers in manufacturing (112 percent of the all-industry average) and public utilities (133 per cent) reflect the influence on the all-industry average of lower salaries for 48 percent of these workers employed in finance, insurance, and real estate industries. These industries, however, also report slightly shorter average standard workweeks than other industries. especially for clerical employees.1 Clerical employees 1 * 4 6 usually are recruited locally, while professional and ad ministrative positions tend to be recruited on a broader regional or national basis. Pay differences by industry Occupational salary levels in major industry divisions were compared to the all-industry average (table 8). Salary levels for professional, administrative, and tech nical occupations in manufacturing 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 pay levels in such industries as manufacturing and public utilities tended to be elevated above the all-industry average. For example, relative Average standard weekly hours 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 7 weekly hours, the base for regular straight-time salary, were obtained for individual employees in the occupa tions studied. When individual hours were not available, particularly for some higher level professional and administrative positions, the predominant workweek of the office work force was used as the stan dard workweek. 14 For analysis o f interarea pay differentials in clerical salaries, see Wage Differences Among Metropolitan Areas. 1984, Summary 84-7 17 For information on scheduled weekly hours o f office workers employed in metropolitan areas, see Area Wage Surveys, Selected Metropolitan Areas, 1984, Bulletin 3025-72 (Bureau o f Labor Statistics, 1985). (Bureau o f Labor Statistics, 1984), and Mark Sieling,“ Clerical Pay Differences in Metropolitan Areas, 1961-80,” Monthly Labor Review, July 1982, pp. 10-14. 6 Chart 1. Salaries in professional occupations, March 1985 (Mean annual salaries and ranges within which fell 50 percent of employees) Occupation and level Accountants I IV V VI Chief accountants I II III IV Auditors I II III IV Public accountants I II III IV Attorneys I II III IV V VI Chemists I II III IV V VI VII Engineers I II III IV V VI VII VIII 7 Chart 2. Salaries in administrative and technical occupations, March 1985 (Mean annual salaries and ranges within which fell 50 Dercent of employees) Occupation and level $20,000 $30,000 Job analysts Directors of personnel Buyers Programmers/ programmer analysts Systems analysts Engineering technicians Drafters Computer operators Photographers 8 $40,000 $50,000 $60,000 $70,000 $80,000 Chart 3. Salaries in clerical occupations, March 1985 (Mean annual salaries and ranges within which fell 50 percent of employees) Occupation and level Accounting clerks File clerks Key entry operators Messengers Personnel clerks/ assistants Purchasing assistants Secretaries Stenographers Typists 9 Chart 4. Relative employment in selected occupational groups by industry division, March 1985 Percent Occupational group 0 10 20 30 40 50 60 70 80 90 100 Accountants and chief accountants1 Auditors Attorneys Buyers Computer programmers Systems analysts Directors of personnel and job analysts Chemists Engineers Engineering technicians and drafters Computer operators Photographers Clerical employees Mining and construction Manufacturing Public utilities Finance, insurance, and real estate Trade and selected services 1 Public accountants are not included. This occupation is found only in accounting, auditing, and bookkeeping services in the selected services industry group. 10 Table 1. Average salaries: United States (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry,1 United States, except Alaska and Hawaii, March 1985) Annual salaries4 Monthly salaries'* Occupation and level2 Number of employees3 Middle range5 Middle range5 Mean5 Median5 First quartile Third quartile Mean5 Median5 First quartile Third quartile A cco un tan ts and auditors 1 ................................................... II .................................................. III ................................................. I V ................................................. V .................................................. V I ................................................. 12,465 22,874 36,599 21,232 7,841 1,612 $1,715 2,112 2,503 3,134 3,907 4,960 $1,705 2,083 2,474 3,105 3,873 4,890 $1,524 1,875 2,205 2,832 3,556 4,451 $1,875 2,328 2,750 3,415 4,207 5,350 $20,577 25,349 30,037 37,607 46,879 59,519 $20,460 24,990 29,688 37,266 46,481 58,677 $18,293 22,500 26,460 33,986 42,667 53,414 $22,500 27,931 33,000 40,983 50,480 64,200 1........................................................... I I .......................................................... I I I ......................................................... I V ........................................................ 1,855 3,627 5,185 2,345 1,761 2,155 2,604 3,270 1,708 2,097 2,550 3,208 1,583 1,925 2,280 2,916 1,934 2,375 2,840 3,607 21,128 25,854 31,246 39,243 20,492 25,166 30,600 38,496 18,992 23,100 27,360 34,986 23,208 28,500 34,075 43,283 1 ........................................ I I ....................................... I I I ...................................... IV ...................................... 10,596 9,886 8,221 3,877 1,638 1,844 2,158 2,618 1,624 1,833 2,102 2,582 1,566 1,716 1,950 2,332 1,708 1,964 2,310 2,791 19,657 22,134 25,891 31,416 19,492 21,991 25,224 30,988 18,792 20,592 23,400 27,989 20,492 23,568 27,720 33,487 1 ......................................... II ........................................ III ....................................... I V ....................................... 764 1,127 648 224 3,130 3,876 5,039 6,228 3,128 3,957 5,072 6,250 2,916 3,499 4,500 5,748 3,499 4,166 5,586 6,700 37,557 46,517 60,466 74,735 37,536 47,481 60,864 75,000 34,986 41,983 54,000 68,972 41,983 49,996 67,026 80,400 1,184 3,046 4,556 3,466 1,823 481 2,490 3,105 3,979 4,924 6,150 7,641 2,417 3,078 3,931 4,888 6,123 7,477 2,203 2,749 3,570 4,307 5,434 6,856 2,749 3,410 4,332 5,415 6,649 8,358 29,886 37,256 47,742 59,087 73,805 91,690 29,004 36,936 47,172 58,652 73,471 89,722 26,439 32,987 42,840 51,679 65,208 82,267 32,987 40,920 51,979 64,974 79,786 100,293 6,373 18,061 18,224 5,545 1,741 2,134 2,648 3,276 1,686 2,115 2,600 3,206 1,520 1,898 2,356 2,941 1,891 2,332 2,891 3,550 20,896 25,606 31,774 39,306 20,232 25,374 31,198 38,477 18,240 22,774 28,276 35,296 22,691 27,989 34,692 42,600 1................................ I I ............................... I I I .............................. I V ............................. V .............................. 14,201 34,235 44,128 19,279 8,517 1,693 1,974 2,364 2,809 3,441 1,691 1,999 2,343 2,817 3,468 1,499 1,792 2,158 2,595 3,248 1,885 2,158 2,560 3,034 3,700 20,318 23,690 28,367 33,708 41,288 20,292 23,990 28,116 33,804 41,618 17,993 21,498 25,894 31,140 38,976 22,618 25,894 30,723 36,408 44,400 1........................................... I I .......................................... I II ......................................... I V ........................................ V ......................................... VI ........................................ 20,649 42,666 34,202 12,785 2,688 179 2,350 2,789 3,305 3,894 4,705 5,734 2,315 2,758 3,284 3,828 4,623 5,656 2,120 2,526 3,002 3,505 4,218 5,265 2,525 3,004 3,565 4,220 5,170 6,177 28,197 33,465 39,663 46,729 56,461 68,809 27,781 33,096 39,413 45,942 55,480 67,872 25,440 30,314 36,026 42,060 50,616 63,182 30,303 36,048 42,783 50,640 62,040 74,126 Accountants Accountants Accountants Accountants Accountants Accountants Auditors Auditors Auditors Auditors Public Public Public Public Chief Chief Chief Chief accountants accountants accountants accountants accountants accountants accountants accountants A tto rn eys Attorneys Attorneys Attorneys Attorneys Attorneys Attorneys 1 ........................................................ II ....................................................... III ...................................................... I V ...................................................... V ....................................................... V I ...................................................... Buyers Buyers Buyers Buyers Buyers 1 ............................................................. I I ............................................................ I I I ........................................................... IV .......................................................... Program m ers and system s analysts Computer Computer Computer Computer Computer Systems Systems Systems Systems Systems Systems programmers programmers programmers programmers programmers analysts analysts analysts analysts analysts analysts See footnotes at end of table. 1 1 Table 1. Average salaries: United States—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry,1 United States, except Alaska and Hawaii, March 1985) Monthly salaries4 Occupation and level2 Number of employees3 Annual salaries4 Middle range5 Mean5 Median5 157 472 670 590 $1,731 1,967 2,492 3,082 1,767 2,079 1,233 363 Middle range5 Mean5 Median5 First quartile Third quartile $1,666 1,883 2,449 3,013 $1,541 1,666 2,182 2,807 $1,835 2,160 2,799 3,335 $20,774 23,602 29,905 36,983 3,098 3,814 4,943 5,889 2,982 3,749 4,853 5,800 2,666 3,340 4,519 5,270 3,464 4,143 5,278 6,497 3,096 5,768 9,609 10,101 8,843 4,174 1,093 1,886 2,227 2,705 3,285 3,976 4,851 5,726 1,847 2,200 2,660 3,240 3,965 4,822 5,638 1,667 1,999 2,407 2,982 3,595 4,320 5,044 31,121 59,275 135,494 148,785 106,966 54,701 13,958 2,490 2,284 2,523 2,862 3,416 4,030 4,678 5,470 6,350 2,291 2,505 2,849 3,400 3,998 4,615 5,386 6,222 1................................ I I ............................... III .............................. I V ............................. V .............................. 5,239 18,697 33,464 37,435 19,717 1,406 1,612 1,932 2,272 2,615 1 ........................................................... I I .......................................................... I I I ......................................................... IV ......................................................... V .......................................................... 2,135 8,190 19,336 20,949 15,763 1 ...................................... II ..................................... III .................................... IV .................................... V ..................................... 1................................................ I I ............................................... III ............................................. I V ............................................ First quartile Third quartile $19,992 22,591 29,389 36,154 $18,493 19,992 26,190 33,687 $22,021 25,923 33,589 40,020 37,173 45,764 59,317 70,663 35,786 44,982 58,235 69,600 31,987 40,084 54,228 63,240 41,563 49,716 63,335 77,969 2,067 2,434 3,016 3,533 4,295 5,323 6,300 22,631 26,722 32,461 39,418 47,706 58,210 68,710 22,167 26,400 31,920 38,880 47,580 57,864 67,658 20,000 23,990 28,888 35,786 43,140 51,840 60,534 24,803 29,205 36,189 42,396 51,540 63,874 75,600 2,166 2,348 2,600 3,115 3,660 4,209 4,940 5,750 2,416 2,692 3,100 3,700 4,373 5,095 5,915 6,796 27,405 30,275 34,348 40,991 48,366 56,136 65,641 76,205 27,495 30,060 34,188 40,800 47,981 55,384 64,632 74,667 25,990 28,182 31,200 37,380 43,920 50,504 59,276 69,000 28,988 32,305 37,200 44,400 52,479 61,140 70,980 81,553 1,388 1,585 1,903 2,266 2,600 1,250 1,421 1,720 2,055 2,394 1,530 1,777 2,132 2,449 2,799 16,876 19,339 23,179 27,259 31,386 16,656 19,024 22,838 27,194 31,200 15,000 17,052 20,640 24,660 28,728 18,355 21,318 25,582 29,388 33,588 1,101 1,374 1,667 1,996 2,490 1,083 1,357 1,647 1,982 2,480 953 1,213 1,473 1,773 2,200 1,170 1,517 1,809 2,195 2,741 13,208 16,488 20,006 23,950 29,876 12,999 16,289 19,758 23,786 29,760 11,439 14,559 17,673 21,277 26,400 14,039 18,199 21,707 26,340 32,891 9,305 32,988 23,039 8,573 1,416 1,139 1,414 1,722 2,001 2,370 1,116 1,375 1,683 1,979 2,420 988 1,221 1,499 1,787 2,149 1,253 1,580 1,900 2,158 2,526 13,670 16,973 20,664 24,016 28,440 13,390 16,500 20,192 23,748 29,039 11,851 14,654 17,993 21,444 25,788 15,037 18,960 22,800 25,896 30,314 219 727 806 365 1,464 1,835 2,207 2,517 1,459 1,875 2,203 2,542 1,300 1,612 1,950 2,218 1,577 2,064 2,423 2,794 17,571 22,019 26,489 30,210 17,512 22,500 26,436 30,504 15,599 19,343 23,398 26,622 18,927 24,763 29,076 33,531 Personnel m anagem ent Job Job Job Job analysts analysts analysts analysts Directors Directors Directors Directors of of of of 1 ................................................... I I .................................................. I I I ................................................. IV ................................................. personnel personnel personnel personnel 1 .................................. II ................................. I I I ................................ I V ................................ Chem ists and en gineers Chemists Chemists Chemists Chemists Chemists Chemists Chemists 1......................................................... I I ........................................................ I I I ....................................................... IV ...................................................... V ....................................................... VI ...................................................... VII ..................................................... Engineers Engineers Engineers Engineers Engineers Engineers Engineers Engineers 1........................................................ I I ....................................................... I II ...................................................... I V ..................................................... V ...................................................... VI ..................................................... V I I .................................................... V III................................................... Technical support Engineering Engineering Engineering Engineering Engineering Drafters Drafters Drafters Drafters Drafters Computer Computer Computer Computer Computer technicians technicians technicians technicians technicians operators operators operators operators operators Photographers Photographers Photographers Photographers See footnotes at end of table. 12 Table 1. Average salaries: United States—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry,’ United States, except Alaska and Hawaii, March 1985) Annual salaries4 Monthly salaries4 Number of employees3 4 Mean5 Median5 1 .......................................... I I ......................................... I I I ........................................ IV ........................................ 27,038 76,029 50,107 17,868 $1,032 1,227 1,444 1,759 File clerks 1 ....................................................... File clerks I I ...................................................... File clerks I I I ..................................................... 16,778 8,781 1,962 Key entry operators 1 ...................................... Key entry operators II ..................................... Occupation and level1 2 Middle range5 Middle range5 Mean5 Median5 First quartile Third quartile $11,803 14,242 16,864 20,532 $10,200 12,479 14,767 18,180 $14,247 16,223 19,152 23,771 10,101 11,836 14,707 9,720 11,086 13,987 8,579 10,165 12,533 11,046 12,600 16,140 1,212 1,558 13,200 16,600 12,687 15,932 10,996 14,143 14,544 18,696 810 1,062 11,685 11,023 9,720 12,739 1,127 1,322 1,545 1,847 1,027 1,179 1,374 1,670 1,252 1,491 1,731 2,050 14,023 16,375 18,870 22,355 13,519 15,859 18,540 22,163 12,323 14,143 16,493 20,040 15,027 17,887 20,778 24,594 1,364 1,761 2,346 1,300 1,748 2,302 1,179 1,501 2,089 1,473 1,987 2,674 16,363 21,135 28,150 15,599 20,976 27,624 14,143 18,011 25,067 17,679 23,839 32,084 53,266 61,039 111,029 47,854 17,227 1,322 1,477 1,666 1,877 2,184 1,274 1,450 1,630 1,865 2,157 1,118 1,277 1,442 1,624 1,914 1,458 1,638 1,850 2,089 2,430 15,869 17,721 19,988 22,520 26,210 15,287 17,400 19,560 22,380 25,890 13,415 15,324 17,304 19,492 22,968 17,496 19,656 22,200 25,068 29,160 Stenographers 1................................................ Stenographers II .............................................. 9,093 5,966 1,533 1,743 1,536 1,742 1,235 1,578 1,805 1,862 18,391 20,914 18,427 20,904 14,819 18,936 21,656 22,339 Typists 1 ............................................................. Typists I I ............................................................ 19,976 13,119 1,052 1,321 985 1,275 866 1,088 1,170 1,497 12,621 15,847 11,816 15,300 10,396 13,056 14,039 17,964 First quartile Third quartile $984 1,187 1,405 1,711 $850 1,040 1,231 1,515 $1,187 1,352 1,596 1,981 $12,380 14,728 17,327 21,106 842 986 1,226 810 924 1,166 715 847 1,044 920 1,050 1,345 45,527 29,908 1,100 1,383 1,057 1,328 916 1,179 Messengers...................................................... 9,356 974 919 Personnel Personnel Personnel Personnel 1......................... I I ........................ I I I ....................... I V ...................... 1,787 3,120 2,545 1,353 1,169 1,365 1,572 1,863 Purchasing assistants 1 ................................... Purchasing assistants I I .................................. Purchasing assistants I I I ................................. 3,804 3,798 1,062 1 ..................................................... II .................................................... III ................................................... I V ................................................... V .................................................... Clerical Accounting Accounting Accounting Accounting clerks clerks clerks clerks clerks/assistants clerks/assistants clerks/assistants clerks/assistants Secretaries Secretaries Secretaries Secretaries Secretaries cluded, but cost-of-living payments and incentive earnings are included. 5 The mean is computed for each job by totaling the earnings of all workers and dividing by the number of workers. The median designates position; one-half of the workers receive the same as or more and onehalf receive the same as or less than the rate shown. The middle range is defined by two rates of pay; one-fourth of the workers earn the same as or less than the lower of these rates and one-fourth earn earn the same as or more than the higher rate. 1 For the scope of the survey, see table A-1 in appendix A. 2 Occupational definitions appear in appendix C. 3 Occupational employment estimates relate to the total in all establish ments within the scope of the survey and not to the number actually sur veyed. For further explanation, see appendix A. 4 Salaries reported are standard salaries paid for standard work sched ules; i.e., the straight-time salary corresponding to the employee’s normal work schedule excluding overtime hours. Nonproduction bonuses are ex 13 Table 2. Average salaries: Metropolitan areas (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry, metropolitan areas,’ United States, except Alaska and Hawaii, March 1985) Monthly salaries4 Occupation and level2 Number of employees3 Annual salaries4 Middle range5 Mean5 Median5 First quartile Third quartile Middle range5 Mean5 Median5 First quartile Third quartile A cco un tan ts and auditors 1 ................................................... II .................................................. I I I ................................................. I V ................................................. V .................................................. V I ................................................. 11,584 20,978 33,065 19,444 7,409 1,559 $1,719 2,124 2,513 3,138 3,906 4,956 $1,708 2,093 2,493 3,115 3,864 4,890 $1,527 1,883 2,207 2,832 3,555 4,450 $1,875 2,335 2,766 3,417 4,207 5,350 $20,627 25,489 30,156 37,651 46,876 59,468 $20,492 25,112 29,916 37,385 46,368 58,677 $18,329 22,591 26,489 33,986 42,660 53,400 $22,500 28,015 33,187 41,001 50,480 64,200 1........................................................... I I .......................................................... I I I ......................................................... I V ........................................................ 1,662 3,394 4,936 2,272 1,764 2,158 2,595 3,273 1,724 2,118 2,550 3,209 1,541 1,925 2,278 2,915 1,960 2,375 2,832 3,623 21,165 25,891 31,144 39,273 20,692 25,415 30,600 38,508 18,493 23,100 27,336 34,983 23,520 28,500 33,986 43,479 1 ........................................ I I ....................................... I I I ...................................... IV ...................................... 10,414 9,782 8,069 3,813 1,636 1,844 2,157 2,618 1,624 1,833 2,100 2,582 1,566 1,708 1,950 2,332 1,708 1,964 2,308 2,791 19,636 22,123 25,882 31,411 19,492 21,991 25,200 30,988 18,792 20,496 23,400 27,989 20,492 23,568 27,696 33,487 1 ......................................... II ........................................ III ....................................... I V ....................................... 548 1,007 566 215 3,308 3,877 5,123 6,217 3,325 3,875 5,102 6,250 3,013 3,499 4,582 5,738 3,499 4,195 5,639 6,700 39,702 46,525 61,471 74,608 39,900 46,500 61,224 75,000 36,157 41,983 54,978 68,852 41,983 50,340 67,673 80,400 1,100 2,959 4,435 3,193 1,798 481 2,512 3,108 3,983 4,983 6,144 7,641 2,456 3,078 3,933 4,940 6,123 7,477 2,203 2,749 3,570 4,409 5,423 6,856 2,786 3,414 4,332 5,456 6,630 8,358 30,147 37,292 47,791 59,801 73,723 91,690 29,474 36,936 47,194 59,276 73,471 89,722 26,439 32,987 42,840 52,911 65,076 82,267 33,433 40,973 51,979 65,473 79,560 100,293 5,779 15,294 16,348 5,265 1,755 2,161 2,686 3,282 1,686 2,135 2,647 3,211 1,524 1,924 2,395 2,942 1,907 2,339 2,916 3,560 21,060 25,927 32,235 39,387 20,232 25,620 31,759 38,532 18,293 23,091 28,739 35,305 22,884 28,069 34,993 42,720 1................................ I I ............................... I I I .............................. IV ............................. V .............................. 13,213 32,230 42,011 18,869 8,446 1,707 1,983 2,370 2,814 3,440 1,699 1,999 2,348 2,820 3,467 1,499 1,800 2,162 2,600 3,245 1,903 2,166 2,566 3,037 3,700 20,483 23,792 28,441 33,770 41,282 20,382 23,990 28,179 33,840 41,608 17,993 21,600 25,946 31,198 38,940 22,835 25,990 30,792 36,449 44,400 1........................................... I I .......................................... I I I ......................................... I V ........................................ V ......................................... V I ........................................ 18,728 39,985 32,559 12,226 2,536 175 2,354 2,798 3,313 3,897 4,711 5,718 2,310 2,766 3,291 3,832 4,640 5,656 2,116 2,532 3,009 3,507 4,215 5,260 2,540 3,007 3,575 4,220 5,183 6,169 28,243 33,571 39,751 46,768 56,528 68,614 27,720 33,196 39,488 45,980 55,678 67,872 25,390 30,389 36,103 42,083 50,580 63,121 30,480 36,086 42,900 50,640 62,200 74,023 Accountants Accountants Accountants Accountants Accountants Accountants Auditors Auditors Auditors Auditors Public Public Public Public Chief Chief Chief Chief accountants accountants accountants accountants accountants accountants accountants accountants A tto rn eys Attorneys Attorneys Attorneys Attorneys Attorneys Attorneys 1 ........................................................ II ....................................................... III ...................................................... I V ...................................................... V ....................................................... V I ...................................................... B uyers Buyers Buyers Buyers Buyers 1 ............................................................. I I ............................................................ I I I ........................................................... IV .......................................................... P rogram m ers and system s analysts Computer Computer Computer Computer Computer Systems Systems Systems Systems Systems Systems programmers programmers programmers programmers programmers analysts analysts analysts analysts analysts analysts See footnotes at end of table. 14 Table 2. Average salaries: Metropolitan areas—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry, metropolitan areas,' United States, except Alaska and Hawaii, March 1985) Monthly salaries4 Occupation and level2 Number of employees3 Annual salaries4 Middle range5 Mean5 Median5 152 453 647 574 $1,739 1,969 2,495 3,092 1,184 1,718 1,061 341 Middle range5 Mean5 Median5 First quartile Third quartile First quartile Third quartile $1,666 1,883 2,457 3,025 $1,541 1,666 2,182 2,810 $1,841 2,149 2,819 3,341 $20,866 23,629 29,941 37,099 $19,992 22,591 29,488 36,300 $18,493 19,992 26,190 33,720 $22,095 25,790 33,827 40,093 3,085 3,825 4,942 5,877 2,978 3,750 4,831 5,748 2,678 3,340 4,465 5,265 3,387 4,165 5,278 6,539 37,019 45,906 59,304 70,526 35,736 45,000 57,977 68,972 32,137 40,084 53,579 63,175 40,644 49,980 63,335 78,469 Personnel m anagem ent Job Job Job Job analysts analysts analysts analysts Directors Directors Directors Directors of of of of 1 ................................................... I I .................................................. I I I ................................................. IV ................................................. personnel personnel personnel personnel 1 .................................. II ................................. III ................................ IV ................................ C hem ists and engineers Chemists Chemists Chemists Chemists Chemists Chemists Chemists 1......................................................... I I ........................................................ I I I ....................................................... IV ...................................................... V ....................................................... VI ...................................................... VII ..................................................... 2,765 5,260 8,216 8,765 7,668 3,665 947 1,883 2,228 2,728 3,279 3,979 4,877 5,785 1,844 2,201 2,682 3,240 3,973 4,872 5,687 1,666 1,985 2,416 2,999 3,634 4,383 5,083 2,050 2,440 3,043 3,527 4,280 5,350 6,415 22,591 26,730 32,738 39,345 47,744 58,521 69,423 22,131 26,406 32,187 38,880 47,681 58,469 68,250 19,992 23,820 28,988 35,986 43,603 52,594 61,000 24,600 29,280 36,516 42,324 51,360 64,200 76,980 Engineers Engineers Engineers Engineers Engineers Engineers Engineers Engineers 1........................................................ I I ....................................................... III...................................................... I V ..................................................... V ...................................................... V I ..................................................... V I I .................................................... V III................................................... 28,839 54,266 122,893 138,679 102,762 53,440 13,787 2,458 2,293 2,538 2,873 3,428 4,039 4,679 5,474 6,354 2,300 2,522 2,855 3,414 4,000 4,620 5,394 6,237 2,169 2,364 2,615 3,128 3,665 4,210 4,940 5,750 2,420 2,700 3,110 3,708 4,382 5,095 5,925 6,796 27,518 30,457 34,471 41,134 48,463 56,150 65,682 76,247 27,600 30,264 34,264 40,973 48,006 55,440 64,722 74,848 26,028 28,368 31,380 37,536 43,982 50,520 59,276 69,000 29,040 32,405 37,315 44,496 52,579 61,140 71,100 81,553 1................................ I I ............................... I I I .............................. I V ............................. V .............................. 4,945 16,076 30,391 33,687 18,662 1,406 1,625 1,931 2,282 2,623 1,383 1,610 1,903 2,274 2,608 1,244 1,430 1,715 2,067 2,406 1,530 1,797 2,135 2,465 2,807 16,876 19,498 23,174 27,382 31,474 16,591 19,320 22,838 27,290 31,296 14,933 17,159 20,580 24,802 28,868 18,355 21,561 25,620 29,578 33,687 1 ........................................................... I I .......................................................... I I I ......................................................... IV ......................................................... V .......................................................... 2,037 7,481 17,021 18,736 15,284 1,104 1,383 1,685 2,010 2,493 1,083 1,368 1,666 1,996 2,482 960 1,213 1,487 1,792 2,200 1,186 1,547 1,830 2,209 2,745 13,244 16,591 20,219 24,116 29,916 12,999 16,416 19,992 23,955 29,783 11,522 14,559 17,845 21,504 26,400 14,226 18,563 21,957 26,503 32,945 1 ...................................... II ..................................... III .................................... IV .................................... V ..................................... 8,688 29,793 21,732 8,340 1,389 1,151 1,429 1,723 2,004 2,372 1,123 1,389 1,684 1,982 2,426 997 1,232 1,499 1,788 2,155 1,270 1,591 1,899 2,161 2,526 13,808 17,154 20,676 24,044 28,461 13,478 16,672 20,212 23,784 29,112 11,959 14,788 17,993 21,459 25,863 15,240 19,093 22,791 25,929 30,314 1................................................ I I ............................................... III ............................................. I V ............................................. 210 670 701 317 1,453 1,836 2,253 2,580 1,459 1,880 2,262 2,600 1,295 1,615 2,045 2,360 1,577 2,064 2,463 2,823 17,439 22,032 27,036 30,959 17,512 22,560 27,142 31,198 15,542 19,377 24,540 28,320 18,927 24,763 29,556 33,881 Technical support Engineering Engineering Engineering Engineering Engineering Drafters Drafters Drafters Drafters Drafters Computer Computer Computer Computer Computer technicians technicians technicians technicians technicians operators operators operators operators operators Photographers Photographers Photographers Photographers See footnotes at end of table. 15 Table 2. Average salaries: Metropolitan areas—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry, metropolitan areas,1 United States, except Alaska and Hawaii, March 1985) Monthly salaries4 Number of employees3 4 Mean5 1 .......................................... I I ......................................... I I I ........................................ IV ........................................ 24,645 67,149 44,838 16,036 $1,030 1,235 1,451 1,781 File clerks 1 ....................................................... File clerks I I ...................................................... File clerks I I I ..................................................... 16,156 8,433 1,916 Key entry operators 1 ...................................... Key entry operators II ..................................... Occupation and level1 2 Annual salaries4 Middle range5 Median5 Middle range5 Mean5 Median5 First quartile Third quartile $985 1,200 1,416 1,732 $841 1,040 1,250 1,539 $1,192 1,365 1,600 1,984 $12,355 14,824 17,407 21,367 845 986 1,224 815 920 1,157 721 849 1,042 920 1,049 1,345 40,942 28,426 1,105 1,389 1,058 1,331 923 1,183 Messengers...................................................... 8,888 973 918 Personnel Personnel Personnel Personnel 1......................... I I ........................ I I I ....................... I V ...................... 1,523 2,745 2,131 1,240 1,176 1,391 1,584 1,869 Purchasing assistants 1 ................................... Purchasing assistants I I .................................. Purchasing assistants I I I ................................. 3,262 3,570 1,058 1 ..................................................... II .................................................... I I I ................................................... I V ................................................... V .................................................... First quartile Third quartile $11,820 14,400 16,993 20,784 $10,096 12,479 14,994 18,468 $14,299 16,380 19,200 23,808 10,143 11,829 14,684 9,780 11,046 13,883 8,657 10,191 12,505 11,046 12,588 16,140 1,222 1,567 13,265 16,671 12,695 15,973 11,071 14,194 14,658 18,799 808 1,059 11,678 11,016 9,697 12,708 1,131 1,330 1,574 1,860 1,039 1,209 1,416 1,670 1,273 1,520 1,741 2,058 14,108 16,690 19,006 22,429 13,571 15,963 18,892 22,316 12,469 14,507 16,993 20,040 15,276 18,240 20,892 24,698 1,381 1,773 2,346 1,333 1,754 2,300 1,200 1,517 2,089 1,484 2,002 2,674 16,571 21,281 28,149 15,994 21,048 27,599 14,400 18,199 25,062 17,813 24,024 32,087 48,371 58,398 104,988 45,650 16,636 1,333 1,479 1,676 1,889 2,200 1,278 1,456 1,640 1,876 2,166 1,125 1,286 1,454 1,641 1,928 1,471 1,640 1,859 2,102 2,440 15,994 17,749 20,116 22,663 26,397 15,339 17,471 19,680 22,507 25,990 13,495 15,434 17,450 19,697 23,136 17,653 19,680 22,306 25,218 29,280 Stenographers 1................................................ Stenographers II .............................................. 7,874 5,773 1,511 1,745 1,529 1,742 1,235 1,583 1,754 1,862 18,132 20,943 18,349 20,904 14,819 18,992 21,048 22,344 Typists 1............................................................. Typists I I ............................................................ 18,639 12,728 1,060 1,318 987 1,276 866 1,095 1,183 1,497 12,725 15,820 11,845 15,308 10,396 13,135 14,191 17,964 Clerical Accounting Accounting Accounting Accounting clerks clerks clerks clerks clerks/assistants clerks/assistants clerks/assistants clerks/assistants Secretaries Secretaries Secretaries Secretaries Secretaries 1 For the scope of the survey, see table A-1 in appendix A. 2 Occupational definitions appear in appendix C. 3 Occupational employment estimates relate to the total in all establish ments within the scope of the survey and not to the number actually sur veyed. For further explanation, see appendix A. 4 Salaries reported are standard salaries paid for standard work sched ules; i.e., the straight-time salary corresponding to the employee’s normal work schedule excluding overtime hours. Nonproduction bonuses are ex cluded, but cost-of-living payments and incentive earnings are included. 5 The mean is computed for each job by totaling the earnings of all workers and dividing by the number of workers. The median designates position; one-half of the workers receive the same as or more and onehalf receive the same as or less than the rate shown. The middle range is defined by two rates of pay; one-fourth of the workers earn the same as or less than the lower of these rates and one-fourth earn earn the same as or more than the higher rate. 16 Table 3. Average salaries: Large establishments (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry.’establishments employing 2,500 workers or more,2 United States, except Alaska and Hawaii, March 1985) Levels in large establishments as a percent of those in all establishments combined Annual salaries5 Occupation and level3 Number of employees'* Middle range6 Mean6 Employment Median6 Mean salaries First quartile Third quartile A ccountants and auditors 1 ................................................... II .................................................. III ................................................. I V ................................................. V .................................................. V I ................................................. 3,126 7,573 9,812 6,707 2,896 802 $21,695 27,741 31,879 38,547 47,987 59,689 $21,422 27,504 31,524 37,985 47,220 57,886 $19,882 24,490 27,924 34,033 42,689 52,479 $23,141 30,996 35,779 42,516 51,900 66,274 25 33 27 32 37 50 105 109 106 103 102 100 1........................................................... I I .......................................................... I II......................................................... I V ........................................................ 601 1,079 1,996 995 21,710 27,125 32,981 40,087 20,635 26,150 32,400 38,892 18,900 23,016 28,219 34,986 24,022 30,300 37,316 44,982 32 30 38 42 103 105 106 102 Chief accountants III ....................................... Chief accountants I V ....................................... 104 64 62,820 75,863 60,416 74,220 55,682 65,329 67,141 84,965 16 29 104 102 305 886 1,494 1,346 1,028 301 33,844 40,647 50,452 60,504 74,565 93,000 33,687 39,984 49,561 58,976 73,609 92,743 29,388 36,000 44,208 52,854 66,036 84,428 37,939 45,091 56,220 66,900 81,268 102,180 26 29 33 39 56 63 113 109 106 102 101 101 1,430 5,189 7,180 3,481 22,389 27,039 33,063 39,092 22,098 26,599 32,518 38,280 19,758 24,072 29,144 34,629 24,288 29,236 36,339 42,494 22 29 39 63 107 106 104 99 1................................ I I ............................... I I I .............................. I V ............................. V .............................. 4,392 11,826 17,691 10,514 6,037 21,968 25,305 29,778 34,563 41,766 21,630 25,248 29,424 34,500 41,820 19,804 23,328 27,475 32,220 39,481 24,139 27,100 31,848 36,792 44,380 31 35 40 55 71 108 107 105 103 101 1........................................... I I .......................................... I II......................................... I V ........................................ V ......................................... V I ........................................ 8,570 18,428 15,593 7,193 1,682 152 29,402 34,801 40,713 47,651 58,750 68,832 28,380 34,651 40,460 46,844 57,573 67,760 26,040 31,512 37,328 43,440 52,360 63,750 31,680 37,240 43,729 51,420 64,074 73,873 42 43 46 56 63 85 104 104 103 102 104 100 Accountants Accountants Accountants Accountants Accountants Accountants Auditors Auditors Auditors Auditors A tto rn eys Attorneys Attorneys Attorneys Attorneys Attorneys Attorneys 1 ........................................................ II ....................................................... III ...................................................... I V ...................................................... V ....................................................... V I ...................................................... B uyers Buyers Buyers Buyers Buyers 1 ............................................................. I I ............................................................ I I I ........................................................... IV .......................................................... P ro gram m ers and system s analysts Computer Computer Computer Computer Computer Systems Systems Systems Systems Systems Systems programmers programmers programmers programmers programmers analysts analysts analysts analysts analysts analysts See footnotes at end of table. 17 Table 3. Average salaries: Large establishments—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry.'establishments employing 2,500 workers or more,2 United States, except Alaska and Hawaii, March 1985) Levels in large establishments as a percent of those in all establishments combined Annual salaries5 Number Occupation and level3 employees4 Middle range6 Mean6 Median6 Employment Mean salaries First quartile Third quartile P ersonnel m anagem ent Job analysts I I .................................................. Job analysts I I I ................................................. Job analysts IV ................................................. 172 367 378 $25,630 30,831 37,963 $25,729 30,000 36,991 $21,907 26,310 34,386 $28,897 34,317 40,699 36 55 64 109 103 103 Directors of personnel I I ................................. Directors of personnel I I I ................................ Directors of personnel IV ................................ 143 232 104 50,898 62,911 78,720 49,800 60,912 76,992 46,981 55,058 70,798 53,575 70,683 86,643 7 19 29 111 106 111 657 1,751 2,640 3,238 3,056 1,229 502 24,923 29,368 35,084 41,335 49,481 59,465 71,729 24,690 29,437 35,586 41,461 49,241 59,700 69,104 22,591 26,820 31,311 37,800 45,624 54,496 66,672 27,192 32,477 39,000 44,280 52,992 63,600 77,441 21 30 27 32 35 29 46 110 110 108 105 104 102 104 18,119 30,854 65,232 79,456 56,792 33,263 7,674 1,231 27,803 30,721 34,747 41,311 48,348 56,213 65,226 76,591 27,755 30,548 34,603 41,160 48,204 55,560 64,095 74,170 26,489 28,858 31,848 37,885 44,100 50,880 59,280 68,739 29,040 32,549 37,485 44,496 52,360 60,960 70,091 82,329 58 52 48 53 53 61 55 49 101 101 101 101 100 100 99 101 1................................ I I ............................... I I I .............................. I V ............................. V .............................. 1,650 6,127 13,820 20,741 13,406 17,171 20,291 23,504 27,582 31,305 16,587 19,966 23,138 27,369 31,079 15,287 17,958 20,798 25,000 28,723 18,573 22,560 25,980 30,019 33,648 31 33 41 55 68 102 105 101 101 100 1 ........................................................... I I .......................................................... I I I ......................................................... IV ......................................................... V .......................................................... 206 1,923 5,506 7,762 8,131 15,021 17,706 21,580 25,002 31,115 14,148 17,419 21,600 24,750 30,678 13,103 14,820 18,900 22,254 27,541 17,289 20,356 23,897 27,915 34,577 10 23 28 37 52 114 107 108 104 104 1 ...................................... II ..................................... III .................................... IV .................................... V ..................................... 2,560 8,024 7,460 4,704 986 15,066 19,434 22,645 25,073 28,837 14,559 19,602 21,942 24,588 29,555 13,085 16,431 19,343 22,217 26,244 16,794 21,708 25,140 27,089 30,314 28 24 32 55 70 110 115 110 104 101 1................................................ I I ............................................... III ............................................. I V ............................................. 78 277 444 300 17,270 23,693 26,896 30,147 16,639 23,502 27,298 29,964 15,000 21,276 24,698 26,591 19,300 26,090 28,998 33,850 36 38 55 82 98 108 102 100 C hem ists and engineers Chemists Chemists Chemists Chemists Chemists Chemists Chemists 1......................................................... I I ........................................................ I I I ....................................................... IV ...................................................... V ....................................................... VI ...................................................... VII ..................................................... Engineers Engineers Engineers Engineers Engineers Engineers Engineers Engineers 1........................................................ I I ....................................................... III...................................................... I V ..................................................... V ...................................................... VI ..................................................... V I I .................................................... VIII ................................................... Technical support Engineering Engineering Engineering Engineering Engineering Drafters Drafters Drafters Drafters Drafters Computer Computer Computer Computer Computer technicians technicians technicians technicians technicians operators operators operators operators operators Photographers Photographers Photographers Photographers See footnotes at end of table. 18 Table 3. Average salaries: Large establishments—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations in private industry,1 establishments employing 2,500 workers or more,2 United States, except Alaska and Hawaii, March 1985) Levels in large establishments as a percent of those in all establishments combined Annual salaries5 Occupation and level1 3 2 Number of employees4 Middle range6 Mean6 Employment Median6 Mean salaries First quartile Third quartile Clerical 1 .......................................... I I ......................................... I I I ........................................ IV ........................................ 6,854 13,693 12,511 7,744 $15,265 17,512 19,124 22,951 $15,287 16,802 18,420 22,241 $13,519 14,330 16,500 19,711 $16,639 20,611 21,916 25,898 25 18 25 43 123 119 110 109 File clerks 1 ....................................................... File clerks I I ...................................................... File clerks I I I ..................................................... 1,136 1,953 638 11,657 13,275 15,933 10,696 11,880 14,544 9,520 10,399 12,739 13,369 14,559 18,600 7 22 33 115 112 108 Key entry operators 1 ...................................... Key entry operators II ..................................... 8,466 10,042 15,559 18,736 14,961 18,500 12,852 15,287 17,783 21,214 19 34 118 113 Messengers...................................................... 2,920 13,226 12,234 10,405 15,366 31 113 1......................... I I ........................ I I I ....................... I V ...................... 262 589 639 443 14,469 18,836 20,374 24,812 14,039 18,251 20,307 24,702 12,480 15,391 18,147 22,800 15,840 22,098 22,612 26,098 15 19 25 33 103 115 108 111 Purchasing assistants 1 ................................... Purchasing assistants II .................................. Purchasing assistants I I I ................................. 881 1,709 1,033 19,549 23,032 28,263 18,300 23,472 27,713 15,807 19,800 25,234 22,867 26,270 32,263 23 45 97 119 109 100 1 ..................................................... II .................................................... III ................................................... I V ................................................... V (.................................................... 19,125 21,392 42,953 20,424 7,673 17,781 18,436 21,483 23,802 27,712 16,847 17,880 20,880 23,688 27,491 14,642 15,911 18,459 20,928 24,022 19,860 20,484 24,272 26,400 31,080 36 35 39 43 45 112 104 107 106 106 Stenographers 1................................................ Stenographers II .............................................. 5,195 4,759 18,016 21,095 18,427 20,904 14,520 19,083 21,032 23,086 57 80 98 101 Typists 1 ............................................................. Typists I I ............................................................ 5,504 5,876 14,260 17,065 12,995 16,452 11,075 13,800 15,828 19,962 28 45 113 108 Accounting Accounting Accounting Accounting Personnel Personnel Personnel Personnel clerks clerks clerks clerks clerks/assistants clerks/assistants clerks/assistants clerks/assistants Secretaries Secretaries Secretaries Secretaries Secretaries work schedule excluding overtime hours. Nonproduction bonuses are ex cluded, but cost-of-living payments and incentive earnings are included. 6 The mean is computed for each job by totaling the earnings of all workers and dividing by the number of workers. The median designates position; one-half of the workers receive the same as or more and onehalf receive the same as or less than the rate shown. The middle range is defined by two rates of pay; one-fourth of the workers earn the same as or less than the lower of these rates and one-fourth earn earn the same as or more than the higher rate. 1 For the scope of the survey, see table A-1 in appendix A. 2 Includes data from some large companies that provide companywide data not identified by size of establishment. 3 Occupational definitions appear in appendix C. 4 Occupational employment estimates relate to the total in all establish ments within the scope of the survey and not to the number actually sur veyed. For further explanation, see appendix A. 5 Salaries reported are standard salaries paid for standard work sched ules; i.e., the straight-time salary corresponding to the employee’s normal 19 Table 4. Employment distribution by salary: Professional and administrative occupations (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii1 March 1985) Accountants Chief accountants Annual salary 1 II III IV V VI I II Ill IV Number of employees............................. Average annual salary............................. 12,465 $20,577 22,874 $25,349 36,599 $30,037 21,232 $37,607 7,841 $46,879 1,612 $59,519 764 $37,557 1,127 $46,517 648 $60,466 224 $74,735 T o ta l....................................................... Under $15,000 .......................................... $15,000 and under $16,500 ................... $16,500 and under $18,000 ................... $18,000 and under $19,500 ................... $19,500 and under $21,000 ................... $21,000 and under $22,500 ................... $22,500 and under $24,000 ................... $24,000 and under $25,500 ................... $25,500 and under $27,000 ................... $27,000 and under $28,500 ................... $28,500 and under $30,000 ................... 100.0 2.4 6.6 14.0 14.3 21.0 16.4 12.5 6.0 3.7 1.7 2 1.4 100.0 2 .4 1.6 4.4 7.9 10.5 15.7 14.8 14.3 9.5 6.9 100.0 _ _ 2 .3 1.0 3.0 5.4 8.8 10.9 11.7 12.7 100.0 _ _ _ 2 1.5 2.3 3.8 100.0 _ _ _ _ _ 100.0 _ _ _ _ _ _ _ _ 100.0 _ _ _ _ _ _ 100.0 _ _ _ _ _ _ 100.0 _ _ _ _ _ _ _ _ - - 100.0 _ _ _ _ _ _ _ _ 3.5 8.8 - - - $30,000 $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - 4.9 5.1 1.7 1.1 2 1.0 - _ _ _ _ 2 2.1 _ _ _ _ _ _ _ _ _ - 10.6 10.3 6.9 5.7 4.8 3.5 1.6 2 2.6 - _ ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - _ - _ - 3.2 1.6 1.0 2 2.7 - _ _ _ - - _ _ - - _ _ _ _ - _ _ _ - _ _ _ _ _ _ _ _ _ - _ _ _ $45,000 $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 and and and and and and and and and and and and and and and and and and and and under under under under under under under under under under under under under under under under under under under under $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 $45,000 $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 $60,000 - 4.1 8.4 9.2 11.6 10.3 12.1 8.9 8.5 6.5 4.3 2 .9 2.0 2.3 1.7 3.5 5.8 6.0 8.4 9.8 10.1 9.1 8.1 10.0 6.2 4.0 3.2 2.4 1.8 1.0 - - 1.3 3.9 4.2 4.5 6.0 4.5 4.9 8.1 8.6 10.5 $60,000 $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 and and and and and and and and and and under under under under under under under under under under $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 $75,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - $75,000 $76,500 $78,000 $79,500 $81,000 $82,500 $84,000 $85,500 $87,000 $88,500 and and and and and and and and and and under under under under under under under under under under $76,500 $78,000 $79,500 $81,000 $82,500 $84,000 $85,500 $87,000 $88,500 $90,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - - - - - - - - - $90,000 $91,500 $93,000 $94,500 and and and and under $91,500 ................... under $93,000 ................... under $94,500 ................... o v e r...................................... _ _ _ _ - - - - _ _ - - - - - “ “ “ - - See footnotes at end of table. 20 5.4 4.2 1.6 15.7 10.7 8.9 9.6 14.8 14.5 1.3 1.3 4.3 .5 11.0 9.8 8.0 7.8 _ _ _ _ _ 2.4 _ _ - 5.1 5.8 6.1 4.4 4.2 3.0 2.8 2.4 2.5 1.6 4.2 _ _ 1.2 _ 2 3.7 _ _ _ _ - _ _ _ _ _ _ _ _ _ _ _ _ _ 2 .4 8.0 8.0 1.3 .9 .9 9.4 7.1 10.3 .4 1.8 1.5 2 1.9 11.2 2.7 9.8 6.7 .4 7.1 2.2 3.1 .4 - _ _ _ _ 2.9 2.6 6.0 9.9 5.1 8.2 4.8 4.9 .6 2.8 _ _ _ _ - - .9 2.5 2.2 4.6 8.0 6.6 7.9 8.3 2.3 3.1 12.8 10.4 8.6 7.1 1.9 1.2 3.8 5.9 2 1.1 _ 2 3.5 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ - - - - - _ . _ _ _ _ _ _ _ - - - - _ _ _ _ _ _ _ 1.8 .9 1.8 3.0 Table 4. Employment distribution by salary: Professional and administrative occupations—Continued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,' March 1985) Auditors Public accountants Annual salary I II Ill IV I II Ill IV Number of employees............................. Average annual salary............................. 1,855 $21,128 3,627 $25,854 5,185 $31,246 2,345 $39,243 10,596 $19,657 9,886 $22,134 8,221 $25,891 3,877 $31,416 T o tal....................................................... $12,000 and under $13,000 ................... $13,000 and under $14,000 ................... $14,000 and under $15,000 ................... $15,000 and under $16,000 ................... $16,000 and under $17,000 ................... $17,000 and under $18,000 ................... $18,000 and under $19,000 ................... $19,000 and under $20,000 ................... 100.0 .3 1.4 .9 3.3 7.2 6.7 8.1 6.9 100.0 2 .6 1.7 2.0 4.8 100.0 - 100.0 - 100.0 .6 1.5 1.6 2.4 7.5 20.2 32.7 100.0 .2 1.8 1.2 12.6 100.0 1.0 100.0 _ - _ 18.2 4.9 6.0 2.2 1.8 2 .3 - 16.2 24.0 13.4 13.6 8.5 4.9 2.0 2 1.6 - _ _ 9.5 11.8 9.9 4.6 5.9 2.7 1.6 2.8 1.5 1.0 $20,000 $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 and and and and and and and and and and under under under under under under under under under under $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 $30,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 22.6 7.2 7.9 5.1 8.8 4.9 2.9 1.6 .1 2.2 3.1 4.1 8.2 9.8 13.6 10.5 5.0 6.6 9.9 6.1 2 1.1 3.2 3.7 4.5 5.1 5.1 7.0 8.4 7.0 _ 2 1.8 1.2 2.3 $30,000 $31,000 $32,000 $33,000 $34,000 $35,000 $36,000 $37,000 $38,000 $39,000 and and and and and and and and and and under under under under under under under under under under $31,000 $32,000 $33,000 $34,000 $35,000 $36,000 $37,000 $38,000 $39,000 $40,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 2 1.8 - 3.8 1.8 2.9 1.3 2 4.2 - 8.1 6.9 7.8 6.6 4.5 3.0 3.4 2.8 2.8 1.5 3.0 3.6 4.6 4.8 5.2 6.1 6.5 6.1 8.1 7.8 $40,000 $41,000 $42,000 $43,000 $44,000 $45,000 $46,000 $47,000 $48,000 $49,000 and and and and and and and and and and under under under under under under under under under under $41,000 $42,000 $43,000 $44,000 $45,000 $46,000 $47,000 $48,000 $49,000 $50,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - 1.3 1,2 1.6 .7 .4 1.1 2 1.2 3.0 3.8 5.6 4.6 4.4 4.9 2.1 1.7 1.6 1.2 under $51,000 ................... under $52,000 ................... under $53L 000 ................... o v e r...................................... _ ~ $50,000 and $51,000 and $52,000 and $53,000 and _ - - - - - - - - - _ “ - See footnotes at end of table. 21 1.4 .8 1.7 2.1 - - 2.9 5.3 12.0 13.5 12.9 13.2 8.5 9.3 8.1 3.3 _ - _ _ _ _ _ _ - 2.6 2.7 1.1 2 3.6 - .6 3.3 .9 5.3 6.7 9.4 8.5 8.0 - - - _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ - - _ _ _ - _ - _ _ - - - - - _ - .9 1.2 1.2 2 2.7 _ _ _ _ - Table 4. Employment distribution by salary: Professional and administrative occupations—Continued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,' March 1985) Job analysts Directors of personnel Annual salary I II Ill IV I II Ill IV Number of employees............................. Average annual salary............................. 157 $20,774 472 $23,602 670 $29,905 590 $36,983 1,767 $37,173 2,079 $45,764 1,233 $59,317 363 $70,663 T o ta l....................................................... $15,000 and under $16,500 ................... $16,500 and under $18,000 ................... $18,000 and under $19,500 ................... $19,500 and under $21,000 ................... $21,000 and under $22,500 ................... $22,500 and under $24,000 ................... $24,000 and under $25,500 ................... $25,500 and under $27,000 ................... $27,000 and under $28,500 ................... $28,500 and under $30,000 ................... 100.0 3.2 9.6 28.7 32.5 4.5 6.4 3.8 2.5 .6 1.9 100.0 3.8 12.5 19.9 11.7 12.5 12.1 8.1 4.9 4.7 100.0 1.0 1.6 4.0 5.2 7.6 11.5 11.3 12.5 100.0 .2 1.9 2.9 .8 2.5 100.0 - 100.0 - 100.0 - 100.0 - 2.8 2.5 3.6 2 1.1 - 10.7 7.3 8.7 6.3 3.6 3.6 1.9 1.5 2 1.5 - 3.2 6.8 16.8 12.2 13.1 9.3 8.1 3.4 4.6 2.4 6.7 14.0 7.0 11.3 9.5 7.3 3.5 4.2 8.3 4.0 2 1.2 4.0 1.2 2.8 4.4 3.9 8.9 5.7 8.6 10.3 _ 2 1.5 1.1 1.5 _ - .7 3.5 1.3 1.5 2.8 2 1.7 - 6.0 7.0 10.7 2.7 3.6 3.5 5.3 3.3 2.1 2.6 .9 4.5 .8 2.8 5.3 6.2 5.7 7.3 14.6 13.4 _ 2 2.3 - 3.6 4.5 3.2 6.7 2.0 1.5 1.7 1.0 1.6 3.0 3.0 2.8 5.5 2.5 10.5 7.2 10.7 4.1 2.5 5.0 .6 1.6 1.0 2 2.3 - .6 3.9 3.3 .6 7.2 1.9 .8 3.9 .8 .3 - 1.7 .6 2.6 7.9 $30,000 $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 and and and and and and and and and and under under under under under under under under under under $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 $45,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 6.4 - $45,000 $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 and and and and and and and and and and under under under under under under under under under under $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 $60,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - _ - - 4.1 3.9 2.5 1.0 2 .3 - $60,000 $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 and and and and and and and and and and under under under under under under under under under under $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 $75,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - - _ - - _ - $75,000 $76,500 $78,000 $79,500 $81,000 $82,500 $84,000 $85,500 $87,000 $88,500 and and and and and and and and and and under under under under under under under under under under $76,500 $78,000 $79,500 $81,000 $82,500 $84,000 $85,500 $87,000 $88,500 $90,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... - - - - - _ - $90,000 and under $91,500 ................... $91,500 and under $93,000 ................... $93,000 and under $94,500 ................... $94,500 and under $96,000 ................... $96,000 and under $97,500 ................... $97,500 and under $99,000 ................... $99,000 and under $100,500 ................. $100,500 and under $102,000 ............... $102,000 and o v e r.................................. _ - _ - _ _ _ - - - - - - - - - “ - - - - - - - - - See footnotes at end of table. 22 _ - - - - - 1.1 4.1 .3 1.7 8.0 1.9 1.1 1.1 .8 .6 .8 1.1 .6 Table 4. Employment distribution by salary: Professional and administrative occupations—Continued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,' March 1985) Attorneys Annual salary I II Ill IV V VI Number of employees............................. Average annual salary............................. 1,184 $29,886 3,046 $37,256 4,556 $47,742 3,466 $59,087 1,823 $73,805 481 $91,690 T o ta l....................................................... Under $20,000 .......................................... $20,000 and under $22,000 ................... $22,000 and under $24,000 ................... $24,000 and under $26,000 ................... $26,000 and under $28,000 ................... $28,000 and under $30,000 ................... $30,000 and under $32,000 ................... $32,000 and under $34,000 ................... $34,000 and under $36,000 ................... $36,000 and under $38,000 ................... $38,000 and under $40,000 ................... 100.0 3.0 2.0 5.7 9.2 20.2 15.6 14.4 9.0 7.8 4.8 3.0 100.0, 2.4 3.0 4.3 9.3 13.7 14.6 12.1 13.4 100.0 1.2 .9 3.1 3.4 6.7 100.0 - 100.0 - 100.0 - 2.7 1.4 2 1.3 - 9.7 3.4 4.5 3.3 2.6 2.0 2 1.7 - 5.6 13.2 9.4 12.2 11.1 9.6 5.0 5.9 4.1 2.6 2 1.1 1.4 2.8 4.6 8.7 7.6 6.3 9.0 7.3 8.8 _ 2 .9 1.2 2.0 1.9 2.5 _ - 2.2 .9 1.2 2 1.9 6.7 3.2 7.8 4.5 7.0 6.9 8.6 9.7 7.6 5.7 _ 2 1.0 4.4 1.0 .2 2.7 2.5 6.9 5.0 6.4 6.7 5.8 8.7 3.7 4.4 6.9 4.0 4.6 $40,000 $42,000 $44,000 $46,000 $48,000 $50,000 $52,000 $54,000 $56,000 $58,000 $60,000 $62,000 $64,000 $66,000 $68,000 $70,000 $72,000 $74,000 $76,000 $78,000 $80,000 $82,000 $84,000 $86,000 $88,000 $90,000 $92,000 $94,000 $96,000 $98,000 and and and and and and and and and and and and and and and and and and and and and and and and and and and and and and under under under under under under under under under under under under under under under under under under under under under under under under under under under under under under $42,000 $44,000 $46,000 $48,000 $50,000 $52,000 $54,000 $56,000 $58,000 $60,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... - ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - _ - - - - - - - - - - - 6.5 6.3 7.8 5.8 4.2 2.3 2.4 2.3 .7 1.5 $82,000 ................... $84,000 ................... $86,000 ................... $88,000 ................... $90,000 ................... $92,000 ................... $94,000 ................... $96,000 ................... $98,000 ................... $100,000 ................. _ - - - _ - 2 2.7 - - - - - - - - - - - - - - - - - - - - - - 4.2 3.2 3.1 2.5 1.3 2.5 1.6 2.1 1.7 2 1.9 $62,000 $64,000 $66,000 $68,000 $70,000 $72,000 $74,000 $76,000 $78,000 $80,000 - - - $100,000 $102,000 $104,000 $106,000 $108,000 $110,000 $112,000 $114,000 $116,000 $118,000 and and and and and and and and and and under under under under under under under under under under ............... ............... ............... ............... ............... ............... ............... ............... ............... ............... _ _ _ _ _ - - - - - $120,000 $122,000 $124,000 $126,000 and and and and under $122,000 ............... under $124,000 ............... under $126,000 ............... o v e r................................... $102,000 $104,000 $106,000 $108,000 $110,000 $112,000 $114,000 $116,000 $118,000 $120,000 - - - - - - - - - - _ _ _ _ _ - - - - - - - - - - “ - 3.5 5.0 2.7 1.2 3.7 1.7 1.5 1.9 1.5 .4 See footnotes at end of table. 23 _ .4 1.2 .4 Table 4. Employment distribution by salary: Professional and administrative occupations—Continued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,1 March 1985) Buyers Computer programmers Annual salary I II Ill IV I II Ill IV V Number of employees ............................. Average annual salary............................. 6,373 $20,896 18,061 $25,606 18,224 $31,774 5,545 $39,306 14,201 $20,318 34,235 $23,690 44,128 $28,367 19,279 $33,708 8,517 $41,288 T o ta l....................................................... 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 _ _ - _ _ _ _ 2 1.3 _ _ _ - _ - - 6.3 10.5 9.7 12.0 13.1 11.2 8.2 6.1 3.3 2.1 1.1 1.8 2.7 5.3 6.5 8.9 9.0 12.0 10.2 9.5 _ _ _ _ _ _ _ _ _ _ - 1.7 1.0 2 .8 _ - 8.7 6.8 5.1 3.5 2.3 1.7 1.3 2 2.1 _ - - Under $14,000 .......................................... $14,000 and under $15,000 ................... $15,000 and under $16,000 ................... $16,000 and under $17,000 ................... $17,000 and under $18,000 ................... $18,000 and under $19,000 ................... $19,000 and under $20,000 ................... 2.7 1.1 6.9 9.1 13.8 13.9 _ 2 2.2 1.5 4.6 $20,000 $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 and and and and and and and and and and under under under under under under under under under under $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 $30,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 11.2 9.1 9.1 6.7 4.9 3.7 2.2 1.2 .4 .7 4.5 5.9 8.9 9.0 10.7 10.2 10.1 8.3 5.9 4.6 _ 2 1.5 2.3 3.2 4.0 5.7 5.3 9.3 8.6 _ 2 1.4 2.4 $30,000 $31,000 $32,000 $33,000 $34,000 $35,000 $36,000 $37,000 $38,000 $39,000 and and and and and and and and and and under under under under under under under under under under $31,000 $32,000 $33,000 $34,000 $35,000 $36,000 $37,000 $38,000 $39,000 $40,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 1.6 2 1.7 - 3.8 2.5 1.6 1.9 2 3.8 - 8.8 7.3 7.7 7.4 6.4 5.0 3.4 2.9 2.2 2.3 1.9 2.7 3.9 6.5 4.1 8.5 7.1 6.7 9.7 6.8 $40,000 $41,000 $42,000 $43,000 $44,000 $45,000 $46,000 $47,000 $48,000 $49,000 and and and and and and and and and and under under under under under under under under under under $41,000 $42,000 $43,000 $44,000 $45,000 $46,000 $47,000 $48,000 $49,000 $50,000 1.5 1.1 1.3 2 2.9 - 5.8 3.8 6.0 5.9 3.0 1.9 1.7 .9 1.3 1.2 $50,000 and $51,000 and $52,000 and $53,000 and $54,000 and $55,000 and - - - ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - _ under $51,000 ................... under $52,000 ................... under $53,000 ................... under $54,000 .................. under $55,000 ................... o v e r...................................... - - - - - - _ _ - - - - - _ - - “ - - - .7 1.0 .6 .7 1.2 2.4 See footnotes at end of table. 24 1.6 5.2 3.2 7.4 10.4 9.2 10.8 11.2 11.4 9.0 6.3 5.2 4.0 2.1 2.1 2 1.0 - 2 .7 1.0 1.6 1.6 4.4 4.9 _ _ _ _ _ - - - - _ - - _ _ _ - - - _ - _ _ 2 1.4 1.1 .8 1.8 3.0 3.3 5.1 2 1.8 7.4 9.1 9.0 10.1 10.4 8.3 9.2 7.1 4.0 3.8 1.3 1.0 .9 1.4 2.3 2.9 3.4 5.3 5.1 9.2 2.1 2 2.9 . _ _ _ _ _ 9.4 9.0 9.6 9.1 8.3 7.9 4.9 3.3 1.8 1.2 - - _ _ _ _ - _ _ _ _ _ _ _ _ - - - - - 2 .9 _ Table 4. Employment distribution by salary: Professional and administrative occupations—Continued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,1 March 1985) Systems analysts Annual salary I II Ill IV V VI Number of employees............................. Average annual salary............................. 20,649 $28,197 42,666 $33,465 34,202 $39,663 12,785 $46,729 2,688 $56,461 179 $68,809 T o tal....................................................... $18,000 and under $19,500 ................... $19,500 and under $21,000 ................... $21,000 and under $22,500 ................... $22,500 and under $24,000 ................... $24,000 and under $25,500 ................... $25,500 and under $27,000 ................... $27,000 and under $28,500 ................... $28,500 and under $30,000 ................... 100.0 *1.1 2.2 3.6 7.1 12.2 16.1 16.9 13.5 100.0 2 1.1 1.9 3.7 6.4 9.5 100.0 2 1.1 1.4 100.0 - 100.0 - 100.0 _ - $30,000 $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 and and and and and and and and and and under under under under under under under under under under $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 $45,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 9.7 6.9 4.2 2.0 1.2 2 3.4 - 11.5 14.7 12.6 11.4 10.8 6.1 3.9 2.4 1.2 2 2.7 2.2 4.1 6.5 9.2 10.9 12.1 11.6 11.4 8.9 6.1 _ 2 1.6 1.3 1.9 3.4 5.5 11.0 7.6 12.1 _ 2 2.4 1.0 1.1 1.1 1.0 $45,000 $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 and and and and and and and and and and under under under under under under under under under under $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 $60,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - _ - 4.9 3.4 2.0 1.8 22.5 - 9.0 8.8 7.8 6.5 5.4 4.4 3.8 2.8 2.6 1.1 2.5 4.7 5.9 7.3 8.1 5.9 9.0 8.0 5.5 5.9 _ _ 2 2.4 1.1 3.9 $60,000 $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 and and and and and and and and and and under under under under under under under under under under $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 $75,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ _ _ - - - - - 2 3.4 - 3.3 5.1 3.3 4.6 3.5 2.5 2.9 1.2 2 3.8 - 5.0 10.1 6.1 10.1 7.8 7.3 6.1 4.5 5.6 10.1 $75,000 and under $76,500 ................... $76,500 and under $78,000 ................... $78,000 and under $79,500 ................... $79,500 and under $81,000 ................... $81,000 and under $82,500 ................... $82,500 and under $84,000 ................... $84,000 and under $85,500 ................... $85,500 and o v e r...................................... _ _ _ _ _ “ “ - _ - _ _ _ - - - - See footnotes at end of table. 25 - 10.1 3.4 1.7 _ _ _ 2.8 1.9 Table 4. Employment distribution by salary: Professional and administrative occupations—Continued (Percent distribution of employees in selected professional and administrative occupations by annual salary. United States, except Alaska and Hawaii,' March 1985) Chemists Annual salary I II Ill IV V VI VII Number of employees............................. Average annual salary............................. 3,096 $22,631 5,768 $26,722 9,609 $32,461 10,101 $39,418 8,843 $47,706 4,174 $58,210 1,093 $68,710 T o tal....................................................... Under $15,000 .......................................... $15,000 and under $16,500 ................... $16,500 and under $18,000 ................... $18,000 and under $19,500 ................... $19,500 and under $21,000 ................... $21,000 and under $22,500 ................... $22,500 and under $24,000 ................... $24,000 and under $25,500 ................... $25,500 and under $27,000 ................... $27,000 and under $28,500 ................... $28,500 and under $30,000 ................... 100.0 1.4 1.4 3.2 11.7 14.5 21.1 12.8 17.6 6.3 3.2 4.4 100.0 2 .4 1.3 5.9 8.7 10.9 11.7 18.3 13.1 10.1 100.0 2 .8 2.7 3.5 6.1 9.6 12.0 100.0 - 100.0 - 100.0 - 100.0 - $30,000 $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 and and and and and and and and and and under under under under under under under under under under $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 $45,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 1.4 2 1.0 - 5.1 8.3 2.8 1.6 1.1 - 12.0 11.4 8.4 7.2 8.9 6.7 5.1 2.4 1.9 2 1.4 3.1 4.7 7.6 9.3 11.0 12.9 10.1 11.5 9.1 4.0 $45,000 $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 and and and and and and and and and and under under under under under under under under under under $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 $60,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - _ - _ - 4.3 3.5 2.4 1.7 1.1 2 1.5 - $60,000 $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 and and and and and and and and and and under under under under under under under under under under $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 $75,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - - - $75,000 $76,500 $78,000 $79,500 $81,000 $82,500 $84,000 $85,500 $87,000 $88,500 and and and and and and and and and and under under under under under under under under under under $76,500 $78,000 $79,500 $81,000 $82,500 $84,000 $85,500 $87,000 $88,500 $90,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - - - - - - - - under $91,500 ................... under $93,000 ................... under $94,500 ................... o v e r...................................... _ _ - $90,000 and $91,500 and $93,000 and $94,500 and - - - 2 .9 1.3 _ _ 2 .8 1.2 .8 1.5 3.1 5.2 8.2 5.6 8.7 2 1.4 1.7 .5 1.0 .7 1.3 - 7.9 9.4 11.2 7.4 7.3 5.0 4.5 3.2 3.3 2.0 2.2 2.6 5.4 4.5 4.9 7.1 4.9 7.7 5.8 5.2 - _ - 1.7 2 2.0 - 8.6 4.8 7.2 2.9 5.0 2.7 1.7 3.3 1.4 1.8 3.2 2.8 5.7 6.8 5.7 11.4 3.1 2.1 2.8 5.4 _ - _ - _ - 2 3.9 - - - - - - - - - - - - - - - - 4.1 1.8 2.5 3.5 2.1 2.0 .5 1.7 2.2 1.6 _ - 2 .7 - _ - _ _ - - - _ " See footnotes at end of table. 26 - .3 1.9 _ 1.6 .2 .2 2.0 3.2 3.2 2.0 1.1 8.4 1.2 .3 1.8 1.6 t Table 4. Employment distribution by salary: Professional and administrative occupations—Continued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,1 2 March 1985) Engineers Annual salary I II III IV V VI VII VIII Number of employees............................. Average annual salary............................. . 31,121 $27,405 59,275 $30,275 135,494 $34,348 148,785> $40,991 106,966 $48,366 54,701 $56,136 13,958 $65,641 2,490 $76,205 T o tal....................................................... $16,500 and under $18,000 ................... $18,000 and under $19,500 ................... $19,500 and under $21,000 ................... $21,000 and under $22,500 ................... $22,500 and under $24,000 ................... $24,000 and under $25,500 ................... $25,500 and under $27,000 ................... $27,000 and under $28,500 ................... $28,500 and under $30,000 ................... 100.0 .1 1.0 .9 2.5 5.2 11.1 20.0 27.6 17.5 100.0 2 .9 1.5 3.2 7.6 15.1 19.6 100.0 2 .6 1.4 2.3 5.4 7.1 100.0 2 1.3 100.0 - 100.0 - 100.0 - 100.0 - 8.4 3.5 1.2 2 1.0 - 18.9 15.3 8.6 4.9 2.6 1.0 2 .7 - 10.3 12.6 13.2 13.1 10.9 8.3 5.9 3.7 2.2 1.4 1.7 3.1 4.8 6.6 8.4 10.1 11.8 11.1 10.6 9.2 _ 2 .7 1.1 1.6 3.0 4.0 5.1 7.4 8.3 _ 2 1.5 1.5 2.9 _ - 2 1.6 - 7.0 5.1 3.2 2.1 1.4 2 2.3 - 9.6 9.5 9.3 8.4 7.0 6.1 5.2 4.3 2.9 2.0 3.7 4.5 6.0 7.4 7.5 7.8 7.6 6.9 6.7 6.6 _ 2 2.3 2.9 2.9 3.6 4.6 5.1 7.2 2 .5 1.0 1.3 1.7 2 2.7 - 5.6 4.9 4.4 3.7 2.8 2.1 1.9 1.1 2 3.0 - 7.1 6.7 6.9 7.4 5.8 5.9 5.0 5.2 5.1 3.0 4.5 1.6 3.7 3.3 4.0 4.9 7.9 6.5 6.6 7.5 2.3 2.1 1.9 1.0 1.2 1.0 2 4.0 _ 5.9 6.3 4.1 4.3 3.9 2.8 1.4 1.2 3.0 1.4 - $30,000 $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 and and and and and and and and and and under under under under under under under under under under $31,500 $33,000 $34,500 $36,000 $37,500 $39,000 $40,500 $42,000 $43,500 $45,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... $45,000 $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 and and and and and and and and and and under under under under under under under under under under $46,500 $48,000 $49,500 $51,000 $52,500 $54,000 $55,500 $57,000 $58,500 $60,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - _ - $60,000 $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 and and and and and and and and and and under under under under under under under under under under $61,500 $63,000 $64,500 $66,000 $67,500 $69,000 $70,500 $72,000 $73,500 $75,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - _ - $75,000 $76,500 $78,000 $79,500 $81,000 $82,500 $84,000 $85,500 $87,000 $88,500 and and and and and and and and and and under under under under under under under under under under $76,500 $78,000 $79,500 $81,000 $82,500 $84,000 $85,500 $87,000 $88,500 $90,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ _ _ _ _ _ - - - - - - - - - - - - - - - - - - - - - $90,000 and under $91,500 ................... $91,500 and under $93,000 ................... $93,000 and under $94,500 ................... $94,500 and under $96,000 ................... $96,000 and under $97,500 ................... $97,500 and under $99,000 ................... $99,000 and under $100,500 ................. $100,500 and under $102,000 ............... $102,000 and under $103,500 ............... $103,500 and o v er................................... _ _ _ _ _ _ _ - - - - - “ “ - - “ _ _ _ 1 For the scope of the study see table A-1 in appendix A. 2 To avoid showing small proportions of employees scattered at or near the extremes of the distributions for some occupations, the per centages of employees in these intervals have been accumulated and _ - _ - - " - - - - _ - _ 1.2 2.3 .6 1.4 .4 .9 .4 1.4 .7 3.0 are shown in the interval above or below the extreme interval containing at least 1 percent, NOTE: Because of rounding, sums of individual items may not eaual 100. 27 Table 5. Employment distribution by salary: Technical support occupations (Percent distribution of employees in selected technical support occupations by annual salary, United States, except Alaska and Hawaii,1 March 1985) Engineering technicians Drafters Annual salary I II Ill IV V I II Ill IV V Number of employees............................. Average annual salary............................. 5,239 $16,876 18,697 $19,339 33,464 $23,179 37,435 $27,259 19,717 $31,386 2,135 $13,208 8,190 $16,488 19,336 $20,006 20,949 $23,950 15,763 $29,876 T o ta l....................................................... $8,000 and under $9,000 ........................ $9,000 and under $10,000...................... 