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L <2. 3//3-<3- ; 387 National Survey of Professional, Administrative, Technical, and Clerical Pay: Private Service Industries, March 1987 National Survey of Professional, Administrative, Technical, and Clerical Pay: Private Service Industries, March 1987 U.S. Department of Labor Dennis E. Whitfield, Deputy Secretary Bureau of Labor Statistics Janet L. Norwood, Commissioner December 1987 Bulletin 2290 For sale by the Superintendent of Documents, U.S. Government Printing Office, Washington, D.C. 20402 P re fac e responsibilities. The definitions used to collect salary data (appendix C) reflect duties and responsibilities in private in dustry; however, they also are designed to be translatable to specific General Schedule (GS) grades applying to Fed eral employees (appendix D). The survey could not have been conducted without the cooperation of the many firms whose salary data provided 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 ap preciation for the cooperation it has received. The analysis in this bulletin was prepared in the Office of Wages and Industrial Relations by the staff of the Divi sion of Occupational Pay and Employee Benefit Levels. Computer programming and systems design were provided by the Division of Directly Collected Periodic Surveys. The Division of Wage Statistical Methods was responsible for the sample design, nonresponse adjustments, and other statistical procedures. Fieldwork for the survey was direct ed by the Bureau’s Assistant Regional Commissioners for Operations. In 1986, a survey of employee benefits in private indus try covered the same industrial scope as the 1986 nationwide PATC survey. The findings of the survey, which excluded most of the service industries, appear in Employee Benefits in Medium and Large Firms, 1986, Bulletin 2281 (Bureau of Labor Statistics, 1987). Material in this publiucation is in the public domain and, with appropriate credit, may be reproduced without permission. This is the first-time that the survey of professional, ad ministrative, technical, and clerical pay (the patc survey) has produced data for all of the private service industries only. This bulletin summarizes the results of that March 1987 survey. Previous Bureau white-collar pay surveys have in cluded other private sectors of the economy as well as select ed service industries. Consequently, the March 1987 results of the patc survey cannot be directly compared with earli er survey data. The 1987 salary information, collected from establishments with as few as 20 employees, is representa tive of all private service industries throughout the United States, except Alaska and Hawaii. In conducting this survey, the Bureau of Labor Statistics carries out its responsibility under the Federal Pay Compara bility Act of 1970, which currently governs general pay ad justments for Federal white-collar employees. Under the Act, a Pay Agent designated by the President (currently the Secre tary of Labor, and the directors of the Office of Manage ment and Budget and the Office of Personnel Management) sets up comparability procedures and reports annually to the President. The report compares salaries of Federal employees with those paid in private industry for the same levels of work, as determined by the PATC survey. The Bureau selects a list of sample establishments and collects, edits, tabulates, and reports the data. The survey scope, including the indus tries to be covered and the occupations to be studied, is the responsibility of the President’s Pay Agent. More informa tion on the survey scope is contained in appendix A. The occupations studied span a wide range of duties and iii Contents Page Sum m ary................................................................................................................................................................. Characteristics of the su rv e y .............................................................................................................................. Employment............................................................................................................................................................. Average salaries, March 1987 ............................................................................................................................ Salary levels in metropolitan a re a s .................................................................................................................... Salary levels by establishment s iz e ................................................. Salary distributions.............................................................................................................................................. Pay differences by industry................................................................................................................................ Average standard weekly hours.......................................................................................................................... 2 3 4 4 5 5 Text tables: 1. Distribution of work levels by degree of salarydispersion, private services, March 1987 ............ 2. Average pay relatives by type of service............................... 4 5 Reference tables for private service industries: Average salaries: 1. United S tates........................................................................................................................................ 2. Metropolitan areas................................................................................................................................ 3. By size of establishment...................................................................................................................... 9 12 15 Employment distribution by salary: 4. Professional and administrative occupations...................................................................................... 5. Technical support occupations............................................................................................................ 6. Clerical occupations ............................................................................................................................ 17 27 31 Selected industry characteristics: 7. Percent distribution of employment...................................................................................................... 8. Relative salary levels ............................................................................................................................ 9. Average weekly hours .......................................................................................................................... Charts: 1. Salaries in professional occupations, March 1987 ............................................................................ 2. Salaries in administrative and technical occupations, March 1987 .................................................. 3. Salaries in clerical occupations, March 1987 .................................................................................... 1 1 1 36 37 38 6 7 8 Appendixes: A. Scope and method of survey .................................................................................................................... 39 B. Survey changes in 1987 .............................................................................................................................. 43 C. Occupational definitions .............................................................................................................................. 47 D. Comparison of salaries in private industry with those of Federal employees under the General Schedule .................................................................................................. 98 v Professional, Administrative, Technical, and Clerical Pay: Private Service Industries: March 1987 Summary survey of private services cannot be compared with the earlier findings.2 The survey occupations are divided into 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 degree of difficulty and responsibility.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 responsibili ties of an establishment’s top engineers may exceed those of the highest level of engineers in the survey. Thus, the survey does not present comparisons of overall occupational salary lev els, such as between accountants as a group and engineers. The approximately 120,000 establishments within the scope of the survey employed about 13 million workers; 48 percent were professional, administrative, technical, and clerical em ployees on full-time schedules. Of these white-collar workers, 29 percent or approximately 1,700,000, were in occupations and work levels for which salary data were developed. The survey presents separate occupational pay data for metropoli tan areas—where about nine-tenths of the white-collar workers covered by the study were employed—and for various estab lishment size groups based on employment. This survey of private service industries developed average salaries for 93 of the 134 occupational work levels studied. These averages ranged from $8,558 for nursing assistants per forming routine duties to $78,049 for the highest level of en gineer studied. Even within similar categories of employees, such as professional, technical, or clerical, wage levels varied widely: For example, $10,338 to $19,151 for four levels of general clerks, $15,285 to $29,014 for five levels of secretar ies, and $19,588 for beginning accountants to $49,291 for su pervisory accountants in complex accounting systems. For most occupations, salary levels in metropolitan areas and in large establishments were higher than the average for all establishments covered by the survey. Among the service in dustries, firms providing architectural, engineering, and research services generally reported the highest average salar ies while those providing educational services reported the lowest salaries. Separate information on selected service in dustries is provided in this bulletin where data are sufficient to warrant publication. In 1987, the Bureau’s Professional, Administrative, Tech nical and Clerical Pay survey (PATC) was designed to cover all private service industries, including health care and educa tional services, and to obtain data from firms employing as few as 20 workers.1 Three jobs in the nursing field also were ad ded to the survey because of the introduction of health serv ices, yielding salary data for about 1,064,000 additional workers. Employment Employment varied widely among occupations in the sur vey, reflecting both actual differences in employment counts and differences in the range of duties and responsibilities co vered by survey definitions. For example, there were 426,000 incumbents in the four levels of registered nurses, accounting for 70 percent of the 606,500 professional employees covered Characteristics of the survey This survey—28th in an annual series of white-collar pay studies—provides nationwide data for 26 occupations spanning 93 work level categories. Information was collected from es tablishments throughout the United States, except Alaska and Hawaii. Because previous surveys have included jobs in non service sectors of the private economy, results from the 1987 2 For a description and results of the 1986 survey, see National Survey o f Professional, Administrative, Technical, and Clerical Pay, March 1986, Bulletin 2271 (Bureau of Labor Statistics, 1986). 3 The roman numerals do not necessarily identify equal levels of work among occupations. For example, public accountant levels I to IV equate to accoun tant levels II to V, while attorney I equates to accountant IE and public ac countant n. See appendix D. 1 For a description of the survey and its design changes, see appendixes A and B. Also see John D. Morton, “BLS Prepares to Broaden Scope of its WhiteCollar Pay Survey,” Monthly Labor Review, March 1987, pp.3-7. 1 from $21,006 for new graduates at level I to $33,989 for su pervisors at level IV. In the survey classification structure, the level designations among occupations are not synonymous; for example, public accountant levels I to HI are comparable to skill levels II to IV for accountants and auditors. The ac countants, public accountants, and auditors included in the sur vey had at least a bachelor’s degree in accounting or the equivalent in education and experience. Attorneys included in the study (all having at least L.L.B. degrees and bar membership) were employed in the legal departments of establishments other than law firms. Those per forming work involving applicable precedents and established facts were classified at level II and averaged $41,370 a year; those at level IV, with responsibility for resolving difficult legal problems, averaged $63,711. Buyers, who purchase “ off-the shelf’ and readily availa ble items and services from local sources (level I), averaged $20,492 a year. Buyers IV, who purchase highly complex and technical items, or materials that are custom designed and manufactured, averaged $41,828. Computer programmer trainees (level I) averaged $20,980 a year; this was approximately half the average of level V incumbents who plan and direct large computer programming projects or solve unusually complex computer programming problems. Computer systems analysts averaged $28,607 a year. This level includes workers who are familiar with systems analysis procedures and are working independently on routine problems. Systems analysts V, the highest of six job levels for which publishable data could be developed, averaged $59,841 a year. At this level, analysts are either senior tech nicians or managers responsible for the development and main tenance of large and complex computer systems.5 Personnel management occupations are represented by job analysts, and directors of personnel. Job analyst salaries wer published for levels II and HI of a four-level series. Le* II salaries averaged $23,315 and level III, $27,433. Din _ tors of personnel are limited by definition to those who, at a minimum, are responsible for administering a job evalua tion system, employment and placement functions, and em ployee relations and services. Those with significant responsibility as the principal company representative in con tract negotiations with labor unions are excluded. Various combinations of work force size, duties, and responsiblities determine the work level. Annual salaries for directors of per sonnel averaged $35,167 for level I and $43,927 for level n. Engineers are surveyed in eight levels starting with a profes sional trainee level typically requiring a bachelor’s degree. The highest level surveyed involves either full responsibility over a broad, complex, and diversified engineering program, with several subordinates each directing large and important seg ments of the program, or individual research and consultation by the survey occupations; in contrast, the three-level auditor occupation had 600 incumbents. The five levels of computer programmers and five levels of systems analysts had 42,500 and 34,400 employees, respec tively. Together, they accounted for nine-tenths of the em ployees estimated to match the survey’s administrative job descriptions. Other administrative jobs included buyers, job analysts, and directors of personnel. Among the technical support occupations surveyed, nursing assistants accounted for almost two-thirds of the 698,000 in cumbents, while licensed practical nurses accounted for nearly three-tenths. None of the other technical support occupations studied—engineering technician, drafter, computer operator, and photographer—accounted for over 4 percent of the total. Of the clerical occupations surveyed, secretaries accounted for nearly one-third of the 294,000 incumbents. Accounting clerks and general clerks each made up slightly over one-fifth of the clerical total. Employment in many of the occupations surveyed was heav ily concentrated in health services (primarily in hospitals) and in architectural, engineering, and research services (table 7). Health services, for example, employed not only virtually all of the registered nurses, licensed practical nurses, and nurs ing assistants, but also accounted for three-fourths of the direc tors of personnel and file clerks, and between one-half and three-fifths of the job analysts, messengers, personnel clerks/assistants, purchasing clerks/assistants, and typists. Firms providing architectural, engineering, and research serv ices employed at least nine-tenths of the engineers, engineer ing technicians, and drafters; they also employed two-fifths of the buyers, one-third of the auditors, and one-fourth of the attorneys. Average salaries, March 1987 Reflecting the wide range of duties and responsibilities co vered by the survey occupations, average annual salaries ranged from $8,558 for nursing assistants I to $78,049 for the top level of engineer (table 1). Despite such wide differ ences, salary averages for professional jobs of equivalent work levels often fell within a relatively narrow band. For exam ple, annual averages for the following equivalent work levels fell within $3,800, or an 8-percent range: Accountant V ($49,291), Attorney IQ ($53,100), and Engineer V ($50,597). The following paragraphs summarize findings for many of the occupations studied.4 Annual salaries of accountants averaged $19,588 at level I and $49,291 at level V. Salaries of public accountants ranged 4 The following occupational work levels were surveyed but insufficient data were obtained to warrant publication: Accountant VI; auditor I; chief accoun tant I-V; attorney I, V, and VI; systems analyst VI; job analyst I and IV; director of personnel HI-V; chemist I-VIII; nursing assistant IV; civil engineering tech nician I-V; engineering technician I; computer operator V and VI; photographer I, IV, and V; file clerk HI; personnel clerk/assistant V; purchasing clerk/assistant IV; and stenographer I and II. 3 As noted in appendix C, information was collected separately for five lev els of nonsupervisory systems analysts and four levels of systems analysts supervisors/managers. The data were consolidated for publication, using the approach shown in appendix C. 2 Secretary was the most populous among the clerical occu pations surveyed. Average yearly salaries ranged from $15,285 for level I to $29,014 for level V. Secretaries in hospi tal wards were not included in the survey. Typists I averaged $13,016 and those at level II, $15,106. Word processors were not studied. Accounting clerks performing simple and routine clerical accounting operations (level I) averaged $11,569 a year. Level IV clerks who maintain journals or subsidiary ledgers aver aged $20,097. Four-fifths of all accounting clerks were clas sified in levels n and HI, which averaged $14,424 and $16,739 a year, respectively. Personnel clerks/assistants who perform routine tasks re quiring a knowledge of personnel rules and procedures (level I) averaged $13,409 a year. Level IV assistants, who pro vide support such as interviewing and recommending place ment for well-defined occupations, averaged $23,130. Level I purchasing clerks/assistants follow well-established and clear-cut procedures to prepare and process purchasing documents. Their yearly average of $13,425 compares with $20,940 for level HI assistants, who generally expedite pur chases by making recommendations for action based on sim ple analyses of the facts at hand, organizational guidelines, and the background of the purchase. Four levels of general clerks, who perform a combination of clerical tasks to support office, business, or administrative operations, were surveyed. Level I clerks who follow detailed procedures in performing simple and repetitive tasks averaged $10,338 annually. Level IV clerks, who use subject matter knowledge and judgment to complete various nonroutine as signments averaged $19,151 a year. Level 13 and ID clerks, the largest levels, averaged $12,178 and $14,767 a year, respectively. in problem areas where the engineer is a recognized authori ty and where solutions represent a major scientific or techno logical advance. Average yearly salaries ranged from $26,355 for engineers I to $78,049 for engineers VIII. Level IV em ployees, performing complex, conventional engineering were the largest group in the profession and averaged $42,964. Data on pay are presented for three new jobs in the nurs ing field. One of these, registered nurse, was the largest of the professional and administrative occupations studied. Aver age salaries ranged from $21,012 for level I to $34,383 for level IV. Registered nurse n, which designates those nurses working with considerable independence in cases presenting difficult nursing problems, accounted for nearly nine-tenths of the nurses surveyed. They averaged $24,127 annually. The other two new jobs—nursing assistant and licensed practical nurse—are included among the survey’s technical support occupations. Nursing assistants, with 440,000 incum bents, had average salaries ranging from $8,558 for level I to $14,369 for level in, the highest level for which pay data met Bureau publication standards. Of the three levels of licensed practical nurse, average salaries ranged from $14,636 (level I) to $18,837 (level IH). Just over four-fifths of the licensed practical nurses were at level II; their salaries aver aged $16,487 a year. Engineering technician is a five-level series limited to em ployees providing technical support to engineers. These tech nicians work with engineers in such areas as research, design, development, testing, or manufacturing process improvement, and normally use electrical, electronic, or mechanical com ponents or equipment. Technicians involved in production or maintenance work are excluded. Engineering technicians II, who perform standardized assignments, averaged $20,149 a year. Engineering technicians V, who plan and conduct com plex projects under general guidelines supplied by a supervi sor or professional engineer, averaged $34,275. Salaries for intermediate levels LQ and IV, containing a majority of the technicians surveyed, averaged $24,425 and $30,009, respec tively. Average salaries for drafters ranged from $12,450 a year for level I (those who trace or copy finished drawings) to $31,634 for level V (those who work closely with designers preparing drawings of unusual, complex, or original designs). Drafters who primarily use computers to transmit and dupli cate designs were not surveyed. Computer operators are classified on the basis of responsi bility for problem solving, variability of assignments, and scope of authority for corrective actions needed by their equip ment. Computer operators I, whose work assignments con sist of on-the-job training, averaged $14,067 a year. Level II, the largest group surveyed, averaged $16,812, and the top level publishable (TV) averaged $24,673. Among the 27 clerical levels for which data are shown, aver age yearly salaries ranged from $10,338 for general clerks I to $29,014 for secretaries V, the highest of a five-level series. Averages for 8 of the clerical levels exceeded $19,000; 7 ranged from $15,000 to $19,000; and 12 fell below $15,000. Salary levels in metropolitan areas For most occupational levels, average salaries in metropoli tan areas6 (table 2) were slightly higher than the national aver ages (table 1). In only 19 cases, however, did such differences exceed 1 percent because metropolitan areas made up a large majority of the workers in the survey jobs. Approximately nine-tenths of the employees covered by the survey were located in metropolitan areas. Among the occu pations studied, licensed practical nurses and nursing assis tants recorded the lowest proportions in such areas, about 70 percent each. On the other hand, 95 percent or more of the auditors, public accountants, attorneys, computer program mers, systems analysts, job analysts, engineers, engineering technicians, drafters, photographers, and messengers were in metropolitan areas. 