100.0 - 100.0 _ 100.0 _ 100.0 - 100.0 _ 100.0 _ 100.0 _ 100.0 _ 100.0 - - - - - 100.0 .4 2.1 - - - _ - _ _ _ - _ _ _ _ - 8.6 23.9 16.7 20.5 11.8 5.9 4.9 1.6 .6 1.1 1.4 1.6 6.5 8.2 13.7 14.4 15.8 11.8 6.9 8.2 _ _ _ _ _ _ .8 1.1 5.8 1.3 2.3 1.1 2 .7 $10,000 $11,000 $12,000 $13,000 $14,000 $15,000 $16,000 $17,000 $18,000 $19,000 $20,000 $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 $30,000 $31,000 $32,000 $33,000 $34,000 $35,000 $36,000 $37,000 $38,000 $39,000 and and and and and and and and and and and and and and and and and and and and and and and and and and and and and and under under under under under under under under under under under under under under under under under under under under under under under under under under under under under under $11,000 $12,000 $13,000 $14,000 $15,000 $16,000 $17,000 $18,000 $19,000 $20,000 $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 $30,000 $31,000 $32,000 $33,000 $34,000 $35,000 $36,000 $37,000 $38,000 $39,000 $40,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... .1 1.3 3.5 7.1 12.9 14.6 16.8 14.2 9.1 7.8 2 .4 1.1 3.3 6.0 13.6 12.0 13.2 11.3 2 .8 1.4 3.5 6.2 7.5 2 .6 1.1 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 7.8 1.5 .7 1.0 2 1.7 - 11.1 9.0 7.4 5.1 3.1 1.5 1.0 2 1.0 - ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ - _ - - - - - - - - - - - - - - _ _ _ _ “ - - - $40,000 and under $41,000 ................... $41,000 and o v e r...................................... - 9.8 11.6 11.3 9.7 8.9 7.5 7.4 5.6 3.3 2.0 1.6 3.3 5.4 8.3 8.2 9.3 10.6 13.3 10.4 7.4 1.3 2 2.3 6.3 4.7 2.7 2.9 1.5 2 2.7 _ - _ _ See footnotes at end of table. 28 _ _ _ _ _ _ 2 1.0 1.0 1.8 3.0 5.1 7.1 8.7 10.9 9.6 12.1 9.2 8.2 6.0 5.0 3.2 2.8 1.4 1.3 2 2.6 - 2 .2 _ _ _ _ _ - - 2 1.3 3.7 5.6 8.6 9.4 13.2 11.0 _ 2 .8 1.3 2.1 5.2 5.8 11.1 13.4 8.1 3.8 2.8 2.4 1.5 1.7 2 2.6 - _ _ _ _ 2 .7 7.3 9.0 9.8 11.4 11.7 9.0 6.0 5.4 4.5 5.7 1.3 2.8 4.1 3.8 4.5 5.0 7.2 7.8 7.6 8.3 1.9 1.4 2 1.8 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ - - - - 6.4 8.6 7.9 4.4 3.9 3.8 2.4 2.9 1.9 1.7 - - - - 2.7 .4 _ _ _ _ _ _ _ _ _ Table 5. Employment distribution by salary: Technical support occupations—Continued (Percent distribution of employees in selected technical support occupations by annual salary, United States, except Alaska and Hawaii,1 March 1985) Computer operators Photographers Annual salary I II III IV V I II III IV Number of employees............................. Average annual salary............................. 9,305 $13,670 32,988 $16,973 23,039 $20,664 8,573 $24,016 1,416 $28,440 219 $17,571 727 $22,019 806 $26,489 365 $30,210 T o tal....................................................... $8,000 and under $ 9 ,000........................ $9,000 and under $10,000...................... 100.0 1.3 3.7 100.0 .4 100.0 - 100.0 - 100.0 - 100.0 - 100.0 - 100.0 - 100.0 - - - .5 4.1 4.6 6.8 15.1 6.4 18.3 21.9 3.7 _ 2.3 6.1 5.1 1.0 2.1 7.4 9.6 _ 2 .7 2.9 3.3 _ - 4.4 5.2 10.5 9.9 14.9 5.4 6.9 3.3 3.4 .4 3.2 5.7 6.3 5.8 6.0 8.3 12.9 11.7 7.3 6.8 2 1.4 1.4 6.0 6.8 3.0 3.0 4.9 4.7 7.4 9.6 .3 .1 1.0 .8 7.1 4.5 1.0 1.0 .4 .6 3.5 2 1.0 - 5.5 8.5 8.5 9.9 4.9 2.2 4.7 3.0 1.4 3.3 $10,000 $11,000 $12,000 $13,000 $14,000 $15,000 $16,000 $17,000 $18,000 $19,000 and and and and and and and and and and under under under under under under under under under under $11,000 $12,000 $13,000 $14,000 $15,000 $16,000 $17,000 $18,000 $19,000 $20,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 9.9 13.7 16.1 13.8 15.8 7.9 6.6 5.7 2.6 1.1 1.8 2.5 5.8 7.0 12.0 14.0 13.0 10.4 8.8 6.1 2 1.6 2.6 5.1 7.6 8.8 11.5 10.7 2 1.6 2.0 4.0 6.5 _ - $20,000 $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 and and and and and and and and and and under under under under under under under under under under $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 $30,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 1.0 2 .9 - 4.4 5.7 3.5 1.7 1.1 2 2.0 - 10.0 12.1 6.0 6.2 4.8 3.7 2.4 1.5 1.0 1.5 6.6 11.9 11.1 9.2 9.6 13.3 6.6 4.4 3.3 3.0 2 .8 1.9 5.2 4.5 8.7 5.7 6.9 6.1 10.2 11.6 10.0 4.6 .5 .9 .5 2.3 - 2 2.8 - 1.0 1.2 1.0 1.2 2 2.2 - 19.7 5.9 4.7 1.8 1.5 2.4 2.3 2 .2 “ _ - $30,000 and $31,000 and $32,000 and $33,000 and $34,000 and $35,000 and $36,000 and $37,000 and $38,000 and $39,000 and under $31,000 ................... under $32,000 ................... under $33,000 ................... under $34,000 ................... under $35,000 ................... under $36,000 ................... under $37,000 ................... under $38,000 ................... under $39,000 ................... o v e r...................................... “ _ “ “ ing at least 1 percent. 1 For the scope of the study, see table A-1 in appendix A. 2 To avoid showing small proportions of employees scattered at or near the extremes of the distributions for some occupations, the per centages of employees in these intervals have been accumulated and are shown in the interval above or below the extreme interval contain NOTE: Because of rounding, sums of individual items may not equal 100. 29 Table 6. Employment distribution by salary: Clerical occupations (Percent distribution of employees in selected clerical occupations by annual salary, United States, except Alaska and Hawaii,' March 1985) Accounting clerks File clerks Key entry operators Annual salary I II Ill IV I II Ill I II Number of em ployees............................. Average annual salary............................. 27,038 $12,380 76,029 $14,728 50,107 $17,327 17,868 $21,106 16,778 $10,101 8,781 $11,836 1,962 $14,707 45,527 $13,200 29,908 $16,600 T o ta l....................................................... Under $7,000 ............................................ $7,000 and under $7 ,500........................ $7,500 and under $ 8 ,000 ........................ $8,000 and under $8,500 ........................ $8,500 and under $9,000 ........................ $9,000 and under $ 9 ,500........................ $9,500 and under $10,000...................... 100.0 2 .5 2.1 2.1 2.8 9.6 5.6 100.0 2 .7 1.1 1.4 100.0 _ - 100.0 _ - 100.0 1.1 2.8 9.2 9.9 10.5 12.8 10.8 100.0 _ _ 2 .6 3.3 5.0 10.1 100.0 _ _ _ _ _ _ 100.0 _ _ _ 100.0 _ _ _ _ _ _ _ _ _ 2 1.6 2.1 2.7 9.2 7.1 5.9 5.9 2.9 2.4 3.0 .9 1.0 .6 13.2 15.7 8.7 9.7 7.2 6.1 3.8 3.5 1.7 2.3 2 1.5 4.8 3.3 5.5 9.0 12.4 4.7 9.5 8.2 6.8 6.5 9.0 7.7 6.3 8.1 7.8 8.7 7.0 3.8 4.3 2 2.5 2.5 2.2 2.6 5.0 4.6 4.7 6.9 6.0 1.3 2 2.4 _ _ _ _ - 1.3 1.3 .6 .6 1.2 2 4.3 _ _ _ 4.6 4.1 3.4 4.4 1.6 2.9 3.5 1.0 .8 1.5 3.5 2.3 2.4 1.8 1.8 1.3 1.3 .5 .6 .5 8.0 6.4 4.9 6.2 3.9 4.4 2.9 3.6 3.3 4.2 7 .5 .4 1.1 .3 .6 .2 1.3 2 1.7 - 1 2 3.9 _ _ _ _ _ _ _ 20 1.6 2.3 1.4 .5 1.3 2 6.0 _ _ - $10,000 $10,500 $11,000 $11,500 $12,000 $12,500 $13,000 $13,500 $14,000 $14,500 and and and and and and and and and and under under under under under under under under under under $10,500 $11,000 $11,500 $12,000 $12,500 $13,000 $13,500 $14,000 $14,500 $15,000 ................... ................... ................... ................... ................... ................... ............ ....... ................... ................... ................... 8.0 7.9 7.4 8.0 5.7 6.0 4.3 3.2 3.8 3.6 2.7 3.2 4.6 5.5 6.5 6.4 7.0 7.8 7.9 6.8 _ 2 4.1 2.8 3.2 3.5 3.9 4.8 5.0 $15,000 $15,500 $16,000 $16,500 $17,000 $17,500 $18,000 $18,500 $19,000 $19,500 and and and and and and and and and and under under under under under under under under under under $15,500 $16,000 $16,500 $17,000 $17,500 $18,000 $18,500 $19,000 $19,500 $20,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 3.0 3.5 2.1 4.7 2.3 .3 .2 .2 .2 .1 6.2 4.8 4.7 3.2 2.7 3.4 1.6 1.1 1.2 1.1 4.9 6.9 5.4 7.2 6.5 5.2 6.9 3.9 3.1 3.0 2.3 2.4 1.4 2.2 4.7 4.5 5.6 5.9 5.4 4.2 $20,000 $20,500 $21,000 $21,500 $22,000 $22,500 $23,000 $23,500 $24,000 $24,500 and and and and and and and and and and under under under under under under under under under under $20,500 $21,000 $21,500 $22,000 $22,500 $23,000 $23,500 $24,000 $24,500 $25,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... .2 .2 1.7 2 .5 - 15 1.4 .7 1.3 1.1 2 2.5 - 21 1.7 1.5 1.8 2.1 1.8 1.2 2.2 .7 .7 46 4.3 4.9 5.4 5.7 2.6 1.8 2.9 1.7 2.9 $25,000 $25,500 $26,000 $26,500 $27,000 $27,500 $28,000 $28,500 $29,000 $29,500 $30,000 and and and and and and and and and and and under $25,500 ................... under $26,000 ................... under $26,500 ................... under $27,000 ................... under $27,500 ................... under $28,000 ................... under $28,500 ................... under $29,000 ................... under $29,500 ................... under $30,000 ................... o v e r..................................... - - _ - _ - - - - - .6 .3 1.1 2 2.0 - - - - “ _ _ “ See footnotes at end of table. 30 2.5 1.9 .9 1.6 2.3 1.5 .9 .7 1.3 .8 3.8 - _ _ _ _ _ _ _ _ _ _ _ _ _ - - _ _ _ _ _ _ _ - - _ _ - _ _ _ _ _ - - _ _ _ _ _ _ _ _ 2 2.0 1.4 1.9 4.5 - - - _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ - - - Table 6. Employment distribution by salary: Clerical occupations—Continued (Percent distribution of employees in selected clerical occupations by annual salary, United States, except Alaska and Hawaii,' March 1985) Purchasing assistants Personnel clerks/assistants Annual salary Messengers I II Ill IV I II III Number of employees ............................. Average annual salary............................. 9,356 $11,685 1,787 $14,023 3,120 $16,375 2,545 $18,870 1,353 $22,355 3,804 $16,363 3,798 $21,135 1,062 $28,150 T o tal....................................................... $7,000 and under $7,500 ........................ $7,500 and under $8,000 ........................ $8,000 and under $8,500 ........................ $8,500 and under $9,000 ........................ $9,000 and under $9,500 ........................ $9,500 and under $10,000...................... 100.0 2 .6 1.4 7.0 6.1 7.1 8.7 100.0 2 .7 1.3 100.0 2.1 .5 100.0 - 100.0 - 100.0 - 100.0 - 100.0 - _ - _ 2 2.3 1.6 1.7 2.1 3.7 5.8 6.0 7.5 8.9 _ - _ - 2 2.1 1.2 $10,000 $10,500 $11,000 $11,500 $12,000 $12,500 $13,000 $13,500 $14,000 $14,500 and and and and and and and and and and under under under under under under under under under under $10,500 $11,000 $11,500 $12,000 $12,500 $13,000 $13,500 $14,000 $14,500 $15,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 8.2 10.3 8.1 8.4 6.2 6.0 3.7 3.5 1.3 1.8 2.2 4.0 7.5 6.4 13.0 4.2 8.2 11.6 8.2 5.7 .3 .2 1.1 2.2 1.9 3.3 4.7 5.7 6.3 8.2 2 .7 1.6 .4 .6 1.3 3.1 1.5 $15,000 $15,500 $16,000 $16,500 $17,000 $17,500 $18,000 $18,500 $19,000 $19,500 and and and and and and and and and and under under under under under under under under under under $15,500 $16,000 $16,500 $17,000 $17,500 $18,000 $18,500 $19,000 $19,500 $20,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 1.7 1.5 .5 1.1 .5 1.0 1.2 1.1 2 3.0 - 5.8 3.0 2.1 4.9 .8 1.0 2.2 1.7 1.1 - 7.8 10.1 6.5 5.2 3.9 6.1 2.1 2.4 2.5 2.5 5.6 5.9 5.0 2.4 7.6 4.9 8.5 6.4 5.6 6.5 2 .3 3.4 .3 .9 3.2 2.8 5.1 1.2 1.8 5.2 8.0 6.9 7.8 5.3 6.7 3.1 4.7 2.5 2.3 1.1 3.1 5.6 2.8 2.3 2.6 5.1 5.8 3.4 5.0 3.5 _ 2 1.4 1.0 .8 1.2 1.1 .4 $20,000 $20,500 $21,000 $21,500 $22,000 $22,500 $23,000 $23,500 $24,000 $24,500 and and and and and and and and and and under under under under under under under under under under $20,500 $21,000 $21,500 $22,000 $22,500 $23,000 $23,500 $24,000 $24,500 $25,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... _ 2.2 3.1 1.0 2.4 .5 2.3 .6 1.1 .1 .3 1.1 4.7 4.5 3.5 4.0 3.2 2.0 2.6 1.5 .8 .4 9.6 4.0 5.2 4.9 3.6 7.1 4.1 9.8 1.1 7.3 1.0 1.4 1.3 .8 1.2 2 6.5 - 4.0 4.6 4.6 6.9 2.9 3.2 5.0 2.0 3.1 4.3 1.0 .7 1.2 4.1 1.4 2.2 1.9 2.3 1.3 2.6 $25,000 $25,500 $26,000 $26,500 $27,000 $27,500 $28,000 $28,500 $29,000 $29,500 $30,000 and and and and and and and and and and and under $25,500 ................... under $26,000 ................... under $26,500 ................... under $27,000 ................... under $27,500 ................... under $28,000 ................... under $28,500 ................... under $29,000 ................... under $29,500 ................... under $30,000 ................... o v e r..................................... 2 2.1 1.4 .4 1.0 .3 .2 1.3 2 .7 “ 2.5 3.5 5.0 .7 .5 1.0 .6 .8 .7 .3 3.6 2.2 1.6 1.5 1.7 2.4 1.3 1.3 .9 .5 1.4 2.3 5.8 3.2 5.9 5.4 3.2 4.4 4.6 6.0 3.2 1.4 3 32.0 - - - .6 .1 .3 .1 1.3 2 .1 - _ - _ - - - - - - - - - - - - “ - “ - See footnotes at end of table. 31 - - - _ - - - - - - - - Table 6. Employment distribution by salary: Clerical occupations—Continued (Percent distribution of employees in selected clerical occupations by annual salary, United States, except Alaska and Hawaii,1 March 1985) Secretaries Stenographers Typists Annual salary I II Ill IV V I II I II Number of employees............................. Average annual salary............................. 53,266 $15,869 61,039 $17,721 111,029 $19,988 47,854 $22,520 17,227 $26,210 9,093 $18,391 5,966 $20,914 19,976 $12,621 13,119 $15,847 T o ta l....................................................... $7,000 and under $8,000 ........................ $8,000 and under $ 9 ,000........................ $9,000 and under $10,000...................... 100.0 .1 1.3 100.0 - 100.0 - 100.0 _ 100.0 _ 100.0 100.0 _ _ 100.0 - 2 1.1 100.0 .9 7.4 11.3 18.8 15.9 13.0 7.2 7.4 4.3 4.0 2.5 1.6 .5 3.1 7.3 10.9 12.9 11.0 8.1 10.0 10.2 5.0 4.1 .6 .6 .8 .4 .3 2.3 _ _ 3.6 4.4 1.1 .9 2.7 1.7 2 .2 - - _ _ _ _ _ _ - - $10,000 $11,000 $12,000 $13,000 $14,000 $15,000 $16,000 $17,000 $18,000 $19,000 and and and and and and and and and and under under under under under under under under under under $11,000 $12,000 $13,000 $14,000 $15,000 $16,000 $17,000 $18,000 $19,000 $20,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 2.3 6.0 10.8 13.0 13.4 12.1 11.8 8.0 6.0 3.9 2 .7 1.3 3.4 5.5 10.2 11.8 11.8 12.7 12.6 7.9 2 .6 1.0 1.9 4.3 6.4 8.3 9.8 11.4 11.3 _ 2 1.0 1.4 1.6 3.7 6.3 7.0 7.9 _ 2 .2 1.1 1.3 3.7 3.2 1.7 3.8 5.6 6.6 7.3 6.7 5.8 8.1 6.8 7.1 $20,000 $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 and and and and and and and and and and under under under under under under under under under under $21,000 $22,000 $23,000 $24,000 $25,000 $26,000 $27,000 $28,000 $29,000 $30,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... ................... 2.7 1.7 1.3 1.5 2 3.9 - 7.4 4.4 3.3 1.9 2.7 1.1 2 1.5 - 10.5 7.7 6.7 5.3 4.0 2.5 2.4 3.0 2 2.8 - 8.2 9.2 8.8 10.5 8.9 6.3 5.6 4.0 2.8 2.8 4.3 5.3 6.8 7.8 9.5 8.9 6.3 8.4 7.3 5.8 10.0 6.1 8.0 1.4 7.2 4.7 1.8 .1 - $30,000 $31,000 $32,000 $33,000 $34,000 $35,000 $36,000 $37,000 $38,000 and and and and and and and and and under under under under under under under under under $31,000 $32,000 $33,000 $34,000 $35,000 $36,000 $37,000 $38,000 $39,000 ................... ................... ................... ................... ................... ................... ................... ................... ................... 1.1 1.1 2 1.6 _ 4.5 6.1 2.4 1.5 1.1 1.0 1.0 1.3 2 1.5 _ - _ _ - - - _ - - _ _ _ - - _ - - - 1 For the scope of the study, see table A-1 in appendix A. 2 To avoid showing small proportions of employees scattered at or near the extremes of the distributions for some occupations, the per centages of employees in these intervals have been accumulated and are shown in the interval above or below the extreme interval contain ing at least 1 percent. 3 Workers are distributed as follows: 2.6 percent at $30,000 and un der $31,000, 2.5 percent at $31,000 and under $32,000, 3.9 percent at $32,000 and under $33,000, 6.6 percent at $33,000 and under $34,000, $35,000 $37,000, $38,000 $40,000. 3.1 and 3.8 and - 2 .7 1.5 2.1 2.6 3.2 5.2 5.6 4.7 10.3 - 15.6 19.3 6.5 3.6 3.4 3.4 6.8 2.6 .5 .9 _ - 1.0 .6 _ _ _ _ _ _ - - - 2 .4 2.5 _ - percent at $34,000 and under $35,000, 3.0 under $36,000, 4.2 percent at $36,000 percent at $37,000 and under $38,000, 1.9 under $39,000, and .3 percent at $39,000 percent at and under percent at and under NOTE: Because of rounding, sums of individual items may not equal 100 . 32 Table 7. Occupational employment distribution: By industry division (Percent distribution of employees in selected professional, administrative, technical, and clerical occupations,1 by industry division,2 United States, except Alaska and Hawaii, March 1985) Occupation All industries Mining Construction Manufacturing Public utilities3 Wholesale trade Retail trade Finance, insurance, and real estate Services" 1 (1 5 4 3 2 ) 11 13 8 14 5 9 14 11 5 3 7 4 6 6 4 2 7 5 2 3 (5) 1 2 4 1 4 1 3 3 4 1 (6 ) (5 ) 12 34 8 40 3 23 26 29 13 (5 ) (5 ) 4 2 100 4 3 3 17 12 6 5 7 10 Professional and adm inistrative Accountants.................................. Auditors ......................................... Public accountants....................... Chief accountants........................ Attorneys....................................... Buyers............................................ Computer programmers.............. Systems analysts ......................... Job analysts.................................. Directors of personnel................. Chemists ....................................... Engineers...................................... 100 100 100 100 100 100 100 100 100 100 100 100 8 3 4 5 2 1 3 1 2 1 1 (5 ) (5 ) 2 (5 ) (5 ) 0 1 5 58 37 68 30 83 38 37 46 69 88 75 100 100 100 100 1 1 3 2 (5 ) 3 (5) (5 ) 81 70 39 66 6 10 9 6 1 1 8 3 (5 ) (5 ) 4 4 (5 ) (5) 24 2 11 15 12 18 100 100 100 100 100 100 100 100 100 2 1 1 2 2 1 2 (5 ) (5 ) 1 (5) 1 (5) (5) 1 1 (5 ) 3 41 12 35 25 58 84 51 43 37 12 4 7 9 7 7 8 47 9 10 4 9 3 3 1 6 1 4 13 5 8 5 5 1 3 1 4 17 68 31 48 17 4 23 5 35 4 5 8 8 8 3 6 3 8 - - Technical support Engineering technicians.............. Drafters.......................................... Computer operators..................... Photographers.............................. C lerical Accounting clerks......................... File clerks...................................... Key entry operators..................... Messengers .................................. Personnel clerks/assistants ....... Purchasing assistants.................. Secretaries.................................... Stenographers.............................. Typists........................................... 1 Each occupation includes the work levels shown in table 1. 2 For the scope of the study, see table A-1 in appendix A. 3 Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary services. 4 Limited to engineering, architectural,and surveying services; commer cially operated research, development, and testing laboratories; credit re porting and collection agencies; computer and data processing services; management, consulting, and public relations services; noncommercial 33 educational, scientific, and research organizations; and accounting, audit ing, and bookkeeping services. 5 Less than 0.5 percent. NOTE: A dash indicates that no workers were found in the occupation in the industry. Because of rounding, sums of individual items may not equal 100. Table 8. Relative salary levels: Occupation by industry division (Relative salary levels for selected professional, administrative, technical, and clerical occupations,1 by industry division,2 United States, except Alaska and Hawaii, March 1985) Occupation Wholesale trade Retail trade 106 108 98 106 - - - 103 104 109 106 103 109 103 105 98 104 98 111 - - 101 98 103 99 103 102 105 100 100 100 94 91 97 112 92 96 - 101 - - 119 108 102 - 97 - 99 99 103 102 112 109 116 - _ 99 - 113 122 112 107 113 127 112 96 92 - 102 115 106 112 101 100 103 97 112 120 143 128 133 109 107 112 106 117 95 106 95 112 95 101 120 109 All industries Mining Construction Manufacturing 100 100 100 100 100 100 100 100 100 100 100 100 107 111 102 100 103 - - 118 113 110 112 118 118 120 - 100 100 100 100 100 100 100 100 100 100 100 100 100 Public utilities1 3 2 Finance, insurance, and real estate Services4 P rofessional and ad m inistrative Accountants.................................. Auditors ......................................... Public accountants....................... Chief accountants........................ Attorneys....................................... Buyers............................................ Computer programmers.............. Systems analysts......................... Job analysts.................................. Directors of personnel................. Chemists ....................................... Engineers...................................... - 101 106 105 - 92 93 101 94 96 95 97 91 94 - 95 96 100 100 94 98 96 97 91 94 90 96 97 - _ 92 - 96 100 95 92 94 103 96 90 90 88 98 99 87 94 90 88 90 94 104 93 98 101 99 100 86 94 Te chnical support Engineering technicians.............. Drafters.......................................... Computer operators..................... Photographers.............................. Clerical Accounting clerks......................... File clerks...................................... Key entry operators..................... Messengers .................................. Personnel clerks/assistants ....... Purchasing assistants.................. Secretaries.................................... Stenographers.............................. Typists........................................... - 108 - 98 - 93 1 Each occupation includes the work levels shown in table 1. In computing relative salary levels for each occupation by industry division, the total employment in each work level in all industries surveyed was used as a constant employment weight to eliminate the effect of differences in the proportion of employment in various work levels within each occupation. 2 For the scope of the study, see table A-1 in appendix A. 3 Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary services. 4 Limited to engineering, architectural, and surveying services; - 90 67 85 commercially operated research, development, and testing laboratories; credit reporting and collection agencies; computer and data processing services; management, consulting, and public relations services; noncommercial educational, scientific, and research organizations; and accounting, auditing, and bookeeping services. NOTE: A dash indicates insufficient employment in 1 work level or more in the occupation-industry designation to warrant separate presentation of data. 34 Table 9. Average weekly hours: Occupation by industry division (Average standard weekly hours’ for employees in selected professional, administrative, technical, and clerical occupations,2 by industry division,3 United States, except Alaska and Hawaii, March 1985) Occupation All industries Mining Construction Manufacturing Public utilities4 Wholesale trade Retail trade Finance, insurance, and real estate 39.5 39.5 39.5 39.5 38.5 40.0 39.5 39.0 39.5 39.5 39.5 40.0 40.0 40.0 40.0 40.0 39.5 39.5 39.5 40.0 39.5 40.0 39.5 40.0 38.5 39.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 39.5 39.0 40.0 39.5 39.5 39.5 39.5 39.5 40.0 40.0 39.5 39.5 39.5 39.5 39.5 39.5 40.0 40.0 40.0 39.0 40.5 40.0 39.5 39.5 39.5 O 40.0 40.0 39.0 40.0 40.0 39.5 40.0 40.0 O 40.0 39.0 38.0 38.0 38.0 38.0 38.5 38.5 38.5 39.5 39.5 39 0 39.5 39.0 38.5 39.5 40.0 40.0 39.0 39.5 40.0 40.0 40.0 40.0 39.5 39.5 40.0 40.0 40.0 40.0 0 40.0 40.0 O 40.0 40.0 39.5 40.0 40.0 39.0 39.0 39.5 38.5 39.5 39.5 38.0 O 37.5 39.5 38.5 O 39.5 38.5 38.0 40.0 40.0 40.0 39.5 39.5 38.5 39.0 38.5 39.5 39.5 39.5 39.5 39.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 O 40.0 40.0 39.5 40.0 0 40.0 40.0 40.0 40.0 40.0 39.5 39.5 39.5 39.0 40.0 39.5 39.5 40.0 39.5 39.5 39.5 39.5 39.0 39.5 39.0 39.5 39.5 40.0 39.5 39.5 39.5 39.5 39.5 40.0 39.5 40.0 39.5 39.5 40.0 39.5 39.5 39.5 40.0 39.0 40.0 40.0 38.5 38.0 38.5 37.5 38.5 38.0 38.5 36.5 37.5 39.0 39.0 39.0 38.5 39.0 39.5 39.0 39.0 39.0 Services5 P rofessional and ad m inistrative Accountants.................................. Public accountants....................... Chief accountants........................ Attorneys....................................... Buyers............................................ Computer programmers.............. Systems analysts......................... Job analysts.................................. Directors of personnel................. Chemists ....................................... Engineers...................................... - Technical support Engineering technicians.............. Drafters.......................................... Computer operators..................... Photographers.............................. Clerical Accounting clerks......................... File clerks...................................... Key entry operators..................... Messengers .................................. Personnel clerks/assistants ....... Purchasing assistants.................. Secretaries.................................... Stenographers.............................. Typists ........................................... cially operated research, development, and testing laboratories; credit re porting and collection agencies; computer and data processing services; management, consulting, and public t relations services; noncommercial educational, scientific, and research organizations; and accounting, audit ing, and bookkeeping services. 6 Insufficient number of establishments to warrant separate presenta tion of data. 1 Based on the standard workweek for which employees receive their regular straight-time salary. If standard hours are not available, the stand ard hours applicable for a majority of the office work force in the estab lishment were used. The average for each job category was rounded to the nearest half-hour. 2 Each occupation includes the work levels shown in table 1. 3 For the scope of the study, see table A-1 in appendix A. 4 Transportation (except U.S. Postal Service), communications, electric, gas, and sanitary services. 5 Limited to engineering, architectural,and surveying services; commer NOTE: A dash indicates that no workers were found in the occupation in the industry. 35 Appendix A. Scope and Method of Survey Scope Survey design The survey relates to establishments1 in the United States, except Alaska and Hawaii, employing a specified minimum number 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 government 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 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 of workers at the time of the survey. Establishments found to be outside of the industrial scope of the survey at the time of data collection were excluded. Table A-l shows the estimated number of 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 Metropolitan Statistical Areas (M SA’s) and Primary Metropolitan Statistical Areas ( p m s a ’s) . 2 Similar estimates of the number of full-time white-collar employees are also provided. 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 1985 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 “ Reliability of estimates” section for a discussion of sampling errors.) Data collection Data for the survey were obtained primarily by per sonal visits of the Bureau’s field representatives to a na tionwide sample of establishments. Collection was scheduled from January through mid-May to reflect an average reference period of March 1985.4 Employees were classified by occupation and work level using job descriptions (appendix C) prepared joint ly by the Bureau of Labor Statistics and the Office of Personnel Management. Descriptions are designed to reflect duties and responsibilities of employees in private industry and to be translatable to specific General Schedule grades applying to Federal employees (appendix D). Thus, definitions of some occupations and work levels were limited to specific elements which could be classified uniformly among establishments. In comparing the actual duties and responsibilities of employees with those enumerated in job descriptions, the Bureau’s field representatives, with the assistance of company officials, made extensive use of company posi- Sampling frame The list of establishments (the sampling frame) from which the sample was selected was developed by up dating the 1984 survey sampling frame using data from the most recently available (usually March 1983) unemployment insurance reports for the 48 contiguous States and the District of Columbia. During the update process, some establishments were added; some were removed; and for some, address, employment, type of industry, or other information was changed.1 * 2 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 at a single physical location. In nonmanufacturing industries, all locations o f an individual company within a Metropolitan Statistical Area (MSA) or Primary Metropolitan Statistical Area (PMSA) or within a nonmetropolitan county are usual ly considered an establishment. 2 Metropolitan data relate to all 327 MSA’s and PMSA’s within the 48 contiguous States as defined by the U.S. Office o f Management and Budget through June 1983. 3 In 1985, a random sample was selected systematically to maximize the probability o f retaining establishments which were selected for the 1984 survey. This method was a modification o f the method introduced by Nathan Keyfitz in 1951 in his paper titled “ Sampling with Probabilities Proportional to Size: Adjusting for Changes in the Probabilities,” Journal o f the American Statistical Association, No. 46, pp. 105-09. 4 The March payroll period has been used since the 1972 survey. The 1970 and 1971 surveys had a June reference period. 36 tion 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. Cost-of-living allowances and incentive payments, however, were included. Excluded were per formance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries,5 as well as profit-sharing payments, attendence bonuses, Christmas or year-end bonuses, and other nonproduc tion bonuses. Employment. Occupational employment data published in this bulletin are estimated totals for all establishments within the scope of the survey and are not limited to establishments actually studied. An occupational 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-per-hour class intervals. All salary averages in the tables were rounded to the nearest dollar. For all an nual salary calculations, individual monthly salaries (to the nearest one-tenth cent) were multipled by 12 before performing the necessary data aggregation. Survey nonresponse In the March 1985 survey, salary data were not available from about 13 percent of the sample establishments (representing 2,753,000 employees in the total universe covered by the survey). An additional 3 percent of the sample establishments (representing 497,200 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 were in creased 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. These three are directors of personnel level II (6 percent), level III (12 percent), and level IV (10 percent). Salary trends. Percent increases for each occupation in text table 1 were obtained by adding the product of average annual salaries and employment for each level in each of 2 successive years and dividing the later sum by the earlier sum. To eliminate the effects of year-toyear employment shifts in this computation, average salaries in each year were multipled 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 2 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 periods. Changes in the scope of the survey and in occupa tional definitions were incorporated into the various trend series as soon as two consecutive periods with comparable data were available. Survey estimation methods Data conversion. Salary data were collected from com pany records in the most readily available form, i.e., weekly, biweekly, semimonthly, monthly, or annually. Before initial tabulations, all salary data were converted to a monthly basis. The factors used to convert the salary data are as follows: Payroll basis Limitations Survey occupations were limited to employees meeting the specific criteria in each job definition and were not intended to include all employees in each field of work.6 Employees whose salary data were not available, as well as those for whom there was no satisfactory basis for 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- Conversion factor W eek ly............................................... Biweekly............................................. Sem im onthly.................................... M onthly............................................. Annually..................................................... 4.3333 2.1665 2.0000 1.0000 .0833 Factors which reflect the normal work schedules for the month were used to convert hourly rates to a monthly basis. 6 Engineers, for example, include employees engaged in engineering work within a band o f 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 specific program and with duties and responsibilities as indicated for each o f the more limited number o f work levels selected for study. 5 For a discussion of such payments, see “Wage Highlights,” Current Wage Developments, November 1983, pp. 1-5. 37 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 for 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 of a rate range for a work level, which would tend to lower the average of a job; a reduction or a low turnover in the work force may have the opposite effect. Similarly, pro motions of employees to higher work levels of profes sional and administrative 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 personnel. on such factors as the frequency with which the job oc curs, the dispersion of salaries for the job, and the survey design. For the 107 publishable work levels, esti mated relative standard errors for average salary estimates were distributed as follows: Relative standard error Less than 1 percen t..................... 1-2 percent .................................... 2-3 percent.................................... 3 percent or m ore.......................... Number o f occupational work levels 47 47 12 1 The Bureau evaluates the reliability of its estimates based in part on the value of two relative standard er rors for an occupational level. For example, a 95-percent confidence interval8 for accountants I (survey estimate = $20,628 yearly) is from $19,926 to $21,328. Nonsampling errors can come from many sources, such as inability to obtain information from some establishments; definitional difficulties; inability of respondents to provide correct information; mistakes in recording or coding the data obtained; and other errors of collection, response, coverage, and estimation of missing data. Although not specifically measured, the survey’s nonsampling errors are expected to be minimal due to the high response rate and the extensive and con tinuous training of field representatives, careful screen ing of data at several levels of review, annual maintenance and evaluation of the suitability of job definitions, and thorough field testing of new or revised job definitions. To measure and better control nonsampling errors that occur during data collection, a quality control pro cedure was added to p a t c in 1983 and repeated in the following years.9 The procedure, job match validation ( j m v ) , was designed to identify the frequency, reasons for, and sources of incorrect decisions made by Bureau field representatives in matching company jobs to survey job categories. Once identified, the problems were discussed promptly with the field representatives while the data were still being collected. Subsequently, the j m v results were tallied, reported to b l s staff, and have become the basis for remedial action at annual training conferences. Tabulations of the 1985 j m v process showed that about 6 percent of the 2,044 job match decisions check ed with respondents were subsequently changed by Reliability of estimates 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 on ly from a sample, not the entire population. The par ticular sample used in this survey is one of a number of all possible samples of the same size that could have been selected using the same sample design. Estimates derived from the different samples would differ from each other. A measure of the variation among these differing estimates is called the standard error or sampling error.7 It indicates the precision with which an estimate from a particular sample approximates the average result of all possible samples. The relative standard error ( r s e ) is the standard error divided by the estimate. The smaller the r s e , the greater the reliability of the estimate. Estimates of relative standard errors for the 1985 survey vary among the occupational work levels depending 8 A 95-percent confidence interval means that, if all 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 true average salary. For accountants I, the 2 relative standard errors were 3.4 per cent in 1985. 9 For a more detailed description o f the process, see National Survey o f Professional, Administrative, Technical, and Clerical Pay, March 1983, Bulletin 2181 (Bureau o f Labor Statistics, 1983), p.35. 7 A replication technique with 15 random groups was used to ob tain estimates o f relative standard errors for the 1985 survey. 38 occupational work levels. Most of the remaining errors were matching one work level too high or too low within the appropriate occupation, e.g., accountant IV instead of accountant III. survey reviewers. Of those revised (126), about threetenths were either original job matches that should have been excluded or company jobs excluded by the field representative that should have been matches for b l s 39 Table A-1. Number of establishments and workers within scope of survey and number studied, by Industry division, United States, March 1985 Industry division’ Minimum employment in establishments within scope of survey Within scope of survey Studied Workers in establishments Workers in establishments Number of establishments Total Professional and administrative Clerical and technical support Number of establishments Total Professional and administrative Clerical and technical support U nited S ta te s All industries1 *............................................... 24 . - 43,220 22,704,574 5,438,992 4,879,057 3,209 6,039,816 1,759,189 1,421,076 Manufacturing........................................................... ’ 100-250 18,180 11,430,931 2,657,477 1,596,657 1,486 3,312,982 972,143 528,521 250 250 578 662 362,189 238,718 97,356 55,782 55,302 36,641 59 53 75,299 69,071 29,520 24,018 18,314 15,015 *100-250 100 250 100 • 50-100 4,353 4,921 4,110 7,242 3,174 2,794,501 1,050,943 3,337,992 2,618,471 870,829 616,729 326,698 380,654 855,912 448,384 653,013 273,077 608,538 1,385,516 270,313 311 225 199 507 369 1,123,766 87,915 497,512 630,582 242,689 294,068 32,739 60,568 216,592 129,541 288,594 30,539 113,572 352,317 74,204 Nonmanufacturing: M in in g ................................................................. Construction ...................................................... Transportation, communications, electric, gas, and sanitary services Wholesale trade Retail trade ........................................................ Finance, insurance, and real estate ............... Services5 ............................................................. M e tro p o lita n a re a s 7 All industries .................................................. - 36,347 19,695,054 4,998,064 4,562,866 2,836 5,755,292 1,705,509 1,384,905 Manufacturing........................................................... ’ 100-250 13,973 9,229,492 2,375,618 1,410,915 1,229 3,100,064 935,988 505,946 250 250 348 580 199,660 202,829 70,562 52,108 43,589 33,674 41 45 53,285 57,778 23,082 22,693 14,612 14,222 *100-250 100 250 100 5 50-100 3,297 4,512 3,729 6,826 3,082 2,515,595 980,692 3,180,802 2,532,465 853,519 570,386 310,492 346,749 832,498 439,651 601,782 263,881 602,640 1,342,420 263,965 272 214 193 484 358 1,101,790 85,884 492,905 624,367 239,219 289,394 32,346 59,650 214,676 127,680 284,548 30,286 113,231 348,996 73,154 1,027 6,720,936 1,897,499 1,561,824 605 4,585,861 1,355,487 1,060,155 494 3,701,494 1,137,554 612,708 336 2,649,931 818,356 431,908 Nonmanufacturing: M in in g ................................................................. Construction ........................................... T ransportation .communications, electric, gas, and sanitary services Wholesale trade Retail trade ........................................................ Finance, insurance, and real estate Services5 ............................................................. E s ta b lis h m e n ts e m plo yin g 2,500 w o rkers or m ore All industries .................................................. Manufacturing.................................................... - 1 As defined in the 1972 edition of the S ta n d a rd In dustrial C la ss ific atio n M anual, U.S. Office of Manage ment and Budget. 2 Establishments with total employment at or above the minimum limitation indicated in the first column; ex cludes Alaska and Hawaii. ’ Minimum 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. 4 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 services; and pipelines; and 250 for all other transportation industries. U.S. Postal Service is excluded from the survey. 5 Limited to engineering, architectural, and surveying services; commercially operated research, develop ment, and testing laboratories; credit reporting and collection agencies; computer and data processing ser vices; management, consulting, and public relations services; noncommercial educational, scientific, and research organizations; and accounting, auditing and bookkeeping services. • Minimum employment size was 50 for accounting, auditing, and bookkeeping services; and 100 for all other selected services. 7 Metropolitan Statistical Areas and Primary Metropolitan Statistical Areas in the United States, except Alaska and Hawaii, as defined through June 1983 by the U.S. Office of Management and Budget. Appendix B. A Note on Computer Occupations A five-level series for nonsupervisory systems analysts and a separate four-level series for systems analyst supervisors/managers were first added to the survey in 1984. (See appendix C.) For publication purposes, however, data from these series were combined into six levels as shown at the right. In 1985, systems analyst VI was published for the first time. The title for another computer job series,“ programmer/programmer analyst” was changed to “ computer programmer” in 1985. No substantive revisions to the definition, however, were made. Level I II III IV V VI 41 ..................... ...................... ..................... ..................... ..................... ..................... Systems analyst Supervisory/ managerial Nonsupervisory I II III IV V - I II III IV Appendix C. Occupational Definitions The primary purpose of preparing job definitions for the Bureau’s wage surveys is to assist its field staff in classifying into appropriate occupations, or levels within occupations, workers who are employed under a variety of payroll titles and different work arrangements from establishment to establishment and from area to area. This permits the grouping of occupational wage rates representing comparable job content. To secure comparability of job content, some occupations and work levels are defined to include only those workers meeting specific criteria as to training, job functions, and responsibilities. Because of this emphasis on in-* terestablishment and interarea comparability of occupa tional content, the Bureau’s occupational definitions may differ significantly from those in use in individual establishments or those prepared for other purposes. Accountants and Auditors ACCOUNTANT Advising operating officials on accounting matters; and Recommending improvements, adaptations, or revisions in the accounting system and procedures. 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 of work that is analytical, creative, evaluative, and advisory in nature. The work draws upon and requires a thorough knowledge of the fundamental doctrines, theories, principles, and ter minology of accounting, 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 such duties as: Analyzing the effects of transactions upon account relation ships; Evaluating alternative means of treating transactions; Entry and developmental level positions provide op portunity to develop ability to perform professional . duties such as those enumerated above. In addition, most accountants are also responsible for assuring the proper recording and documentation of transactions in the accounts. They, therefore, frequent ly direct nonprofessional personnel in the actual day-today maintenance of books of accounts, the accumula tion of cost or other comparable data, the preparation of standard reports and statements, and similar work. (Positions involving such supervisory work, but not in cluding 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 of work are inappropriate for such jobs.) Note, however, that professional accountant positions with responsibility for recording or reporting accounting data relative to taxes are included, as are other operating or cost accountants whose work 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 Planning the manner in which account structures should be developed or modified; Assuring the adequacy of the accounting system as the basis for reporting to management; Considering the need for new or changed controls; Projecting accounting data to show the effects of proposed plans on capital investments, income, cash position, and overall financial condition; Interpreting the meaning of accounting records, reports, and statements; 42 designed to expand practical experience and to develop professional judgment in the application of basic ac 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.) data. In some such cases, the machine unit is a subor dinate segment of the accounting system; in others, it is 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. 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. Accountant I General characteristics. At this beginning professional level, the accountant learns to apply the principles, theories, and concepts of accounting to a specific system. The position is distinguishable from nonprofes sional positions by the variety of assignments; rate and scope of development expected; and the existence, im plicit or explicit, of a planned training program design ed to give the entering accountant practical 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 recommedations. 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. Responsibility fo r direction o f others. Usually none, although sometimes responsible for supervision of a few clerks. 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 standard ratios; assembling and summarizing account ing literature on a given subject; preparing relatively simple financial statements not involving problems of analysis or presentation; and preparing charts, tables, and other exhibits to be used in reports. In addition, may also perform some nonprofessional tasks for train ing purposes. Accountant III General characteristics. The accountant at this level ap plies 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 appropriate for this level. Responsibility fo r direction o f others. Usually none. Accountant II General characteristics. At this level, the accountant makes practical application of technical accounting practices and concepts beyond the mere application of detailed rules and instructions, as a phase in developing greater professional competence. Initial assignments are 43 ment having a few relatively stable accounting segments; or (b) a major segment (e.g., general ac counting, cost accounting, or financial statements and reports) of an accounting system serving a larger and more complex establishment; or (c) in a complex system, may be assigned to a relatively narrow and specialized segment dealing with some problem, func tion, or portion of work which is itself of the level of difficulty characteristic of this level. Direction received. A higher level professional account ant normally is available to furnish advice and assistance as needed. Work is reviewed for technical ac curacy, adequacy of professional judgment, and com pliance with instructions through spot checks, appraisal of results, subsequent processing, analysis of reports and statements, and other appropriate means. Typical duties and responsibilities. The primary re sponsibility of most positions at this level is to assure that the assigned day-to-day operations are carried out in accordance with established accounting principles, policies, and objectives. The accountant performs such professional work as: Developing nonstandard reports and statements (e.g., those containing cash forecasts reflecting the interrelations of accounting, cost budgeting, or comparable information); interpreting and pointing out trends or deviations from standards; projecting data into the future; predicting the effects of changes in operating programs; or identifying manage ment informational needs, and refining account struc tures or reports accordingly. Within the limits of delegated responsibility, makes day-to-day decisions concerning the accounting treat ment of financial transactions, is expected to recom mend solutions to moderately difficult problems and propose changes in the accounting system for approval at higher levels. Such recommendations are derived from personal knowledge of the application of wellestablished principles and practices. Direction received. A higher level accountant normally is available to furnish advice and assistance as needed. Work is reviewed by spot checks and appraisal of results for adequacy of professional judgment, compliance with instructions, and overall accuracy and quality. Typical duties and responsibilities. As in level III, a primary characteristic of most positions at this level is the responsibility of operating an accounting system or major segment of a system in the intended manner. The accountant IV exercises professional judgment in making frequent, appropriate recommendations for: New accounts; revisions in the account structure; new types of ledgers; revisions in reporting system or sub sidiary records; and changes in instructions regard ing the use of accounts, new or refined account classifications or definitions; etc. Also makes day-today decisions concerning the accounting treatment of financial transactions and is expected to recommend solutions to complex problems beyond incumbent’s scope of responsibility. Responsibility for direction o f others. In most in stances, is responsible for supervision of a subordinate nonprofessional staff; may coordinate the work of lower level professional accountants. Responsibility fo r direction o f others. Accounting staff supervised, if any, may include professional account ants. Accountant V Accountant IV General characteristics. The accountant V applies ac counting principles, theories, concepts, and practices to the solution of problems for which no clear precedent exists or performs work which is of greater than average responsibility due to the nature or magnitude of the assigned work. Responsibilities at this level, in contrast to accountants at level IV, extend beyond accounting system maintenance to the solution of more complex technical and managerial problems. Work of account ants V is more directly concerned with what the account ing system (or segment) should be, what operating policies and procedures should be established or revised, and what is the managerial as well as the accounting meaning of the data included in the reports and statements for which they are responsible. Typically, this level of work approaches chief accountant positions in terms of the nature of the concern for the accounting system and its operation, but not in terms of the breadth or scope of responsibility. General characteristics. At this level, the accountant ap plies well-established accounting principles, theories, concepts, and practices to a wide variety of difficult problems. Receives instructions concerning the objec tives and operation of the overall accounting system. Compared with level III, the accounting system or assigned segment is more complex, i.e., (a) is relatively unstable, (b) must adjust to new or changing company operations, (c) is substantially larger, or (d) is com plicated by the need to provide and coordinate separate or specialized accounting treatment and reporting (e,g., cost accounting using standard cost, process cost, and job order techniques) for different operations or divi sions of company. Depending upon the workload and degree of coor dination involved, the accountant IV may have such assignments as the supervision of the day-to-day opera tion of: (a) The entire accounting system of an establish 44 segment (e.g., general 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 of a difficulty characteristic of this level. Direction received. A higher level professional accoun tant 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; and evaluating completed assignments for conformance with applicable policies, regulations, and tax laws. Responsibility fo r direction o f others. Accounting staff supervised generally includes professional accountants. N o t e : Excluded are accountants above level VI whose principal function is to direct, manage, or ad minister an accounting program in that they are primarily concerned with the administrative, budgetary, and policy matters of the program rather than the actual supervision of the day-to-day operations of an account ing program. This type of work requires extensive managerial ability as well as superior professional com petence in order to cope with the technical accounting and management problems encountered. Typically, the level of work involves responsibility for more than one accounting activity (e.g., cost accounting, sales account ing, etc.). Responsibility fo r direction o f others. Accounting staff supervised generally includes professional accountants. Accountant 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 complex corporate accounting system, or (b) a major 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: (1) 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 jor 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 system. (Responsibility for an internal audit program is typically not included.) 45 The responsibilities of the chief accountant include all of the following: needed by the manager responsible for the day-to-day operations of the organization served. 1. On own responsibility, developing, adapting, or revising an accounting system to meet the needs of the organization; This degree of authority is typically found at a plant or similar subordinate establishment. 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.; 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: 3. Providing directly, or through an official such as a comptroller, advisory services to the top manage ment officials of the organization served as to: a. The status of financial resources and the finan cial trends or results of operations as revealed by accounting data, and selecting a manner of presentation that is meaningful to management; Evaluating and taking final action on recommedations 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. b. Methods for improving operations as suggested by an expert knowledge of accounting, e.g., proposals for improving cost control, property management, credit and collection, tax reduction, or similar programs. 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 sibilities of a chief accountant specified above may be covered by the descriptions for accountant. Chief accountant jobs which meet the characteristics described r*re classified by level of work according to (a) authority and responsibility, and (b) technical complexi ty, using table C-l. This degree of 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 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: 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 of the organization served, e.g., in the following or comparable ways: Determining the basic characteristics of the company’s accounting system and the specific accounts to be used; Devising and preparing accounting reports and statements required to meet management’s needs for data; Providing greater detail in accounts and reports or financial statements; Establishing additional accounting controls, accounts, subaccounts, and subsidiary records; and Providing special or interim reports and statements Establishing basic accounting policies, interpretations, and procedures; Reviewing and taking action on proposed revisions to the company’s accounting system suggested by subordinate units; and 46 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. 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 of accounts; improvements or ex pansion of methods for accumulating and reporting cost data in connection with new or changed work processes). Technical Complexity TC-1. The organization which the accounting program serves has relatively few functions, products, work pro cesses, etc., and these tend to be stable and unchanging. The accounting system operates in accordance with well-established principles and practices or those of equivalent difficulty which are typical of that industry. 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, etc., of the organization are very numerous, diverse, unique, or specialized, or there are other comparable TC-2. The organization which the accounting program Table C-1. Criteria for matching chief accountants by level Level Authority and responsibility1 Technical complexity' Subordinate professional accounting staff I AR-1 TC-1 Only 1 or 2 professional accountants who do not exceed the accountant III job definition. II AR-1 TC-2 About 5 to 10 professional accountants, with at least one or two matching the accountant IV job definition. AR-2 TC-1 About 5 to 10 professional accountants. Most o f these match the accountant III job definition, but one or two may match the accountant IV job definition. AR-3 TC-1 Only 1 or 2 professional accountants who do not exceed the accountant IV job definition. AR-1 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. or III IV or V 1 AR-1, -2, -3, and TC-1, -2, and -3 are explained in the text. 47 receivable; payroll; physical inventory; and branch 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 long as the work directly relates to the fmancial audit program; and complexities. Consequently, the accounting system, to a considerable degree, is developed well beyond establish ed principles and accounting practices in order to: Provide for the solution of problems for which no clear precedents exist; or Provide for the development or extension of accounting theories and practices to deal with problems to which these theories and practices have not previously been applied. c. EDP auditors. These positions require an extensive knowledge of computer systems, programming, etc. Subordinate Staff Auditor I In table C-l, the number of professional accountants supervised is recognized to be a relatively crude criterion for distinguishing between various levels. It is to be con sidered less important in the matching process than the other criteria. In addition to the staff of professional ac countants in the system for which the chief accountant is responsible, there are clerical, machine operation, bookkeeping, and related personnel. General characteristics. As a trainee auditor at the entering professional level, performs a variety of 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 of accounting and auditing to specific situations. (Terminal positions are excluded.) AUDITOR Direction received. Works under close supervision of an experienced auditor whose guidance is directed primari ly to the development of the trainee’s professional abili ty 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. Performs professional auditing work requiring a bachelor’s degree in accounting or, in rare instances, equivalent experience and education combined. Audits the financial records and practices of a company, or of divisions or components of the company, to appraise systematically and verify the accounting accuracy of records and reports and to assure the consistent applica tion of accepted accounting principles. Evaluates the adequacy of the accounting system and internal 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: Verifying the ac curacy of the balances in various records; examining a variety of types of documents and vouchers for ac curacy of 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; and 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. Auditor II 3. The propriety or legality of transactions. General characteristics. At this level, the professional auditor serves as a junior member of 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 fmancial transactions. Excluded from this definition are: a. Auditors primarily examining or reporting on the fmancial management of company operations. These auditors evaluate such matters as: (1) The operation’s degree of compliance with the principles of sound fmancial 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 of unusual problems, to insure conformance with required pro cedures and special instructions, and to assure the 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 48 vestigated, and deciding the depth of the analyses re quired to support reported findings and conclusions. Examples of assignments involving work at this level: auditor’s professional growth. Any technical problems not 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 ac counting 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 preparation of 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 of such assignments are the audit and initial review of the accounting treatment and validity of reporting of overhead expenses in a large manufacturing or maintenance organization (e.g., major repair yard of a railroad); or the checking, verification, and balancing of all accounts receivable and accounts payable; or the analysis and verification of assets and reserves; or the inspection and evaluation of account controls and pro cedures. Auditor III General characteristics. Work at this level consists of the audit of operations and accounting processes that are relatively stable, well established, and typical of the 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 of presentation; and few, if any, major problems are anticipated. The work performed requires the application of substantial knowledge of 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 IV General characteristics. Auditors at this level are ex perienced professionals who apply thorough knowledge of accounting principles and theory in connection with a variety of audits. Work at this level is characterized by the audit of organizations and accounting processes which are complex and difficult because of such factors as: Presence of new or changed programs and 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 of 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., 1 year. The audit reports prepared are com prehensive, explain irregularities, cite rules and regula tions violated, recommend remedial actions, and con tain analyses of items of special importance or interest 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; and 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 responsibilities for independently planning and executing audits. Usually difficult problems are discussed with the supervisor who also reviews com pleted assignments for adherence to principles and stand ards and the soundness of conclusions. 49 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: 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 ser vices. Public Accountant I General characteristics. As an entry level public account ant, 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 M BA’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. 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. Carries out basic audit tests and procedures, such as: Verifying reports against source accounts and records; reconciling bank and other accounts; and examining cash receipts and disbursements, payroll records, requisitions, receiving reports, and other accounting documents in detail to ascertain that transactions are properly supported and recorded. Prepares selected portions of audit working papers. 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. N ote : 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. Public Accountant II General characteristics. At this level, the public account ant carries out routine audit functions and detail work with relative independence. Serves as a member of an audit team on assignments planned to provide exposure to a variety of client organizations and audit situations. Specific assignments depend upon the difficulty and complexity of the audit and whether the client has been previously audited by the firm. On moderately complex audits where there is previous audit experience by the firm, accomplishes complete segments of the audit (i.e., functional work areas such as cash, receivables, etc.). When assigned to more complicated audits, carries out activities similar to public accountant I. 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 Direction received. Works under the supervision of a higher level public accountant who provides instructions and continuing direction as necessary. Work is spot checked in progress and reviewed upon completion to determine the adequacy of procedures, soundness of judgment, compliance with professional standards, and 50 selects specific methods and types and sizes of samples and tests. Assigns work to team members, furnishes guidance, and adjusts workloads to accommodate daily priorities. Thoroughly reviews work performed for technical accuracy and adequacy. Resolves anticipated problems within established guidelines and priorities but refers problems of unusual difficulty to superiors for discussion and advice. Drafts financial statements, final reports, management letters, and other closing memoranda. Discusses significant 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 of large cor porations to explain and interpret policies and pro cedures governing the audit process. adherence to clearly established methods and tech niques. All interpretations are subject to close profes sional review. Typical duties and responsibilities. Carries out a variety of sampling and testing procedures in accordance with the prescribed audit program, including examination of transactions and verification of accounts, the analysis and evaluation of accounting practices and internal con trols, and other detail work. Prepares a share of the audit working papers and participates in drafting reports. In moderately complex audits, may assist in selecting appropriate tests, samples, and methods 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. Occa sionally, may be in charge of small, uncomplicated audits which require only one or two other subordinate accountants. Personal contacts usually involve only the exchange of factual technical information and are usually limited to the client’s operating accounting staff and department heads. Public Accountant IV General characteristics. At this level, the public ac countant directs field work including difficult audits—e.g., those involving initial audits of new clients, acquisitions, or stock registrations—and may oversee a large audit team split between several loca tions. The audit team usually includes one or more level III public accountants who handle major components of the audit. The audits are complex and clients typical ly include those engaged in projects which span accoun ting periods; highly regulated industries which have various external reporting requirements; publicly held corporations; or businesses with very high dollar or transaction volume. Clients are frequently large with a variety of operations which may have different accoun ting systems. Guidelines may be general or lacking and audit programs are intricate, often requiring extensive tailoring to meet atypical or novel situations. Public Accountant III General characteristics. At this level, the public ac countant is in charge of a complete audit and may lead a team of 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 adap 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 general supervision. The supervisor sets overall objectives and resource limits but relies on the accountant to fully plan and direct all technical phases of the audit. Issues not covered by guidelines or known precedents are discussed with the supervisor, but the accountant’s recommended approaches and courses of action are normally ap proved. Work is reviewed for soundness of approach, completeness, and conformance with established policies of the firm. Direction received. Works under the general supervision of a higher level public accountant who oversees the operations of the audit. Work is performed in dependently, applying generally accepted accounting principles and auditing standards, but assistance on dif ficult technical matters is available. Work may be checked occasionally during progress for ap propriateness and adherence to time requirements, but routine analyses, methods, techniques, and procedures applied at the worksite are expected to be correct. Typical duties and responsibilities. Is responsible for carrying out the operational and technical features of the' audit, directing the work of team members, and per sonally performing the most difficult work. Often par ticipates in the development of the audit scope, and drafts complicated audit programs with a large number of concurrently executed phases. Independently develops audit steps and detailed procedures, deviating from traditional methods to the extent required. Makes 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 51 program adjustments as necessary once an audit has begun; and selects specific methods, types, and sizes of samples, the extent to which discrepancies need to be in vestigated, and the depth of required analyses. Resolves most operational 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, drafts 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 managment officers of 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 of audits undertaken by the firm, lead the largest and most difficult audits, and who frequently oversee teams performing concurrent audits. This type of work requires extensive knowledge of one or more industries to make subjective determinations on questions of tax, law, accounting, and business practices. Audits may be complicated by such factors as: The size and diversity of the client organization (e.g., multinational corporations and conglomerates with a large number of separate and distinct subsidiaries); accounting issues where precedents are lacking or in conflict; and, in some cases, clients who are encountering substantial financial dif ficulties. They perform most work without technical supervision, and completed audits are reviewed mainly for propriety of recommendations and conformance with general policies of the firm. Also excluded are public accountants whose principal function is to manage, rather than perform accounting work, and the equity owners of the firm who have final approval authority. Personnel Management JOB ANALYST Job Analyst I Performs work involved in collecting, analyzing, and developing occupational data relative to jobs, job qualifications, and worker characteristics as a basis for compensating employees in a fair, equitable, and uniform manner. Performs such duties as studying and analyzing jobs and preparing descriptions of duties and responsibilities and of the physical and mental re quirements needed by workers; evaluating jobs and determining appropriate wage or salary levels in accor dance with their difficulty and responsibility; in dependently conducting or participating with represen tatives 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 of evaluations and to apply current job classifications. As a trainee, performs work in designated areas and of limited occupational scope. Receives immediate supervision in assignments designed to provide training in the application of established methods and tech niques of job analysis. Studies the least difficult jobs and prepares reports for review by a job analyst of higher level. Job Analyst II Studies, describes, and evaluates jobs in accordance with established procedures. Is usually assigned to the simpler kinds of both wage and salaried jobs in the establishment. Works independently on such assignments but is limited by defined areas of assign ment and instructions of superior. Job Analyst III Analyzes and evaluates a variety of wage and salaried jobs in accordance with established evaluation systems and procedures. May conduct wage surveys within the locality or participate in conducting surveys of broad compensation areas. May assist in developing survey methods and plans. Receives general supervision but responsibility for final action is limited. Excluded are: a. Positions also responsible for supplying management with a high technical level of advice regarding solu tion of broad personnel management problems; b. 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. Job Analyst IV Analyzes and evaluates a variety of jobs in accord ance with established evaluation systems and pro cedures, and is given assignments which regularly in52 necessarily cover all jobs in the organization, but does cover a substantial portion of the organization. elude responsibility for the more difficult kinds of jobs. (“ More difficult” means jobs which consist of 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 of new organizations; or where other special considerations of these types ap ply.) Receives general supervision, but responsibility for final action is limited. May participate in the develop ment and installation of evaluation or compensation systems, which may include those for merit rating pro grams. May plan survey methods and conduct or direct surveys within a broad compensation area. 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 of 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.). DIRECTOR OF PERSONNEL Directs a personnel management program for a com pany or a segment of a company. Serves top manage ment officials of the organization as the source of ad vice and assistance on personnel management matters and problems generally; is typically consulted on the personnel implications of planned changes in manage ment policy or program, the effects on the organization of economic or market trends, product or production method changes, etc.; and represents management in contacts with other companies, trade associations, government agencies, etc., dealing primarily with per sonnel management matters. Typically, the director of personnel for a company reports to a company officer in charge of industrial rela tions and personnel management activities or an officer of similar level. Below the company level, the director of personnel typically reports to a company officer or a high management official who has responsibility for the operation of a plant, establishment, or other segment of the company. For a job to be covered by this definition, the person nel management program must include responsibility for all three of the following functions: In addition, positions covered by this definition may, but do not necessarily, include responsibilities in the following areas: a. Employee training and development; b. Labor relations activities which are confined mainly to the administration, interpretation, and application of those aspects of labor union contracts that are essential ly of the type 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; c. Equal Employment Opportunity (EEO); and d. Reporting under the Occupational Safety and Health Act (OSHA). 