6 Metropolitan Statistical Areas as defined by the U.S. Office of Manage ment and Budget through June 1984. 3 Text table 1. Distribution of work levels by degree of salary dispersion, private services, March 1987 Number of levels having degree of dispersion' of-Occupation All occupations....................................................... Professional and administrative Accountants............................................................ Auditors................................................................... Public accountants.................................................. Attorneys................................................................. Buyers...................................................................... Computer programmers ......................................... Systems analysts.................................................... Job analysts............................................................ Directors of personnel............................................ Engineers................................................................ Registered nurses................................................... levels Under 15 percent 93 9 37 35 7 5 5 3 4 3 4 5 5 2 2 1 2 1 1 1 5 2 1 1 2 2 4 _ _ _ _ __ 8 4 Technical support Licensed practical nurses...................................... Nursing assistants................................................... Engineering technicians......................................... Drafters.................................................................... Computer operators................................................ Photographers........................................................ 4 2 Clerical w orkers.................................................... 27 3 3 4 5 1 - - 1 7 2 _ _ 1 1 1 2 1 1 1 1 2 1 1 2 1 2 - 2 1 2 2 2 - - 5 15 - - 1 D egree o f salary dispersion equals the salary range o f th e m iddle 50 p e rcent o f em ployees in a w ork level expressed as a p e rcent o f the m edian salary fo r th a t level. _ _ _ _ _ _ 1 _ _ 1 30 percent and over _ _ _ _ _ _ _ _ 2 _ _ _ _ - 1 5 2 NOTE: A dash indicates th a t no da ta w ere reported, Salary levels by establishment size pations in table 5, and for clerical occupations in table 6. Within most work levels, the highest salaries were at least twice the lowest salaries. As illustrated in charts 1 to 3, pay differences tended to increase with each rise in the work level. Salary ranges for specific work levels also tended to overlap each other. This reflects both salary differences among establish ments and the frequent overlapping of salary ranges within in dividual firms.7 Median annual salaries for most work levels were slightly lower than mean annual salaries.8 Hence, salaries in the upper half of the arrays affected the means more than salaries in the lower half. The relative difference between the mean and the median was less than 2 percent for 62 of the 93 published work levels, from 2 to 4 percent for 25 levels, and from over 4 to 8 percent in the other 6 levels. The degree of salary dispersion tended to be larger for cler ical occupations than for professional, administrative, or tech nical occupations. These dispersions, shown in text table 1, reflect the salary range of the middle 50 percent of employees expressed as a percent of the median salary. This eliminates the extremely low and high salaries for each comparison. In about three-fourths of the 93 publishable work levels, the degree of dispersion ranged from 15 to 25 percent. Observations of Table 3 compares average annual salaries for 40 work lev els across three establishment size groupings—20 to 499 em ployees, 500 to 2,499, and 2,500 employees or more. These comparisons show that average salaries were usually highest in the largest size category and lowest in the smallest; that such pay relationships were sometimes reversed; and that the size of the differences varied by type of occupation, as well as by skill level within occupations. Because of the limited number of comparisons across all three size categories, no definite pattern emerged. For example, some occupations, such as nursing assistant ID and general clerk I, had pay advantages (in establishments with 2,500 workers or more) as large as 35 and 28 percent, respectively. For others (accountant DI, systems analysts I, and engineer IV), the aver age pay difference dropped to 2 to 3 percent; and, in 11 ob servations, the large-establishment pay advantage disappeared entirely. The smallest establishment size category accounted for onehalf of all employees in the 40 work levels shown in table 3. The highest concentrations were: Nearly nine-tenths of the drafters DI, and between 70 and 80 percent of the nursing as sistants D, accounting clerks I through IV, key entry operators I and D,and general clerks I, D, and ID. 7 For an analysis of 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. 8 The median designates position; one-half of the workers receive the same as or more and one-half receive the same as or less than thennedian rate. The mean is computed for each job by totaling the earnings of all workers and dividing by the number of workers. Salary distributions Salary distributions for professional and administrative oc cupations are presented in table 4, for technical support occu 15 and under 20 20 and under 25 25 and under 30 percent percent percent 4 Text table 2. Average pay relatives by type of service Selected occupational work level All private services Business services1 Architectural, engineering, and research services2 Health services Educational services Accountants III ....................................................... Accounting clerks I I ................................................ General clerks III..................................................... Secretaries II .......................................................... 100 100 100 100 105 102 102 103 107 110 109 105 98 99 98 99 96 94 95 88 Key entry operators 1.............................................. Computer operators I I ............................................ Computer programmers I I ...................................... Systems analysts I I ................................................. 100 100 100 100 95 102 101 101 115 107 100 103 103 97 96 95 99 93 89 91 testing laboratories, engineering and architectural services, and noncommercial educational, scientific, and research organizations. 1 Includes business services in addition to research and devel opment laboratories and commercial testing laboratories presented separately as part of architectural, engineering, and research serv ices. 2 Includes research and development laboratories, commercial NOTE: “All private services” includes industries in addition to those shown separately. 25 percent and over were recorded only for technical support and clerical jobs. Salary differences within work levels reflect a variety of fac tors other than duties and responsibilities. These include sa lary structures within establishments which provide for a range of rates for each grade level; variations in occupational em ployment among service industries (table 7); and geographic salary differences, especially for clerical employees.9 Clerical employees usually are recruited locally, while professional and administrative employees generally are recruited on a broader regional or national basis. ness services, one of the fastest growing industries in the econ omy, usually ranked second in the pay relatives displayed in these two tabulations; health services was third. In the health services industry, hospital workers nearly al ways averaged more than their counterparts in nursing homes. The hospital pay advantage over nursing homes averaged from 31 percent for nursing assistants to 3 percent for computer oper ators and personnel clerks; generally the differences were be tween 10 and 20 percent. Pay differences by industry Average weekly hours (rounded to the nearest half hour) are shown in table 9 by occupation for selected service industries. Average weekly hours were slightly longer in architectural, en gineering, and research services (40 hours for most occupa tions) than in the health and educational service industries (38-39.5 hours for most occupations). Observations in busi ness services were about equally divided between 40 and 39.5 hours per week. Standard weekly hours, the base for regular straight-time salary, were obtained for individual employees in the occupations 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 die standard. Average standard weekly hours Pay levels varied significantly by type of services provided (table 8). Occupational salary levels generally were highest in architectural, engineering, and research services and lowest in educational services. The pay advantages typically averaged 10 to 20 percent. Even when comparisons between these two service industries are limited to the same work levels, pay spreads remained relatively constant. (See text table 2.) Busi9 For an analysis o f interarea pay differentials in clerical salaries, see Wage Differences Among M etropolitan Areas, 1986, Summary 86-5 (Bureau o f Labor Statistics, 1987), and M ark S. S id in g , “ C lerical Pay D ifferences in M etropolitan A reas, 19 6 1 -8 0 ,” M onthly Labor Review, July 1982, pp. 10-14. 5 Chart 1. Salaries in professional occupations, March 1987 (M ean annual salaries and ranges within which fell 5 0 percent of em ployees) O c c u p a tio n a n d level 0 $ 1 0 ,0 0 0 $ 2 0 ,0 0 0 $ 3 0 ,0 0 0 $ 4 0 ,0 0 0 6 $ 5 0 ,0 0 0 $ 6 0 ,0 0 0 $ 7 0 ,0 0 0 $ 8 0 ,0 0 0 $ 9 0 ,0 0 0 7 Chart 3. Salaries in clerical occupations, March 1987 (Mean annual salaries and ranges within which fell 50 percent of employees) Occupation and level 0 $10,000 $12,500 $15,000 $17,500 $20,000 Accounting clerks IV - File clerks I “ General clerks I IV - Key entry operators I Messengers Personnel clerks/ I assistants ,, IV Secretaries IV V Typists I - 8 $22,500 $25,000 $27,500 $30,000 $32,500 Table 1. Private services: Average salaries-United States (Employment and average salaries for selected professional, administrative, technical, and clerical occupations, United States, except Alaska and Hawaii,' March 1987) Annual salaries 4 Monthly salaries4 Occupation and level2 Number of employees3 Middle range5 Middle range5 Mean5 Median 5 First quartile Third quartile Mean5 Median 5 First quartile Third quartile Accountants I I I ..................................................................... V ...................................................................... 2,644 7,056 7,129 3,227 808 $1,632 1,952 2,483 3,226 4,108 $1,606 1,937 2,499 3,200 4,000 $1,499 1,750 2,246 2,929 3,750 $1,769 2,091 2,707 3,455 4,428 $19,588 23,426 29,791 38,707 49,291 $19,267 23,244 29,988 38,400 48,000 $17,985 21,000 26,949 35,149 45,000 $21,223 25,089 32,487 41,460 53,140 212 275 112 2,140 2,766 3,401 2,078 2,855 3,380 1,999 2,499 3,167 2,333 2,999 3,565 25,683 33,187 40,817 24,940 34,255 40,564 23,990 29,988 38,009 27,996 35,986 42,779 14,233 14,443 15,563 6,849 1,750 1,920 2,295 2,832 1,750 1,916 2,232 2,775 1,654 1,791 2,071 2,500 1,874 2,041 2,417 3,075 21,006 23,044 27,537 33,989 21,000 22,991 26,789 33,300 19,850 21,491 24,850 30,000 22,491 24,490 29,004 36,900 186 458 586 3,447 4,425 5,309 3,409 4,172 5,415 3,086 4,165 4,940 3,765 4,811 5,569 41,370 53,100 63,711 40,908 50,060 64,974 37,027 49,980 59,276 45,180 57,727 66,823 1,634 2,739 845 451 1,708 2,114 2,776 3,486 1,683 2,083 2,768 3,499 1,534 1,903 2,399 3,280 1,852 2,307 3,116 3,710 20,492 25,373 33,309 41,828 20,195 24,991 33,217 41,983 18,408 22,837 28,785 39,361 22,221 27,689 37,392 44,520 5,385 13,587 15,102 6,594 1,849 1,748 1,990 2,453 3,017 3,608 1,750 1,999 2,457 2,991 3,582 1,541 1,792 2,237 2,675 3,336 1,916 2,199 2,666 3,250 3,749 20,980 23,883 29,435 36,204 43,292 21,000 23,990 29,488 35,889 42,983 18,490 21,504 26,844 32,100 40,037 22,991 26,389 31,987 39,000 44,982 5,047 15,081 9,494 4,066 749 2,384 2,949 3,557 4,222 4,987 2,379 2,916 3,500 4,165 4,992 2,167 2,685 3,249 3,744 4,448 2,557 3,165 3,802 4,582 5,350 28,607 35,386 42,687 50,658 59,841 28,548 34,986 41,999 49,980 59,899 25,998 32,223 38,984 44,925 53,379 30,688 37,985 45,630 54,978 64,200 114 182 1,943 2,286 1,938 2,251 1,753 2,024 2,002 2,496 23,315 27,433 23,258 27,013 21,036 24,290 24,022 29,950 416 853 2,931 3,661 2,916 3,624 2,666 3,270 3,106 3,998 35,167 43,927 34,986 43,483 31,987 39,234 37,276 47,981 7,321 14,392 21,903 27,115 2,196 2,513 2,982 3,580 2,167 2,513 2,946 3,549 2,040 2,291 2,686 3,250 2,378 2,693 3,232 3,898 26,355 30,151 35,779 42,964 25,998 30,158 35,357 42,583 24,480 27,489 32,238 39,000 28,540 32,316 38,784 46,781 Auditors Public accountants I I ...................................................................... Attorneys I I ...................................................................... Buyers IV ..................................................................... Computer programmers I ....................................................................... IV ..................................................................... V ...................................................................... Systems analysts I ....................................................................... I l l ..................................................................... Job analysts i l l ..................................................................... Directors of personnel Engineers I I ...................................................................... IV ..................................................................... See footnotes at end of table. 9 Table 1. Private services: Average salaries-United States—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations, United States, except Alaska and Hawaii,1 March 1987) Monthly salaries4 Occupation and level2 Engineers V ...................................................................... V I ..................................................................... V II.................................................................... V III................................................................... Number of employees3 Annual salaries 4 Middle range5 Mean5 Median 5 First quartile Third quartile Middle range5 Mean5 Median 5 First quartile Third quartile 21,285 10,573 3,251 933 $4,216 4,952 5,599 6,504 $4,167 4,898 5,546 6,500 $3,813 4,428 5,132 5,915 $4,582 5,385 6,050 7,084 $50,597 59,422 67,183 78,049 $49,999 58,776 66,555 78,000 $45,756 53,136 61,584 70,975 $54,978 64,620 72,600 85,003 38,257 366,888 20,402 392 1,751 2,011 2,601 2,865 1,736 1,986 2,589 2,811 1,565 1,778 2,290 2,600 1,907 2,201 2,787 3,035 21,012 24,127 31,216 34,383 20,830 23,835 31,073 33,735 18,777 21,339 27,479 31,198 22,878 26,414 33,444 36,418 31,195 165,049 2,061 1,220 1,374 1,570 1,213 1,357 1,570 1,066 1,192 1,367 1,349 1,541 1,731 14,636 16,487 18,837 14,559 16,285 18,836 12,791 14,309 16,410 16,184 18,490 20,778 148,366 269,803 22,075 713 906 1,197 676 854 1,200 607 711 997 771 1,049 1,392 8,558 10,872 14,369 8,111 10,248 14,394 7,279 8,527 11,959 9,255 12,583 16,701 2,253 3,034 3,428 2,535 1,679 2,035 2,501 2,856 1,647 2,036 2,478 2,821 1,559 1,824 2,257 2,595 1,829 2,236 2,749 3,132 20,149 24,425 30,009 34,275 19,761 24,430 29,736 33,852 18,713 21,890 27,084 31,140 21,943 26,830 32,987 37,585 1,848 4,223 6,582 7,128 2,023 1,037 1,325 1,729 2,107 2,636 1,040 1,300 1,699 2,037 2,601 910 1,213 1,475 1,863 2,416 1,127 1,406 1,950 2,340 2,773 12,450 15,898 20,742 25,281 31,634 12,479 15,599 20,382 24,438 31,208 10,919 14,559 17,700 22,358 28,993 13,519 16,868 23,398 28,078 33,277 2,616 12,000 6,790 2,191 1,172 1,401 1,752 2,056 1,166 1,378 1,737 2,045 1,060 1,258 1,603 1,915 1,295 1,533 1,877 2,215 14,067 16,812 21,020 24,673 13,994 16,535 20,840 24,540 12,720 15,094 19,239 22,982 15,544 18,393 22,525 26,580 2,017 435 1,504 2,232 1,416 2,296 1,300 2,101 1,733 2,296 18,046 26,782 16,992 27,558 15,599 25,208 20,798 27,558 7,692 33,476 20,392 5,276 964 1,202 1,395 1,675 953 1,191 1,390 1,707 858 1,040 1,230 1,460 1,049 1,329 1,550 1,907 11,569 14,424 16,739 20,097 11,439 14,287 16,685 20,480 10,300 12,479 14,761 17,523 12,583 15,952 18,600 22,878 10,114 6,470 953 1,097 880 1,040 780 940 1,036 1,192 11,430 13,166 10,566 12,479 9,359 11,275 12,432 14,304 Registered nurses 1 ....................................................................... II .................................... ................................. Ill ..................................................................... IV ..................................................................... Licensed practical nurses 1 ....................................................................... I I ...................................................................... I l l ..................................................................... Nursing assistants 1 ....................................................................... I I ...................................................................... I l l ..................................................................... Engineering technicians II ...................................................................... Ill ..................................................................... IV ..................................................................... V ...................................................................... Drafters 1 ....................................................................... II ...................................................................... Ill ..................................................................... IV ..................................................................... V ...................................................................... Computer operators 1 ....................................................................... II ...................................................................... I l l ..................................................................... IV ..................................................................... Photographers II ...................................................................... I l l ..................................................................... Accounting clerks 1 ....................................................................... II ...................................................................... Ill ..................................................................... IV ..................................................................... File clerks 1 ....................................................................... II ...................................................................... See footnotes at end of table. 10 Table 1. Private services: Average salaries-United States—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations, United States, except Alaska and Hawaii,1 March 1987) Monthly salaries4 Occupation and level1 2 Number of employees34 Annual salaries 4 Middle range5 Mean5 Median 5 First quartile Third quartile Middle range5 Mean5 Median 5 First quartile Third quartile Key entry operators 1 ....................................................................... II ...................................................................... 24,832 11,067 $1,036 1,267 $1,018 1,262 $889 1,071 $1,153 1,445 $12,431 15,199 $12,219 15,141 $10,670 12,853 $13,831 17,343 Messengers.................................... 