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 wage and salary surveys or merit rating system ad ministration. The job evaluation system(s) does not Excluded are positions in which responsibility for ac tual contract negotiations with labor unions as the prin cipal company representative is a significant aspect of the job, i.e., a responsibility which serves as a primary basis for qualification requirements and compensation. Director of personnel jobs which meet the above definition are classified by level of work in accordance with the criteria shown in table C-2. Attorneys Performs consultation and advisory work and carries out the legal processes necessary to effect the rights, privileges, and obligations of the company. The work performed requires completion of law school with an 53 Table C-2. Criteria for matching directors of personnel by level "Development level” personnel program* "Operations level" personnel program’ Number of employees in work force serviced ....................... 250-750 1,000-5,000 .................................. 6,000-12,000 ................................ 15,000-25.000 .............................. "Type A" organization serviced- "Type B" organization serviced4 I II Number of employees in work force serviced II III IV V III IV 250-750 ....................................... 1,000-5,000 ................................ 6,000-12,000 .............................. 15,000-25,000 ............................ 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 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" 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 same 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 “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. N ote 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 well within the definition for type A. 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.) l .l .b. degree (or the equivalent) and admission to the bar. Responsibilities or functions include one or more o f the following or comparable duties: Preparing and reviewing various legal instruments and documents, such as contracts, leases, licenses, purchases, sales, real estate, etc.; Attorney jobs which meet the above definition are to be classified in accordance with table C-3 and the defini tions which follow. Acting as agent of the company in its transactions; Examining material (e.g., advertisements, publications, etc.) for legal implications; advising officials o f proposed legislation which might affect the company; Difficulty Applying for patents, copyrights, or registration of company’s products, processes, devices, and trade marks; D-l. Legal questions are characterized by: Facts that are well established; clearly applicable legal precedent; and matters not of substantial importance to the organiza tion. (Usually relatively limited sums of money, e.g., a few thousand dollars, are involved.) Advising whether to initiate or defend lawsuits; Conducting pretrial preparations; defending the com pany in lawsuits; and Examples of D-l work: Advising officials on tax matters, government regula tions, and/or corporate rights. 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. Excluded from this definition are: 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 opinions on employee compensation or benefit questions when there is a substantial amount of clearly applicable statutory, regulatory, and case material. Claims examining, claims investigating, or similar work for which professional legal training and bar membership is not essential; and 54 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. Sufficient professional experience (at least 1 year, usually more) at the D-l level to assure competence as an attorney. 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 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. 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. creative legal endeavor for their solution; the questions require extensive research and analysis and the obtain ing and evaluation of expert testimony regarding con troversial issues in a scientific, financial, corporate organization, engineering, or other highly technical area; and the legal matter is of 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). D-2. Legal work is regularly difficult by reason of one or more of the following: The absence of clear and directly applicable legal precedents; the different 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); and the matter is being strongly pressed or contested in formal proceedings or in negotiations by the individuals, corporations, or government agencies involved. Examples of D-3 work: Advising on the legal aspects and implications of Federal antitrust laws to projected greatly expanded marketing operations involving joint ventures with several other organizations. Planning legal strategy and representing a utility company in rate or government franchise cases involving a geographic area including parts of all or several States. Examples of D-2 work: Advising on the legal implications of advertising re presentations when the facts supporting the representa tions and the applicable precedent cases are subject to dif ferent interpretations. Preparing and presenting a case before an appellate court where the case is highly important to the future operation of the organization and is vigorously contested by very distinguished (e.g., having a broad regional or national reputation) legal talent. Reviewing and advising on the implications of new or revised laws affecting the organization. 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. Presenting the organization’s defense in court in a negligence lawsuit which is strongly pressed by counsel for an organized group. Performing the principal legal work in a nonroutine, major revision of the company’s charter or in effectuating new major financing steps. Providing legal counsel on tax questions complicated by the absence of precedent decisions that are directly ap plicable to the organization’s situation. Responsibility D-3. Legal work is typically complex and difficult because of one or more of the following: The questions are unique and require a high order of original and R-l. Responsibility for final action is usually limited to matters covered by legal precedent'' *nd in which little 55 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 in the initial stages of 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. cies on various aspects of assigned work. Receives little or no preliminary instruction on legal problems and a minimum of technical legal supervision. May assign and review work of a few attorneys, but this is not a primary responsibility. R-4. Carries out assignments which entail independently planning investigations and negotiations on legal prob lems of 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 as signed work, may give advice directly and personally to corporation officers and top-level managers, or may work through the general counsel of the company in ad vising officers. Generally receives no preliminary in structions on legal problems. On matters requiring the concentrated efforts of several attorneys or other specialists, is responsible for directing, coordinating, and reviewing the work of the attorneys involved. 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 impor tant policy considerations pertaining to a legal problem. If trials are involved, may receive guidance from a supervisor regarding presentation, line of approach, possible line of opposition to be encountered, etc. In the case of nonroutine written presentations, the final pro duct is reviewed carefully, but primarily for overall soundness of legal reasoning and consistency with organization policy. Some, but not all, attorneys make assignments to one or more lower level attorneys, aides, or clerks. OR As a primary responsibility, directs the work of a staff of attorneys, one, but usually more, of whom regularly performs D-3 legal work. With respect to the work directed, gives advice directly to corporation of ficers and top managerial 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. R-3. Carries out assignments independently and makes final legal determinations in matters of 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 Computer Programmers in work processes; maintains records to document pro gram development and revisions. At levels I, II, and III, some computer programmers may also perform programming analysis such as: Gathering facts from users to define their business or scientific problems and to investigate the feasibility of solving problems through new or modified computer programs; developing specifications for data inputs, flow, actions, decisions, and outputs; and participating on a continuing basis in the overall program planning along with other EDP personnel and users. In contrast, at levels IV and V, some programming analysis must be performed as part of the programming assignment. The analysis duties are identified as a separate paragraph at levels I, II, III, and IV and are Performs programming services for establishments or for outside organizations who may contract for services. Converts specifications (precise descriptions) about business or scientific problems into a sequence of de tailed instructions to solve problems by electronic data processing (EDP) equipment, i.e., digital computers. Draws program flow charts to describe the processing of data and develops the precise steps and processing logic which, when entered into the computer in coded language (COBOL, f o r t r a n , or other programming language), cause the manipulation of data to achieve desired results. Tests and corrects programs and prepares instructions for operators who control the computer during production runs. Modifies programs to increase operating efficiency or to respond to changes 56 part of each alternative described at level V. However, the systems requirements are defined by systems analysts or scientists. Excluded are: In addition, as training and to assist higher level staff, computer programmers may perform elementary fact finding concerning a specified work process, e.g., a file of clerical records which is treated as a unit (invoices, re quisitions, or purchase orders, etc.); reports findings to higher level staff. Receives classroom and/or on-the-job training in computer programming concepts, methods, and techni ques and in the basic requirements of the subject matter area. May receive training in elementary factfinding. Detailed, step-by-step instructions are given for each task and any deviation must be authorized by a super visor. Work is closely monitored in progress and review ed in detail upon completion. a. Positions which require a bachelor’s degree in a specific scientific field (other than computer science), such as an engineering, mathematics, physics, or chemistry degree; however, positions are potential matches where the required degree may be from any of several possible scientific fields; b. Positions responsible for developing and modify ing computer systems; c. Computer programmers who perform level IV or V programming duties but who perform no programming analysis; Computer Programmer II d. Workers who primarily analyze and evaluate prob lems concerning computer equipment or its selection or utilization; 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 of established programming procedures and data process ing requirements. Works according to clear-cut and complete specifications. The data are refined and the format of the final products is very similar to that of the input or is well defined when significantly different, i.e., there are few, if any, problems with interrelating varied records and outputs. .Maintains and modifies routine programs. Makes ap proved changes by amending program flow charts, developing detailed processing logic, and coding changes. Tests and documents modifications and writes operator instructions. May write routine new programs using prescribed specifications; may confer with e d p personnel to clarify procedures, processing logic, etc. In addition and as continued training, computer pro grammers may evaluate simple interrelationships in the immediate programming area, e.g., whether a con templated change in one part of a simple program would cause unwanted results in a related part; confers with user representatives to gain an understanding of the situation sufficient to formulate the needed change; implements the change upon approval of the supervisor or higher level staff. The incumbent is provided with charts, narrative descriptions of the functions perform ed, an approved statement of the product desired (e.g., a change in a local establishment report), and the in puts, outputs, and record formats. Reviews objectives and assignment details with higher level staff to insure thorough understanding; uses judg ment in selecting among authorized procedures and seeks assistance when guidelines are inadequate, signifi cant deviations are proposed, or when unanticipated problems arise. Work is usually monitored in progress; all work is reviewed upon completion for accuracy and compliance with standards. e. Computer systems programmers or analysts who primarily write programs or analyze problems concerning the system software, e.g., operating systems, compilers, assemblers, system utility routines, etc., which provide basic services for the use of all programs and provide for the scheduling of the execution of programs; however, positions matching this definition may develop a "total package” which includes not only writing programs to process data but also selecting the computer equip ment and system software required; f. Employees who have significant responsibility for the management or supervision of workers (e.g., systems analysts) whose positions are not covered in this definition; or employees with significant responsibili ty for other functions such as computer operations, data entry, system software, etc.; and g. 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. Positions are classified into levels based on the following definitions. Computer Programmer I At this trainee level, assignments are usually planned to develop basic programming skills because 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 of previous work done in the organiza tion, e.g., drawing flow charts, writing operator instruc tions, or coding and testing routines to accumulate counts, tallies, or summaries. May perform routine pro gramming assignments (as described in level II) under close supervision. 57 Computer Programmer III in the review and analysis of detailed program specifica tions and in program design to meet changes in work processes. Works independently under specified objectives; ap plies judgment in devising program logic and in select ing and adapting standard programming procedures; resolves problems and deviations according to establish ed practices; and obtains advice where precedents are unclear or not available. Completed work is reviewed for conformance to standards, timeliness, and effi ciency. May guide or instruct lower level programmers; may supervise technicians and others who assist in specific assignments. 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 stand ardized 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 program(s) and is familiar 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 other gives input.) Performs such duties as: Develops, modifies, and maintains assigned programs; designs and implements modifications to the interrelation of Hies and records within programs in consultation with higher level staff; monitors the operation of assigned programs and responds to problems by diagnosing and correcting er rors in logic and coding; and implements and/or main tains assigned portions of a scientific programming pro ject, applying established scientific programming techniques to well-defined mathematical, statistical, engineering, or other scientific problems usually requir ing the translation of mathematical notation into pro cessing logic and code. (Scientific programming in cludes assignments such as: Using predetermined physical laws expressed in mathematical terms to relate one set of data to another; the routine storage and retrieval of field test data; and using procedures for real-time command and control, scientific data reduc tion, signal processing, or similar areas.) Tests and documents work and writes and maintains operator in structions for assigned programs. Confers with other e d p personnel to obtain or provide factual data. In addition, computer programmers may carry out factfinding and programming analysis of a single activi ty or routine problem, applying established procedures where the nature of the program, feasibility, computer equipment, and programming language have already been decided. May analyze present performance of the program and take action to correct deficiencies based on discussion with the user and consultation with and ap proval of the supervisor or higher level staff. May assist OR Works on complex programs (as described in level IV) under close direction of higher level staff or supervisor. May assist higher level staff by independently perform ing less difficult tasks assigned, and performing more difficult tasks under close supervision. Computer Programmer IV Applies expertise in programming procedures to com plex programs; recommends the redesign of programs, investigates and analyzes feasibility and program re quirements, and develops programming specifications. Assigned programs typically affect a broad multiuser computer system which meets the data processing needs of a broad area (e.g., manufacturing, logistics planning, finance management, human resources, material management, etc.) or a computer system for a project in engineering, research, accounting, statistics, etc. Plans the full range of programming actions to produce several interrelated but different products from numerous and diverse data elements which are usually from different sources; solves difficult programming problems. Uses knowledge of pertinent system soft ware, computer equipment, work processes, regula tions, and management practices. Performs such duties as: Develops, modifies, and maintains complex programs; designs and implements the interrelation of Hies and records within programs which will effectively fit into the overall design of the project; working with problems or concepts, develops programs for the solution to major scientific computa tional problems requiring the analysis and development of logical or mathematical descriptions of functions to be programmed; and develops occasional special pro grams, e.g., a critical path analysis program to assist in managing a special project. Tests, documents, and writes operating instructions for all work. Confers with other e d p personnel to secure information, investigate and resolve problems, and coordinate work efforts. In addition, performs such programming analysis as: Investigates the feasibility of alternate program design 58 area) or a number of small programming projects with complex features. A substantial portion of the work supervised (usually two to three workers) is comparable to that described for level IV. Super vises, coordinates, and reviews the work of a small staff, normally not more than 15 programmers and technicians; estimates personnel needs and schedules, assigns, and reviews work to meet completion date. These day-to-day supervisors evaluate performance, resolve complaints, and make recommendations on hir ing and firing. They do not make final decisions on cur tailing projects, reorganizing, or reallocating resources. approaches to determine the best balanced solution, e.g., one that will best satisfy immediate user needs, facilitate subsequent modification, and conserve resources; on typical maintenance projects and smaller scale, limited new projects, assists user personnel in defining problems or needs and determines how the work should be organized, the necessary Hies and records, and their interrelation within the program; and on large or more complicated projects, usually par ticipates as a team member along with other e d p person nel and users and is typically assigned a portion of the project. Works independently under overall objectives and direction, apprising the supervisor about progress and unusual complications. Modifies and adapts precedent solutions and proven approaches. Guidelines include constraints imposed by the related programs with which the incumbent’s programs must be meshed. Completed work is reviewed for timeliness, compatibility with other work, and effectiveness in meeting requirements. May function as team leader or supervise a few lower level programmers or technicians on assigned work. 2. As team leader, staff specialist, or consultant, 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 the source data or untried at the scale proposed) and directs the development of computer programs for their solution; or designs improvements in complex programs where existing precedents provide little guidance, such as an interrelated group of mathematical/statistical programs which support health insurance, natural resources, marketing trends, or other research activities. In conjunction with users (scientists or specialists), defmes major problems in the subject-matter area. Contacts co workers and user personnel at various locations to plan and coordinate project and gather data; devises ways to obtain data not previously available; and ar bitrates differences between various program users when conflicting requirements arise. May perform simulation studies to determine effects of changes in computer equipment or system software or may assess the feasibility and soundness of proposed pro gramming projects which are novel and complex. Typically, develops programming techniques and procedures where few precedents exist. May be assisted on projects by other programmers or techni cians. Computer Programmer V At level V, workers are typically either supervisors, team leaders, staff specialists, or consultants. Some pro gramming analysis is included as a part of the program ming assignment. Supervision and review are similar to level IV. Typical duties and responsibilities. One or more of the following: 1. In a supervisory capacity, plans, develops, coor dinates, and directs a large and important pro gramming project (finance, manufacturing, sales/marketing, human resources, or other broad Computer Systems Analysts Excluded are: Analyzes business or scientific problems for resolu tion through electronic data processing. Gathers infor mation from users, defines work problems, and, if feasible, designs a system of computer programs and procedures to resolve the problems. Develops complete specifications to enable computer programmers to prepare required programs: Analyzes subject-matter operations to be automated; specifies number and types of records, files, and documents to be used and outputs to be produced; prepares work diagrams and data flow charts; coordinates tests of the system and participates in trial runs of new and revised systems; and recom mends computer equipment changes to obtain mpre ef fective operations. May also write the computer pro grams. (a) Trainees who receive detailed directives and work plans, select authorized procedures for use in specific situations, and seek assistance for deviations and problems; (b) Positions which require a bachelor’s degree in a specific scientific field (other than computer science), such as an engineering, mathematics, physics, or chemistry degree; however, positions are potential matches where the required degree may be from any of several possible scientific fields; (c) Computer programmers who write computer pro grams and solve user problems not requiring systems modification; 59 (d) Workers who primarily analyze and evaluate prob lems concerning computer equipment or its selection or utilization; and tory accounts in a manufacturing or wholesale establish ment, or processing a limited problem in a scientific project. Requires competence in most phases of systems analysis and knowledge of pertinent system software and computer equipment and of the work processes, ap plicable regulations, workload, and practices of the assigned subject-matter area. Recognizes probable in teractions of related computer systems and predicts im pact of a change in assigned system. Reviews proposals which consist of objectives, scope, and user expectations; gathers facts, analyzes data, and prepares a project synopsis which compares alternatives in terms of cost, time, availability of equipment and personnel, and recommends a course of action; and, upon approval of synopsis, prepares specifications for development of computer programs. Determines and resolves data processing problems and coordinates the work with programmers, users, etc.; orients user per sonnel on new or changed procedures. May conduct special projects such as data element and code standar dization throughout a broad system, working under specific objectives and bringing to the attention of the supervisor any unusual problems or controversies. Works independently under overall project objectives and requirements; apprises supervisor about progress and unusual complications. Guidelines usually include existing systems and the constraints imposed by related systems with which the incumbent's work must be mesh ed. Adapts design approaches successfully used in precedent systems. Completed work is reviewed for timeliness, compatibility with other work, and effec tiveness in meeting requirements. May provide func tional direction to lower level assistants on assigned work. (e) Computer systems programmers or analysts who primarily write programs or analyze problems con cerning the system software, e.g., operating systems, compilers, assemblers, system utility routines, etc., which provide basic services for the use of all programs and provide for the scheduling of the execution of pro grams; however, positions matching this definition may develop a “total package” which includes not on ly analyzing work problems to be processed but also selecting the computer equipment and system software required. Positions are classified into levels on the basis of the following definitions. Computer Systems Analyst I At this level, initial assignments are designed to ex pand practical experience in applying systems analysis techniques and procedures. Provides several phases of the required systems analysis where the nature of the system is predetermined. Uses established factfinding approaches, knowledge of pertinent work processes and procedures, and familiarity with related computer pro gramming practices, system software, and computer equipment. Carries out factfinding and analysis as assigned, usually of a single activity or a routine problem; applies established procedures where the nature of the system, feasibility, computer equipment, and programming language have already been decided; may assist a higher level systems analyst by preparing the detailed specifica tions required by computer programmers from informa tion developed by the higher level analyst; may research routine user problems and solve them by modifying the existing system when the solutions follow clear precedents. When costs and deadline estimates are re quired, results receive close review. The supervisor defines objectives, priorities, and deadlines. Incumbents work independently; adapt guides to specific situations; resolve problems and deviations according to established practices; and ob tain advice where precedents are unclear or not available. Completed work is reviewed for conformance to requirements, timeliness, and efficiency. May super vise technicians and others who assist in specific assignments. OR Works on a segment of a complex data processing scheme or broad system, as described for computer systems analysts, level III. Works independently on routine assignments and receives instructions and guidance on complex assignments. Work is reviewed for accuracy of judgment, compliance with instructions, and to insure proper alignment with overall system. Computer Systems Analyst III Applies systems analysis and design techniques to complex computer systems in a broad area such as manufacturing; finance management; engineering, ac counting, or statistics; logistics planning; material management; etc. Usually, there are multiple users of the system; however, there may be complex single-user systems, e.g., for engineering or research projects. Re quires competence in all phases of available systems analysis techniques, concepts, and methods and knowledge of available systems software, computer Computer Systems Analyst II Applies systems analysis and design skills in an area such as a recordkeeping or scientific operation. A system of several varied sequences or formats is usually developed, e.g., develops systems for maintaining depositor accounts in a bank, maintaining accounts receivable in a retail establishment, maintaining inven 60 IV staff specialist or consultant as described below. equipment, and the regulations, structure, techniques, and management practices of one or more subjectmatter areas. Since input data usually come from diverse sources, is responsible for recognizing probable conflicts and integrating diverse data elements and sources. Produces innovative solutions for a variety of complex problems. Maintains and modifies complex systems or develops new subsystems such as an integrated production scheduling, inventory control, cost analysis, and sales analysis record in which every item of each type is automatically processed through the full system of records. Guides users in formulating requirements; ad vises on alternatives and on the implications of new or revised data processing systems; analyzes resulting user project proposals, identifies omissions and errors in re quirements, and conducts feasibility studies; recom mends optimum approach and develops system design for approved projects. Interprets information and in formally arbitrates between system users when conflicts exist. May serve as lead analyst in a design subgroup, directing and integrating the work of one or two lower level analysts, each responsible for several programs. Supervision and nature of review are similar to level II; existing systems provide precedents for the operation of new subsystems. 2. As staff specialist or consultant, with expertise in a specialty area (e.g., data security, telecommunica tions, systems analysis techniques, e d p standards development, etc.), plans and conducts analyses of unique or unyielding problems in a broad system. Identifies problems and specific issues in assigned area and prepares overall project recommendations from an e d p standpoint, including feasible ad vancements in e d p technology; upon acceptance, determines a design strategy that anticipates direc tions of change; designs and monitors necessary testing and implementation plans. Performs work such as: Studies broad areas of projected work pro cesses which cut across established organization e d p systems; conducts continuing review of computer technological developments applicable to systems design and prepares long-range forecasts; develops e d p standards where new and improved approaches are needed; or develops recommendations for a management information system where new concepts are required. Computer Systems Analyst V As a top technical expert, develops broad un precedented computer systems and/or conducts critical studies central to the success o f large organizations hav ing extensive technical or highly diversified computer re quirements. Considers such requirements as broad com pany policy, and the diverse user needs of several organization levels and locations. Works under general administrative direction. Computer Systems Analyst IV Applies expert systems analysis and design techniques to complex systems development in a specialized design area and/or resolves unique or unyielding problems in existing complex systems by applying new technology. Work requires a broad knowledge of data sources and flow, interactions of existing complex systems in the organization, and the capabilities and limitations of the systems software and computer equipment. Objectives and overall requirements are defined in organization edp policies and standards; the primary constraints typically are those imposed by the need for compatibili ty with existing systems or processes. Supervision and nature of review are similar to levels II and III. Typical duties and responsibilities. One or more the following: 1. As team or project leader, guides the development of broad unprecedented computer systems. The infor mation requirements are complex and voluminous. Devises completely new ways to locate and develop data sources; establishes new factors and criteria for making subject-matter decisions. Coordinates fact finding, analysis, and design of the system and ap plies the most recent developments in data processing technology and computer equipment. Guidelines consist of state-of-the-art technology and general organization policy. At least one team member per forms work at level IV. Typical duties and responsibilities. One or more of the following: 1. As team project leader, provides systems design in a specialized and highly complex design area, e.g., in terrelated business statistics and/or projections, scientific systems, mathematical models, or similar unprecedented computer systems. Establishes the framework of new computer systems from feasibility studies to postimplementation evaluation. Devises new sources of data and develops new approaches and techniques for use by others. May serve as technical authority for a design area. At least one or two team members perform work at level III; one or two team members may also perform work as a level 2. As staff specialist or consultant, is a recognized leader and authority in a large organization (as defin ed above). Performs at least two of the following: (a) Has overall responsibility for evaluating the sig nificance of technological advancement and develop ing e d p standards where new and improved ap proaches are needed, e.g., programming techniques; (b) conceives and plans exploratory investigations critical to the overall organization where useful 61 LS-1. Plans, coordinates, and evaluates the work of a small staff, normally not more than 15 programmers, systems analysts, and technicians; estimates personnel needs and schedules, assigns and reviews work to meet completion date; interviews candidates for own unit and recommends hires, promotions, or reassignments; resolves complaints and refers group grievances and more serious unresolved complaints to higher level supervisors; and may reprimand employees. precedents do not exist and new concepts are re quired, e.g., develops recommendations regarding a comprehensive management information system; or (c) evaluates existing e d p organizational policy for ef fectiveness, devising and formulating changes in the organization’s position on broad policy issues. May be assisted on individual projects by other analysts. LS-2. Directs a sizable staff (normally 15-30 em ployees), typically divided into subunits controlled by subordinate supervisors; advises higher level manage ment of work problems of own unit and the impact on broader programs; collaborates with heads of other units to negotiate and/or coordinate work changes; makes decisions on work or training problems presented by subordinate supervisors; evaluates subordinate supervisors and reviews their evaluations of other employees; selects nonsupervisors (higher level approval is virtually assured) and recommends supervisory selec tions; and hears group grievances and serious or unresolved complaints. May shift resources among pro jects and perform long-range budget planning. COMPUTER SYSTEMS ANALYST SUPERVISOR/MANAGER Supervises three or more employees, two of whom perform systems analysis. Work requires substantial and recurring use of systems analysis skills in directing staff. May also supervise programmers and related clerical and technical support personnel. Excluded are: (a) Positions also having significant responsibility for the management or supervision o f functional areas (e.g., system software development, data entry, or computer operations) n o t related to the Computer Systems Analyst and Computer Programmer defini tions. NOTE: In rare instances, supervisory positions responsible for directing a sizable staff (e.g., 20-30 employees) may not have subordinate supervisors, but have all other LS-2 responsibilities. Such positions are matched to LS-2. (b) Supervisory positions having base levels below Com puter Systems Analyst II or Computer Programmer IV. (c) Managers who supervise two or more subordinates performing at Computer Systems Analyst Supervisor/ Manager level IV. Supervisory jobs are matched at 1 of 4 levels ac cording to two factors: (a) Base level of work supervis ed, and (b) level of supervision. Table C-4 indicates the level of the supervisor for each combination of factors. LS-3. Directs two subordinate supervisory levels, and the work force managed typically includes substantially more than 30 employees. Makes major decisions and recommendations which have a direct, important, and substantial effect on own organization and work. Per forms at least three of the following: Base Level of Work The base level of work is that level of nonsupervisory work under the direct or indirect supervision of the supervisor/manager which (when added to the non supervisory levels above it) represents at least 25 percent of the total nonsupervisory, nonclerical staff and at least two of the full-time positions supervised. To determine the base level of nonsupervisory, nonclerical work: (1) Positions are arrayed by level of difficulty; (2) the number of workers in each position is determined; and (3) the highest level is determined that has at least 25 percent of the total nonsupervisory, nonclerical staff accumulated from itself and levels above itself. Decides what programs and projects should be initiated, dropped, expanded, or curtailed; Determines long-range plans in response to program changes, evaluates program goals, and redefines objec tives; Determines changes to be made in organizational struc ture, delegation o f authority, coordination o f units, etc.; Decides what compromises to make in operations in view o f public relations implications and need for support from various groups; Level of Supervision Decides on the means to substantially reduce operating costs without impairing overall operations; justifies major equipment expenditures; and Supervisors and managers are matched at 1 of the 3 LS levels below best describing their supervisory respon sibility. Resolves differences between key subordinate officials; decides, or significantly affects final decisions, on per sonnel actions for supervisors and other key officials. 