5,916 946 929 812 1,090 11,354 11,148 9,749 13,082 1,297 1,333 1,071 320 1,117 1,393 1,613 1,928 1,127 1,366 1,569 1,983 1,000 1,242 1,445 1,707 1,257 1,525 1,749 2,083 13,409 16,717 19,359 23,130 13,519 16,389 18,827 23,799 12,000 14,908 17,346 20,486 15,079 18,303 20,992 24,990 1,216 1,279 346 1,119 1,375 1,745 1,118 1,361 1,751 1,005 1,215 1,565 1,220 1,499 1,890 13,425 16,502 20,940 13,415 16,327 21,006 12,063 14,580 18,781 14,642 17,993 22,680 24,316 31,190 26,195 10,904 2,021 1,274 1,526 1,720 2,009 2,418 1,257 1,474 1,681 1,995 2,425 1,116 1,291 1,500 1,780 2,102 1,416 1,699 1,916 2,207 2,690 15,285 18,309 20,644 24,109 29,014 15,079 17,693 20,174 23,945 29,100 13,395 15,494 18,000 21,360 25,228 16,993 20,382 22,991 26,489 32,280 6,108 2,503 1,085 1,259 1,083 1,300 936 1,130 1,196 1,426 13,016 15,106 12,995 15,599 11,228 13,561 14,351 17,117 5,385 26,145 27,105 5,595 861 1,015 1,231 1,596 867 1,000 1,213 1,583 737 895 1,083 1,468 927 1,127 1,365 1,712 10,338 12,178 14,767 19,151 10,399 11,995 14,559 18,996 8,839 10,744 12,999 17,618 11,127 13,519 16,380 20,550 Personnel clerks/assistants 1 ....................................................................... II ...................................................................... I l l ..................................................................... IV ..................................................................... Purchasing clerks/assistants 1 ....................................................................... I I ...................................................................... I l l ..................................................................... Secretaries 1 ....................................................................... II ...................................................................... Ill ..................................................................... IV ..................................................................... V ...................................................................... Typists 1 ....................................................................... II ...................................................................... General clerks 1 ....................................................................... II ...................................................................... Ill ..................................................................... IV ..................................................................... 1 For the scope of the survey, see table A-1 in appendix A. increases - but not bonuses - under cost-of-living allowance clauses, and 2 O ccupational d e finitions ap pear in appendix C. incentive paym ents, however, are included. 3 Occupational employment estimates relate to the total in all establishments within the scope of the survey and not to the number actually surveyed. For further explanation, see appendix A. 4 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay 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 the same as or more than the higher rate. 11 ta b le 2. Private services: Average salaries-Metropolitan areas (Employment and average salaries for selected professional, administrative, technical, and clerical occupations, metropolitan areas,1 United States, except Alaska and Hawaii, March 1987) .................. ....................... 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 Accountants 1............................................................. it ............................................................. IN ............................................................ tv ..................................................... V ..................................................... 2,487 6,114 6,664 3,092 778 $1,643 1,977 2,502 3,236 4,127 $1,622 1,959 2,499 3,217 4,014 $1,499 1,789 2,283 2,937 3,755 $1,785 2,128 2,728 3,490 4,450 $19,720 23,724 30,029 38,833 49,521 $19,467 23,502 29,988 38,607 48,170 $17,993 21,464 27,402 35,246 45,060 $21,422 25,540 32,737 41,878 53,400 212 274 106 2,140 2,765 3,397 2,078 2,855 3,380 1,999 2,499 3,167 2,333 2,999 3,565 25,683 33,176 40,766 24,940 34,255 40,564 23,990 29,988 38,009 27,996 35,986 42,779 13,976 14,084 14,958 6,742 1,756 1,928 2,305 2,842 1,750 1,916 2,249 2,782 1,666 1,800 2,083 2,500 1,874 2,041 2,450 3,080 21,078 23,136 27,662 34,101 21,000 22,991 26,989 33,387 19,992 21,600 24,990 30,000 22,491 24,490 29,400 36,960 167 449 585 3,460 4,443 5,311 3,415 4,172 5,415 3,017 4,165 4,950 3,836 5,000 5,569 41,517 53,322 63,726 40,984 50,060 64,974 36,199 49,980 59,400 46,032 60,000 66,823 1,454 2,463 771 451 1,715 2,134 2,765 3,486 1,712 2,114 2,759 3,499 1,534 1,920 2,366 3,280 1,862 2,320 3,101 3,710 20,585 25,607 33,182 41,828 20,538 25,366 33,111 41,983 18,408 23,045 28,389 39,361 22,350 27,840 37,208 44,520 5,285 13,343 14,695 6,498 1,820 1,752 1,994 2,456 3,017 3,608 1,750 1,999 2,457 2,997 3,582 1,558 1,798 2,239 2,675 3,336 1,916 2,200 2,666 3,250 3,749 21,021 23,925 29,469 36,205 43,295 21,000 23,990 29,488 35,960 42,983 18,693 21,571 26,869 32,100 40,037 22,991 26,400 31,988 39,000 44,982 5,001 14,999 9,393 4,050 747 2,385 2,950 3,556 4,224 4,988 2,382 2,916 3,499 4,165 4,992 2,167 2,689 3,249 3,749 4,415 2,557 3,165 3,800 4,582 5,350 28,618 35,405 42,669 50,688 59,853 28,589 34,993 41,983 49,980 59,899 25,998 32,273 38,984 44,982 52,980 30,688 37,985 45,600 54,978 64,200 110 177 1,953 2,278 1,951 2,249 1,765 2,024 2,024 2,496 23,433 27,333 23,417 26,989 21,175 24,290 24,293 29,950 357 758 2,958 3,700 2,916 3,665 2,666 3,333 3,200 3,998 35,500 44,394 34,986 43,982 31,987 39,995 38,398 47,981 7,065 13,814 21,001 25,542 2,192 2,519 2,982 3,581 2,167 2,513 2,945 3,549 2,037 2,291 2,686 3,250 2,374 2,698 3,227 3,895 26,300 30,226 35,782 42,975 25,998 30,158 35,346 42,583 24,438 27,489 32,238 39,000 28,489 32,374 38,724 46,740 Auditors » ............................................................. Il l............................................................ IV ............................................................ Public accountants 1...................................................... i t ...................................................................... H I............................................................ iV ............................................................ Attorneys N ............................................................. Hi............................................................ IV ............................................................ Buyers 1............................................................. N ............................................................. Nt............................................................ IV ............................................................ Computer programmers 1............................................................. I f ............................................................. IN ............................................................ IV ............................................................ V ............................................................ Systems analysts I ............................................................. N ............................................................. IN ............................................................ IV ............................................................ V ............................................................. Job analysts N ............................................................. IN ............................................................ Directors of personnel 1............................................................. N ............................................................. Engineers I ............................................................. N ............................................................. N l............................................................ IV ............................................................ See footnotes at end of table. 12 Table 2. Private services: Average salaries-Metropoiitan areas—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations, metropolitan areas,' United States, except Alaska and Hawaii, March 1987) Annual salaries4 Monthly salaries4 Occupation and level2 Engineers V ...................................................................... V I ..................................................................... V II.................................................................... V III................................................................... Number of employees3 Middle range5 Mean5 Median5 First quartile Third quartile Middle range5 Mean5 Median5 First quartile Third quartile 20,696 10,328 3,229 933 $4,216 4,954 5,599 6,504 $4,168 4,900 5,546 6,500 $3,809 4,435 5,130 5,915 $4,582 5,385 6,053 7,084 » $50,596 59,452 67,187 78,049 $50,020 58,800 66,555 78,000 $45,709 53,223 61,563 70,975 $54,978 64,620 72,640 85,003 28,996 317,678 18,283 384 1,788 2,047 2,652 2,858 1,782 2,028 2,633 2,811 1,617 1,820 2,373 2,600 1,943 2,238 2,799 3,033 21,450 24,563 31,829 34,297 21,381 24,338 31,593 33,735 19,402 21,838 28,471 31,198 23,315 26,851 33,589 36,397 20,305 119,599 1,578 1,270 1,439 1,599 1,267 1,428 1,571 1,127 1,265 1,388 1,381 1,603 1,731 15,240 17,264 19,186 15,204 17,131 18,851 13,519 15,183 16,660 16,577 19,239 20,778 97,190 184,200 16,209 733 967 1,280 693 936 1,312 624 757 1,133 792 1,134 1,432 8,791 11,600 15,361 8,319 11,231 15,744 7,487 9,089 13,595 9,505 13,602 17,179 2,185 2,929 3,314 2,486 1,681 2,032 2,495 2,857 1,647 2,026 2,466 2,820 1,559 1,820 2,253 2,595 1,827 2,230 2,730 3,139 20,177 24,381 29,943 34,286 19,761 24,313 29,596 33,843 18,713 21,840 27,039 31,140 21,924 26,760 32,757 37,668 1,848 4,158 6,269 6,978 1,955 1,037 1,324 1,739 2,108 2,631 1,040 1,300 1,700 2,041 2,599 910 1,213 1,500 1,863 2,416 1,127 1,406 1,978 2,340 2,773 12,450 15,888 20,867 25,290 31,574 12,479 15,599 20,400 24,490 31,188 10,919 14,559 17,997 22,358 28,993 13,519 16,868 23,731 28,078 33,277 2,527 10,970 6,519 2,068 1,176 1,410 1,751 2,051 1,166 1,387 1,737 2,031 1,060 1,278 1,604 1,915 1,295 1,549 1,873 2,200 14,106 16,922 21,017 24,616 13,994 16,639 20,840 24,376 12,720 15,339 19,248 22,982 15,544 18,593 22,478 26,400 1,991 432 1,503 2,232 1,416 2,296 1,300 2,101 1,733 2,296 18,039 26,786 16,992 27,558 15,599 25,208 20,798 27,558 7,316 30,270 17,973 5,057 970 1,220 1,417 1,680 953 1,200 1,409 1,733 867 1,047 1,270 1,461 1,058 1,333 1,575 1,907 11,642 14,643 17,001 20,164 11,439 14,400 16,909 20,798 10,399 12,562 15,240 17,526 12,695 15,996 18,900 22,878 9,393 6,192 962 1,102 884 1,043 784 953 1,036 1,198 11,541 13,229 10,607 12,521 9,404 11,439 12,432 14,372 Registered nurses 1 ....................................................................... II ...................................................................... Ill ..................................................................... IV ..................................................................... Licensed practical nurses I ....................................................................... II ...................................................................... I l l ..................................................................... Nursing assistants I ....................................................................... II ...................................................................... I l l ..................................................................... Engineering technicians I I ...................................................................... Ill ..................................................................... IV ..................................................................... V ...................................................................... Drafters 1 ....................................................................... II ...................................................................... Ill ..................................................................... IV ..................................................................... V ...................................................................... Computer operators 1 ....................................................................... II ...................................................................... Ill ..................................................................... IV ..................................................................... Photographers II ...................................................................... Ill ..................................................................... Accounting clerks 1 ....................................................................... II ...................................................................... I l l ..................................................................... IV ..................................................................... File clerks 1 ....................................................................... I I ...................................................................... See footnotes at end of table. 13 Table 2. Private services: Average saiaries-Metropoiitan areas—Continued (Employment and average salaries for selected professional, administrative, technical, and clerical occupations, metropolitan areas,1 United States, except Alaska and Hawaii, March 1987) Monthly salaries4 Occupation and level1 2 Number of employees34 Annual salaries4 Middle range5 Mean5 Median5 First quartile Third quartile Middle range5 Mean5 Median5 First quartile Third quartile Key entry operators 1 ....................................................................... II ...................................................................... 23,018 10,764 $1,043 1,270 $1,030 1,262 $896 1,074 $1,166 1,452 $12,516 15,234 $12,354 15,141 $10,753 12,888 $13,994 17,419 Messengers..................................... 5,810 946 927 808 1,090 11,348 11,125 9,697 13,082 1,193 1,230 1,023 307 1,119 1,403 1,619 1,927 1,127 1,374 1,569 1,991 1,000 1,249 1,451 1,692 1,257 1,532 1,749 2,083 13,428 16,841 19,428 23,118 13,519 16,493 18,827 23,897 12,000 14,986 17,408 20,299 15,079 18,386 20,992 24,990 1,051 1,106 286 1,131 1,381 1,746 1,126 1,365 1,739 1,026 1,238 1,565 1,227 1,499 1,891 13,573 16,571 20,949 13,515 16,379 20,869 12,311 14,850 18,781 14,725 17,993 22,692 20,650 29,514 24,492 10,524 1,950 1,308 1,541 1,738 2,021 2,432 1,295 1,480 1,708 1,999 2,451 1,147 1,309 1,529 1,791 2,126 1,435 1,712 1,928 2,208 2,695 15,694 18,491 20,860 24,248 29,183 15,544 17,765 20,492 23,990 29,415 13,769 15,703 18,348 21,491 25,511 17,221 20,538 23,138 26,496 32,340 5,829 2,044 1,089 1,338 1,083 1,331 936 1,213 1,206 1,478 13,070 16,060 12,999 15,973 11,228 14,554 14,476 17,741 4,952 22,333 23,915 5,180 869 1,026 1,250 1,604 867 1,004 1,235 1,589 750 909 1,100 1,485 936 1,137 1,387 1,712 10,426 12,315 15,006 19,246 10,399 12,042 14,819 19,072 9,006 10,906 13,200 17,820 11,231 13,645 16,639 20,550 Personnel clerks/assistants 1 ....................................................................... I I ...................................................................... I l l ..................................................................... IV ..................................................................... Purchasing clerks/assistants 1 ....................................................................... II ...................................................................... I l l ..................................................................... Secretaries 1 ....................................................................... I I ...................................................................... I l l ..................................................................... IV ..................................................................... V ...................................................................... Typists; 1 ....................................................................... II ...................................................................... General clerks 1 ....................................................................... I I ...................................................................... I l l ..................................................................... IV ..................................................................... industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases - but not bonuses - under cost-of-living allowance clauses, and incentive payments, however, 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 the same as or more than the higher rate. 1 Metropolitan data relate to all 327 Metropolitan Statistical Areas (MSA’s) and Primary Metropolitan Statistical Areas (PSMA’s) within the contiguous 48 states, as defined by the U.S. Office of Management and Budget through June 1983. 2 Occupational definitions appear in appendix C. 3 Occupational employment estimates relate to the total in all establishments within the scope of the survey and not to the number actually surveyed. For further explanation, see appendix A. 4 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace 14 Table 3. Private services: Average salaries-By size of establishment (Employment and average annual salaries for selected professional, administrative, technical, and clerical occupations, United States, except Alaska and Hawaii,' March 1987) Establishments employing 20 - 499 workers3 Occupation and level2 Number of employees5 Annual salaries6 Establishments employing 500-2,499 workers Number of employees5 Annual salaries6 Establishments employing 2,500 workers or more4 Number of employees5 Annual salaries6 Mean7 Median7 588 892 797 437 $20,661 24,881 30,518 37,810 $20,449 24,610 30,480 37,333 20,192 25,019 321 592 22,069 26,110 21,797 25,740 20,845 24,594 29,924 21,000 24,648 29,961 875 2,150 2,342 23,685 25,410 28,776 24,802 25,990 28,988 1,293 3,764 2,366 1,023 29,284 36,332 44,469 51,836 28,988 35,926 43,083 49,896 660 2,592 1,423 635 28,730 34,396 41,550 48,740 28,373 34,161 41,289 48,564 41,983 8,760 43,941 43,800 2,795 43,696 43,080 20,315 22,401 29,181 20,133 21,891 29,867 8,882 205,776 8,061 21,969 24,234 31,722 21,630 23,960 30,823 4,139 82,374 5,906 23,210 25,512 32,741 22,733 25,249 31,619 201,791 10,009 9,511 54,026 13,414 13,311 13,986 13,498 13,997 5,854 20,829 20,392 545 19,817 20,122 183 20,723 20,742 1,538 7,089 3,364 13,717 16,657 21,271 13,994 16,223 21,038 840 3,671 2,395 14,631 16,863 20,622 14,160 16,847 20,018 238 1,240 1,031 14,338 17,546 21,127 14,081 17,408 20,911 5,604 25,422 14,865 4,009 11,266 14,210 16,472 19,909 11,439 13,994 16,556 20,480 1,826 6,100 3,569 644 12,264 14,883 17,195 20,179 11,751 14,559 17,093 20,722 262 1,954 1,958 623 13,224 15,778 17,937 21,222 12,977 15,548 17,780 20,958 1...................................................................... I I ..................................................................... 19,479 8,141 12,248 14,728 11,995 14,494 4,251 2,306 12,760 16,314 12,479 16,223 1,102 620 14,401 17,245 14,039 17,325 Messengers.................................. 3,337 11,180 11,019 2,065 11,215 10,732 514 13,047 12,772 Personnel clerks/assistants I I ..................................................................... I l l .................................................................... 402 478 16,569 19,781 16,366 18,758 714 466 16,591 18,875 16,140 18,823 217 127 17,409 19,544 17,200 19,821 Mean7 Median7 Mean7 Median7 1,252 4,345 4,097 1,657 $18,942 22,879 29,704 39,092 $18,115 22,991 29,988 38,880 804 1,819 2,235 1,133 $19,808 24,020 29,692 38,490 $19,492 23,835 29,304 37,985 575 1,022 20,019 24,904 19,570 24,290 738 1,125 20,175 25,410 3,046 8,105 9,057 20,267 23,185 29,406 20,492 23,031 29,488 1,464 3,332 3,703 3,094 8,725 5,705 2,408 28,298 35,272 42,231 50,663 28,489 34,986 41,983 50,280 15,560 42,283 1...................................................................... I I ..................................................................... I l l .................................................................... 25,236 78,738 6,435 Nursing assistants I I ..................................................................... Drafters III.................................................................... Accountants 1...................................................................... I I ..................................................................... I l l .................................................................... I V ................................................................... Buyers I I ..................................................................... Computer programmers 1...................................................................... I I ..................................................................... I l l .................................................................... Systems analysts 1...................................................................... I I ..................................................................... I l l .................................................................... I V ................................................................... Engineers I V ................................................................... Registered nurses Computer operators 1...................................................................... I I ..................................................................... I l l .................................................................... Accounting clerks 1...................................................................... I I ..................................................................... I l l .................................................................... I V ................................................................... Key entry operators See footnotes at end of table. 