62 Table C-4. Criteria for matching computer systems analyst supervisors/managers Supervisor/manager level Base level of nonsupervisory job(s) Level of supervision Matched in the corpputer programmers definition Matched in the computer systems analysts definition LS-1 LS-2 LS-3 IV V II III IV V I II III IV II III IV Exclude III IV Exclude Exclude - - BUYERS Purchases materials, supplies, equipment, and ser vices (e.g., utilities, maintenance, and repair). In some instances, items are of types that must be specially designed, produced, or modified by the vendor in accor dance with drawings or engineering specifications. Solicits bids, analyzes quotations received, and selects or recommends supplier. May interview prospective vendors. Purchases items and services at the most favorable price consistent with quality, quantity, specification requirements, and other factors. Prepares or supervises preparation of purchase orders from re quisitions. May expedite delivery and visit vendors’ of 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 of prices, quality of items, quantities, etc., or that may set precedents for future purchases are reviewed by higher authority prior to final action. In addition to work described above, some (but not all) buyers direct the work of one or a few clerks who perform routine aspects of the work. As a secondary and subsidiary duty, some buyers may also sell or dispose of surplus, salvage, or used materials, equip ment, or supplies. engineering (e.g., chemist, mechanical engineer); d. Buyers who specialize in purchasing a single or a few related items o f highly variable quality such as raw cotton or wool, tobacco, cattle, or leather for shoe uppers, etc. Expert personal knowledge o f the item is required to judge the relative value o f the goods of fered, and to decide the quantity, quality, and price o f each purchase in terms o f its probable effect on the organization’s profit and competitive status; e. Buyers whose principal responsibility is the supervi sion o f a purchasing program; f. Persons predominantly concerned with contract or subcontract administration; g. Persons whose major duties consist o f ordering, reordering, or requisitioning items under existing contracts; h. Positions restricted to clerical functions or to pur chase expediting work; and i. Positions not requiring: (1) Three years o f ad ministrative, technical, or substantive clerical ex perience; (2) a bachelor’s degree in any field; or (3) any equivalent combination o f experience and educa tion yielding basic skills in problem analysis and com munication. Buyer I N ote : Some buyers are responsible for the purchas Purchases “ off-the-shelf” types of readily available, commonly used materials, supplies, tools, furniture, services, etc. Transactions usually involve local retailers, whole salers, jobbers, and manufacturers’ sales represent atives. Quantities purchased are generally small amounts, e.g.-, those available from local sources. Examples of items purchased include: Common sta tionery and office supplies; standard types of office fur niture and fixtures; standard nuts, bolts, and screws; janitorial and common building maintenance supplies; or common utility services or office machine repair ser vices. ing of a variety of items and materials. When the variety includes items and work described at more than one of the following levels, the position should be considered to equal the highest level that characterizes at least a substantial portion of the buyer’s time. Excluded are: a. Buyers o f 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 63 Buyer II Examples of items purchased include: Castings; special extruded shapes of normal size and material; special formula paints; electric motors of special shape or speeds; production equipment; special packaging of items; and raw materials in substantial quantities or with special characteristics. Purchases “ off-the-shelf” types of standard, general ly available technical items, materials, and services. Transactions may involve occasional modification of standard and common usage items, materials, and ser vices, and include a few stipulations about unusual packing, marking, shipping, etc. Transactions usually involve dealing directly with manufacturers, distributors, jobbers, etc. Quantities of items and materials purchased may be relatively large, particularly in the case of contracts for continuing supply over a period of time. May be responsible for locating or promoting possi ble new sources of supply. Usually is expected to keep abreast of market trends, changes in business practices in the assigned markets, new or altered types of materials entering the market, etc. Examples of items purchased include: Standard in dustrial types of handtools; gloves and safety equip ment; standard electronic parts, components, and com ponent test instruments; electric motors; gasoline ser vice station equipment; p b x or other specialized telephone services; special-purpose printing services; and routine purchases of common raw materials such as standard grades and sizes of steel bars, rods, and angles. Also included at this level are buyers of materials of the types described for buyer I when the quantities pur chased are so large that local sources of supply are generally inadequate and the buyer must deal directly with manufacturers on a broader-than-local scale. Buyer IV Purchases highly complex and technical items, materials, or services, usually those specially designed and manufactured exclusively for the purchaser. Transactions require dealing with manufacturers and often involve persuading potential vendors to undertake the manufacturing of custom-designed items according to complex and rigid specifications. Quantities of items and materials purchased are often large in order to satisfy the requirements for an entire large organization for an extended period of time. Com plex schedules of delivery are often involved. Buyer determines appropriate quantities to be contracted for at any given period of time. Transactions are often complicated by the presence of one or more such matters as inclusion of: Requirements for spare parts, preproduction samples and testing, or technical literature; or patent and royalty provisions. Keeps abreast of market and product developments. Develops new sources of supply. In addition to the work described above, a few posi tions may also require supervision over a few lower level buyers or clerks. (No position is included in this level solely because supervisory duties are performed.) 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; and parts, subassemblies, components, etc., specially designed and made to order (e.g., communica tions equipment for installation in aircraft being manufactured; component assemblies for missiles and rockets; and motor vehicle frames). Buyer III Purchases items, materials, or services of a technical and specialized nature. The items, while of a common general type, are usually made, altered, or customized to meet the user’s specific needs and specifications. Transactions usually require dealing with manufac turers. The number of potential vendors is likely to be small and price differentials often reflect important fac tors (quality, delivery dates and places, etc.) that are dif ficult to evaluate. The quantities purchased of any item or service may be large. Many of the purchases involve one or more of such complications as: Specifications that detail, in technical terms, the required physical, chemical, electrical, or other comparable properties; special testing prior to ac ceptance; grouping of items for lot bidding and awards; specialized processing, packing, or packaging re quirements; export packs; overseas port differentials; etc. Is expected to keep abreast of market and product developments. May be required to locate new sources of supply. Some positions may involve assisting in the training or supervising of lower level buyers or clerks. N ote : 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 th e 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. 64 Chemists and Engineers study. For training and developmental purposes, assignments may include some work that is typical of a higher level. (Terminal positions are excluded.) CHEMIST 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. Supervisor establishes the nature and extent of analysis required, specifies methods and criteria on new types of assignments, and reviews work for thoroughness of application of methods and 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 of the condition of the sample, difficulties with the equip ment, etc. Recommends modifications of procedures, e.g., extending or curtailing the analysis or using alter nate procedures, based on knowledge of the problem and pertinent available literature. Conducts specified phases of research projects as an assistant to an ex perienced chemist. Chemist I General characteristics. This is the entry level of profes sional work requiring a bachelor’s degree in chemistry and no experience, or the equivalent of a degree in ap propriate education and experience. Performs 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 or seminar-type training. (Terminal positions are excluded.) Responsibility fo r direction o f others. May be assisted by a few aides or technicians. Direction received. Works under close supervision. Receives specific and detailed instructions as to required tasks and results expected. Work is checked during pro gress, and is reviewed for accuracy upon completion. Chemist III General characteristics. Performs a broad range of chemical tests and procedures utilized in the laboratory, using judgment in the independent evaluation, selec tion, and adaptation of standard methods and techni ques. May carry through a complete series of tests on a product in its different process stages. Some assignments require a specialized knowledge of one or two common categories of related substances. Perfor mance at this level requires developmental experience in a professional position, or equivalent graduate level education. Typical duties and responsibilities. Performs a variety of routine tasks that are planned to provide experience and familiarization with the chemistry staff, methods, practices, and programs of the company. The work in cludes a variety of routine qualitative and quantitative analyses; physical tests to determine properties such as viscosity, tensile strength, and melting point; and assisting more experienced chemists to gain additional knowledge through personal observation and discus sion. Responsibility fo r direction o f others. Usually none. Chemist II Direction received. On routine work, supervision is very general. Assistance is furnished on unusual problems and work is reviewed for application of sound profes sional judgment. General characteristics. At this continuing develop mental level, performs routine chemical work requiring selection and application of general and specialized methods, techniques, and instruments commonly used in the laboratory, and the ability to carry out instruc tions when less common or proposed methods or pro cedures are necessary. Requires work experience acquired in an entry level position, or appropriate graduate level Typical duties and responsibilites. In accordance with instructions as to the nature of the problem, selects stan dard 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 65 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. preted in terms of compliance or noncompliance with standards, or (c) specialized and advanced equipment and techniques must be adapted. 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. Typical duties and responsibilities. One or both of the following: (1) In a supervisory capacity, plans, organizes, and directs assigned laboratory programs. Independently defines scope and critical elements of the projects and selects approaches to be taken. A substan tial portion of the work supervised is comparable to that described for chemist 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. Chemist IV General characteristics. As a fully competent chemist in all conventional aspects of the subject matter or the functional areas 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 of chemical and physical analyses, procedures, and tests. Requires sufficient professional experience to assure competence as a fully trained worker; or, for positions primarily of a research nature, completion of all requirements for a doctoral degree may be substituted for experience. 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. 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. Chemist VI General characteristics. Performs work requiring leadership and expert knowledge in a specialized field, product, or process. Formulates and conducts a systematic attack on a problem area of considerable scope and complexity which must be approached through a series of complete and conceptually related studies, or a number of projects of lesser scope. The problems are complex because they are difficult to define and require unconventional or novel approaches or have other difficult features. Maintains liaison with individuals and units within and outside 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. Typical duties and responsibilities. Conducts laboratory assignments requiring the determination and evaluation of alternative procedures and the sequence of perform ing them. Performs complex, exacting, unusual analytical assignments requiring specialized knowledge of techniques or products. Interprets results, prepares 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. Chemist V Direction received. Supervision received is essentially administrative, with assignments given in terms of broad, general objectives and limits. 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. Typical duties and responsibilities. One or both of the following: (1) In a supervisory capacity, (a) plans, develops, coordinates, and directs a number of large and important projects or a project of major scope and importance; or (b) is responsible for the entire chemical program of a company, when the program is of limited complexity and scope. Activities supervised are of such 66 precedents or results are available for reference. Outstanding creativity and mature judgment are re quired to devise hypotheses and techniques of ex perimentation and to interpret results. As a leader and authority in the company, in a broad area of specializa tion, or in a narrow but intensely specialized one, ad vises the head of a large laboratory or company officials on complex aspects of extremely broad and important programs. Has responsibility for exploring, evaluating, and justifying proposed and current programs and pro jects and furnishing advice on unusually complex and novel problems in the specialty field. Typically will have contributed innovations (e.g., techniques, products, procedures) which are regarded as significant advances in the field. a scope that they require a few (three to five) subordi nate supervisors or team leaders with at least one in a position comparable to level V. (2) As individual researcher or worker, determines, conceives, plans, and conducts projects of major importance to the company. Applies a high degree of originality and ingenuity in adapting techniques into original combinations and configurations. 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 research er, may be assisted on individual projects by other chemists or technicians. Responsibility fo r direction o f others. Directs several subordinate supervisors or team leaders, some of 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. Chemist 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. Requires 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 chemical problems, determining program objectives and requirements, organizing programs and projects, and developing standards and guides for diverse chemical activities. Chemist VIII General characteristics. Makes decisions and recom mendations that are authoritative and have a farreaching impact on extensive chemical and related ac tivities of the company. Negotiates critical and con troversial issues with top level chemists and officers of other organizations and companies. Individuals at this level have demonstrated a high degree of creativity, foresight, and mature judgment in planning, organiz ing, and guiding extensive chemical programs and ac tivities of outstanding novelty and importance. Direction received. Receives general administrative direction. Direction received. Receives general administrative direction. Typical duties and responsibilities. One or both of the following: (1) In a supervisory capacity, is responsible for (a) an important segment of a chemical program of a company with extensive and diversified scientific re quirements, or (b) the entire chemical program of a company where the program is more limited in scope. The overall chemical program contains critical problems the solution of which requires major technological ad vances and opens the way for extensive related develop ment. Makes authoritative technical recommendations concerning the scientific objectives and levels of work which will be most profitable in light of 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 pany’s objectives. Conceives and plans investigations in which the phenomena and principles are not adequately understood, and where few or contradictory scientific Typical duties and responsibilities. One or both of the following: (1) In a supervisory capacity, is responsible for (a) an important segment of a very extensive and highly diversified chemical program of a company; or (b) the entire chemical program of a company when the program is of moderate scope. The programs are of such complexity and scope that they are of critical im portance to overall objectives, include problems of ex traordinary difficulty that often have resisted solution, and consist of several segments requiring subordinate supervisors. Is responsible for deciding the kind and ex tent of chemical and related programs needed to ac complish the objectives of the company, for choosing the scientific approaches, for planning and organizing facilities and programs, and for interpreting results. (2) As individual researcher and consultant, formulates and guides the attack on problems of exceptional difficulty and marked importance to the company and/or industry. 67 and no experience, or the equivalent of a degree in ap propriate education and experience. Performs assignments designed to develop professional work knowledge and abilities. May also receive formal classroom or seminar-type training. (Terminal positions are excluded.) Problems are characterized by the lack of scientific precedents and source materials, or the lack of success of prior research and analysis so that their solution would represent an advance of great significance and impor tance. Performs advisory and consulting work for the company as a recognized authority for broad program areas of considerable novelty and importance. Has made contributions such as new products or techniques, development of processes, etc., which are regarded as major advances in the field. Direction received. Works under close supervision. Receives specific and detailed instructions as to required tasks and results expected. Work is checked during pro gress and is reviewed for accuracy upon completion. Responsibility fo r direction o f others. Supervises several subordinate supervisors or team leaders, some of whose positions are comparable to chemist VII, or individual researchers, some of whose positions are comparable to chemist VII and sometimes chemist VIII. As an in dividual researcher and consultant, may be assisted on individual projects by other chemists or technicians. 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. N ote : Individuals in charge of a company’s chemical program may match any of several of the survey job levels, depending on the size and complexity of chemical programs. Excluded from the definition are: (1) Chemists in charge of programs so extensive and com plex (e.g., consisting of 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 of chemical program’’ within broad guidelines set at higher levels); and (3) individual re searchers and consultants who are recognized as na tional and/or international authorities and scientific leaders in very broad areas of scientific interest and in vestigation. Engineer II General characteristics. At this continuing developmen tal level, performs routine engineering work requiring application of standard techniques, procedures, and criteria in carrying out a sequence of related engineering tasks. Limited exercise of judgment is required on details of work and in making preliminary selections and adaptations of engineering alternatives. Requires work experience acquired in an entry level position, or appropriate graduate level study. For training and developmental purposes, assignments may include some work that is typical of a higher level. (Terminal posi tions are excluded.) Direction received. Supervisor screens assignments for unusual or difficult problems and selects techniques and procedures to be applied on nonroutine work. Receives close supervision on new aspects of assignments. ENGINEER Performs professional work in research, develop ment, design, testing, analysis, production, construc tion, maintenance, operation, planning, survey, estimating, application, or standardization of engineer ing facilities, systems, structures, processes, equipment, devices, or materials, requiring knowledge of the science and art by which materials, natural resources, and power are made useful. Work typically requires a B.s. degree in engineering or 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 of a broader assignment of an experienced engineer. Applies standard practices and techniques in specific situations, adjusts and correlates data, recognizes discrepancies in results, and follows operations through a series of related detailed steps or processes. Responsibility fo r direction o f others. May be assisted by a few aides or technicians. Engineer III General characteristics. Independently evaluates, selects, and applies standard engineering techniques, procedures, and criteria, using judgment in making minor adaptations and modifications. Assignments Engineer I General characteristics. This is the entry level of profes sional work requiring a bachelor’s degree in engineering 68 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. have clear and specified objectives and require the in vestigation of a limited number of variables. Perfor mance at this level requires developmental experience in a professional position, or equivalent graduate level education. Responsibility fo r direction o f others. May supervise a few engineers or technicians on assigned work. 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. Engineer V General characteristics. Applies intensive and diversi fied 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. 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 of the follow ing: Equipment design and development, test of materials, preparation of specifications, process study, research investigations, report preparation, and other activities of limited scope requiring knowledge of prin ciples and techniques commonly employed in the specific narrow area of assignments. 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. Responsibility fo r direction o f others. May supervise or coordinate the work of drafters, technicians, and others who assist in specific assignments. 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 propos ed plans for projects. Topical duties and responsibilities. One or more of the following: (1) In a supervisory capacity, plans, develops, coordinates, and directs a large and important engineering project or a number of small projects with many complex features. A substantial portion of the work supervised is comparable to that described for engineer IV. (2) As individual researcher or worker, car ries out complex or novel assignments requiring the development of new or improved techniques and pro cedures. Work is expected to result in the development of new or refined equipment, materials, processes, pro ducts, 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. As sesses 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. 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 practices but may in clude a variety of complex features such as conflicting design requirements, unsuitability of standard 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. Engineer IV General characteristics. As a fully competent engineer in all conventional aspects of the subject matter of the functional area of the assignments, plans and conducts work requiring judgment in the independent evaluation, selection, and substantial adaptation and modification of standard techniques, procedures, and criteria. Devises new approaches to problems encountered. Re quires sufficient professional experience to assure com petence as a fully trained worker; or, for positions primarily of a research nature, completion of all re quirements for a doctoral degree may be substituted for experience. 69 obtained, and recommends major changes to achieve overall objectives. Or, as individual researcher or staff specialist, may be assisted on individual projects by other engineers or technicians. Engineer VI General characteristics. Has full technical responsibility for interpreting, organizing, executing, and coordi nating assignments. Plans and develops engineering projects concerned with unique or controversial pro blems which have an important effect on major com pany programs. This involves exploration of subject area, definition of scope and selection of problems for investigation, and development of novel concepts and approaches. Maintains liaison with individuals and units within or outside the organization with responsi bility for acting independently on technical matters per taining to the field. Work at this level usually requires extensive progressive experience including work com parable to engineer V. Engineer VII 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 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 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. Supervision received is essentially administrative, with assignments given in terms of broad, general objectives and limits. Typical duties and responsibilities. One or more of the following: (1) In a supervisory capacity, (a) plans, develops, coordinates, and directs a number of large and important projects or a project of major scope and importance; or (b) is responsible for the entire engineer ing program of a company when the program is of limited complexity and scope. Extent of responsibilities generally requires a few (three to five) subordinate supervisors or team leaders with at least one in a posi tion comparable to level V. (2) As individual researcher or worker, conceives, plans, and conducts research in problem areas of considerable scope and complexity. The problems must be approached through a series of complete and conceptually related studies, be difficult to define, require unconventional and novel ap proaches, and require sophisticated research techniques. Available guides and precedents contain critical gaps, are only partially related to the problem, or may be largely lacking due to the novel character of the project. At this level, the individual researcher generally will have contributed inventions, new designs, or techniques which are of material significance in the solution of im portant problems. (3) As a staff specialist, serves as the technical specialist for the organization (division or company) in the application of advanced theories, con cepts, principles, and processes for an assigned area of responsibility (i.e., subject matter, function, type of facility or equipment, or product). Keeps abreast of new scientific methods and developments affecting the organization for the purpose of recommending changes in emphasis of programs or new programs warranted by such developments. Direction received. Receives general administrative direction. Typical duties and responsibilities. One or both of the following: (1) In a supervisory capacity, is responsible for (a) an important segment of the engineering pro gram of a company with extensive and diversified engineering requirements, or (b) the entire engineering program of a company when it is more limited in scope. The overall engineering program contains critical pro blems, the solution of which requires major technological advances and opens the way for extensive related development. Extent of responsibilities generally requires 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 objectives. (2) As individual researcher and consultant, is a recognized leader and authority in the company in a broad area of specialization or in a narrow but intensely specialized field. Selects research problems to further the company’s objectives. Conceives and plans in vestigations of broad areas of 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 of 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 subordinate supervisors or team leaders, some of 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. Responsibility fo r direction o f others. Plans, organizes, and supervises the work of a staff of engineers and technicians. Evaluates progress of the staff and results 70 dustry. Problems are characterized by their lack of scientific precedents and source material, or lack of suc 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. Engineer VIII General charactistics. Makes decisions and recommen dations that are recognized as authoritative and have a far-reaching impact on extensive engineering and related activities of the company. Negotiates critical and controversial issues with top level engineers and officers of other organizations and companies. Individuals at this level demonstrate a high degree of creativity, foresight, and mature judgment in planning, organiz ing, and guiding extensive engineering programs and ac tivities of outstanding novelty and importance. Direction received. Receives general administrative direction. Responsibility fo r direction o f others. Supervises several subordinate supervisors or team leaders, some of whose positions are comparable to engineer VII and sometimes engineer VIII. As an individual researcher and consul tant, may be assisted on individual projects by other engineers or technicians. Typical duties and responsibilities. One or both of the following: (1) In a supervisory capacity, is responsible for (a) an important segment of a very extensive and highly diversified engineering program of a company, or (b) the entire engineering program of a company when the program is of moderate scope. The programs are of such complexity and scope that they are of critical importance to overall objectives, include problems of extraordinary difficulty that often have resisted solu tion, and consist of several segments requiring subor dinate supervisors. Is responsible for deciding the kind and extent of engineering and related programs needed to accomplish the objectives of 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 of exceptional dif ficulty and marked importance to the company or in N ote : Individuals in charge of a company’s engineer ing program may match any of several of the survey job levels, depending on the size and complexity of engineering programs. Excluded from the definition are: (1) Engineers in charge of programs so extensive and complex (e.g., consisting of research and develop ment on a variety of complex products or systems with numerous novel components) that one or more subor dinate supervisory engineers are performing at level VIII; (2) individuals whose decisions have direct and substantial effect on setting policy for the organization (included, however, are supervisors deciding the “ kind and extent of engineering and related programs” within broad guidelines set at a higher level); and (3) individual researchers and consultants who are recognized as na tional and/or international authorities and scientific leaders in very broad areas of scientific interest and in vestigation. Technical Support Occupations ENGINEERING TECHNICIAN 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: 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 im provements. a. Below level I who are limited to simple tasks such as: Measuring items o f regular shape with a caliper and computing cross-sectional areas; identify ing, weighing, and marking easy-to-identify items; or recording simple instrument readings at specified in tervals; and 2. Work pertains to electrical, electronic, or mechanical components or equipment. 3. Required to have some practical knowledge of science or engineering; some positions may also require a practical knowledge of mathematics or computer science. b. Above level V who perform work o f broad scope and complexity either by planning and accomplishing a complete project or study or by serving as an expert in a narrow aspect o f a particular field of engineering. Excludes production or maintenance workers, quality control technicians or testers, modelmakers or other craftworkers, chemical or other nonengineering techni cians, civil engineering technicians, drafters, designers, and engineers (who are required to apply a professional Engineering Technician I Performs simple routine tasks under close supervision or from detailed procedures. Work is checked in process 71 Engineering Technician IV or on completion. Performs, at this level, one or a com bination of such typical duties as: 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: Assembles or installs equipment or parts requiring simple wiring, soldering, or connecting. Performs simple or routine tasks or tests such as tensile or hardness tests; operates and adjusts simple test equipment; records test data. Gathers and maintains specified records of engineering data such as tests, drawings, etc.; performs computations by substituting numbers in specified formulas; and plots data and draws simple curves and graphs. Works on limited segment o f development project; con structs experimental or prototype models to meet engineer ing requirements; conducts tests or experiments and re designs them as necessary; and records and evaluates data and reports findings. Engineering Technician II Performs standardized or prescribed assignments in volving a sequence of related operations. Follows stan dard 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: Conducts tests or experiments requiring selection and adaptation or modification o f a wide variety o f critical test equipment and test procedures; sets up and operates equipment; records data, measures and records problems o f sufficient complexity to sometimes require resolution at higher level; and analyzes data and prepares test reports. Assembles or constructs simple or standard equipment or parts; may service or repair simple instruments or equip ment. Extracts and analyzes a variety o f 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. Conducts a variety o f 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. Engineering Technician V Performs nonroutine and complex assignments in volving responsibility for planning and conducting a complete project of relatively limited scope or a portion of a larger and more diverse project. Selects and adapts plans, techniques, designs, or layouts. 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 of requirements. May train and be assisted by lower level technicians. Performs at this level one or a combination of such typical duties as: 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 ill Performs assignments that are not completely standardized or prescribed. Selects or adapts standard procedures or equipment, using fully applicable precedents. Receives initial instructions, equipment re quirements, and advice from supervisor or engineer as needed; performs recurring work independently; and work is reviewed for technical adequacy or conformity with instructions. Performs, at this level, one or a com bination of such typical duties as: Designs, develops, and constructs major units, devices, or equipment; conducts tests or experiments, analyzes results and redesigns or modifies equipment to improve perform ance; and reports results. Constructs components, subunits, or simple models or adapts standard equipment. May troubleshoot and correct malfunctions. Conducts various tests or experiments which may require minor modifications in test setups or procedures as well as subjective judgments in measurement; selects, sets up, and operates standard test equipment and records test data. 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. Extracts and compiles a variety of engineering data from field notes, manuals, lab reports, etc.; processes data, identifying errors or inconsistencies; and selects methods o f data presentation. Reviews and analyzes a variety o f engineering data to determine requirements to meet engineering objectives; may calculate design data; and prepares layouts, detailed specifications, parts lists, estimates, procedures, etc. May 72 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 of 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 be followed. Simple revisions to existing drawings may be assigned with a verbal explanation of the desired results; more complex revisions are produced from sketches which clearly depict the desired product. check and analyze drawings or equipment to determine ad equacy o f drawings and designs. DRAFTER 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 functions. Uses recognized systems of symbols, legends, shadings, and lines having specific meanings in drawings. The following are excluded when they constitute the primary purpose of the job: Drafter IV Prepares complete sets of 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 materials, etc. Working from sketches and verbal information supplied by an engineer or designer, determines the most ap propriate views, detail drawings, and supplementary in formation 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 of approach or provide advice on unsually difficult problems. Design work requiring the technical knowledge, skill, and ability to conceive or originate designs; Illustrating work requiring artistic ability; Work involving the preparation o f charts, diagrams, room arrangements, floor plans, etc.; Cartographic work involving the preparation o f maps or plats and related materials and drawings of geological structures; and Supervisory work involving the management of a draft ing program or the supervision o f drafters when either constitutes the primary purpose o f the job. Positions are classified into levels on the basis of the following definitions. Drafter I Working under close supervision, traces or copies finished drawings, making clearly indicated revisions. Uses appropriate templates to draw curved lines. Assignments are designed to develop increasing skill in various drafting techniques. Work is spot checked dur ing progress and reviewed upon completion. N ote : Excludes drafters performing work of similar difficulty to that described at this level but who provide support for a variety of organizations which have widely differing functions or requirements. Drafter V NOTE: Excludes drafters performing elementary tasks while receiving training in the most basic drafting methods. Works closely with design originators, preparing drawings of unusual, complex, or original designs which require a high degree of precision. Performs unusually difficult assignments requiring considerable initiative, resourcefulness, and drafting expertise. Assures that an ticipated problems in manufacture, assembly, installa tion, and operation are resolved by the drawings pro 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 occasionally 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 II Prepares drawings of simple, easily visualized parts or equipment from sketches or marked-up prints. Selects appropriate templates and other equipment needed to complete assignments. Drawings fit familiar patterns and present few technical problems. Supervisor pro vides detailed instructions on new assignments, gives guidance when questions arise, and reviews completed work for accuracy. Drafter III Prepares various drawings of parts and assemblies, 73 Computer Operators Computer Operator III Monitors and operates the control console of either a mainframe digital computer or a group of minicom puters, in accordance with operating instructions, to process data. Work is characterized by the following: Processes a range of scheduled routines. In addition to operating the system and resolving common error conditions, diagnoses and acts on machine stoppage and error conditions not fully covered by existing pro cedures and guidelines (e.g., resetting switches and other controls or making mechanical adjustments to maintain or restore equipment operations). In response to computer output instructions or error conditions, may deviate from standard procedures if standard pro cedures do not provide a solution. Refers problems which do not respond to corrective procedures. Studies operating instructions to determine equipment setup needed; Loads equipment with required items (tapes, cards, paper, etc.); Switches necessary auxiliary equipment into system; Starts and operates control console; Reviews error messages and makes corrections during operation or refers problems; and Computer Operator IV Adapts to a variety of nonstandard problems which require extensive operator intervention (e.g., frequent introduction of new programs, applications, or pro cedures). In response to computer output instructions or error conditions, chooses or devises a course of action from among several alternatives and alters or deviates from standard procedures if standard procedures do not provide a solution (e.g., reassigning equipment in order to work around faulty equipment or to transfer chan nels); then refers problems. Typically, completed work is submitted to users without supervisory review. Maintains operating record. May test run new or modified programs and assist in modifying systems or programs. Included within the scope of this definition are fully qualified computer operators, trainees working to become fully qualified operators, and lead operators providing technical assistance to lower level positions. Excluded are: a. Workers operating small' computer systems where there is little or no opportunity for operator interven tion in program processing and few requirements to correct equipment malfunctions; Computer Operator V b. Peripheral equipment operators and remote term inal or computer operators who do not run the con trol console o f either a mainframe digital com puter or a group o f minicomputers; and Resolves a variety of difficult operating problems (e.g., making unusual equipment connections and rarely used equipment and channel configurations to direct processing through or around problems in equipment, circuits, or channels or reviewing test run requirements and developing unusual system configurations that will allow test programs to process without interferring with on-going job requirements). In response to computer output instructions and error conditions or to avoid loss of information or to conserve computer time, operator deviates from standard procedures. Such actions may materially alter the computer unit’s production plans. May spend considerable time away from the control sta tion providing technical assistance to lower level operators and assisting programmers, systems analysts, and subject matter specialists in resolving problems. c. Workers using the computer for scientific, technical, or mathematical work when a knowledge o f the sub ject matter is required. Computer Operator I Receives on-the-job training in operating the control console (sometimes augmented by classroom training). Works under close personal supervision and is provided detailed written or oral guidance before and during assignments. As instructed, resolves common operating problems. May serve as an assistant operator working under close supervision or performing a portion of a more senior operator’s work. Computer Operator II Processes scheduled routines which present few dif ficult operating problems (e.g., infrequent or easily resolved error conditions). In response to computer out put instructions or error conditions, applies standard operating or corrective procedure. Refers problems which do not respond to preplanned procedure. May serve as an assistant operator, working under general supervison. Computer Operator VI In addition to level V responsibilities, uses a knowledge of program language, computer features, and software systems to assist in: (1) Maintaining, modifying, and developing operating systems or pro grams; (2) developing operating instructions and techni ques to cover problem situations; and (3) switching to emergency backup procedures. 74 Photographers taken for identification, employee publications, infor mation, or publicity purposes. Workers may 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 of award ceremonies, in terviews, banquets, or meetings; or external views of machinery, supplies, equipment, 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 of the desired photograph. Takes pictures requiring a knowledge of photographic techniques, 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 use stand ard equipment (including simple still, graphic, and motion 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 of 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. Excluded are: Photographer II Uses standard still cameras, commonly available lighting equipment, and related techniques to take photographs which involve limited problems of speed, motion, color contrast, or lighting. Typically, the 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 angles, 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 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 photographers when problems are anticipated. 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 prim arily develop, process, print, or edit photographic film or tape; or develop, maintain, or repair photographic equipment; d. Workers who prim arily direct the sequences, actions, photography, sound, and editing of motion pictures for television writers and editors; and Photographer III Selects from a range of 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 ac cording to a detailed request. Varies camera processes and techniques and uses the setting and background to produce esthetic, as well as accurate and informative, pictures. 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 of reduction ratios and exposure times and precise equipment adjustments; tissue specimens in fine detail and exact color when color and condition of the tissue e. Photographers taking pictures for c o m m e rc ia l newspaper or magazine publishers, television sta tions, 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 I Takes routine 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 no particular need to overcome them. Photographs are 75 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 listings 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. sion cameras and accessories and shoots a part of a pro duction or a sequence of scenes, or takes special scenes to be used for background or special effects in the pro duction. Works under the guidelines and requirements of the subject-matter area to be photographed. Consults with supervisors only when dealing with highly unusual pro blems or altering existing equipment. Photographer V 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 pro cesses to meet new and unprecedented situations, e.g., works with engineers and physicists to develop and modify equipment for use in extreme conditions such as excessive 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 of 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 of ingenuity and im aginative camera work to heighten, simulate, or alter reality. Independently develops, plans, and organizes the overall technical photographic aspects of the assignment in collaboration with operating officials who are responsible for the substance of the project. Uses im agination and creative ability to implement objectives within the capabilities and limitations of cameras and equipment. May exercise limited control over the substance of the event to be photographed by staging the action, suggesting behavior of the principals, and rehearsing the activity before photographs are taken. Photographer IV 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 photographic effects desired by operating officials and discusses modifica tions and improvements to their original ideas in light of the potential and limits of the equipment. Improvises photographic methods and techniques or selects and alters secondary photographic features (e.g., scenes, backgrounds, color, lighting) to carry out the desired primary objectives. Many assignments afford only one opportunity to photograph the subject. Typical ex amples of 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 of complicated equipment. Sets up precise photographic measurement and controls equipment; uses high-speed color photography, syn chronized stroboscopic (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 assignments, selects and sets up motion picture or televi N ote : 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. Clerical ACCOUNTING CLERK entries or adjustments to accounts. Levels I and II require a basic knowledge of routine clerical methods and office practices and procedures as they relate to the clerical processing and recording of transactions and accounting information. Levels III and IV require a knowledge and understanding of the established and standardized bookkeeping and account ing procedures and techniques used in an accounting system, or a segment of an accounting system, where 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 of various types of reports, lists, calculations, postings, etc.; preparing journal vouchers; or making 76 ensuring sufficient funds have been obligated, and, if questionable, resolving with the submitting unit, deter mining accounts involved, coding transactions, and pro cessing material through data processing for application in the accounting system); and/or analyzes and recon ciles computer printouts with operating unit reports (contacting units and researching causes of discrepan cies, and taking action to ensure that accounts balance). Employee resolves problems in recurring assignments in accordance with previous training and experience. Supervisor provides suggestions for handling unusual or nonrecurring transactions. Conformance with re quirements and technical soundness of completed work are reviewed by the supervisor or are controlled by mechanisms built into the accounting system. there are few variations in the types of transactions handled. In addition, some jobs at each level may re quire a basic knowledge and understanding of the ter minology, codes, and processes used in an automated accounting system. Accounting Clerk I Performs very simple and routine accounting clerical operations, for example, recognizing and comparing easily identified numbers and codes on similar and rep etitiv e accounting documents, verifying mathematical accuracy, and identifying discrepancies and bringing them to the supervisor’s attention. Super visor gives clear 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. NOTE: Excluded from level IV are positions responsi ble for maintaining either a general ledger or a general ledger in combination with subsidiary accounts. Accounting Clerk II 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, 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. 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 levels on the basis of the following definitions. File Clerk I Performs routine filing of material that has already been classified or which is easily classified in a simple serial classification system (e.g., alphabetical, chrono logical, or numerical). As requested, locates readily available materials in files and forwards material; may fill out withdrawal charge. May perform simple clerical and manual tasks required to maintain and service files. Accounting Clerk III File Clerk II 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. 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 ser vice files. File Clerk III Classifies and indexes file material such as cor respondence, reports, technical documents, etc., in an established filing system containing a number of varied subject matter files. May also file this material. May keep records of various types in conjunction with the files. May lead a small group of lower level file clerks. Accounting Clerk IV KEY ENTRY OPERATOR Maintains journals or subsidiary ledgers of an ac counting system and balances and reconciles accounts. Typical duties include one or both of the following: Reviews invoices and statements (verifying information, 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 77 com puter processing. W ork requires skill in operating an alphanum eric keyboard and an understanding o f transcribing procedures and relevant data entry equip m ent. P osition s are classified into levels on the basis o f the follow in g definition s. clerical and technical support to personnel professionals or m anagers in m atters relating to recruiting, hiring, transfer, change in pay status, and term ination o f co m pany em ployees. A t the low er levels, clerks/assistants primarily provide basic in form ation to current and pro spective em p loyees, m aintain personnel records and in form ation listings, and prepare and process papers on personnel actions (hires, transfers, changes in p ay, etc.). A t the higher levels, clerks/assistants (often titled per sonnel assistants or specialists) m ay perform lim ited aspects o f a personnel p ro fessio n a l’s w ork, e .g ., inter view ing candidates, recom m ending placem ents, and preparing personnel reports. Final decisions on person nel actions are m ade by personnel p rofessionals or m anagers. Som e clerks/assistants m ay perform a lim ited am ount o f work in other specialties, such as b en efits, com p en sation, or em p loyee relations. Typing m ay be required at any level. E x c lu d e d are: Key Entry Operator I W ork is routine and repetitive. U nder close supervi sion or follow in g specific procedures or detailed instruc tio n s, w orks from various standardized source docum ents which have been coded and require little or no selecting, cod in g, or interpreting o f data to be entered. R efers to supervisor problem s arising from er roneous item s, cod es, or m issing in form ation . Key Entry Operator II W ork requires the application o f experience and ju d g m ent in selecting procedures to be follow ed and in searching for, interpreting, selecting, or coding item s to be entered from a variety o f source d ocum ents. On occasion , m ay also perform som e routine w ork as described for level I. a. Workers who primarily compute and process pay rolls or compute and/or respond to questions on company benefits or retirement claims; b. Workers who receive additional pay primarily for maintaining and safeguarding personnel record files for a company; N ote : Excluded are operators above level II using the key entry controls to access, read, and evaluate the substance o f specific records to take substantive actions, or to m ake entries requiring a sim ilar level o f know ledge. c. Workers whose duties do not require a knowledge of the company’s personnel rules and procedures, such as receptionists, messengers, typists, or stenographers; d. Workers in positions requiring a bachelor’s degree; and MESSENGER P erform s various routine duties such as running er rands, operating m inor o ffic e m achines such as sealers or m ailers, opening m ail, distributing m ail on a regular ly scheduled route or in a fam iliar area, and other m inor clerical w ork. M ay deliver m ail that requires som e special handling, e .g ., m ail that is insured, registered, or m arked for special delivery. E x c lu d e d are p ositions w hich include any o f the follow in g as s ig n ific a n t duties: e. Workers who are primarily compensated for duties outside the employment specialty, such as benefits, compensation, or employee relations. P osition s are classified into levels on the basis o f the follow in g d efinition s. The work described is essentially at a responsible clerical level at the low levels and pro gresses to a sta ff assistant or technician level. A t level III, w hich is transitional, both types o f w ork are described. Jobs w hich m atch either type o f w ork described at level III, or w hich are com b ination s o f the tw o , can be m atched. a. Operating motor vehicles; b. Delivering valuables or security-classified mail when the work requires a continuing knowledge o f special procedures for handling such items; Personnel Clerk/Assistant (Employment) I c. Weighing mail, determining postage, or recording and controlling registered, insured, and certified mail in the mail room; Perform s routine tasks w hich require a know ledge o f com pany personnel procedures and rules, such as: P ro viding sim ple em ploym ent in form ation and appropriate lists and form s to applicants or em ployees on types o f job s being filled, procedures to fo llo w , and w here to o b tain additional inform ation; ensuring that the proper com pany form s are com pleted for nam e changes, locator in form ation , ap plications, etc ., and reviewing com pleted form s for signatures and proper entries; or m aintaining assigned segm ents o f com p any personnel records, contacting appropriate sources to secure any d. Making deliveries to unfamiliar or widely separated buildings or points which are not part o f an estab lished route; or e. Directing other workers. PERSONNEL CLERK/ASSISTANT (EMPLOYMENT) P ersonnel clerks/assistants (em ploym ent) provide 78 ask appropriate routine follow -up questions. M ay provide guidance to lower level clerks. Supervisory review is similar to level II. m issing item s, and posting the item s, such as, dates o f p rom otion , transfer, and hire, or rates o f pay or per sonal data. (If this in form ation is com puterized, skill in coding or entering inform ation m ay be needed as a m inor duty.) M ay answer outside inquiries for sim ple factual in form ation , such as verification o f dates o f em ploym ent in response to telephone credit checks on em ployees. Som e receptionist or other clerical duties m ay be perform ed. M ay be assigned work to provide training for a higher level p osition. D etailed com pany rules and procedures are available for all aspects o f the assignm ent. G uidance and assistance on unusual questions are available at all tim es. W ork is spot checked, o ften on a daily basis. AND/OR Type B Performs routine personnel assignments beyond the clerical level, such as: Orienting new em ployees to com pany programs, facilities, rules on tim e and attendance, and leave policies; com puting basic statistical information for reports on manpower profiles, e e o progress and ac com plishments, hiring activities, attendance and leave pro files, turnover, etc.; and screening applicants for welldefined positions, rejecting those w ho do not qualify for available openings for clear-cut reasons, referring others to appropriate em ployment interviewer. Guidance is provid ed on possible sources o f inform ation, m ethods o f work, and types o f reports needed. Com pleted written work receives close technical review from higher level person nel office em ployees; other work m ay be checked occasionally. Personnel Clerk/Assistant (Employment) II E x a m in es a n d /o r p ro ce sse s p erso n n el a c tio n docum ents using experience in applying com pany per sonnel procedures and p olicies. Ensures that all in for m ation is com plete and consistent and determ ines whether further discussion w ith applicants or em ployees is needed or whether personnel inform ation m ust be checked against additional files or listings. M ust select the m ost appropriate precedent, rule, or procedures as a basis for the personnel action from a num ber o f alter natives. R esponds to varied questions from applicants, em ployees, or m anagers for readily available in form a tion which can be obtained from file m aterial or m anuals; responses require skill to secure coop eration in correcting im properly com pleted personnel action docum ents or to explain regulations and procedures. M ay provide in form ation to m anagers on availability o f applicants and status o f hiring actions; m ay verify em ploym ent dates and places supplied on job applica tions; m ay m aintain assigned personnel records, and m ay adm inister typing and stenography tests. C o m p letes rou tin e assign m en ts in d ep en d en tly . D etailed guidance is available for situations which deviate from established precedents. C lerks/assistan ts are relied upon to alert higher level clerks/assistants or supervisor to such situations. Work may be spot checked periodically. Personnel Clerk/Assistant (Employment) IV Performs work in support o f 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 well-defined occupations (trades or clerical) within a stable organization or unit; conducts postplacement or exit interviews to iden tify job adjustment problems or reasons for leaving the company; performs routine statistical analyses related to manpower, e e o , hiring, or other em ploym ent concerns, e.g ., compares one set o f data to another set as instructed; and requisitions applicants through em ploym ent agencies for clerical or similar level jobs. A t this level, assistants typically have a range o f personal contacts within and out side the com pany and with applicants, and must be tactful and articulate. May perform som e clerical work in addi tion to the above duties. Supervisor reviews completed work against stated objectives. Personnel Clerk/Assistant (Employment) V Personnel Clerk/Assistant (Employment) III Type A Workers at this level perform duties similar to level IV, but are responsible for m ore com plicated cases and work with greater independence. Performs limited aspects o f professional personnel work dealing with a variety o f oc cupations com m on to the com pany which are clear cut and stable in em ployment requirements. Typical duties in clude: Researching recruitment sources, such as em ploy ment agencies or State manpower offices, and advising managers on the availability o f candidates in com m on oc cupations; screening and selecting em ployees for a few routine, nonpermanent jobs, such as summer em ploy ment; or answering inquiries on a controversial issue, such Serves as a clerical expert in independently processing the m ost complicated types o f personnel actions, e.g ., tem porary em ployment, rehires, and dismissals, and in pro viding information when it is necessary to consolidate data from a number o f sources, often with short deadlines. Screens applications for obvious rejections. Resolves con flicts in computer listings or other sources o f em ployee in form ation. Locates lost documents or reconstructs infor m ation using a number o f sources. May check references o f applicants when inform ation in addition to dates and places o f past work is needed, and judgment is required to 79 as a hiring or prom otion freeze. These duties often require considerable skill and diplomacy in com m unications. Other typical duties m ay include: Surveying m anagers for future hiring requirem ents; developing newspaper vacancy announcem ents or explaining job requirem ents to em ploym ent agencies for adm inistrative or p rofes sion al positions; or reviewing the effect o f corporate personnel procedural changes on local em ploym ent p ro gram s (e .g ., au tom ation o f records, new affirm ative ac tion goals). M ay incidentally perform som e clerical duties. Supervisory review is sim ilar to level IV. p u rc h a sed m a ter ia ls w ith a ss e m b ly lin e o r p r o d u c tio n sc h e d u le s a n d req u irem en ts; e . P u r c h a sin g e x p e d ite r s w h o o n ly c h e c k o n th e sta tu s o f p u rc h a ses a lre a d y m a d e a n d w h o d o n o t a n a ly z e th e fa c ts at h a n d a n d d o n o t m a k e r e c o m m e n d a tio n s fo r eith er e x te n s io n d e sc r ib ed a t lev e l II, b; f. clerk s or or as ty p is ts , file a n d tr a in e e s, w h o q u a n titie s, p r ice s, a fte r cle rk s, do not a m odel h ig h er n u m b ers, lev e l ad e m p lo y e e d a ta are c o m p le te a n d a ccu ra te; ite m s who fo r p r o c e ss d irect or e x p e d ite sa le , of p r o d u c t io n A ccording to detailed procedures or com pany regula tion s, exam ines docum ents such as requisitions, pur chase orders, invitations to b id, contracts, and support ing papers. R eview s the purchase requisition to deter m ine w hether the correct item description, price, quan ti ty, discount term s, shipping instructions, a n d /o r delivery term s have been included and selects the ap propriate purchase phrases and form s from prescribed com pany list or files. O btains any m issing or corrected in form ation , prepares the purchase order, and gives it to the buyer for approval w hen satisfied that the in fo r m ation is com plete and the com p utations are accurate. C ontacts are usually w ithin establishm ent to verify or correct factual in form ation . M ay contact vendors for in form ation about purchases already m ade and m ay reorder item s under routine and existing purchase ar rangem ents where few , if any, questions arise. R eceives detailed instructions on new assignm ents. R efers ques tions to supervisor w ho m ay spot check w ork on a daily basis. A ssistants at this level exam ine docum ents for order o f standard g o o d s, supplies, equipm ent, or services, a n d /o r for order o f specialized item s w hen the co m p lex ity o f the item does n ot affect the assistan t’s w ork , i.e ., the assistant is n o t required to use considerable ju d g m ent to find a previous transaction to use as a guideline, as described at level II, a. sc r ee n s th e r e q u isitio n a n d a ssu res th e p u rc h a se ord er b . W o r k e rs k n o w le d g e p a r ts, Purchasing Assistant I a n d ty p e th e fin a l p u rc h a se o rd er, e n te r in g su ch p r e ite m s te c h n ic a l and P o sitio n s are classified into levels based on the follow in g d efinition s according to the com plexity o f the w ork, the con d itions o f the purchase, and the am ount o f supervision. in g ; w o r k e rs in th e se e x c lu d e d p o s itio n s m a y p rep are d r e sse s, a h . B u y ers. examine p u rc h a se r e q u isitio n s or o th e r d o c u m e n ts to assure a c c u r a c y , c o m p le te n e s s , a n d co rr ec t p r o c e s s sc r ib ed req u ire c h a r a c t e r is t ic s g . P o s it io n s r eq u irin g a b a c h e lo r ’s d eg ree; a n d a ss is ta n ts, r e c e p tio n is ts, w h ic h c o n tr o l, o r m a n u fa c tu r in g m e th o d s a n d p r o c ed u r es; Provides clerical or technical support to buyers or contract specialists w ho deal with suppliers, vendors, contractors, etc ., o u ts id e the com pany to purchase g o o d s, m aterials, equipm ent, services, etc. A ssistants at level I exam ine requisitions and purchase d ocum ents, such as purchase orders, invitations to bid, contracts, and supporting papers; they review, verify, prepare, or con trol the docum ents to assure accuracy, co m p leteness, and correct processing. A ssistants at levels II and III m ay also expedite purchases already m ade, by contacting vendors and analyzing and reporting on sup plier problem s related to delivery, availability o f g o o d s, or any other part o f the purchase agreem ent. A ssistants at level III m ay also develop technical in form ation for buyers, e .g ., com parative inform ation on m aterials sought. A ll assignm ents require a practical know ledge o f com pany purchasing procedures and operations a n d experience in applying com p any regulations, guidelines, or m anuals to specific transactions. A ssistants m ay type the purchasing docum ents they prepare or m ay perform w ork described at low er levels, as needed. Final deci sions on purchasing transactions are m ade by buyers or contract specialists. E x c lu d e d are: se c re ta ries, P o s it io n s e q u ip m e n t PURCHASING ASSISTANT a . P u r c h a sin g o f d e liv e r y d a te s o r fo r o th e r sim ila r m o d ific a tio n s t o th e p u rc h a se a g r e e m e n t, as eith er th e p u rc h a se w h o le s a le or of retail; Purchasing Assistant II c . W o r k e rs w h o as a p rim a ry d u ty: M a in ta in a filin g A ssistants at this level perform assignm ents described in paragraphs a or b , or a com b ination o f the tw o . sy stem o r listin g t o m o n ito r in v e n to r y lev e ls; reord er ite m s b y p h o n e u n d er o n g o in g c o n tr a cts; o r receiv e a. a n d d isb u r se su p p lie s a n d m a ter ia ls fo r u se in th e com pany; d . P r o d u c tio n e n su r e th e e x p e d ite r s tim e ly or c o n tr o lle r s a rriv a l and who p rim arily c o o r d in a t io n of 80 R e v ie w s a n d p r ep a res p u rc h a se d o c u m e n ts fo r sp e c ia liz e d ite m s , su ch as ite m s w ith o p t io n a l fe a tu r e s o r te c h n ic a l e q u ip m e n t r eq u irin g p r e cise s p e c ific a tio n s . S in ce th e tr a n sa c tio n s u s u a lly req u ire s p e c ia l p u r c h a sin g c o n d itio n s , e .g ., m u ltip le d e liv e r ie s, p r o v i s io n o f sp a re p a r ts, o r r e n e g o tia tio n s o f te rm s, c o n sid era b le ju d g m e n t is n e e d e d to fin d a p r e v io u s tr a n s a c tio n t o u se as a g u id elin e; as r eq u ire d , a d a p ts th e p h ra ses o r c la u se s in th e g u id e lin e tr a n sa c tio n th a t a p p ly to th e p u rc h a se a t h a n d . In s o m e c a se s, rev iew s p u rc h a sin g d o c u m e n ts p rep a red b y lo w e r lev e l clerk s o r p rep a red b y p e r so n n e l in o th e r c o m p a n y u n its to d e te c t p r o c e s sin g d isc r ep a n c ie s or to c la r ify th e p u rc h a se p a p ers; c o rrects c lerica l errors. M a y a d v ise c o m p a n y e m p lo y e e s o n h o w to p rep are r e q u isitio n s fo r item s to b e o r d e re d . b. b . E x p e d ite s c o n tr a c t p rice r e d e te r m in a tio n , p a y m e n ts , C o m p lic a te d fo r te stin g and fo r th e pu rch ase d o c u m e n ts and in fo r m a tio n p roced ures tr a n sa c tio n s to and a gree o th e r s if to needed, th e b a sed ite m s w ith in c o n ta in sp ec ia l e x is tin g p u rc h a se c o n p u r c h a sin g c o n d itio n s . te c h n ic a l su p p o r t tr a n sa c tio n s fo r b id s c o n tr a c ts and to to b u y ers or c o n tr a c t k n o w le d g e o f c o m p a n y p roced u res, d e te rm in e in te re st o f b id d e rs e .g ., th e standard fo r ana p o s sib le com d e n te d p u r c h a s e s , e .g . , fo r sp e c ia lly d e sig n e d e q u ip and su m m a riz es sp ec ia l in fo r m a tio n e q u ip m e n t and th e on th e a b ility a v a ila b ility of su p p lie rs of to m e et c o m p a n y n e e d s. P urchasing assistants at this level receive instructions about new procurem ent p olicies. A ssistants seek guidance on highly unusual problem s but are expected to propose solu tions for supervisory approval. Super visory review is sim ilar to level II; drafts o f special clauses, etc., are reviewed in detail. N ote : Excluded are higher level w orkers who: N eg o tia te agreem ents w ith con tractors o n m inor changes in the term s o f an established contract; or analyze and m ake recom m endations ab out p roposals o f specialized equipm ent, about the solvency and p erfor m ance o f firm s, or about clerical processing m ethods needed to fit new purchasing p olicies. SECRETARY P rovides principal secretarial support in an o ffic e, usually to one individual, and, in som e cases, also to the subordinate sta ff o f that individual. M aintains a close and highly responsive relationship to the day-to-day ac tivities o f the supervisor and sta ff. W orks fairly in dependently receiving a m inim um o f detailed supervi sion and guidance. P erform s varied clerical and secretarial duties requiring know ledge o f o ffic e routine and an understanding o f the organ ization, program s, and procedures related to the w ork o f the o ffic e. E x c lu sio n s. N o t all p ositions titled “ secretary” possess the above characteristics. Exam ples o f p ositions which are excluded from the d efinition