15 Table 3. Private services: Average salaries~By size of establishment—Continued (Employment and average annual salaries for selected professional, administrative, technical, and clerical occupations, United States, except Alaska and Hawaii,1 March 1987) Establishments employing 20 - 499 workers3 Occupation and level2 Number of employees5 Purchasing clerks/assistants I I ..................................................................... Establishments employing 500-2,499 workers Annual salaries6 Mean7 Median7 462 $15,799 $15,141 12,548 12,125 4,216 868 14,653 21,214 24,699 30,122 3,592 4,032 18,374 19,372 Number of employees5 Annual salaries6 Mean7 Median7 627 $16,814 $16,793 14,734 20,798 24,326 31,499 7,670 7,922 4,310 809 15,641 20,113 23,846 27,760 12,386 12,895 1,675 9,831 11,771 14,525 10,200 11,699 14,556 828 5,400 4,623 Establishments employing 2,500 workers or more4 Number of employees5 Annual salaries6 Mean7 Median7 190 $17,181 $16,587 15,306 19,904 23,669 26,925 4,098 6,148 2,378 344 16,557 20,207 23,538 29,163 16,493 20,125 23,359 28,988 13,655 13,068 841 14,436 14,455 11,410 12,707 15,219 11,314 12,604 15,079 525 2,371 3,110 12,542 14,127 15,599 12,444 13,935 15,079 Secretaries l ...................................................................... I l l .................................................................... I V ................................................................... V .................................................................... Typists 1...................................................................... General clerks 1...................................................................... I I ..................................................................... I l l .................................................................... holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases - but not bonuses - under cost-of-living allowance clauses, and incentive payments, however, are included. 7 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. 1 For the scope of the survey, see table A-1 in appendix A. 2 Occupational definitions appear in appendix C. 3 Includes establishments employing fewer than the 20 worker minimum at the time of the survey. 4 Includes data from some large companies that provide companywide data not identified by size of establishment. 5 Occupational employment estimates relate to the total in all establishments within the scope of the survey and not to the number actually surveyed. For further explanation, see appendix A. 6 Excludes premium pay for overtime and for work on weekends, 16 Table 4. Private services: Earnings distribution-professional and administrative occupations (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,'March 1987) Accountants Annual salary I II Ill IV V Number of employees............................ Average annual salary............................ 2,644 $19,588 7,056 $23,426 7,129 $29,791 3,227 $38,707 808 $49,291 T o ta l.................................................. 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 2.6 6.2 6.7 17.2 15.4 14.0 100.0 .2 .4 1.5 .8 5.8 5.2 100.0 100.0 100.0 .1 .1 .4 _ - - _ .3 .1 _ _ - $20,000 $21,000 $22,000 $23,000 $24,000 and and and and and under under under under under $21,000 $22,000 $23,000 $24,000 $25,000 .................. .................. .................. .................. .................. 10.4 9.1 6.0 7.0 1.9 8.5 14.2 9.8 14.2 14.0 .3 1.1 4.8 1.4 3.8 $25,000 $26,000 $27,000 $28,000 $29,000 and and and and and under under under under under $26,000 $27,000 $28,000 $29,000 $30,000 .................. .................. .................. .................. .................. 2.3 .5 .3 .3 .1 6.7 6.1 4.5 2.4 2.3 9.3 4.7 11.2 4.9 11.1 .1 .2 .7 1.2 2.1 $30,000 $31,000 $32,000 $33,000 $34,000 and and and and and under under under under under $31,000 $32,000 $33,000 $34,000 $35,000 .................. .................. .................. .................. .................. (2) - 1.3 1.2 .5 .4 .1 6.7 12.4 7.6 5.2 5.1 2.1 2.6 2.0 2.8 10.4 $35,000 $36,000 $37,000 $38,000 $39,000 and and and and and under under under under under $36,000 $37,000 $38,000 $39,000 $40,000 .................. .................. .................. .................. .................. _ - ft - 3.6 2.5 .9 .8 .9 7.2 8.8 7.6 8.1 11.2 .5 .7 1.7 .7 3.0 $40,000 $41,000 $42,000 $43,000 $44,000 and and and and and under under under under under $41,000 $42,000 $43,000 $44,000 $45,000 .................. .................. .................. .................. .................. _ - _ - .6 .2 .1 .2 6.0 6.6 2.0 3.3 2.4 1.2 5.9 3.5 2.0 5.1 .................. .................. .................. .................. .................. _ _ .1 - - (2) 3.3 2.9 1.5 .9 1.1 12.4 6.7 5.7 4.2 3.2 _ _ - - .8 .6 .5 .2 .1 9.7 5.0 3.0 2.7 3.7 .1 .1 .1 .1 5.8 1.4 1.2 2.1 1.2 $45,000 $46,000 $47,000 $48,000 $49,000 and and and and and under under under under under $46,000 $47,000 $48,000 $49,000 $50,000 .1 - _ (2) - $50,000 $51,000 $52,000 $53,000 $54,000 and and and and and under under under under under $51,000 $52,000 $53,000 $54,000 $55,000 .................. .................. .................. .................. .................. _ - $55,000 $56,000 $57,000 $58,000 $59,000 and and and and and under under under under under $56,000 $57,000 $58,000 $59,000 $60,000 .................. .................. .................. .................. .................. - _ _ - - - - - - - - $60,000 and under $61,000 .................. $61,000 and o v e r................................... _ _ “ See footnotes at end of table. 17 _ - .1 .2 .2 1.7 5.4 Table 4. Private services: Earnings distribution-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 1987) Auditors Public accountants Annual salary II Ill IV I II III IV Number of employees............................ Average annual salary............................ 212 $25,683 275 $33,187 112 $40,817 14,233 $21,006 14,443 $23,044 15,563 $27,537 6,849 $33,989 T o ta l.................................................. 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 .................. $20,000 and under $21,000 .................. 100.0 .9 4.2 100.0 - 100.0 - 100.0 2.5 3.1 6.5 6.8 11.9 13.7 100.0 .3 1.2 3.8 6.1 7.8 100.0 ft .4 100.0 - 25.3 16.2 7.8 3.6 1.3 18.8 13.5 17.3 15.2 6.2 2.4 4.8 10.8 9.6 12.2 .1 .8 3.1 3.3 ,5 .2 .1 3.9 3.1 1.2 .3 .5 14.4 11.4 8.7 5.7 3.8 2.6 3.4 4.8 5.7 10.5 .1 4.1 2.1 2.3 1.6 1.6 6.9 7.7 8.1 6.5 5.3 1.5 .7 .4 .1 .3 7.8 4.0 5.9 1.5 1.3 .1 .3 1.0 1.7 1.9 .6 1.4 .4 .2 .7 1.2 1.9 $21,000 $22,000 $23,000 $24,000 $25,000 and and and and and under under under under under $22,000 $23,000 $24,000 $25,000 $26,000 .................. .................. .................. .................. .................. 4.2 4.7 32.5 7.5 14.6 $26,000 $27,000 $28,000 $29,000 $30,000 and and and and and under under under under under $27,000 $28,000 $29,000 $30,000 $31,000 .................. .................. .................. .................. .................. $31,000 $32,000 $33,000 $34,000 $35,000 and and and and and under under under under under $32,000 $33,000 $34,000 $35,000 $36,000 .................. .................. .................. .................. .................. $36,000 $37,000 $38,000 $39,000 $40,000 and and and and and under under under under under $37,000 $38,000 $39,000 $40,000 $41,000 .................. _ ................................ - .................. .................. .................. - $41,000 $42,000 $43,000 $44,000 $45,000 and and and and and under under under under under $42,000 $43,000 $44,000 $45,000 $46,000 $46,000 $47,000 $48,000 $49,000 and and and and __ .4 1.5 1.8 4.0 - 2.8 4.2 2.8 13.2 .9 3.6 3.3 4.0 6.5 4.7 - 1.4 1.9 1.9 1.9 7.3 6.2 3.6 12.7 21.1 1.8 3.6 2.7 .9 1.8 - 7.3 4.0 .4 4.0 .4 3.6 9.8 8.0 17.0 13.4 - 2.2 .4 .7 7.1 6.3 1.8 4.5 5.4 - - - ................................ - ................................ - ................................ - ................................ - - ................................ - - under $47,000 ................................ under $48,000 .................. under $49,000 .................. _ o v e r ......................................... _ - _ - 3.6 .9 7.1 .9 - See footnotes at end of table. ft 18 .5 - - 0 .4 f t f t - - - - - - - - _ - - - - - - - - - f t - - “ - f t - (*) Table 4. Private services: Earnings distribution-professional and administrative occupationsContinued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,'March 1987) Job analysts Directors of personnel Annual salary II Ill I II Number of employees............................ Average annual salary............................ 114 $23,315 182 $27,433 416 $35,167 853 $43,927 T o ta l.................................................. Under $19,000 ........................................ $19,000 and under $20,000 .................. $20,000 and under $21,000 .................. $21,000 and under $22,000 .................. $22,000 and under $23,000 .................. $23,000 and under $24,000 .................. 100.0 5.3 4.4 14.9 16.7 7.9 21.S 100.0 1.6 1.1 1.1 3.3 4.9 4.9 100.0 - 100.0 - _ $24,000 $25,000 $26,000 $27,000 $28,000 and and and and and under under under under under $25,000 $26,000 $27,000 $28,000 $29,000 .................. .................. .................. .................. .................. 8.8 7.9 2.6 .9 13.7 11.5 6.6 9.3 7.1 4.3 1.2 $29,000 $30,000 $31,000 $32,000 $33,000 and and and and and under under under under under $30,000 $31,000 $32,000 $33,000 $34,000 .................. .................. .................. .................. .................. 1.8 1.8 .9 9.9 11.0 4.4 1.1 1.1 9.6 1.7 13.9 6.7 9.9 $34,000 $35,000 $36,000 $37,000 $38,000 and and and and and under under under under under $35,000 $36,000 $37,000 $38,000 $39,000 .................. .................. .................. .................. .................. _ 1.6 1.6 1.1 6.0 2.9 9.6 11.5 3.6 1.5 3.5 5.4 4.1 4.8 - 1.2 10.3 _ 1.4 4.6 4.7 6.0 6.3 4.0 7.2 1.0 - - 5.0 5.4 4.8 12.1 1.8 - _ 4.4 - - $39,000 $40,000 $41,000 $42,000 $43,000 and and and and and under under under under under $40,000 $41,000 $42,000 $43,000 $44,000 .................. .................. .................. .................. .................. _ - $44,000 $45,000 $46,000 $47,000 $48,000 and and and and and under under under under under $45,000 $46,000 $47,000 $48,000 $49,000 .................. .................. .................. .................. .................. .. - $49,000 $50,000 $51,000 $52,000 $53,000 and and and and and under under under under under $50,000 $51,000 $52,000 $53,000 $54,000 .................. .................. .................. .................. .................. $54,000 $55,000 $56,000 $57,000 $58,000 and and and and and under $55,000 .................. under $56,000 .................. under $57,000 .................. under $58,000 .................. o v e r.................................... 1.1 .5 .5 .5 - - - - - _ - - - - _ - - - - - - - - - See footnotes at end of table. .5 - 19 .7 - .2 1.5 2.0 .9 3.3 2.5 2.2 1.4 2.2 - - - .2 .2 .5 3.2 2.3 Table 4. Private services: Earnings distribution-professional and administrative occupationsContinued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,'March 1987) Attorneys Annual salary II Ill IV Number of employees............................ Average annual salary.................. ......... 186 $41,370 458 $53,100 586 $63,711 T o ta l.................................................. Under $30,000 ........................................ $30,000 and under $31,000 .................. $31,000 and under $32,000 .................. $32,000 and under $33,000 .................. $33,000 and under $34,000 .................. $34,000 and under $35,000 .................. 100.0 .5 2.7 .5 13.4 2.7 100.0 .4 - 100.0 _ _ _ - _ $35,000 $36,000 $37,000 $38,000 $39,000 and and and and and under under under under under $36,000 $37,000 $38,000 $39,000 $40,000 .................. .................. .................. ................. .................. 2.2 2.2 7.0 7.0 11.3 $40,000 $41,000 $42,000 $43,000 $44,000 and and and and and under under under under under $41,000 $42,000 $43,000 $44,000 $45,000 .................. .................. .................. .................. .................. 7.0 6.5 4.8 2.2 4.3 $45,000 $46,000 $47,000 $48,000 $49,000 and and and and and under under under under under $46,000 $47,000 $48,000 $49,000 $50,000 .................. .................. .................. .................. .................. 2.7 2.7 $50,000 $51,000 $52,000 $53,000 $54,000 and and and and and under under under under under $51,000 $52,000 $53,000 $54,000 $55,000 .................. .................. .................. .................. .................. _ - _ $55,000 $56,000 $57,000 $58,000 $59,000 and and and and and under under under under under $56,000 $57,000 $58,000 $59,000 $60,000 .................. .................. .................. .................. .................. $60,000 $61,000 $62,000 $63,000 $64,000 and and and and and under under under under under $61,000 $62,000 $63,000 $64,000 $65,000 .................. .................. .................. .................. .................. - 2.7 12.4 - 3.2 - _ .2 .2 1.5 .7 .9 .2 9.0 - _ - 25.3 6.6 2.4 2.4 4.6 1.4 .9 .7 .2 6.5 .2 8.0 3.2 1.5 .9 1.9 1.7 - 1.1 1.1 _ _ - 1.7 2.2 .4 2.6 11.8 - - .2 9.6 2.2 1.7 1.0 .5 - 3.9 1.4 1.2 3.2 13.1 13.1 2.2 .7 .4 1.1 12.3 9.0 .7 7.5 _ 2.8 1.4 .9 1.0 .3 4.9 3.2 ~ - $65,000 $66,000 $67,000 $68,000 $69,000 and and and and and under under under under under .................. .................. .................. .................. .................. _ - $70,000 $71,000 $72,000 $73,000 $74,000 $75,000 and and and and and and under $71,000 .................. under $72,000 .................. under $73,000 .................. under $74,000 .................. under $75,000 .................. o v e r.................................... _ - $66,000 $67,000 $68,000 $69,000 $70,000 - - - See footnotes at end of table. 20 Table 4. Private services: Earnings distribution-professional and administrative occupationsContinued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,1March 1987) Buyers Annual salary I II Ill IV Number of employees............................ Average annual salary............................ 1,634 $20,492 2,739 $25,373 845 $33,309 451 $41,828 T o ta l.................................................. 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 .................. $20,000 and under $21,000 .................. 100.0 8.4 5.7 6.2 12.4 14.2 12.9 100.0 .6 .4 1.0 3.5 5.1 2.7 100.0 - 100.0 _ - _ _ - - - $21,000 $22,000 $23,000 $24,000 $25,000 and and and and and under under under under under $22,000 $23,000 $24,000 $25,000 $26,000 .................. .................. .................. .................. .................. 13.4 7.2 6.0 5.8 2.8 5.5 7.7 13.3 11.2 9.0 $26,000 $27,000 $28,000 $29,000 $30,000 and and and and and under under under under under $27,000 $28,000 $29,000 $30,000 $31,000 .................. .................. .................. .................. .................. 1.8 1.5 1.0 .2 .3 9.7 7.8 3.9 4.7 3.3 8.6 9.0 5.4 3.9 5.6 $31,000 $32,000 $33,000 $34,000 $35,000 and and and and and under under under under under $32,000 $33,000 $34,000 $35,000 $36,000 .................. .................. .................. .................. .................. .1 4.6 2.2 .8 1.5 .9 4.6 5.6 8.5 3.4 8.4 1.3 .4 .7 1.6 7.8 $36,000 $37,000 $38,000 $39,000 $40,000 and and and and and under under under under under $37,000 $38,000 $39,000 $40,000 $41,000 .................. .................. .................. .................. .................. .2 5.9 10.3 2-7 4.3 2.1 2.7 2.2 4.4 20.6 4.0 $41,000 $42,000 $43,000 $44,000 $45,000 and and and and and under under under under under $42,000 $43,000 $44,000 $45,000 $46,000 .................. .................. .................. .................. .................. .7 .8 3.3 .4 .5 3.8 12.2 8.4 7.1 9.5 $46,000 $47,000 $48,000 $49,000 $50,000 and and and and and under $47,000 .................. under $48,000 .................. under $49,000 .................. under $50,000 .................. over ................................... .1 .7 .1 1.3 2.7 3.1 1.6 4.0 .2 _ - .1 _ 0 (2) - 0 _ - - - - - - - - 21 - .9 .6 3.3 - See footnotes at end of table. - - .1 - - _ _ .2 .4 Table 4. Private services: Earnings distribution-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 1987) Computer programmers Annual salary I II Ill IV V Number of employees............................ Average annual salary............................ 5,385 $20,980 13,587 $23,883 15,102 $29,435 6,594 $36,204 1,849 $43,292 T o ta l.................................................. 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 .................. $20,000 and under $21,000 .................. 100.0 3.3 8.5 9.8 9.6 7.6 11.3 100.0 .3 .7 3.4 4.6 5.9 7.1 100.0 - 100.0 - 100.0 - ft .3 .8 _ - $21,000 $22,000 $23,000 $24,000 $25,000 and and and and and unde*- $22,000 under $23,000 under $24,000 under $25,000 under $26,000 .................. .................. .................. .................. .................. 16.4 11.1 6.1 6.5 5.3 8.0 10.9 11.0 10.7 10.3 1.5 1.8 2.4 6.2 6.7 $26,000 $27,000 $28,000 $29,000 $30,000 and and and and and under under under under under .................. .................. .................. .................. .................. 2.3 1.6 .6 (2) .1 7.1 8.9 4.8 2.6 1.8 8.5 11.5 7.4 11.4 8.6 1.4 2.3 2.5 3.6 3.3 .7 .4 .2 .2 .1 8.6 8.2 5.0 4.5 1.9 9.3 9.7 6.3 8.5 5.6 .5 .1 .5 4.1 2.1 1.1 1.4 .5 .8 .3 7.2 10.0 3.8 6.5 3.3 4.3 4.4 3.1 4.5 9.6 .5 2.9 2.7 3.0 .9 .2 12.3 16.4 3.6 9.9 5.1 .5 .8 .2 2.5 .2 .6 .6 4.3 1.9 .7 .2 .8 .2 .2 1.1 2.3 .6 .2 - .2 .4 6.2 $27,000 $28,000 $29,000 $30,000 $31,000 $31,000 $32,000 $33,000 $34,000 $35,000 and and and and and under under under under under $32,000 $33,000 $34,000 $35,000 $36,000 .................. .................. .................. .................. .................. _ - $36,000 $37,000 $38,000 $39,000 $40,000 and and and and and under under under under under $37,000 $38,000 $39,000 $40,000 $41,000 .................. .................. .................. .................. .................. - ft - $41,000 $42,000 $43,000 $44,000 $45,000 and and and and and under under under under under $42,000 $43,000 $44,000 $45,000 $46,000 .................. .................. .................. .................. .................. _ - _ - $46,000 $47,000 $48,000 $49,000 $50,000 and and and and and under under under under under $47,000 $48,000 $49,000 $50,000 $51,000 .................. .................. .................. .................. .................. _ _ _ - - - $51,000 $52,000 $53,000 $54,000 $55,000 and and and and and under under under under under $52,000 $53,000 $54,000 $55,000 $56,000 .................. .................. .................. .................. .................. $56,000 and under $57,000 .................. $57,000 and o v e r................................... - - - _ - _ - _ _ _ “ - See footnotes at end of table. - - - 22 ft .1 .9 - _ .5 Table 4. Private services: Earnings distribution-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 1987) Systems analysts Annual salary I II III IV V Number of employees............................ Average annual salary............................ 5,047 $28,607 15,081 $35,386 9,494 $42,687 4,066 $50,658 749 $59,841 Total.................................................. Under $21,000 ........................................ $21,000 and under $22,000 .................. $22,000 and under $23,000 .................. $23,000 and under $24,000 .................. $24,000 and under $25,000 .................. $25,000 and under $26,000 .................. 100.0 2.5 .8 1.4 5.0 9.4 6.8 100.0 .1 .2 .3 .3 100.0 - 100.0 - 100.0 - .2 .1 - - .1 .2 .4 - $26,000 $27,000 $28,000 $29,000 $30,000 and and and and and under under under under under $27,000 $28,000 $29,000 $30,000 $31,000 .................. .................. .................. .................. .................. 7.7 11.8 11.2 10.1 11.0 .9 1.2 1.7 3.8 5.2 $31,000 $32,000 $33,000 $34,000 $35,000 and and and and and under under under under under $32,000 $33,000 $34,000 $35,000 $36,000 .................. .................. .................. .................. .................. 7.9 5.0 2.0 3.0 1.2 10.3 7.9 9.3 9.8 8.9 .4 1.3 1.3 1.6 2.0 $36,000 $37,000 $38,000 $39,000 $40,000 and and and and and under under under under under $37,000 $38,000 $39,000 $40,000 $41,000 .................. .................. .................. .................. .................. .9 1.0 .4 .3 .1 9.1 6.6 6.1 6.0 3.5 4.3 8.0 5.7 9.3 8.1 .4 .3 .4 1.3 1.8 - $41,000 $42,000 $43,000 $44,000 $45,000 and and and and and under under under under under $42,000 $43,000 $44,000 $45,000 $46,000 .................. .................. .................. .................. .................. .2 .2 (2) 2.6 1.7 1.0 .9 .7 7.4 7.8 5.7 7.5 5.1 2.7 1.3 13.1 3.9 3.3 - $46,000 $47,000 $48,000 $49,000 $50,000 and and and and and under under under under under $47,000 $48,000 $49,000 $50,000 $51,000 .................. .................. .................. .................. ................. _ - .6 .3 .4 .2 .1 4.6 4.2 3.0 2.6 1.9 5.0 4.1 3.9 9.2 5.2 _ 2.3 .9 1.2 2.0 $51,000 $52,000 $53,000 $54,000 $55,000 and and and and and under under under under under $52,000 $53,000 $54,000 $55,000 $56,000 .................. .................. .................. .................. .................. _ - .1 .2 ft ft 2.2 .8 .6 .8 .9 5.5 7.0 4.2 3.4 4.2 1.6 15.6 1.6 3.1 2.8 $56,000 $57,000 $58,000 $59,000 $60,000 and and and and and under under under under under $57,000 $58,000 $59,000 $60,000 $61,000 .................. .................. .................. .................. .................. _ - - .4 .6 .2 .3 .4 1.6 1.4 3.5 2.3 2.1 4.0 1.6 2.3 15.8 3.9 $61,000 $62,000 $63,000 $64,000 $65,000 and and and and and under under under under under $62,000 $63,000 $64,000 $65,000 $66,000 .................. .................. .................. .................. .................. _ _ - - - - .1 .1 .1 - - - - - - .8 1.6 .9 1.4 .4 5.7 4.7 3.3 12.4 1.7 $66,000 $67,000 $68,000 $69,000 $70,000 and and and and and under $67,000 .................. under $68,000 .................. under $69,000 .................. under $70,000 .................. over................................... - _ _ - - - - - - - - - ” ~ “ See fo o tn o te s at end o f table. 23 ft .1 .4 .5 .6 .4 .4 1.2 .7 .7 2.3 - .5 1.7 7.6 Table 4. Private services: Earnings distribution-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 1987) Engineers Annual salary I II III IV V VI VII VIII Number of employees ............................ Average annual salary............................ 7,321 $26,355 14,392 $30,151 21,903 $35,779 27,115 $42,964 21,285 $50,597 10,573 $59,422 3,251 $67,183 933 $78,049 Total.................................................. Under $22,000 ........................................ $22,000 and under $23,000 .................. $23,000 and under $24,000 .................. $24,000 and under $25,000 .................. $25,000 and under $26,000 .................. $26,000 and under $27,000 .................. 100.0 4.1 10.1 9.0 15.5 14.9 7.3 100.0 1.2 .7 1.2 4.4 6.0 6.6 100.0 .2 .2 .7 .7 .5 100.0 .1 ft .1 100.0 (2) - 100.0 - 100.0 - 100.0 - _ - _ - _ - _ - _ - _ - _ - _ - _ ft - $27,000 $28,000 $29,000 $30,000 $31,000 and and and and and under under under under under $28,000 $29,000 $30,000 $31,000 $32,000 .................. .................. .................. .................. .................. 10.2 10.1 8.5 5.8 2.5 10.8 8.9 7.4 14.0 11.4 1.3 2.5 4.6 5.1 7.2 .1 .2 $32,000 $33,000 $34,000 $35,000 $36,000 and and and and and under under under under under $33,000 $34,000 $35,000 $36,000 $37,000 .................. .................. .................. .................. .................. 1.1 .3 .4 .2 .1 7.7 5.2 4.8 4.3 2.2 7.7 6.7 9.2 8.6 8.1 1.4 2.2 2.7 2.2 2.6 $37,000 $38,000 $39,000 $40,000 $41,000 and" under and under and under and under and under $38,000 $39,000 $40,000 $41,000 $42,000 .................. .................. .................. .................. .................. .1 1.0 .5 .5 .8 .3 6.9 5.7 4.6 5.3 3.2 6.6 4.8 7.7 7.0 6.5 .6 .7 2.1 1.8 2.2 $42,000 $43,000 $44,000 $45,000 $46,000 and and and and and $43,000 $44,000 $45,000 $46,000 $47,000 .................. .................. .................. .................. .................. ft - .1 .1 .1 .1 2.8 1.9 2.0 1.2 .6 8.3 6.5 6.1 5.3 4.6 3.4 4.5 5.7 4.9 5.2 .8 .5 .5 2.0 1.9 (2) - .6 .7 .2 .3 .3 4.0 4.2 3.9 2.5 2.4 6.5 6.2 5.4 4.2 8.4 1.7 .8 1.1 1.1 .6 under under under under under ft .1 - ft $47,000 $48,000 $49,000 $50,000 $51,000 and and and and and under under under under under $48,000 $49,000 $50,000 $51,000 $52,000 .................. .................. .................. .................. .................. _ - $52,000 $53,000 $54,000 $55,000 $56,000 and and and and and under under under under under $53,000 $54,000 $55,000 $56,000 $57,000 .................. .................. .................. .................. .................. _ - _ - $57,000 $58,000 $59,000 $60,000 $61,000 and and and and and under under under under under $58,000 $59,000 $60,000 $61,000 $62,000 .................. .................. .................. .................. .................. _ - - - - _ - .................. .................. .................. .................. .................. _ - _ - _ - _ - _ - - - - - $62,000 $63,000 $64,000 $65,000 $66,000 and and and and and under under under under under $63,000 $64,000 $65,000 $66,000 $67,000 - (2) - _ .3 (2) ft - - $67,000 $68,000 $69,000 $70,000 $71,000 and and and and and under under under under under $68,000 $69,000 $70,000 $71,000 $72,000 .................. .................. .................. .................. .................. - - - $72,000 $73,000 $74,000 $75,000 and and and and under under under under $73,000 $74,000 $75,000 $76,000 .................. .................. .................. .................. _ - _ “ See footnotes at end of table. .6 .7 24 ft .1 .2 .1 .5 .4 .4 .4 .5 .7 _ - 4.3 4.0 4.2 4.3 3.2 2.6 3.5 5.2 4.2 3.6 1.1 2.1 2.2 2.5 1.6 - .5 .4 .1 .1 3.5 3.3 2.3 1.4 1.4 5.7 4.8 3.4 5.8 4.2 2.0 2.6 2.3 3.1 3.3 .1 .2 .9 .3 .6 .1 .9 1.2 1.2 .3 .3 3.5 5.1 3.5 3.4 3.3 4.9 6.2 5.8 3.4 5.2 3.8 2.7 6.3 1.1 1.6 .3 .3 .5 .1 .1 2.7 2.9 1.7 1.3 .8 5.0 3.4 3.8 6.1 2.5 1.4 2.0 1.8 3.4 3.9 .1 .9 .9 .9 .8 4.0 3.3 2.1 3.9 1.7 1.6 1.4 7.2 ft ft - _ - ” .1 .2 2.0 2.1 3.7 3.2 4.2 (2) ft - ft _ - ft - .1 - .1 .4 .3 .3 ft - .1 ft ft ft ft ft _ .1 Table 4. Private services: Earnings distribution-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 1987) Engineers Annual salary VIII I II Ill IV V $76,000 and under $77,000 .................. - - - - O 0.8 2.5 1.9 $77,000 $78,000 $79,000 $80,000 $81,000 and and and and and under under under under under $78,000 $79,000 $80,000 $81,000 $82,000 .................. .................. .................. .................. .................. - - _ - - 0 ft - .6 .2 .2 .2 .2 1.9 1.4 1.2 .8 .6 5.1 2.9 2.5 8.3 1.8 $82,000 $83,000 $84,000 $85,000 $86,000 and and and and and under under under under under $83,000 $84,000 $85,000 $86,000 $87,000 .................. .................. .................. .................. .................. - - . - • - ft - .1 .1 .4 .1 1.3 .4 .5 .6 1.0 2.4 2.1 4.3 5.7 6.0 $87,000 $88,000 $89,000 $90,000 $91,000 and and and and and under under under under under $88,000 $89,000 $90,000 $91,000 $92,000 .................. .................. .................. .................. .................. - - - - - - - .3 .1 .1 .1 .1 2.8 1.2 1.4 .6 1.9 $92,000 and under $93,000 .................. $93,000 and over................................... - - - _ “ - “ .1 1.2 1.2 5.8 See footnotes at end of table. 25 VII VI ft ft - • - ft ft ft ft - ft - .8 Table 4. Private services: Earnings distribution-professional and administrative occupationsContinued (Percent distribution of employees in selected professional and administrative occupations by annual salary, United States, except Alaska and Hawaii,’March 1987) Registered nurses Annual salary I II Ill IV Number of employees............................ Average annual salary............................ 38,257 $21,012 366,888 $24,127 20,402 $31,216 392 $34,383 Total.................................................. 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 .................. $20,000 and under $21,000 .................. 100.0 4.2 5.3 8.0 10.8 11.9 11.6 100.0 .2 .6 1.8 4.0 6.5 8.3 100.0 100.0 .1 .1 .3 1.3 - _ - - - - - - - $21,000 $22,000 $23,000 $24,000 $25,000 and and and and and under under under under under $22,000 $23,000 $24,000 $25,000 $26,000 .................. .................. .................. .................. .................. 15.4 9.5 6.3 6.1 2.4 9.6 9.8 10.8 10.3 9.2 2.2 2.2 2.8 4.4 5.4 $26,000 $27,000 $28,000 $29,000 $30,000 and and and and and under under under under under $27,000 $28,000 $29,000 $30,000 $31,000 .................. .................. .................. .................. .................. 4.1 1.6 1.1 .6 .4 7.8 6.9 4.6 2.8 2.0 3.4 6.0 7.5 7.5 6.5 3.3 3.8 3.3 4.8 5.4 $31,000 $32,000 $33,000 $34,000 $35,000 and and and and and under under under under under $32,000 $33,000 $34,000 $35,000 $36,000 .................. .................. .................. .................. .................. .5 .2 1.4 .6 .8 .6 .4 7.1 6.4 15.6 3.2 3.1 13.3 9.4 7.1 7.1 11.5 $36,000 $37,000 $38,000 $39,000 $40,000 and and and and and under under under under under $37,000 $38,000 $39,000 $40,000 $41,000 .................. .................. .................. .................. .................. _ .6 .1 - (2) (2) ft 2.6 2.0 2.1 1.3 1.1 8.2 3.1 3.6 1.5 1.8 $41,000 $42,000 $43,000 $44,000 $45,000 and and and and and under $42,000 .................. under $43,000 .......... ...... under $44,000 .................. under $45,000 .................. over.................................... _ - ft ft ft O - - - - - - - - 1 For the scope of the study see table A-1 in appendix A 2 Less than 0.05 percent 26 1.0 1.0 .9 .7 2.2 .5 .3 6.6 - .8 2.6 2.0 Table 5. Private services: Earnings distribution-Technical support occupations (Percent distribution of employees in selected technical support occupations by annual salary, United States, except Alaska and Hawaii,1March 1987) Licensed practical nurses Nursing assistants Annual salary I II III I II Ill Number of employees............................ Average annual salary............................ 31,195 $14,636 165,049 $16,487 2,061 $18,837 148,366 $8,558 269,803 $10,872 22,075 $14,369 Total.................................................. Under $6,500 .......................................... $6,500 and 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....................... 100.0 - 100.0 - 100.0 - 100.0 .4 11.8 20.7 14.3 13.3 11.4 100.0 100.0 - 2.5 7.0 6.6 8.3 8.6 - $9,000 and under $9,500 ....................... $9,500 and under $10,000..................... $10,000 and under $10,500 .................. $10,500 and under $11,000 .................. $11,000 and under $11,500 .................. .8 .9 1.9 1.9 5.1 _ - 6.4 5.8 3.4 3.2 2.6 7.4 6.5 6.3 5.3 5.7 1.6 .7 1.5 .7 14.6 $11,500 $12,000 $12,500 $13,000 $13,500 and and and and and under under under under under $12,000 $12,500 $13,000 $13,500 $14,000 .................. .................. .................. .................. .................. 3.0 6.4 8.7 5.9 7.2 2.7 3.2 4.0 3.8 5.1 _ 8.7 1.6 1.2 1.5 .5 .4 5.0 4.7 4.1 3.2 2.9 4.4 5.2 4.9 3.6 5.7 $14,000 $14,500 $15,000 $15,500 $16,000 and and and and and under under under under under $14,500 $15,000 $15,500 $16,000 $16,500 .................. ............... . .................. .................. .................. 6.0 6.3 11.0 8.1 6.1 5.4 6.3 6.2 6.1 6.8 5.2 2.6 3.4 2.4 1.8 .4 .2 .2 .3 .2 2.7 2.5 2.1 1.6 1.2 5.0 5.1 4.3 5.5 5.6 $16,500 $17,000 $17,500 $18,000 $18,500 and and and and and under under under under under $17,000 $17,500 $18,000 $18,500 $19,000 .................. .................. .................. .................. .................. 5.6 2.7 3.6 1.5 1.7 6.2 6.2 5.0 5.2 4.5 5.7 1.2 5.1 10.6 6.7 .1 .1 .1 1.0 1.0 1.2 1.0 .8 9.0 4.9 4.3 6.1 .5 $19,000 $19,500 $20,000 $20,500 $21,000 and and and and and under under under under under $19,500 $20,000 $20,500 $21,000 $21,500 .................. .................. .................. .................. .................. 1.8 1.7 1.2 .5 .3 3.9 3.9 2.8 2.5 1.8 3.3 10.6 5.4 6.6 1.1 ft ft .2 .1 .3 - ft ft .5 .2 1.2 .1 .6 $21,500 $22,000 $22,500 $23,000 $23,500 and and and and and under under under under under $22,000 $22,500 $23,000 $23,500 $24,000 .................. .................. .................. .................. .................. .1 .1 1.5 .8 .7 .7 .6 .5 1.8 .4 3.8 1.9 _ - ft ft ft $24,000 $24,500 $25,000 $25,500 $26,000 and and and and and under $24,500 .................. under $25,000 .................. under $25,500 .................. under $26,000 .................. over................................... - _ - ft .3 .3 .9 1.6 .2 1.2 1.4 .2 .2 1.5 6.3 .5 .1 .3 .1 .2 See footnotes at end of table. 27 ft ft ft - - _ _ - - - - - .3 .8 .4 1.8 .4 ft .2 ft ft ft ft ft “ .1 Table 5. Private services: Earnings distribution-!echnical support occupations-Continued (Percent distribution of employees in selected technical support occupations by annual salary, United States, except Alaska and Hawaii,1March 1987) Engineering technicians Drafters Annual salary II III IV V I II III IV V Number of employees............................ Average annual salary............................ 2,253 $20,149 3,034 $24,425 3,428 $30,009 2,535 $34,275 1,848 $12,450 4,223 $15,898 6,582 $20,742 7,128 $25,281 2,023 $31,634 Total.................................................. Under $10,500 ........................................ $10,500 and under $11,000 .................. $11,000 and under $11,500 .................. $11,500 and under $12,000 .................. $12,000 and under $12,500 .................. $12,500 and under $13,000 .................. 100.0 - 100.0 - 100.0 - 100.0 - 100.0 11.4 18.7 8.5 2.2 13.9 9.0 100.0 - 100.0 - 100.0 - 100.0 - 2.3 15.6 5.6 9.3 2.4 2.2 6.8 7.1 12.0 16.1 - - - - - - - - - - .1 - $13,000 $13,500 $14,000 $14,500 $15,000 and and and and and under under under under under $13,500 $14,000 $14,500 $15,000 $15,500 .................. .................. .................. .................. .................. .6 .4 .1 .5 .7 - _ - - - - - - - - - - - - - $15,500 $16,000 $16,500 $17,000 $17,500 and and and and and under under under under under $16,000 $16,500 $17,000 $17,500 $18,000 .................. .................. .................. .................. .................. 1.4 1.8 1.3 5.4 5.7 - _ - $18,000 $18,500 $19,000 $19,500 $20,000 and and and and and under under under under under $18,500 $19,000 $19,500 $20,000 $20,500 .................. .................. .................. .................. .................. 5.5 11.5 6.3 14.9 5.5 .1 .1 _ .1 - - - - .1 .3 - - - .2 .5 1.1 9.4 1.1 - _ _ - - - - - 0 .3 .4 0 1.1 - - - - - - - - - (*) - 4.6 3.6 6.1 3.7 5.1 5.4 2.2 5.3 4.0 4.9 .1 .5 .5 .6 1.1 $23,000 $23,500 $24,000 $24,500 $25,000 and and and and and under under under under under $23,500 $24,000 $24,500 $25,000 $25,500 .................. .................. .................. .................. .................. 3.7 6.3 1.8 .7 .5 3.5 6.0 7.3 8.3 4.6 .8 1.6 2.3 2.2 3.3 .3 .2 .2 .2 .3 - $25,500 $26,000 $26,500 $27,000 $27,500 and and and and and under under under under under $26,000 $26,500 $27,000 $27,500 $28,000 .................. .................. .................. .................. .................. .7 .2 .1 .9 5.3 4.1 2.2 7.1 4.3 3.6 3.2 4.0 4.1 3.2 .7 1.6 .9 .7 1.1 _ $28,000 $28,500 $29,000 $29,500 $30,000 and and and and and under under under under under $28,500 $29,000 $29,500 $30,000 $30,500 .................. .................. .................. .................. .................. 3.0 2.8 2.5 1.2 .6 5.0 6.8 4.6 6.3 2.9 2.2 1.5 2.6 3.2 3.2 .7 .1 .4 .1 .1 5.5 5.5 2.3 2.3 2.2 2.7 7.1 5.0 4.6 4.3 .1 .7 .1 .1 5.7 1.5 1.3 .6 2.8 4.7 3.7 3.5 4.3 3.4 .1 1.0 1.6 .3 8.4 .1 3.6 3.0 3.2 2.4 3.0 0 (*) - _ $30,500 $31,000 $31,500 $32,000 $32,500 and and and and and under under under under under $31,000 $31,500 $32,000 $32,500 $33,000 .................. .................. .................. .................. .................. $33,000 $33,500 $34,000 $34,500 $35,000 and and and and and under under under under under $33,500 $34,000 $34,500 $35,000 $35,500 .................. .................. .................. .................. .................. _ .................. .................. .................. .................. .................. - $35,500 $36,000 $36,500 $37,000 $37,500 and and and and and under under under under under $36,000 $36,500 $37,000 $37,500 $38,000 - - - 0 " See footnotes at end of table. 28 - _ _ - - (*) (*) .1 0 .1 1.7 1.9 6.5 5.9 2.2 4.4 7.9 - .................. .................. .................. .................. .................. - - 2.0 2.8 2.8 3.0 (2) - $21,000 $21,500 $22,000 $22,500 $23,000 - - 3.4 1.6 6.3 5.0 7.1 - under under under under under - 12.2 8.0 8.7 5.3 3.7 - and and and and and 0 - 1.7 .1 2.0 .1 - $20,500 $21,000 $21,500 $22,000 $22,500 - - .4 - - - - - - _ _ - - 0 - 1.6 1.6 1.5 2.5 .3 2.0 - _ - - _ 7.4 3.2 3.3 .8 5.5 5.8 3.5 3.0 5.1 7.8 (*) 1.4 3.1 1.3 2.3 1.1 6.5 4.9 4.0 5.7 3.1 .1 1.2 .3 1.6 1.2 - - 4.5 .1 6.6 2.5 (*) 4.3 1.2 3.6 4.0 2.7 2.1 .4 1.0 2.1 4.2 _ - - - 1.1 1.1 .2 .3 2.3 1.3 5.4 1.0 3.5 2.6 9.1 5.2 4.4 3.2 - - 1.4 1.4 1.5 1.4 1.1 7.9 6.8 6.5 5.2 8.0 .3 .3 1.1 .3 1.5 5.1 1.3 1.7 .3 3.1 1.9 .1 0 .1 - - (2) .6 (*) (2) .1 - _ _ - - - - - - - - - - (2) _ ” - - - - _ .3 - - .1 .4 3.9 .2 .4 3.9 Table 5. Private services: Earnings distribution-Technicai support occupations-Continued (Percent distribution of employees in selected technical support occupations by annual salary, United States, except Alaska and Hawaii,1March 1987) Engineering technicians Drafters Annual salary $38,000 $38,500 $39,000 $39,500 $40,500 and and and and and under under under under under $38,500 $39,000 $39,500 $40,000 $41,000 $41,000 $41,500 $42,000 $42,500 $43,000 and and and and and under $41,500 .................. under $42,000 .................. under $42,500 .................. under $43,000 .................. over................................... .................. .................. .................. .................. .................. II Ill - - - - _ - IV V - 0.7 .1 .2 .1 (2) 2.4 3.0 2.1 5.7 2.6 _ - .1 (*) - .6 1.5 .3 1.2 2.3 See footnotes at end of table. 29 I II III IV - - - - 0.1 .1 .1 3.0 .1 - _ ’r _ - ” _ 3.0 “ 1.3 V Table 5. Private services: Earnings distribution-Technical support occupations-Continued (Percent distribution of employees in selected technical support occupations by annual salary, United States, except Alaska and Hawaii,1March 1987) Computer operators Annual salary I II III IV Number of em p lo ye e s............................. Average annual s a la ry ............................. 2,616 $14,067 12,000 $16,812 6,790 $21,020 2,191 $24,673 T o ta l..................................................... Under $9,500 ............................................. $9,500 and under $1 0,000...................... $10,000 and under $10,500 ................... $10,500 and under $11,000 ................... $11,000 and under $11,500 ................... $11,500 and under $12,000 ................... 100.0 .5 3.5 3.7 100.0 100.0 100.0 - - - 4.9 6.5 .1 .1 .1 .8 1.5 1.2 - - - - - - - - - - _ _ $12,000 $12,500 $13,000 $13,500 $14,000 and and and and and under under under under under $12,500 $13,000 $13,500 $14,000 $14,500 ................... ................... ................... ................... ................... 3.0 5.5 7.8 14.1 12.1 1.8 3.5 2.5 3.9 4.5 $14,500 $15,000 $15,500 $16,000 $16,500 and and and and and under under under under under $15,000 $15,500 $16,000 $16,500 $17,000 ................... ................... ................... ................... ................... 6.8 4.5 10.8 1.4 4.5 4.9 5.3 10.2 10.1 9.7 .8 .8 1.7 1.0 1.2 $17,000 $17,500 $18,000 $18,500 $19,000 and and and and and under under under under under $17,500 $18,000 $18,500 $19,000 $19,500 ................... .................. . ................... ................... ................... 2.1 2.3 .7 1.0 .7 4.6 8.0 4.2 3.6 3.8 2.7 3.1 4.7 6.7 6.2 .2 .8 .7 .6 1.4 $19,500 $20,000 $20,500 $21,000 $21,500 and and and and and under under under under under $20,000 $20,500 $21,000 $21,500 $22,000 ................... ................... ................... ................... ................... .9 .6 .4 4.4 2.4 2.4 3.2 1.9 10.5 5.9 7.3 5.8 8.6 1.0 1.9 4.0 .6 3.9 $22,000 $22,500 $23,000 $23,500 $24,000 and and and and and under under under under under $22,500 $23,000 $23,500 $24,000 $24,500 ................... ................... ................... ................... ................... .7 .5 .5 .3 .2 7.0 4.8 4.1 4.5 2.1 3.4 8.1 3.4 8.9 8.6 $24,500 $25,000 $25,500 $26,000 $26,500 and and and and and under under under under under $25,000 $25,500 $26,000 $26,500 $27,000 ................... ................... ................... ................... ................... .2 .1 2.6 1.6 2.3 .6 .3 3.8 9.5 8.4 4.2 6.4 $27,000 $27,500 $28,000 $28,500 $29,000 $29,500 $30,000 and and and and and and and under $27,500 ................... under $28,000 ................... under $28,500 ................... under $29,000 ................... under $29,500 ................... under $30,000 ................... o v e r ...................................... .8 .3 .4 .4 .2 .1 .5 3.7 3.1 2.5 2.4 1.5 1.9 3.7 (2) .1 .1 - (*> .2 - _ - - .1 - - - _ _ - - - - - - - - - - “ 2 Less than 0.05 percent For the scope of the study see table A-1 in appendix A 30 .1 .1 .1 .2 .4 _ .1 .5 .1 .2 Table 6. Private services: Earnings distribution-clerical occupations (Percent distribution of employees in selected clerical occupations by annual salaiy, United States, except Alaska and Hawaii,'March 1987) Accounting clerks File clerks Annual salary I II III IV I II Number of employees............................ Average annual salary............................ 7,692 $11,569 33,476 $14,424 20,392 $16,739 5,276 $20,097 10,114 $11,430 6,470 $13,166 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 ....................... 100.0 .8 .7 1.5 2.0 2.5 7.0 100.0 .1 .9 .5 .7 100.0 (2) 100.0 - 100.0 0 .2 .5 .9 $9,500 and under $10,000..................... $10,000 and under $10,500 .................. $10,500 and under $11,000 .................. $11,000 and under $11,500 .................. $11,500 and under $12,000 .................. 7.3 9.8 9.6 12.8 13.4 - - .4 1.0 - 100.0 1.5 2.4 .6 4.7 8.5 9.4 1.9 1.9 3.5 3.5 5.2 1.4 .1 .3 2.6 .5 _ - 7.4 14.7 6.1 12.1 5.0 1.5 6.7 9.4 7.9 17.0 $12,000 $12,500 $13,000 $13,500 $14,000 and and and and and under under under under under $12,500 $13,000 $13,500 $14,000 $14,500 .................. .................. .................. .................. .................. 7.3 4.9 3.8 5.9 3.9 9.5 7.3 6.3 5.9 7.5 2.0 2.0 2.5 5.1 4.9 2.7 (2) 6.6 2.7 2.0 4.6 2.8 1.4 2.1 1.1 6.2 9.4 4.0 7.3 5.3 $14,500 $15,000 $15,500 $16,000 $16,500 and and and and and under under under under under $15,000 $15,500 $16,000 $16,500 $17,000 .................. .................. .................. .................. .................. 