are as follow s: o rd ered on a g r e e m e n t, b u y er s, r ev isio n s m e n t or fo r c o m p le x o n e -tim e tr a n sa c tio n s; g a th ers p r o g ress com a ssu res sp e c ia lists , sp e c ia l c la u se s, te rm s, o r r eq u ire m en ts fo r u n p r e c e m a y a lso e x ist. A s n e c e s sa r y , d r a fts sp e c ia l c la u se s, a u th o r ita tiv e w h ic h n u m b er a n d te rm s, o r r eq u ire m en ts fo r u n u s u a l p u rc h a ses. P r o pany th e m o d itie s a n d serv ices; a ss e m b le s c o n tr a c ts a n d d r a fts ite m , o r fo r m e e tin g c o m p a n y p r o d u c tio n sc h e d u le s v id e s p u rc h a se ly ze s tr a n sa c tio n s ev a lu a tin g w ith R ecom m end s p u rc h a sin g or c o st in c e n tiv e s p r o v isio n s u ser s. s p e c ia lists , u s in g a d e ta ile d sio n s su ch as fix e d -p r ic e c o n tr a c ts w ith p r o v is io n s fo r needed. or c . F u r n ish es ex ist th a t ca n b e u sed as g u id e lin e s a n d w h er e p r o v i are w h en a s s is ta n t’s in le v e l II, b . R e v iew s a n d p rep a res p u rc h a se d o c u m e n ts fo r h ig h ly e s c a la tio n , ite m s a ffe c t th e Q u e s tio n s w h ic h arise are h a n d le d sim ila r ly to th o s e A ssistants at this level have a good understanding o f purchase circum stances for specialized item s— what to buy, where to b uy, and under what terms buyers n e g o tia te and m ak e p u r ch a ses. T h ey p erfo rm assignm ents described in paragraphs a, b, or c, or a com bination o f any o f these. p r e ce d e n t does sp e c ific a tio n s and sp e c ia liz e d tr a cts Purchasing Assistant III fe w sp e c ia liz e d u p o n c o m p a n y r eq u ire m en ts. M a y reord er te c h n ic a l and A ssistants at this level coordinate inform ation with com pany buyers and with suppliers outside the com pany and keep others inform ed o f the progress o f tran saction s. M ajor changes in com pany regulations and procedures are explained by supervisor. R efers unusual situations to supervisor, w ho also spot checks all com pleted w ork for adequacy. w h ere c o n tr a c t su p p lie rs, p u rc h a ses b y making a recommendation b a sed o n sim p le a n a ly sis o f th e fa c ts at h a n d , c o m p a n y g u id e lin e s , a n d th e b a c k g r o u n d o f th e p u rch a se: C o n ta c ts su p p lie rs to o b ta in in fo r m a tio n o n d e liv e r ie s o r o n c o n tr a c ts; b a sed o n clearcu t g u id e lin e s fo r e a ch ty p e o f p u rc h a se a n d p r e v io u s p e r fo r m a n c e o f su p p lie r, a v a ila b ility o f ite m , or im p a c t o f d e la y , r e c o m m e n d s e x te n sio n o f d eliv ery d a te o r o th e r sim ila r m o d ific a tio n s . In s o m e c a se s, d e c id e s to refer p r o b le m s t o p r o d u c tio n , p a c k a g in g , or o th e r c o m p a n y s p e c ia lists . M a y reo rd er sta n d a rd item s u n d e r a v a r ie ty o f e x is tin g p u rc h a se a g r ee m en ts w h er e ju d g m e n t is n e e d e d to a sk fu rth er q u e s tio n s a n d f o llo w u p a n d c o o r d in a te tr a n sa c tio n s. A s s is t a n ts at th is lev e l e x p e d ite p u rc h a ses o f sta n d a rd g o o d s , su p p lie s, e q u ip m e n t, or se r v ic es, a n d / o r p u r c h a se s o f sp e c ia liz e d ite m s w h e n th e c o m p le x ity o f th e item d o e s not a f f e c t th e a s s is ta n t’s w o r k , i .e ., th e a ssista n t d o e s n o t c o o r d in a te r eq u ests fo r m in o r d e v ia tio n s fr o m c o n tr a c t s p e c if ic a t io n s , e t c ., as d e sc r ib ed at lev e l III, b . item s ite m s a n d c o o r d in a te s r eq u e sts fo r m in o r d e v ia tio n s fr o m th e E x p e d ite s sp e c ia liz e d of o f th e w o r k . (S e e lev e l II, b .) In v e s tig a te s su p p lie r p r o b le m s for action a. p u rc h a ses c o m p le x ity th a t w ith b a sic a. pro C lerk s or secreta ries w o r k in g u n d er th e d ir e c tio n o f secreta ries c u r em e n t p o lic ie s . in e; 8 1 or a d m in istr a tiv e a ss is ta n ts as d e sc r ib ed b. S te n o g r a p h er s not fu lly p e r f o r m in g s e c r e t a r ia l supervisor m ay have an im pact on the policies and m ay deal w ith im portant outside con tacts, as described in LS-3. d u ties; c . S te n o g r a p h e r s or se creta ries m o r e p r o fe s s io n a l, te c h n ic a l, a ss ig n e d to tw o or or m a n a g e r ia l p e r so n s L S -3 . O rganizational structure is divided in to tw o or o f e q u iv a le n t rank; d . A s sista n ts or secreta ries p e r fo rm in g any k in d m ore subordinate supervisory levels ( o f w hich at least one is a m anagerial level) w ith several subdivisions at each level. E xecu tive’s program (s) are usually interlock ed on a direct and continuing basis w ith other m ajor organizational segm ents, requiring constant attention to extensive form al coordination , clearances, and pro cedural con trols. Executive typically has: Financial deci sionm aking authority for assigned program (s); co n siderable im pact on the entire organ ization ’s financial p osition or im age; and responsibility for, or has sta ff specialists in, such areas as personnel and adm inistra tion for assigned organization. Executive plays an im portant role in determ ining the policies and m ajor pro gram s o f the entire organ ization, and spends co n siderable tim e dealing w ith outside parties actively in terested in assigned program (s) and current or co n troversial issues. of te c h n ic a l w o r k , e .g ., p e r so n n e l, a c c o u n tin g , o r leg a l w o rk ; e. A d m in is tr a tiv e a ssista n ts or su p e rv iso r s p e r fo r m in g d u tie s w h ic h are m o r e d iffic u lt o r m o r e r e sp o n sib le th a n th e secreta ria l w o r k d escrib ed in L R -1 th r o u g h L R -4 ; f. S ecreta ries m a in ta in in g r ec eiv in g a d d itio n a l c o n fid e n tia lity of pay p rim a rily p a y r o ll r eco rd s fo r or o th e r se n sitiv e in fo r m a tio n ; g . S ecreta ries p e r fo r m in g r o u tin e r e c e p tio n is t, ty p in g , a n d filin g d u tie s fo llo w in g d e ta ile d in str u c tio n s a n d g u id elin es; th e se d u tie s are less r e s p o n s ib le th a n th o s e d e sc r ib ed in L R -1 b e lo w ; a n d h . T r a in ee s. Classification by Level Level of secretary’s responsibility (LR) Secretary job s w hich m eet the required characteristics are m atched at one o f five levels according to tw o fa c tors: (a) Level o f the secretary’s supervisor w ithin the overall organizational structure, and (b) level o f the secretary’s responsibility. Table C-5 indicates the level o f the secretary for each com bination o f factors. This factor evaluates the nature o f the w ork relation ship betw een the secretary and the supervisor or sta ff, and the extent to w hich the secretary is expected to exer cise initiative and judgm ent. Secretaries should be m atched at the level best describing their level o f respon sibility. W hen a p o sitio n ’s duties span m ore than one LR level, the introductory paragraph at the beginning o f each LR level should be used to determ ine w hich o f the levels best m atches the p osition . (T ypically, secretaries perform ing at the higher levels o f responsibility also perform duties described at the low er levels.) Level of secretary’s supervisor (LS) Secretaries should be m atched at on e o f the three LS levels below best describing the organization o f the secretary’s supervisor. L S -1 . O rganizational structure is not com p lex and inter Carries ou t re c u rrin g o ffic e procedures in dependently. Selects the guideline or reference w hich fits the specific case. Supervisor provides specific in structions on new assignm ents and checks com pleted w ork for accuracy. Perform s varied duties including or com parable to the follow ing: L R -1 . nal procedures and adm inistrative controls are sim ple and inform al; supervisor directs sta ff through face-toface m eetings. L S -2 . O rganizational structure is com plex and is divided into subordinate groups that usually differ from each other as to subject m atter, fun ction , etc.; and supervisor usually directs sta ff through interm ediate supervisors; internal procedures and adm inistrative controls are for m al. A n entire organization (e .g ., d ivision , subsidiary, or parent organization) m ay contain a variety o f subor dinate groups which m eet the LS-2 d efinition . T h erefore, it is not unusual for one LS-2 supervisor to report to another LS-2 supervisor. The presence o f subordinate supervisors does not by itself m ean LS-2 applies, e .g ., a clerical processing organization divided into several units, each perform ing very sim ilar w ork, is placed in LS-1. In sm aller organizations or industries such as retail trade, with relatively few organizational levels, the a. R e sp o n d s to sta n d a rd r o u tin e t e le p h o n e r eq u e sts w h ic h h a v e a n sw ers; p r o p r ia te sta ff. refers c a lls C o n tr o ls and m a il v isito r s and a ssu r es to ap tim e ly s t a f f r e s p o n s e ; m a y se n d fo r m letters. b. A s in str u c te d , m akes m a in t a in s a p p o in t m e n t s , and s u p e r v is o r ’s arran ges c a le n d a r , fo r m e e tin g ro o m s. c . R e v iew s m a ter ia ls p rep a red fo r su p e r v iso r ’s a p p r o v a l fo r ty p o g r a p h ic a l a c cu ra c y a n d p r o p e r fo r m a t. d . M a in ta in s recu rrin g in te rn a l r e p o r ts, su c h as: T im e and le a v e r e c o r d s, o f f ic e e q u ip m e n t lis tin g s, cor r e s p o n d e n c e c o n tr o ls , tr a in in g p la n s , e tc . e . R e q u is itio n s 82 s u p p lie s , p r in tin g , m a in t e n a n c e , or e. o th e r ser v ic es. T y p e s, ta k e s a n d tra n scrib es d ic ta tio n , A d v is e s se creta ries in su b o r d in a te p r o c ed u r es; p r o c ed u r es; prepare sta ff and m e m b e r s, s ig n or d e te rm in e s o f f ic e s . o th e r or sp ec ia l con S h ifts c lerica l s t a f f M ay n o n te c h n ic a l r o u tin e , p e r io d ic new th e involving the clerical or adm inistrative functions o f the o ffic e w hich o ften cannot be brought to the attention o f the executive. The executive sets the overall objectives o f the w ork. Secretary m ay participate in developing the w ork deadlines. D uties include or are com parable to the follow ing: w h ic h r eq u e sts sh o u ld b e h a n d le d b y th e su p e rv iso r , a p p ro p ria te fo r on fr o m L R -4 . H andles a w ide variety o f situations and con flicts r e sp o n d e n c e ; p e r so n a lly r e s p o n d s to r eq u e sts fo r in o ffic e o f f ic e ( s ) o f f ic e s needed t o a c c o m m o d a te w o r k lo a d n e e d s. a . S creen s te le p h o n e c a lls, v isito r s , a n d in c o m in g c o r c o n c e r n in g in fo r m a tio n fe r e n c e s , r ep o rts, in q u ir ie s, e tc . H andles differing situ ation s, problem s, and deviations in the work o f the o ffic e according to the supervisor’s general instructions, priorities, duties, p olicies, and program goals. Supervisor m ay assist secretary w ith special assignm ents. D uties include or are com parable to the follow ing: L R -2 . fo r m a tio n r eq u e sts su b o r d in a te a n d e sta b lish e s a n d m a in ta in s o f f ic e file s. cor a. C o m p o ses corresp on d en ce r eq u irin g so m e under sta n d in g o f te c h n ic a l m a tters; m a y sig n fo r e x e c u tiv e r e sp o n d e n c e in o w n o r su p e r v iso r ’s n a m e . w h e n te c h n ic a l o r p o lic y c o n te n t h a s b e e n a u th o r iz e d . b . S c h e d u le s c le a r a n c e . t e n t a t iv e a p p o in t m e n t s w it h o u t p r io r b. M a k e s a r ra n g em e n ts fo r c o n fe r e n c e s a n d m e e t in g s and m a ter ia ls, as a s s e m b le s d ir ec ted . e s t a b lis h e d M ay a tten d background m e e tin g s N o te s c o m m itm e n ts m ade by e x e c u tiv e d u rin g m e e tin g a n d arra n g es fo r s t a f f im p le m e n ta tio n . O n o w n in itia tiv e , arra n g es fo r s t a f f m e m b er t o rep re an d se n t rec o rd a n d rep o rt o n th e p r o c e e d in g s . o r g a n iz a tio n at c o n fe r e n c e s and m e e tin g s , e sta b lish e s a p p o in tm e n t p r io r itie s, or r es c h e d u le s or c. R e v iew s o u tg o in g m a ter ia ls a n d c o r r e s p o n d e n c e fo r in tern a l v iso r ’s c o n s is te n c y p ro ced u res; and c o n fo r m a n c e a ssu res th a t w ith p ro p er r efu ses a p p o in tm e n ts o r in v ita tio n s . su p e r c. cle a ra n ce s R e a d s o u tg o in g c o r r e s p o n d e n c e fo r e x e c u tiv e ’s a p p r o v a l a n d a lerts w riters to a n y c o n flic t w ith th e file h a v e b e e n o b ta in e d , w h e n n e e d e d . o r d ep a rtu re fr o m p o lic ie s o r e x e c u tiv e ’s v ie w p o in ts; d . C o lle c ts in fo r m a tio n fr o m o f f ic e on th e file s or p ro g r a m (s) r o u tin e in q u iries rep o rts. R e fer s n o n r o u tin e r eq u e sts to sta ff or fo r g iv es a d v ic e t o r e so lv e th e p r o b le m s. p e r io d ic d. su p e v is o r or S u m m a riz es th e c o n te n t of in c o m in g m a ter ia ls, sp ec ia lly g a th e r ed in fo r m a tio n , or m e e tin g s to a ssist sta ff. e x ec u tiv e; e . E x p la in s to q u ir e m e n ts s u b o r d in a te c o n c e r n in g d in a te s p e r so n n e l a n d sta ff o ffic e s u p e r v i s o r ’s proced u res. a d m in istr a tiv e re c o o r d in a te s th e new in fo r m a tio n w ith b a c k g r o u n d o f f ic e so u rc e s; a n d d ra w s a tte n tio n to C oor im p o r ta n t p a rts o r c o n f lic t s . fo r m s fo r th e e. o f f ic e a n d fo r w a rd s fo r p r o c e s sin g . In th e e x e c u tiv e ’s a b s e n c e , en su re s th a t r eq u ests fo r a c tio n or in fo r m a tio n are r ela y ed to th e a p p ro p ria te s t a f f m em b er; as n e e d e d , in terp rets r eq u e st a n d h e lp s L R -3 . U ses greater judgm ent and initiative to deter im p le m e n t a c tio n ; m ine the approach or action to take in nonroutine situa tions. Interprets and adapts guidelines, including un w ritten p olicies, precedents, and practices, w hich are not alw ays com pletely applicable to changing situations. D uties include or are com parable to the follow ing: fu r n ish ed in m a k e s su re th a t in fo r m a tio n tim e ly m a n n er; d e c id e s w h eth er is ex e c u tiv e sh o u ld b e n o tifie d o f im p o r ta n t or e m er g en cy m a tters. E x c lu d e s secretaries perform ing any o f the follow in g duties: a . B a se d on co m p o ses a k n o w le d g e correspon dence of th e on su p e r v iso r ’s ow n v ie w s, in itia tiv e a. about a d m in istr a tiv e a n d g e n e ra l o f f ic e p o lic ie s fo r su p e r ed v is o r ’s a p p r o v a l. b . A n tic ip a te s s u p e r v iso r A c ts as o f f i c e m a n a g e r fo r th e e x e c u tiv e ’s o r g a n iz a t io n , e .g ., d e te rm in e s w h e n n e w p r o c e d u r e s are n e e d fo r c h a n g in g s itu a tio n s and d e v ise s and im p le m e n ts a lter n a tiv es; rev ises o r c la r ifie s p r o c ed u r es and p rep a res fo r c o n fe r e n c e s, m a ter ia ls needed by corresp on d en ce, to e lim in a te c o n f lic t o r d u p lic a tio n ; id e n tifie s a n d th e r eso lv e s v a r io u s p r o b le m s th a t a f f e c t th e o r d e rly flo w ap p o in tm e n ts , m e e tin g s , t e le p h o n e c a lls, e t c ., a n d in of fo r m s su p e rv iso r o n m a tter s to b e c o n sid e r e d . o r g a n iz a tio n . in tr a n sa c tio n s P repares agenda ta k e s a c tio n o r refers th o s e th a t are im p o r ta n t to th e d isc u s sio n to p ic s su p e rv iso r a n d s t a f f . tio n s c. R eads p u b lic a tio n s , r e g u la tio n s , and d ir ec tiv e s b. w ork and to in q u iries, se le c tin g relev a n t o th e r o f f ic e s , e t c ., o u ts id e c o n fe r e n c e s; p a r ticip a n ts; background d r a fts th e e x p la in s in tr o d u c in fo r m a tio n and u se in w ritin g sp e e c h e s. in fo r m a tio n c. fr o m a v a r ie ty o f so u r c e s su ch as rep o rts, d o c u m e n ts , correspon dence, d e v e lo p s fo r p a r ties p rep ares o u tlin e s fo r e x e c u tiv e or s t a f f m e m b er s(s) to d . P re p a r es sp ec ia l o r o n e -tim e rep o rts, su m m a rie s, or rep lies and to w ith under A d v is e s in d iv id u a ls o u ts id e th e o r g a n iz a tio n on th e e x e c u tiv e ’s v ie w s o n m a jo r p o lic ie s o r cu rren t g en era l issu e s d ir e c tio n . 83 f a c in g th e o r g a n iz a tio n ; c o n ta c ts or resp on d s to c o n ta c ts fr o m h ig h -r a n k in g etc. U ses this know ledge in perform ing stenographic duties and responsible clerical tasks such as m aintaining follow u p files; assem bling m aterial for reports, m em oranda, and letters; com p osin g sim ple letters from general instructions; reading and routing incom ing mail; answering routine questions; etc. o u ts id e o f f ic ia ls ( e .g ., c ity or S ta te o f f ic ia ls , M em b er s o f C o n g r e ss , p r e sid e n ts n a tio n a l or situ a tio n s . c e s sib le , of n a tio n a l in te r n a tio n a l T h e se o f f ic ia ls a n d e a ch u n io n s firm s, m ay e tc .) be or in large u n iq u e rela tiv ely in a c c o n ta c t ty p ic a lly m u st b e h a n d le d d iffe r e n tly , u sin g ju d g m e n t a n d d isc r e tio n . Table C-5. Criteria for matching secretaries by level TYPIST Level of secretary’s responsibility Level of secretary's supervisor LR-2 I I I LS-1 LS-2 LS-3 LR-3 III IV V U ses a m anual, electric, or autom atic typewriter to type various m aterials. Included are au tom atic typewriters that are used on ly to record text and update and reproduce previously typed item s from m agnetic cards or tape. M ay include typing o f stencils, m ats, or sim ilar m aterials for use in duplicating processes. M ay do clerical work involving little special training, such as keeping sim ple records, filing records and reports, or sorting and distributing incom ing m ail. E x c lu d e d from this d efinition is work that involves: LR-4 II III IV LR-1 IV V V STENOGRAPHER Prim ary duty is to take dictation using short hand and to transcribe the dictation. M ay also type from written cop y. M ay operate from a stenographic p ool. M ay occasion ally transcribe from voice recor dings. E x c lu d e d from this d efinition are: a. T r a in ee p o s itio n s not req u irin g a fu lly a. r ec o rd ed o n d isc s, c y lin d e r s, b e lts, ta p e s , o r o th e r sim ilar m ed ia ; b. q u a lifie d T h e u se o f v a rity p e m a c h in e s, c o m p o s in g e q u ip m e n t, or a u to m a tic e q u ip m e n t in p rep a rin g m a ter ia l fo r ste n o g r a p h er ; b. T y p in g d ir ec tly fr o m s p o k e n m a teria l th a t h a s b een p rin tin g ; a n d S ecreta ries p r o v id in g th e p rin cip a l secreta ria l su p p o rt in a n o f f ic e a n d p e r fo r m in g m o r e r e s p o n s ib le an d c. F a m ilia rity w ith sp e c ia liz e d te r m in o lo g y in v a r io u s d isc r etio n a r y ta s k s , as d e sc r ib ed in L R -1 th ru L R -4 in c. k e y b o a r d c o m m a n d s to m a n ip u la te or e d it th e r e c o r d th e secreta ry d e fin itio n ; e d te x t to a c c o m p lish r e v isio n s , or to p e r fo r m ta sk s su ch as e x tra c tin g a n d listin g item s fr o m th e te x t, o r S te n o g r a p h er s w h o ta k e d ic ta tio n in v o lv in g th e fre tra n sm ittin g te x t t o o th e r te r m in a ls, o r u sin g so rt c o m q u en t u se o f a w id e v a riety o f te c h n ic a l o r sp ec ia liz ed m a n d s to h a v e th e m a c h in e reord er m a ter ia l. T y p ic a lly v o c a b u la r y . T y p ic a lly th is k in d o f v o c a b u la r y c a n n o t req u ires th e u se o f a u to m a tic e q u ip m e n t w h ic h m a y b e b e lea rn ed in a r ela tiv e ly sh ort p e r io d o f tim e , e .g ., a e ith er m o n th o r tw o ; a n d c o m p u te r lin k e d or have a p r o g r a m m a b le m e m o r y so th a t m a ter ia l can b e o r g a n iz e d in reg u la rly d. S te n o g r a p h e r s, su ch as sh o rth a n d rep o rte rs, who u sed fo r m a ts o r p r e fo r m e d p a ra g ra p h s w h ic h c a n th e n r eco rd m a ter ia l v e rb a tim at h e a r in g s, c o n fe r e n c e s , or be coded and d o c u m e n ts . sim ila r p r o c e e d in g s . sto r ed fo r fu tu re u se in lette rs o r Stenographer I T akes and transcribes dictation, receiving specific assignm ents along with detailed instructions on such re quirem ents as form s and presentation. The transcribed m aterial is typically reviewed in rough draft and the final transcription is reviewed for conform ance with the rough drafts. M ay m aintain files, keep sim ple records, or perform other relatively routine clerical tasks. N o t e : The occupational titles1 and definitions for ac counting clerks, drafters, file clerks, key entry operators, stenographers, a n d ty p ists are th e sa m e as th o s e u s e d in the Bureau’s program o f occupational wage surveys in metropolitan areas. Revised definitions for stenographer and typist were in troduced into the area surveys in calendar year 1981; the Stenographer II T akes and transcribes dictation, determ ining the m ost appropriate form at. P erform s stenographic duties re quiring significantly greater independence and respon sibility than stenographer I. Supervisor typically pro vides general instruction. W ork requires a thorough w orking know ledge o f general business and o ffic e pro cedures and o f the specific business operations, organ izations, policies, procedures, files, w ork flow , 4 -lev e l a c c o u n tin g c le rk s, in 1980; a n d th e 5 -lev el d r a fter , in 1979. T h ree yea rs are req u ired to b rin g a n e w jo b d e fin itio n in to all area s c o v e r e d b y th e p r o g r a m . ' 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), p. 68, for details. 84 Typist I m aterial in final form w hen it involves com bining m aterial from several sources; or responsibility for cor rect spelling; syllabification, punctuation, etc., o f technical or unusual w ords or foreign language m aterials; or planning layout and typing o f com plicated statistical tables to m aintain uniform ity and balance in spacing. M ay type routine form letters, varying details to suit circum stances. P erform s one o f more o f the following: C opy typing from rough or clear drafts; or routine typing o f form s, insurance p olicies, etc.; or setting up sim ple standard tabulations; or copying m ore com plex tables already set up and spaced properly. Typist II P erform s one or more o f the following: Typing Classification by Standard Occupational Codes foun d in the soc m anual. For exam ple, the p a t c o c cupations A ccou n tan t, C h ief A cco u n ta n t, A ud itor, and P ublic A ccoun tan t are all classified in the soc m anual as accountants and auditors. The soc occup ation (code 1412) includes a variety o f accounting occup ations (e .g ., b u d g et a c c o u n ta n ts, cred it a n a ly sts, a c c o u n tin g m ethods analysts) that are excluded from the p a t c description. The titles and the 3- or 4-digit codes to the right o f the (PATC) occup ations in table C -6 are taken from the 1980 edition o f the Standard Occupational Classifica tion Manual (SOC), issued by the U .S . D epartm ent o f C om m erce, O ffice o f Federal Statistical P olicy and Standards. In general, the Bureau o f Labor Statistics’ occu p a tional descriptions are m uch m ore specific than those bls Table C-6. Comparison of occupations in the professional, administrative, technical, and clerical (PATC) survey with the Standard Occupational Classification Manual patc occupation Standard Occupational Classification Manual (SOC) soc code Accountants........ Chief accountants Auditors Public accountants Job analysts Directors of personnel Attorneys 1412 1412 1412 1412 143 143 211 Accountants and auditors Accountants and auditors Accountants and auditors Accountants'and auditors Personnel, training, and labor relations specialists Personnel, training, and labor relations specialists Lawyers Buyers Computer programmers Systems analysts 1449 397 1712 Purchasing agents and buyers, not elsewhere classified Programmers Computer systems analysts Chemists Engineers 1845 162-3 Chemists, except biochemists Engineers Engineering technicians Drafters Computer operators Photographers 371 372 4612 326 Electrical and electronic engineering technologists and technicians Drafting occupations Computer operators Photographers Accounting clerks File c le rks.......................... Key entry operators M essengers.................... Personnel clerks/assistants Purchasing assistants Secretaries........................ Stenographers Typists 4712 4696 4793 4745 4692 4664 4622 4623 4624 Bookkeepers and accounting and auditing clerks File clerks Data entry operators Messengers Personnel clerks, except payroll and timekeeping Order clerks 85 Secretaries Stenographers Typists Appendix D. Comparisons of Salaries in Private Industry with Salaries of Federal Employees Under the General Schedule Bureau o f Labor Statistics, prepared the occupational work level d efinition s used in the survey. D efin itions were graded by o p m according to standards established for each grade level. Table D -l show s the surveyed jobs grouped by work levels equivalent to General Schedule grade levels. The survey was designed to provide a basis for co m paring salaries under the General Schedule classification and pay system w ith salaries in private enterprise. To assure collection o f pay data for work levels equivalent to the General Schedule grade levels, the O ffice o f P er sonnel M anagem ent ( o p m ) , in cooperation w ith the 86 Table D-1. Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule Occupation and level surveyed by B LS ’ Average annual salary in private industry,2 March 1985 Salary rates for Federal employees under the General Schedule, March 19853 Grade4 Step6 Average,5 March 1985 1 2 3 4 5 6 7 8 9 10 $10,101 11,685 GS 1 $ 9,523 $ 9,339 $ 9,650 $ 9,961 $10,271 $10,582 $10,764 $11,071 $11,380 $11,393 $ 1 1 ,6 8 6 Accounting clerks I Drafters I File clerks II Key entry operators I Typists I ................................................ 12,380 13,208 11,836 13,200 12,621 GS 2 10,748 10,501 10,750 11,097 11,393 11,521 11,860 12,199 12,538 12,877 13,216 Accounting clerks II Drafters II Engineering technicians I File clerks I I I .......................................... Key entry operators II Personnel clerks/assistants I Stenographers I Typists II 14,728 16,488 16,876 14,707 16,600 14,023 18,391 15,847 GS 3 12,236 11,458 11,840 12,222 12,604 12,986 13,368 13,750 14,132 14,514 14,896 Accounting clerks III Computer operators I Drafters III Engineering technicians II Personnel clerks/assistants II Photographers I Purchasing assistants I Secretaries I Stenographers I 17,327 13,670 20,006 19,339 16,375 17,571 16,363 15,869 20,194 GS 4 14,272 12,862 13,291 13,720 14,149 14,578 15,007 15,436 15,865 16,294 16,723 Accounting clerks IV Accountants I Auditors I Buyers I Chemists I Computer operators II Drafters IV Engineers I ............................................. Engineering technicians III Job analysts I Personnel clerks/assistants III Photographers II Computer programmers I Purchasing assistants II Secretaries II 21,106 20,577 21,128 20,896 22,631 16,973 23,950 27,405 23,179 20,774 18,870 22,019 20,318 21,135 17,721 GS 5 16,289 14,390 14,870 15,350 15,830 16,310 16,790 17,270 17,750 18,230 18,710 File clerks I Messengers S e e fo o tn o te s at end of table. Table D-1. Continued—Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule Occupation and level surveyed by BLS' Average annual salary in private industry,2 March 1985 Salary rates for Federal employees under the General Schedule, March 19853 Grade4 Step6 Average,5 March 1985 1 2 3 4 5 6 7 8 9 10 Computer operators I I I ........................... Personnel clerks/assistants I V .............. Purchasing assistants III ...................... Secretaries III......................................... $20,664 22,355 28,150 19,988 GS 6 $18,467 $16,040 $16,575 $17,110 $17,645 $18,180 $18,715 $19,250 $19,785 $20,320 $20,855 Accountants II ..................................... Auditors I I ............................................... Buyers I I ................................................. Chemists I I ............................................. Computer operators IV .......................... Drafters V ............................................... Engineers II ........................................... Engineering technicians IV ................ Job analysts I I ......................................... Photographers I I I ................................... Computer programmers I I .................... Public accountants I ............................... Secretaries IV ......................................... 25,349 25,854 25,606 26,722 24,016 29,876 30,275 27,259 23,602 26,489 23,690 19,657 22,520 GS 7 20,227 17,824 18,418 19,012 19,606 20,200 20,794 21,388 21,982 22,576 23,170 Computer operators V Secretaries V ......................................... 28,440 26,210 GS 8 22,885 19,740 20,398 21,506 21,714 22,372 23,030 23,688 24,346 25,004 25,662 Accountants II I ....................................... Attorneys I ............................................. Auditors I I I ............................................. Buyers III ............................................... Chemists III ........................................... Engineers I I I ........................................... Engineering technicians V .................... Job analysts III Photographers I V ................................... Computer programmers III.................... Public accountants I I ............................. Systems analysts I ................................. 30,037 29,886 31,246 31,774 32,461 34,348 31,386 29,905 30,210 28,367 22,134 28,197 GS 9 24,508 21,804 22,531 23,258 23,985 24,712 25,439 26,166 26,893 27,620 28,347 Accountants IV ....................................... Attorneys I I ............................................... Auditors I V ............................................. Buyers I V ............................................... Chemists IV ........................................... Chief accountants I ............................... Directors of personnel I ........................ Engineers IV ........................................... Job analysts I V ......................................... Computer programmers IV.................... 37,607 37,256 GS 11 29,772 26,381 27,260 28,139 29,018 29,897 30,776 31,655 32,534 33,413 34,292 See footnotes at end of table. 39,243 39,306 39,418 37,557 37,173 40,991 36,983 33,708 Table D-1. Continued—Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule Occupation and level surveyed by BLS' Average annual salary in private industry,1 2 March 1985 Salary rates for Federal employees under the General Schedule, March 19853 Grade4 Step6 Average,5 March 1985 1 2 3 4 5 6 7 8 9 10 Public accountants III............................ Systems analysts II $25,891 $33,465 Accountants V ....................................... Attorneys III .................................. Chemists V ............................................. Chief accountants I I ............................... Directors of personnel II Engineers V ..................................... Computer programmers V .................... Public accountants IV ............................ Systems analysts III 46,879 47,742 47,706 46,517 45,764 48,366 41,288 31,416 39,663 GS 12 $36,082 $31,619 $32,673 $33,727 $34,781 $35,835 $36,889 $37,943 $38,997 $40,051 $41,105 Accountants VI Attorneys IV Chemists VI ........................................... Chief accountants III ............................ Directors of personnel I I I ...................... Engineers V I ........................................... Systems analysts IV 59,519 59,807 58,210 60,466 59,317 56,136 46,729 GS 13 43,523 37,599 38,852 40,105 41,358 42,611 43,864 45,117 46,370 47,623 48,876 Attorneys V Chemists V II........................................... Chief accountants IV ............................ Directors of personnel IV Engineers VII Systems analysts V 73,805 68,710 74,735 70,663 65,641 56,461 GS 14 51,714 44,430 45,911 47,392 48,873 50,354 51,835 53,316 54,797 56,278 57,759 Attorneys VI Engineers VIII Systems analysts VI 91,690 76,205 68 900 GS 15 61,505 52,262 54,004 55,746 57,488 59,230 60,972 62,714 64,456 66,198 67,940 1 For definitions, see appendix C. 2 Survey findings as summarized in table 1 of this bulletin. For scope of survey, see appen dix A. 3 General schedule rates in effect in March 1985, 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 March 31,1985. Not limited to Federal employees in occupations surveyed by BLS. 6 Section 5335 of title 5 of the U.S. Code provides for within-in grade increases on condi tion that the employees’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 advance ment to salary rates 5, 6, and 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. NOTE: Under Section 5303 of title 5 of the U.S. Code, higher minimum rates (but not ex ceeding the maximum salary rate prescribed in the General Schedule for the grade or level) and a corresponding new salary range may be established for positions or occupations under certain conditions. The conditions include a finding that the Government’s recruitment or retention of well-qualified persons is significantly handicapped because the salary rates in private industry are substantially above the salary rates of the statutory pay schedules. As of March 1985, special higher salary rates were authorized for professional engineers at the en try grades (GS-5 and GS-7), and at GS-9 and GS-11. In addition, special rates were authorized for mining and electrical engineers at GS-5 through GS-12 and petroleum engineers at GS-5 through GS-13. 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. Employee Benefits in Medium and Large Firms, 1984 U.S. D epartm ent of Labor Bureau of Labor S tatistics Bulletin 2237 The Bureau of Labor S tatistics issues its 1984 bulletin on em ployee benefits in m edium and large firm s. This survey is the sixth in an annual series. Data available • Incidence and detailed ch a ra cte ristics of 11 private sector em ployee benefits paid for at least in part by the em ployer: Lunch and rest periods, holidays, vacations, and personal and sick leave; sickness and accident, long-term disability, health, and life insurance; and p ri vate retirem ent pension plans. • Incidence data on 18 other employee bene fits, including stock, savings and thrift, and pro fit sharing plans; em ployee discounts; and educational assistance. • Data presented separately for three o ccu p a tional groups— professional-adm inistrative, tech n ica l-cle rical, and production workers. Coverage • M ajor benefits in medium and large firm s, nationwide. • M inim um em ploym ent in establishm ents covered is generally 100 to 250 employees, depending on the industry. Publications are available from the Superintendent of Documents, U.S. Government Printing Office, Washington, D.C. 20402, or the Bureau of Labor Statistics Chicago Regional Office, P.O. Box 2145 Chicago, III. 60690 Source of data • Sample of about 1,500 establishm ents in a cross-section of the N a tio n ’s private industries; p rim arily by personal interview . Uses • Benefit adm inistration in public and private em ploym ent. • Union co ntra ct negotiations. • Conciliation and a rbitration in public and private sectors. • Developm ent of legislation a ffe ctin g the w elfare of workers. O rder form Please send .. copies of E m p l o y e e B e n e f i t s in M e d i u m a n d L a r g e F i r m s , 1 9 8 4 , Bulletin 2237, Stock No. 029-001-02852-1 at $2.75 each for a total of $ ___________________ Enclosed is a check or money order payable to Superintendent of Documents. Charge to GPO Deposit Account No._______________________ Order N o . ________________________ Credit Card Orders— M asterCard^ or Visa, Superintendent of Documents only. Total charges $ ------------ Name on orders to Credit Card N o .__________________ _ Expiration Date M o n th /Y e a r _______________________ Bureau of Labor Statistics Regional Offices Region I John F. Kennedy Federal Building Government Center Boston, Mass. 02203 Phone: (617) 223-6761 Region IV 1371 Peachtree Street, N E. Atlanta, Ga. 3 0 3 6 7 Phone: (404) 881-4418 Region V Region II Suite 3400 1515 Broadway New York, N Y. 10036 Phone: (212) 944-3121 Region III 3535 Market Street P.O. Box 13309 Philadelphia, Pa. 19101 Phone: (215) 596-1154 9th Floor Federal Office Building 230 S. Dearborn Street Chicago, III. 60604 Phone: (312) 353-1880 Region VI Federal Building 525 Griffin St., Rm. 221 Dallas, Tex. 75202 Phone: (214) 767-6971 Regions VII and VIII 911 Walnut Street Kansas City, Mo. 64106 Phone: (816) 374-2481 Regions IX and X 450 Golden Gate Avenue Box 36017 San Francisco. Calif. 94102 Phone: (415) 556-4678 U.S. Department of Labor Bureau of Labor Statistics Washington, D.C. 20212 Postage and Fees Paid U.S. Department of Labor Third Class Mail Official Business Penalty for Private Use, $300 Lab-441