1.8 1.4 .9 .4 .5 8.9 5.4 8.0 4.7 3.0 4.0 5.7 4.7 8.7 9.2 .6 1.2 2.7 .8 4.1 3.9 1.7 1.1 .5 .2 2.6 1.3 2.4 5.3 3.6 $17,000 $17,500 $18,000 $18,500 $19,000 and and and and and under under under under under $17,500 $18,000 $18,500 $19,000 $19,500 .................. .................. .................. .................. .................. .7 .2 .4 2.9 2.6 2.2 1.2 1.2 4.3 7.9 6.5 5.9 5.7 1.6 2.2 4.2 7.2 3.0 $19,500 $20,000 $20,500 $21,000 $21,500 and and and and and under under under under under $20,000 $20,500 $21,000 $21,500 $22,000 .................. .................. .................. .................. .................. .7 .5 .3 .1 .9 3.8 2.4 1.8 1.3 1.3 5.4 3.5 2.5 3.2 5.7 $22,000 $22,500 $23,000 $23,500 $24,000 and and and and and under under under under under $22,500 $23,000 $23,500 $24,000 $24,500 .................. .................. .................. .................. .................. 1.0 .8 .4 1.5 .5 .1 .3 4.3 12.1 4.3 5.3 2.1 - $24,500 $25,000 $25,500 $26,000 $26,500 $27,000 and and and and and and under $25,000 .................. under $25,500 .................. under $26,000 .................. under $26,500 .................. under $27,000 .................. o v e r................................... .3 .1 .2 .3 2.4 .7 1.9 1.1 1.0 3.0 (2) (2) (2) (2) .1 .1 - (2) _ (2) - .3 (2) .1 (2) (2) (2) (2) - (2) (2) (2) .2 .2 .1 (2) .2 See footnotes at end of table. 31 .4 .7 4.0 .8 (*) .6 .2 .5 .5 5.8 .2 .1 - .2 - 0 .1 .2 1.5 (2) .7 _ 0 _ - - - - - - - - Table 6. Private services: Earnings distribution-clerical occupations-Continued (Percent distribution of employees in selected clerical occupations by annual salary, United States, except Alaska and Hawaii,1March 1987) Key entry operators Annual salary General clerks Messengers I II I II III IV Number of employees............................ Average annual salary............................ 5,916 $11,354 24,832 $12,431 11,067 $15,199 5,385 $10,338 26,145 $12,178 27,105 $14,767 5,595 $19,151 Total.................................................. 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....................... 100.0 .3 4.9 2.1 2.6 5.0 7.2 100.0 .2 1.2 .3 1.0 3.1 5.3 100.0 - 100.0 4.4 2.8 1.9 8.9 9.3 8.6 100.0 .5 .9 1.2 4.0 5.8 100.0 100.0 $9,500 and under $10,000..................... $10,000 and under $10,500 .................. $10,500 and under $11,000 .................. $11,000 and under $11,500 .................. $11,500 and under $12,000 .................. 6.7 11.6 7.2 5.7 10.6 4.7 7.0 8.6 8.2 8.3 .1 .8 4.0 3.3 8.6 2.7 24.0 8.0 9.7 4.3 4.4 5.9 7.2 11.3 10.9 1.1 2.7 1.7 4.9 4.1 $12,000 $12,500 $13,000 $13,500 $14,000 and and and and and under under under under under $12,500 $13,000 $13,500 $14,000 $14,500 .................. .................. .................. .................. .................. 5.5 3.9 13.0 3.0 3.2 11.0 7.9 5.1 4.8 4.2 2.5 7.2 5.7 6.3 5.2 4.2 3.0 1.9 1.1 1.0 7.5 7.2 7.9 7.5 4.1 3.5 5.7 5.9 8.3 7.7 .2 1.4 .7 .9 1.2 $14,500 $15,000 $15,500 $16,000 $16,500 and and and and and under under under under under $15,000 $15,500 $16,000 $16,500 $17,000 .................. .................. .................. .................. .................. 1.8 1.4 .7 1.4 .5 4.0 3.2 2.0 2.9 1.9 5.1 5.1 6.3 7.2 5.6 .9 .6 .8 .4 1.1 3.0 2.6 3.6 1.3 1.6 9.6 6.7 8.0 4.3 6.2 1.4 1.7 3.2 4.5 3.6 $17,000 $17,500 $18,000 $18,500 $19,000 and and and and and under under under under under $17,500 $18,000 $18,500 $19,000 $19,500 .................. .................. .................. .................. .................. .3 .1 .8 .1 .1 1.1 .6 1.2 .3 .4 6.1 2.1 6.0 3.5 1.7 .1 ft ft (2) - .6 .6 .1 .2 .1 3.0 4.1 2.2 1.5 2.6 5.3 10.5 6.7 8.3 8.6 $19,500 $20,000 $20,500 $21,000 $21,500 and and and and and under under under under under $20,000 $20,500 $21,000 $21,500 $22,000 .................. .................. .................. .................. .................. .3 .2 1.1 .2 ft 0 1.6 2.7 .8 .9 .4 - 1.2 .6 .8 .5 .2 4.7 4.1 13.1 1.9 2.4 $22,000 $22,500 $23,000 $23,500 $24,000 and and and and and under $22,500 .................. under $23,000 .................. under $23,500 .................. under $24,000 .................. over.................................... .9 .2 .1 .2 .1 1.8 2.1 4.8 1.0 5.5 ft .1 - “ - - .4 .2 ft ft ft ft ft ft 0 See footnotes at end of table. 32 .4 .2 .1 “ ft ft ft .1 ft ft ft - ft - - - - - - .6 1.0 _ .1 - .4 Table 6. Private services: Earnings distribution-Clerical occupations-Continued (Percent distribution of employees in selected clerical occupations by annual salary, United States, except Alaska and Hawaii.'March 1987) Personnel clerks/assistants Purchasing clerks/assistants Annual salary I II III IV I II III Number of employees............................ Average annual salary............................ 1,297 $13,409 1,333 $16,717 1,071 $19,359 320 $23,130 1,216 $13,425 1,279 $16,502 346 $20,940 Total.................................................. Under $9,500 .......................................... $9,500 and under $10,000..................... $10,000 and under $10,500 .................. $10,500 and under $11,000 .................. $11,000 and under $11,500 .................. $11,500 and under $12,000 .................. 100.0 .2 8.5 .6 6.9 4.4 4.2 100.0 _ .5 100.0 100.0 100.0 100.0 .5 - - 100.0 1.4 .4 3.7 7.3 6.5 4.6 12.1 4.4 6.2 8.2 9.6 1.2 4.4 3.5 5.6 6.0 _ - - 7.9 13.0 6.2 8.5 9.9 .8 4.0 2.0 7.7 6.9 13.9 4.1 5.2 2.5 .8 5.3 7.0 9.3 7.3 8.5 .7 1.6 .3 1.3 5.9 8.6 6.4 4.1 2.6 4.3 7.2 3.2 9.5 3.5 4.6 4.9 4.9 9.8 6.9 $12,000 $12,500 $13,000 $13,500 $14,000 and and and and and under under under under under $12,500 $13,000 $13,500 $14,000 $14,500 .................. .................. .................. .................. .................. - - - .8 1.5 1.7 _ _ - _ - .5 1.9 - _ .6 1.7 $14,500 $15,000 $15,500 $16,000 $16,500 and and and and and under under under under under $15,000 $15,500 $16,000 $16,500 $17,000 .................. .................. .................. .................. .................. 8.2 17.0 2.5 1.7 1.1 9.5 4.6 8.4 9.8 7.2 2.6 .7 1.5 4.9 8.6 $17,000 $17,500 $18,000 $18,500 $19,000 and and and and and under under under under under $17,500 $18,000 $18,500 $19,000 $19,500 .................. .................. .................. .................. .................. 1.2 .8 .8 1.1 3.8 7.4 5.4 4.2 3.2 4.1 10.4 8.8 6.0 5.2 .6 .6 1.9 4.7 1.9 $19,500 $20,000 $20,500 $21,000 $21,500 and and and and and under under under under under $20,000 $20,500 $21,000 $21,500 $22,000 .................. .................. .................. .................. .................. - 3.6 1.9 1.3 1.5 .5 4.3 9.2 5.6 3.7 2.9 9.7 4.4 .9 5.9 6.3 - 4.5 .7 .9 .3 .9 $22,000 $22,500 $23,000 $23,500 $24,000 and and and and and under under under under under $22,500 $23,000 $23,500 $24,000 $24,500 .................. .................. .................. .................. .................. - 2.3 1.4 .4 1.1 .6 .7 3.6 1.3 3.9 .4 6.3 1.3 3.1 1.9 22.2 _ - 1.7 .4 .5 .2 .2 2.3 12.7 1.4 4.6 .6 $24,500 $25,000 $25,500 $26,000 $26,500 and and and and and under under under under under $25,000 $25,500 $26,000 $26,500 $27,000 .................. .................. .................. .................. .................. - .3 - - - - - 7.5 2.2 4.1 .6 .9 .5 .1 .1 - 2.0 3.0 .2 2.4 _ - 1.2 3.5 1.2 .9 .6 $27,000 $27,500 $28,000 $28,500 $29,000 and and and and and under under under under under $27,500 $28,000 $28,500 $29,000 $29,500 .................. .................. .................. .................. .................. _ - _ - _ - - _ - $29,500 and under $30,000 .................. $30,000 and over................................... _ “ “ _ “ _ 7.5 _ “ .1 .2 .1 See footnotes at end of table. 33 .6 1.6 .9 1.6 .6 .3 .2 - - - .1 .1 .2 _ .6 1.7 .6 2.3 .9 .3 .6 .3 .3 2.3 Table 6. Private services: Earnings distribution-Clerical occupations-Continued (Percent distribution of employees in selected clerical occupations by annual salary, United States, except Alaska and Hawaii,'March 1987) Secretaries Typists Annual salary I II III IV V I II Number of employees............................ Average annual salary............................ 24,316 $15,285 31,190 $18,309 26,195 $20,644 10,904 $24,109 2,021 $29,014 6,108 $13,016 2,503 $15,106 Total.................................................. Under $8,500 .......................................... $8,500 and under $9,000....................... $9,000 and under $9,500....................... $9,500 and under $10,000..................... $10,000 and under $10,500 .................. $10,500 and under $11,000 .................. 100.0 .3 .1 .3 .7 1.5 2.3 100.0 .1 .1 .1 ft .5 100.0 - 100.0 - 100.0 - 100.0 1.1 2.7 2.6 6.5 6.9 2.7 100.0 _ 11.1 1.5 - 6.8 4.4 6.5 11.2 16.7 .6 1.6 1.7 5.3 1.3 3.8 4.5 7.0 3.6 3.0 5.3 6.4 6.5 4.0 14.2 .2 .6 .2 1.3 1.4 1.0 1.5 .5 6.9 6.6 4.8 7.3 7.9 .8 1.5 .9 .4 .6 1.6 1.1 1.7 .4 1.0 ft - _ ft $11,000 $11,500 $12,000 $12,500 $13,000 and and and and and under under under under under $11,500 $12,000 $12,500 $13,000 $13,500 .................. .................. .................. .................. .................. 2.2 5.5 4.6 3.9 5.8 .7 1.4 1.1 1.8 2.9 .2 .1 .3 .3 .3 $13,500 $14,000 $14,500 $15,000 $15,500 and and and and and under under under under under $14,000 $14,500 $15,000 $15,500 $16,000 .................. .................. .................. .................. .................. 7.2 6.9 7.3 6.6 9.0 2.6 4.7 4.2 4.9 6.3 1.1 1.0 1.5 1.6 2.6 $16,000 $16,500 $17,000 $17,500 $18,000 and and and and and under under under under under $16,500 $17,000 $17,500 $18,000 $18,500 .................. .................. .................. .................. .................. 5.3 6.7 5.7 3.8 2.8 6.1 6.4 4.2 7.2 4.2 2.5 4.1 3.3 5.1 5.5 .2 1.0 1.9 1.8 1.9 $18,500 $19,000 $19,500 $20,000 $20,500 and and and and and under under under under under $19,000 $19,500 $20,000 $20,500 $21,000 .................. .................. .................. .................. .................. 2.5 2.4 1.9 .6 .7 5.1 4.4 4.1 2.9 3.9 6.7 5.4 6.6 4.1 5.0 2.3 2.6 3.0 3.1 3.9 .2 2.1 .7 .8 .5 $21,000 $21,500 $22,000 $22,500 $23,000 and and and and and under $21,500 under $22,000 under $22,500 under $23,000 under $23,500 .................. .................. .................. .................. .................. 1.5 .3 .2 .8 .2 2.9 1.2 1.9 2.7 1.8 4.5 5.4 3.1 5.0 4.1 3.6 6.6 3.7 5.4 4.6 1.4 .7 1.5 1.1 .9 ft $23,500 $24,000 $24,500 $25,000 $25,500 and and and and and under under under under under $24,000 $24,500 $25,000 $25,500 $26,000 .................. .................. .................. .................. .................. .3 .5 2.3 .4 .3 4.3 2.1 2.5 1.7 1.6 5.6 6.2 6.6 3.8 3.8 3.8 2.9 4.8 3.8 4.3 _ - ft $26,000 $26,500 $27,000 $27,500 $28,000 $28,500 and and and and and and under under under under under under $26,500 $27,000 $27,500 $28,000 $28,500 $29,000 .................. .................. .................. .................. .................. .................. .1 .1 .1 .1 .1 2.4 1.0 .7 1.0 2.2 .5 .4 3.1 2.4 2.7 1.8 1.6 2.2 2.1 3.0 2.7 4.2 1.3 4.0 _ - _ - $29,000 $29,500 $30,000 $30,500 $30,000 and and and and and under under under under under $29,500 .................. $30,000 .................. $30,500 .................. $31,1000 ................ $31,500 .................. ft 1.7 .2 .5 .2 .1 .4 .9 1.6 1.6 .9 .9 2.7 3.5 4.3 3.0 3.3 4.3 - _ - $31,500 $32,000 $32,500 $33,000 $33,500 and and and and and under under under under under $32,000 $32,500 $33,000 $33,500 $34,000 .................. .................. .................. .................. .................. - .1 1.5 .5 .2 2.5 .1 6.0 5.0 5.8 2.8 1.9 - - $34,000 $34,500 $35,000 $35,500 and and and and under under under under $34,500 $35,000 $35,500 $36,000 .................. .................. .................. .................. - - .1 - - .7 4.0 .7 .5 _ - - .1 .3 .1 .1 0 .1 0 .1 .1 .1 .1 .1 (2) ft ft ft - ft .1 .1 .1 .1 ft .2 .2 ft ft ft ft .1 - ft “ See footnotes at end of table. 34 .2 .2 _ .4 .3 - ft ft - * - .2 .1 - ft - .4 .1 _ .3 .4 - - “ “ Table 6. Private services: Earnings distribution-Clerical occupations-Continued (Percent distribution of employees in selected clerical occupations by annual salary, United States, except Alaska and Hawaii,1March 1987) Secretaries Typists Annual salary I $36,000 and under $36,500 .................. $36,500 and under $37,000 .................. $37,000 and over................................... _ - II III - - 0.1 “ 0 - .1 .1 1 For the scope of the study see table A-1 in appendix A IV V 2 Less than 0.05 percent 35 I II 0.5 - - .9 4.8 “ - _ Table 7. Private services: Percent distribution of employment-occupation by industry (Relative employment in selected professional, administrative, technical, and clerical occupations,' selected private service industries,2 United States, except Alaska and Hawaii, March 1987) Occupation All private services Business services3 Architectural, engineering, and research services4 100 100 100 100 100 100 100 100 100 100 20 29 24 27 56 54 15 6 41 - 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 Health services Total Hospitals 21 34 27 40 19 17 12 5 92 - 40 25 11 37 23 11 72 27 39 8 95 93 13 16 98 98 36 15 13 8 8 13 12 17 18 15 20 Educational services Professional and administrative Accountants............................................................ Auditors................................................................... Attorneys................................................................. Buyers...................................................................... Computer programmers......................................... Systems analysts.................................................... Job analysts............................................................ Directors of personnel............................................ Engineers................................................................ Registered nurses............ ...................................... - - 14 15 50 76 97 13 14 49 74 17 23 18 9 10 11 26 6 - - 94 2 1 1 3 _ 44 76 53 34 42 31 39 76 45 53 61 56 40 55 48 33 68 40 50 58 54 39 53 43 19 2 10 8 10 13 26 11 20 Technical support Licensed practical nurses...................................... Nursing assistants................................................... Engineering technicians......................................... Drafters.................................................................... Computer operators................................................ Photographers ......................................................... - Clerical Accounting clerks.................................................... File clerks................................................................ Key entry operators................................................ Messengers............................................................ Personnel clerks/assistants................................... Purchasing clerks/assistants.................................. Secretaries.............................................................. Typists..................................................................... General clerks ......................................................... 4 26 12 16 18 15 11 15 ' Each occupation is limited to the work levels shown in table 1. 2 For scope of the study, see table A-1, appendix A. 3 Includes business services in addition to research and development laboratories and commercial testing laboratories presented separately as part of Architectural, Engineering, and Research Services. 4 Includes research and development laboratories, commercial testing laboratories, engineering and architectural services, and noncommercial edu cational, scientific, and research organizations. NOTE: A dash indicates that no workers were found in the occupation-in dustry designation. “All private services” includes industries in addition to those shown separately. 36 Table 8. Private services: Relative salary levels-Occupation by industry (Relative salary levels for selected professional, administrative, technical, and clerical occupations,' selected private service industries,2 United States, except Alaska and Hawaii, March 1987) All private services Business services3 Architectural, engineering, and research services4 Professional and administrative Accountants............................................................ Auditors................................................................... Attorneys................................................................. Buyers...................................................................... Computer programmers......................................... Systems analysts.................................................... Job analysts............................................................ Directors of personnel............................................ Engineers................................................................ Registered nurses................................................... 100 100 100 100 100 100 100 100 100 100 104 104 104 105 100 100 104 110 103 “ 104 104 99 108 104 103 118 109 100 - Technical support Licensed practical nurses...................................... Nursing assistants................................................... Engineering technicians......................................... Drafters.................................................................... Computer operators................................................ Photographers........................................................ 100 100 100 100 100 100 99 106 101 122 Clerical Accounting clerks.................................................... File clerks................................................................ Key entry operators................................................ Messengers ............................................................ Personnel clerks/assistants .................................. Purchasing clerks/assistants................................. Secretaries.............................................................. Typists..................................................................... General clerks........................................................ 100 100 100 100 100 100 100 100 100 104 Occupation 92 95 108 104 107 102 102 102 1 Each occupation is limited to the work levels shown in table 1. In com puting relative salary levels for each occupation by industry, the total em ployment in each work level in all industries surveyed was used as a con stant employment weight to eliminate the effect of differences in the propor tion of employment in various work levels within each occupation. 2 For scope of the study, see table A-1, appendix A. 3 Includes business services in addition to research and development laboratories and commercial testing laboratories presented separately as Health services Total Hospitals 98 99 98 99 99 98 - - 96 96 98 97 97 96 98 97 Educational services 97 92 99 99 89 92 99 94 - - - 100 101 96 100 100 105 117 100 100 105 123 98 106 107 138 102 - 109 102 114 114 109 105 108 107 106 98 103 109 107 109 100 100 97 107 105 95 85 - 97 106 99 103 105 99 99 98 103 99 - 101 99 101 92 97 87 91 96 part of Architectural, Engineering, and Research Services. 4 Includes research and development laboratories, commercial testing laboratories, engineering and architectural services, and noncommercial edu cational, scientific, and research organizations. NOTE: A dash indicates that no workers were found in the occupation-in dustry designation. "All private services” includes industries in addition to those shown separately. 37 Table 9. Private services: Average weekly hours-Occupation by industry (Average standard weekly hours1 for employees in selected professional, administrative, technical, and clerical occupations,1 selected private service industries,2 United States, except Alaska and Hawaii, March 1987) O ccupation All private services B usiness service s3 A rchitectural, engineering, and research service s4 H ealth services Total H ospitals E ducational services Professional and administrative A c c o u n ta n ts ...................................................................... A udito rs ............................................................................. A tto r n e y s ........................................................................... B u y e rs ................................................................................. C om p uter program m ers ................................................ S ystem s a n a ly s ts ............................................................ Job a n a ly s ts ...................................................................... D irectors o f p e rs o n n e l.................................................. E n g in e e rs .......................................................................... R egistered n u rs e s ........................................................... 39.5 39.5 38.0 39.5 39.5 39.5 39.5 39.5 40.0 39.5 39.5 40.0 37.5 40.0 39.5 40.0 40.0 39.5 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 39.5 39.5 40.0 39.5 40.0 39.5 40.0 39.5 39.5 39.5 40.0 - 40.0 40.0 39.5 40.0 39.5 38.5 39.0 39.0 38.5 38.5 39.5 39.0 38.5 - 40.0 Technical support Licensed practical nurses ............................................ N ursing a s s is ta n ts ........................................................... Engineering te c h n ic ia n s ............................................... D ra fte rs .............................................................................. C om puter o p e ra to rs ....................................................... P h o to g ra p h e rs ................................................................. 39.5 39.5 40.0 40.0 39.5 39.5 40.0 40.0 39.5 40.0 40.0 40.0 40.0 39.5 39.5 39.5 39.5 39.5 38.0 39.5 39.0 39.5 38.0 39.5 39.5 39.0 39.0 39.0 39.5 39.5 39.5 39.5 39.5 40.0 39.5 38.5 39.5 39.5 40.0 40.0 39.0 40.0 40.0 40.0 39.5 39.5 39.5 40.0 39.5 40.0 40.0 39.5 39.5 39.5 39.5 39.5 40.0 39.5 40.0 40.0 39.5 39.5 39.5 40.0 38.5 39.0 39.0 38.5 38.0 38.0 38.5 39.0 38.0 - - 39.5 39.5 - 40.0 39.5 - 40.0 39.5 40.0 - Clerical A ccounting c le r k s ............................................................ File c le r k s .......................................................................... Key entry o p e ra to rs ....................................................... M essengers ..................................................................... Personnel c le rks/a ssista n ts ........................................ P urchasing c le rk s /a s s is ta n ts ....................................... S e c re ta rie s ........................................................................ T y p is ts ............................................................................... G eneral c le r k s ................................................................. part of Architectural, Engineering, and Research Services. 4 Includes research and development laboratories, commercial testing laboratories, engineering and architectural services, and noncommercial edu cational, scientific, and research organizations. 1 Based on the standard workweek for which employees receive their regular straight-time salaiy. If standard hours are not available, the standard hours applicable for a majority of the office workforce in the establishment were used. The average for each job category was rounded to the nearest half hour. 2 For scope of the study, see table A-1, appendix A. 3 Includes business services in addition to research and development laboratories and commercial testing laboratories presented separately as NOTE: A dash indicates that no workers were found in the occupation-in dustry designation. “All private services” includes industries in addition to those shown separately. 38 Appendix A. Scope and Method of Survey This type of review and refinement was not practical for the large number o f small units in the sampling frame (units with 20-99 employees). Instead, the small units selected were checked prior to collection to verify location, employment, and industry. Survey design The design for a survey of this nature includes classify ing individual establishments into homogeneous groups or strata, determining the size of the sample for each stratum, and selecting the sample o f establishments for each stratum. Establishments within the scope of the 1987 survey were stratified by industry and by total employment. The sample size in a stratum was proportionate to the ex pected number o f employees to be matched in professional, administrative, technical, and clerical ( p a t c survey) occu pations. The expected number o f matched employees was estimated using previous PATC surveys, experience from col lecting data for similar jobs in the Bureau’s Industry Wage Surveys, and other sources. Using this allocation method, the larger the expected number of employees in all surveyed occupations for all establishments in a stratum, the larger the sample in that stratum. Also, an upward adjustment was made to the sample size in those strata expected to have specific occupations with relatively high sampling errors based upon the results o f previous surveys. (See “ Reliabili ty o f estimates” section for a discussion of sampling errors.) For the small firms, the estimated number o f occupation al matches in each size class was derived from information on the expected incidence o f workers matched in the larger size classes, and an appropriate sample selected. Supplemen tary samples were prepared and designated for collection for those strata where the out-of-business and out-of-scope rate was unusually high. Scope The survey covered establishments 1 in the United States, except Alaska and Hawaii, employing at least 20 workers2 and primarily providing personal, business, educational, health, legal, recreational, and technical services. (See ta ble A -l.) Establishments which met the minimum size criterion dur ing the reference period o f the information used in compil ing the survey universe were included even if they employed fewer than 20 workers at the time o f the survey. Establish ments found to be outside o f the industrial scope o f the sur vey at the time o f data collection were excluded. Table A -l shows the estimated number o f establishments and employees within the scope o f the survey (the universe) and the number within the sample actually studied for each major service industry. Separate estimates are presented for establishments located in metropolitan areas,3 for those em ploying at least 2,500 workers, and for full-time white-collar groupings. Sampling frame The list o f establishments (the sampling frame) from which the sample was selected was developed using data from the most recently available (usually March 1985) Unemployment Insurance reports for the 48 contiguous States and the Dis trict o f Columbia. For the portion o f the sampling frame to be checked for accuracy and completeness, updating proce dures were used (including results o f other b l s programs) in which establishments known to be missing were added; out-of-business and out-of-scope establishments were re moved; some units were combined or split to meet the establishment/collection unit definitions; and for some, address, employment, type o f industry, or other information was cor rected. Data collection Data for the survey are obtained primarily by personal visits o f the Bureau’s field representatives to a nationwide sample of establishments. Collection for the 1987 survey was from October 1986 through May 1987 and reflects an aver age reference month o f March 1987. Employees are classified by occupation and work level us ing job descriptions (appendix C) prepared jointly by the Bureau o f Labor Statistics and the Office o f Personnel Management. Descriptions are designed to reflect duties and responsibilities o f employees in private industry and to be translatable to specific General Schedule grades applying to Federal employees (appendix D). Thus, definitions o f some occupations and work levels are limited to specific elements which can be classified uniformly among establishments. In comparing the actual duties and responsibilities o f em ployees with those enumerated in job descriptions, the Bureau’s field representatives, with the assistance o f com pany officials, make extensive use o f company position 1 For this survey, a services establishm ent is an eco n o m ic unit w hich includes all locations o f an individual com pany in a M etropolitan Statisti cal A rea (M SA ) or Primary M etropolitan Statistical A rea (PM SA ) or non m etropolitan county. 2 See appendix B for details on the expansion o f the survey in 1986 and 1987. 3 M etropolitan data relate to all 327 MSA’s and PMSA’s w ithin the con tiguous 4 8 States as defined by the U .S . O ffice o f M anagem ent and B udget through June 1984. 39 descriptions, organization charts, and other personnel records. Salaries reported for survey occupations are 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 overtime hours and premium pay for work on weekends, holidays, and late shifts. However, premium pay for overtime was included in reported salaries o f workers in nursing occupations on 12-hour shifts. Exclud ed are performance bonuses and lump-sum payments o f the type negotiated in the auto and aerospace industries,4 as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases (but not bonuses) under cost-of-living allowance clauses and incentive payments, however, are included. Factors which reflect the normal work schedules for the month are used to convert hourly rates to a monthly basis. Employment. Occupational employment data published in this bulletin are estimated totals for all establishments within the scope o f the survey and are not limited to establishments ac tually studied. An occupational employment estimate is der ived by multiplying the full-time employment in the occupation in each sample establishment by the establishment weight and summing these results. (See “ Limitations” sec tion o f this appendix.) Salary averages. The mean salary (average wage rate) for a specific occupational level is obtained by dividing total wages for that level by the corresponding total employment. All salary averages in the tables are rounded to the nearest dollar. For all annual salary calculations, individual month ly salaries (to the nearest one-tenth cent) are multiplied by 12 before performing the necessary data aggregation. Survey nonresponse i In the March 1987 survey, salary data were not available from 13 percent o f the sample establishments (representing 1,472,948 employees in the total universe covered by the survey). An additional 7 percent o f the sample establishments (representing 911,723 employees) were either out o f busi ness or outside the scope o f the survey. If data are not provided by a sample member, the weights o f responding sample establishments are increased to adjust for the missing data. The weights for establishments which are out o f business or outside the scope o f the survey are changed to zero. Some sampled companies have a policy o f not disclosing salary data for certain employees. No adjustments are made to salary estimates for the survey as a result o f these miss ing data. In all but three o f the professional, administrative, technical, and clerical work levels published in this bulle tin, the proportion o f employees for whom salary data was not available was less than 3 percent. The three are accoun tant V (9 percent), director o f personnel II (7 percent), and job analyst III (3.7 percent). Limitations Survey occupations are limited to employees meeting the specific criteria in each job definition and are not intended to include all employees in each field o f work.5 Employees whose salary data are not available, as well as those for whom there is no satisfactory basis for classification by work lev el, are not taken into account in the estimates. For these rea sons, and because o f differences in occupational structure among establishments, estimates of occupational employment obtained from the sample o f establishments studied indicate only the relative importance o f occupations and levels as de fined for the survey. These limitations affecting the employ ment estimates do not materially affect the accuracy o f the earnings data. Reliability of estimates The statistics in this report are estimates derived from a sample survey. There are two types o f errors possible in an estimate based on a sample survey—sampling and non sampling. Sampling errors occur because observations come only from a sample, not the entire population. The particular sample used in this survey is one o f a number o f all possible sam ples o f 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 o f the variation among these differing estimates Survey estim ation methods Data conversion. Salary data are collected from company records in the most readily available form, i.e ., weekly, bi weekly, semimonthly, monthly, or annual. Before initial tabulations, all salary data are converted to a monthly basis. The factors used to convert the salary data are as follows: P ayroll basis Conversion factor W e e k l y ....................................................... 4 .3 3 3 3 B iw e e k ly ..................................................... 2 .1 6 6 5 S e m im o n th ly ............................................. 2 .0 0 0 0 M o n th ly ....................................................... 1 .0 000 A n n u a l.......................................................... 0 .0 8 3 3 5 Engineers, for exam ple, include em ployees engaged in engineering work within a band o f eight levels, starting with inexperienced engineering gradu ates and excludin g on ly those w ithin certain field s o f specialization or in 4 For a discussion o f such paym ents, see Joan Borum and others, “ C o l position s above th ose covered by le v e l VIII. In contrast, occupations such lectiv e B argaining in 1987: L ocal, R egional Issues to Set T o n e ” and G e as directors o f personnel include on ly th ose w ith reponsibility for a sp ecif org e R uben, ic program and w ith duties and respon sib ilities as indicated for each o f the “ Labor-M anagem ent S cene in 1986: Industrial W oes C ontinue” , Monthly Labor Review, January 1987, pp. 2 3 -4 8 . m ore lim ited num ber o f w ork le v e ls selected for study. 40 is called the standard error or sampling error.6 It indicates the precision with which an estimate from a particular sam ple approximates the average result of all possible samples. The relative standard error 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 (RSE) for the 1987 survey vary among the occupational work levels depending on such factors as the frequency with which the job occurs, the dispersion of salaries for the job, and the survey design. For the 93 publishable work levels, estimated relative stan dard errors for average salary estimates are distributed as follows: Relative standard error. 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 continuous training of field representatives, careful screening of data at several levels of review, annual main tenance 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 oc cur during data collection, a quality control procedure was added to the p a t c survey in 1983 and repeated in the fol lowing years.7 The procedure, job match validation (JMV), is designed to identify the frequency, reasons for, and sources of incorrect decisions made by Bureau field representatives in matching company jobs to survey occupations. Once iden tified, the problems are discussed promptly with the field representatives while the data are still being collected. Sub sequently, the JMV results are tallied, reported to BLS staff, and become the basis for remedial action at annual training conferences. The 1987 JMV process was limited to a sample of the PATC survey. About 15 percent of the sampled 1,534 job match decisions checked with respondents were subsequently changed by survey reviewers. Of those revised, slightly over one-half (127) were either original job matches that should have been excluded or company jobs excluded by the field representative that should have been matches for bls occupa tional work levels. Three-tenths of these errors of inclusion or exclusion were made in matching the accountant and ac counting clerk occupations. Training prior to the 1988 sur vey will include a review of these two jobs. Most of the remaining errors were matching one work level too high or too low within the appropriate occupation, e.g., registered nurse I instead of registered nurse II. Number o f occupational work levels Less than 1 percent ......................................................... 1 to 2 percent........................................................... 2 to 3 percent ........................................................... 3 percent or more .................................................... 18 59 13 3 In general, a sample estimate ± 1 standard error will con tain the “ true value’’ in 68 percent of all samples, ± 2 stan dard errors in 95 percent, and ± 3 standard errors in 99 percent. The Bureau evaluated the reliability of its estimates of average salaries in this survey based partly on the value of two relative standard errors. For example, the 95-percent confidence interval for accountants I is from $19,196 to $19,980 (annual average $19,588 plus or minus 2 RSE’s or 2 percent). 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 7 For a more detailed description of the process, see National Survey o f Professional, Administrative, Technical, and Clerical Pay, March 1983, 6 A replication technique with 15 random groups was used to obtain es timates of relative standard errors for the 1987 survey. Bulletin 2181 (Bureau of Labor Statistics, 1983), p. 35. 41 Table A-1. Number of establishments and workers within scope of study and number studied, by service industry, United States, March 1987 W ithin s c o p e o f survey S ervice in d u stry1 A ctu a lly studied W o rke rs in e sta b lish m e n ts N um ber of establishm ents T o tal W o rke rs in es ta b lis h m e n ts P rofe ssional and C lerica l and ad m in istra tive te c h n ic a l s up port N um b e r o f es ta b lis h m e n ts T o tal P rofe ssional and C lerical and a d m inistra tive te c h n ic a l s up port United States: All priva te service indu stries2 ............................... 114,850 12,123,224 3,025,0 55 2,759,8 15 3,269 2 ,1 67,2 82 68 5,77 2 531,715 B usiness service s ................................................. H ealth s e r v ic e s ....................................................... N ursing h o m e s .................................................... H o s p ita ls ................................................................ E ducational s e r v ic e s ............................................. S ocial s e rv ic e s ........................................................ M isce lla n e o u s service s3 ...................................... 19,951 26,356 10,998 4,487 7,036 12,242 8,572 2,523,8 03 4 ,5 03,2 56 1,069,280 2,767,0 36 997,571 770,768 64 2,68 0 49 9,26 5 1,119,111 129,792 827,630 381,21 6 220,818 334,864 454,369 1,342,739 385,945 707,045 166,255 167,114 212,623 564 1,467 433 866 262 162 340 2 2 5,56 4 1,245,931 75,803 1,110,930 33 5,54 4 27 ,660 136,175 87 ,820 37 5,03 8 9,118 35 0,09 2 111,592 6,671 74,035 53,227 337,239 28,902 285,958 67,870 4,962 41,979 All priva te se rvice indu stries2 ............................... 95,857 10,683,585 2,7 09,4 06 2,406,6 34 2,791 2 ,0 34,9 33 64 7,33 6 499,064 B usiness service s ................................................. H ealth s e r v ic e s ...................................................... N ursing h o m e s .................................................... H o s p ita ls ................................................................ E ducational s e r v ic e s ............................................ S ocial s e rv ic e s ........................................................ M isce lla n e o u s service s3 ...................................... 19,146 18,364 6,329 2,712 5,927 10,274 7,893 2 ,4 66,0 15 3,639,1 08 70 5,77 6 2,334,5 92 87 6,07 6 636,658 6 1 4,00 9 48 8,61 3 945,826 91,070 713,71 6 325,421 186,229 322,984 444,934 1,074,111 25 9,80 6 586,911 146,889 140,511 202,103 543 1,140 289 702 223 136 323 21 0,02 3 1,157,067 62 ,069 1,037,092 3 1 7,42 6 2 4 ,906 134,182 82 ,654 35 2,81 5 7,669 32 9,72 8 102,478 6,116 73,074 50,334 311,798 24,076 265,766 65,037 4,448 41,449 Metropolitan areas:1 1 A s d e fined in th e 1972 edition of the “ S tandard Industrial C lassificatio n M a n u a l,” U.S. O ffice o f M a nage m en t and Budget. 2 E stablishm ents w ith to ta l e m ploym e nt at o r above the 2 0 -w o rk e r m inim um ; e xclu d e s A laska and Hawaii. 3 Inclu des engineering, a rchitectu ral, and surveying service s and no ncom m ercia l e d u c a tion al, scientific, and re search organiza tions. 4 M e tro p o lita n S tatistical A re a s and Prim ary M e tro p o lita n S tatistical A reas, as de fined by th e U.S. O ffic e o f M a na g e m e n t and B u d g e t th ro u g h Jun e 1984. Appendix B. Survey Changes in 1987 Changes in scope the President’s Pay Agent, who used the annual median sa laries in the Federal pay comparability process for whitecollar workers. In producing the combined data, (1) the selected services studied in 1986 were deleted (engineering, architectural, and surveying services; commercially operat ed research, development, and testing laboratories; credit reporting and collection agencies; computer and data process ing services; management, consulting, and public relations services; noncommercial educational, scientific, and research organizations; and accounting, auditing, and bookkeeping services); (2) the remaining results were updated by apply ing the March 1986-March 1987 Employment Cost Index component for wages and salaries of private industry whitecollar occupations, excluding sales (3.9 percent); and (3) these updated statistics were combined with the results of the 1987 survey of all private services. The March 1987 survey reflects the second stage of changes designed to broaden the coverage of the p a t c sur vey to more industries, including health care and education al services, and to smaller establishments. The survey’s minimum establishment size was lowered to 20 workers and was limited to private service industries. Service industries, largely excluded from the previous surveys, primarily pro vide personal, business, educational, health, legal, recrea tional, and technical services. The 1987 survey findings were combined with updated information from establishments in industries other than services that had been studied in 1986. These findings are presented in table B-2. Rotating industry coverage in different years allows bl s to obtain a broader scope of pay data within budgetary limits. In the first phase of the expansion, the 1986 survey in creased its coverage of small establishments within the in dustries previously studied. The survey’s minimum establishment size requirement, which generally had ranged from 100 to 250 employees depending on industry, was lo wered to 50 employees in 1986, regardless of industry. These changes were part of a proposal by the President’s Cabinet Council on Management and Administration (CCMA) to expand the PATC survey to major segments of the labor force not covered previously and*to use this additional in formation to broaden the base of the Federal pay compara bility process. Table B-l presents the estimated number of establishments and workers and the number actually studied for the com bined 1986 and 1987 survey coverage, which included all private industries except farms and households. Table B-2 presents the occupational employment and salary data from the combined surveys. BLS delivered these combined data to Changes in occupational coverage Three jobs in the nursing field were introduced into the survey in 1987. A four-level registered nurse job describes duties ranging from routine patient care at level I to the com plex duties of a nursing specialist/consultant or practitioner at level IV. The three-level licensed practical nurse job describes routine hygiene and patient duties at level I to the more complex duties at level III, which involve care of crit ically ill or dependent patients. Nursing assistant, a four-level job, describes duties ranging from simple housekeeping tasks at level I to assisting the professional staff in patient care and maintenance at level IV. Also introduced in 1987 was a five-level civil engineering or survey technician/construction inspector job which was rarely encountered in this sur vey of the service industries. Consequently, data did not warrant publication. 43 Table B-1. Number of establishments and workers within scope of study and number studied, by industry, United States, March 1986 and March 1987 W ithin s c o p e o f survey In d u stry1 A ctu a lly studied W o rk e rs in es ta b lis h m e n ts N um ber of esta blishm e nts T o tal W o rke rs in es ta b lis h m e n ts P rofe ssional and C lerical and a d m inistra tive te c h n ic a l s u p p o rt N um b er o f esta b lish m e n ts T o tal P rofe ssional and C lerica l and a d m inistra tive te c h n ic a l support United States: Ail indu stries ............................................................... 263,965 44,097 ,072 9,391,823 8 ,7 29,8 66 7,534 8,170,145 2,338,529 2,001,646 M a nufa cturing ......................................................... 58,581 14,856,991 2,926,433 1,908,188 2,1 10 3,352,415 977,090 634,875 N onm anu factu ring: M in in g ..................................................................... C o n s tru c tio n ......................................................... Tra n sp o rta tio n , com m unica tions, electric, gas, and sa n ita ry s e r v ic e s ........... W ho le sa le t r a d e .................................................. R etail t r a d e ........................................................... Finance, insurance, and real e sta te ............ 2,455 9,109 439,68 5 1,093,057 104,071 150,148 62 ,399 72 ,952 110 102 68,114 65,178 27,700 13,036 16,787 8,250 11,637 15,082 36,600 15,651 3,448,0 99 1,770,326 7,105,151 3,260,539 755,105 498,521 863,710 1,068,780 81 8,71 3 37 7,40 5 1,080,042 1,650,352 43 3 41 0 503 597 1,263,271 105,226 517,655 63 1,00 4 31 4,86 9 40,977 64,091 214,994 324,135 31,109 106,016 348,759 S ervice indu stries2 .............................................. B usiness s e r v ic e s ............................................ H ealth se rvice s ................................................ N ursing h o m e s .............................................. H o sp ita ls ......................................................... E duca tiona l s e r v ic e s ...................................... S ocial s e r v ic e s ................................................. M isce lla n e o u s se rvice s3 ................................ 114,850 19,951 26,356 10,998 4,487 7,036 12,242 8,572 12,123,224 2,523,8 03 4,503,2 56 1,069,280 2,767,0 36 997,571 770,768 642,680 3,025,055 499,265 1,119,111 129,792 827,630 381,21 6 220,818 334,864 2,759,8 15 45 4,36 9 1,342,739 38 5,94 5 70 7,04 5 166,255 167,114 212,623 3,2 69 564 1,467 43 3 866 262 162 340 2,167,282 225,564 1,245,931 75,803 1,110,930 335,544 27,660 136,175 68 5,77 2 87,820 375,038 9,118 350,092 111,592 6,671 74,035 531,715 53,227 337,239 28,902 285,958 67,870 4,962 41,979 A ll in d u s trie s ............................................................... 215,660 37,413,021 8,427,363 7,805,9 98 6,378 7,709,652 2,2 36,5 15 1,925,502 M a nufa cturing ......................................................... 43,624 11,249,366 2,511,4 04 1,646,348 1,681 3,083,349 926,903 603,999 Metropolitan areas:4 N onm anu factu ring: M in in g ..................................................................... C o n s tru c tio n ......................................................... Tra n sp o rta tio n , com m unica tions, electric, gas, and san itary s e rv ic e s ........... W h olesa le t r a d e .................................................. R etail t r a d e ........................................................... Finance, insurance, an d real e s t a t e ............ 1,082 8,704 200,766 1,019,556 70,056 175,768 46,818 70,025 64 92 46,577 57,560 22,109 11,494 13,511 7,176 9,064 13,730 29,687 13,912 3,171,7 00 1,622,185 6,389,845 3,076,0 18 708,067 461,72 6 772,466 1,018,470 759,365 362,242 947,915 1,566,651 376 384 436 554 1,253,215 101,905 508,583 623,530 312,667 40,295 62,934 212,77 7 321,929 30,821 104,086 344,916 S ervice indu stries2 .............................................. B usiness s e r v ic e s ........................................... H ealth service s ................................................ N ursing h o m e s .............................................. H o s p ita ls ......................................................... E d uca tiona l service s ...................................... S ocial s e r v ic e s ................................................. M isce lla n e o u s se rvice s3 ................................ 95,857 19,146 18,364 6,329 2,712 5,927 10,274 7,893 10,683,585 2,466,0 15 3,639,1 08 705,776 2,334,592 876,07 6 636,658 614,009 2,709,4 06 488,613 945,826 91,070 713,716 325,421 186,229 322,984 2,406,6 34 444,93 4 1,074,111 259,806 586,911 146,889 140,511 202,103 2,791 543 1,140 289 702 223 136 323 2,034,933 210,023 1,157,067 62,069 1,037,092 317,426 24,906 134,182 6 4 7,33 6 82,654 352,81 5 7,669 329,72 8 102,478 6,116 73,074 499,064 50,334 311,798 24,076 265,766 65,037 4,448 41,449 1 A s d e fined in th e 1972 e d itio n o f the “ S tandard Industrial C lassificatio n M a nual,” U.S. O ffice o f M a na g e m e n t and Budget. 2 Inclu des service indu stries in addition to tho se show n separately. 3 Inclu des enginee ring, a rchitectu ral, and surveying se rvice s an d no n co m m e rcia l education al, s cientific, an d re search organizations. 4 M e tro p o lita n S tatistical A re a s and Prim ary M e tro p o lita n S ta tistica l A reas, as defined by th e U.S. O ffic e o f M a na g e m e n t and B udget th ro u g h J u n e 1984. TABLE B-2. Average Salaries for Selected Occupations, National Survey of Professional, Administrative, Technical, and Clerical Pay, All Private Industries Surveyed in March 1986 and March 19871 O ccup ation al C lassification N um ber o f w orkers Annual m ean salary Annual m edian salary I ....................................................... I I ...................................................... I I I ..................................................... IV .................................................... 41,656 160,540 94,900 26,486 $12,831 15,102 18,296 22,223 $12,247 14,630 17,871 21,623 File clerks I ...................................................................... File clerks I I ..................................................................... 30,054 16,100 10,984 12,821 10,535 12,047 Key entry op erators I ................................................... Key entry op erators II ......................................... ........ 80,597 39,231 13,408 16,931 12,962 16,207 M e s s e n g e rs .................................................................... 14,754 12,197 11,585 I .................................................................... II .................................................................. I I I ................................................................. I V ................................................................. V .................................................................. 80,024 94,752 127,130 55,527 16,948 16,448 18,769 21,745 24,603 29,090 15,890 18,125 21,082 24,203 28,417 S teno gra phe rs I ............................................................. S teno gra phe rs II ............................................................ 6,847 5,443 19,011 22,603 18,764 23,189 Typists I ........................................................................... Typists II .......................................................................... 28,030 14,381 13,098 17,218 12,895 16,379 A ccoun ting A ccoun ting A ccoun ting A ccoun ting clerks clerks clerks clerks S ecretaries S ecretaries S ecre taries S ecretaries S ecretaries Personnel P ersonnel Personnel P ersonnel c le rks/a sst. cle rk s /a s s t. cle rk s /a s s t. cle rk s /a s s t. I .............................................. I I ............................................. I l l ............................................ I V ........................................... 3,708 5,487 4,041 1,482 14,310 17,343 20,158 24,457 14,392 16,633 19,879 23,883 Purchasing Purchasing Purchasing Purchasing c le rk /a s s t. c le rk /a s s t. c le rk /a s s t. c le rk /a s s t. I ............................................... I I ............................................. I l l ............................................ IV ........................................... 5,090 6,651 4,271 1,037 14,285 17,689 22,832 30,524 14,046 17,072 22,629 29,288 I ............................................................. II ............................................................ III ........................................................... I V ........................................................... 16,537 82,850 89,708 37,750 10,702 12,907 15,700 19,987 10,405 12,463 15,149 19,325 I ................................................................. I I ................................................................ I I I ............................................................... I V ............................................................... V ................................................................ V I ............................................................... 15,604 34,887 50,828 25,661 8,388 1,411 21,527 25,984 32,074 40,611 51,144 63,977 21,291 25,445 31,482 40,272 50,152 62,975 I ......................................................................... II ........................................................................ III ....................................................................... I V ....................................................................... 1,748 3,046 4,836 2,037 22,354 27,007 33,302 41,250 22,226 26,276 33,071 40,505 I ...................................................... II ..................................................... III .................................................... I V .................................................... 937 1,484 515 230 40,198 49,531 65,564 83,883 41,144 49,852 65,400 82,725 I ..................................................... I I ............................................. III............................................ 14,233 14,443 15,563 6,849 21,006 23,044 27,537 33,989 21,000 22,991 26,789 33,300 110 448 760 488 22,642 25,615 30,749 39,326 22,137 24,259 29,222 38,469 I .............................................. I I ............................................. I I I ............................................ IV ........................................... 2,258 2,767 1,302 406 40,229 47,021 65,106 78,123 38,775 46,713 64,392 75,090 A ttorneys I ....................................................................... A ttorneys II ............................................................ A ttorneys III ........................................................... 1,421 3,070 4,519 32,022 41,319 52,158 31,188 40,667 50,620 G eneral G eneral G eneral G eneral clerks clerks clerks clerks A ccoun tants A cco u n ta n ts A ccoun tants A ccoun tants A ccoun tants A cco u n ta n ts A udito rs A uditors A udito rs A uditors C hief C hief C hief C hief Public Public Public Public Jo b Jo b Job Jo b a cco unta nts a cco unta nts a cco unta nts a cco unta nts a cco unta nts a cco unta nts a cco unta nts a cco unta nts analysts analysts analysts analysts D irectors D irectors D irectors D irectors of of of of IV .................................................. I ................................................................. I I ........................................................ II I ....................................................... IV .............................................................. personnel personnel personnel personnel See footnotes at end of table. 45 TABLE B-2. Average Salaries for Selected Occupations, National Survey of Professional, Administrative, Technical, and Clerical Pay, All Private Industries Surveyed in March 1986 and March 1987'—Continued O ccup ation al C lassification A nnual m ean salary A nnual m edian salary 3,924 1,960 609 $65,944 80,856 105,658 $64,992 79,995 106,235 N um ber of w orkers A ttorneys I V ..................................................................... A ttorneys V ...................................................................... A tto rn e ys V I ..................................................................... C hem ists C hem ists C hem ists C hem ists C hem ists C hem ists C hem ists I ........................................................................ I I ....................................................................... I I I ...................................................................... I V ..................................................................... V ...................................................................... VI ..................................................................... VII .................................................................... 3,833 6,685 10,140 8,869 7,176 3,539 871 23,205 28,238 35,504 43,480 52,927 63,548 78,605 23,003 28,042 34,910 43,015 52,569 63,499 75,921 Engineers Engineers Engineers Engineers Engineers Engineers E ngineers Engineers I ...................................................................... II ..................................................................... III .................................................................... I V .................................................................... V ..................................................................... V I .................................................................... V I I ................................................................... V I I I ................................................................. 40,460 75,123 147,085 160,817 112,374 50,605 12,223 2,755 28,958 32,295 37,235 44,360 52,698 61,807 71,475 81,060 29,392 32,205 37,006 44,083 52,303 61,440 70,291 80,517 I ...................................................... I I ..................................................... I I I .................................................... I V .................................................... 38,257 366,888 20,402 392 21,012 24,127 31,216 34,383 20,830 23,835 31,073 33,735 Licensed practical nurses I ........................................ Licensed practical nurses II ....................................... Licensed practical nurses III ...................................... 31,195 165,049 2,061 14,636 16,487 18,837 14,559 16,285 18,836 N ursing assista nts I ...................................................... N ursing assista nts I I ..................................................... N ursing assista nts I I I .................................................... 148,366 269,803 22,075 8,558 10,872 14,369 8,111 10,248 14,394 I ........................................... II .......................................... III ......................................... I V ......................................... V .......................................... 5,524 17,215 32,443 35,064 18,367 17,577 21,131 24,857 29,732 34,380 17,288 20,792 24,627 29,475 34,186 I ............................................................................. I I ........................................................................... I I I .......................................................................... I V ......................................................................... 8,119 24,706 18,459 4,953 21,779 27,184 34,818 42,772 21,610 26,939 34,035 42,139 I ................................................... I I .................................................. I I I ................................................. IV ................................................ V ................................................. 10,476 44,318 28,475 9,011 1,457 14,339 17,690 22,207 25,441 30,295 14,162 17,288 21,657 25,098 30,522 P hotographers III ........................................................... P hotographers I V ........................................................... P hotographers V ............................................................ 1,079 410 81 27,712 33,452 37,961 27,558 34,317 39,484 16,995 42,721 52,523 23,412 9,763 21,398 25,056 30,320 36,422 44,693 21,387 24,936 30,048 36,143 44,698 23,249 53,410 39,382 14,342 2,685 246 30,111 36,103 43,592 51,537 61,673 74,632 29,849 35,960 43,070 50,912 60,582 74,378 3,645 13,523 27,346 25,978 13,747 13,258 16,479 21,071 25,621 32,117 13,086 16,064 20,759 25,185 31,539 R egistered R egistered R egistered R egistered nurses nurses nurses nurses Engineering E ngineering E ngineering Engineering E ngineering Buyers Buyers Buyers Buyers C om p uter C om p uter C om p uter C om p uter C om p uter C om p uter C o m p uter C om p uter C om p uter C om p uter tech nicians tech nicians tech nicians tech nicians tech nicians op erators op erators op erators op erators op erators program m ers program m ers program m ers program m ers program m ers I ............................................ II ..................................... III ................................... I V ......................................... V .......................................... S ystem s S ystem s System s S ystem s System s System s analysts analysts analysts analysts analysts analysts I ....................................................... II ...................................................... D rafters D rafters D ralte rs D rafters D rafters I .......................................................................... I I ............................................................... II I .............................................................. III .............................................. I V ..................................................... V ...................................................... V I ..................................................... IV ....................................................................... V ........................................................................ salaries of private industry white-collar occupations, excluding sales, was used for updating. This adjustment factor was a 3.9 percent increase between March 1986 and March 1987. ' This tabulation combines the results of the March 1987 survey in the service industries with updated results from the March 1986 survey of private industries, excluding services. The BLS Employment Cost Index component for wages and 46 Appendix C. Occupational Definitions 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 inter establishment 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. 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 Accountants and Auditors Interpreting the meaning of accounting records, reports, and statements; ACCOUNTANTS 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 terminology of accounting, and often entails some understanding of such related fields as business law, statistics, and general management. (See also chief accountant.) Professional responsibilities in accountant positions above the entry and developmental levels include such duties as: Advising operating officials on accounting matters; and Recommending improvements, adaptations, or revisions in the accounting system and procedures. Entry and developmental level positions provide op portunity to develop ability to perform professional duties such as those enumerated above. In addition to such professional work, most account ants are also responsible for assuring the proper record ing and documentation of transactions in the accounts. They, therefore, frequently direct nonprofessional per sonnel in the actual day-to-day maintenance of books of accounts, the accumulation of cost or other comparable data, the preparation of standard reports and state ments, and similar work. (Positions involving such supervisory work, but not including professional duties as described above, are not included in this description.) Analyzing the effects of transactions upon account relation ships; 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 report ing accounting data relative to taxes are included, as are other operating or cost accountants whose work Evaluating alternative means of treating transactions; Planning the manner in which account structures should be developed or modified; Assuring the adequacy o f 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; 47 includes, but is not limited to, improvement of the accounting system. Some accountants use electronic data processing equipment to process, record, and report accounting data. In some such cases, the machine unit is a 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. greater professional competence. Initial assignments are 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. Work is reviewed closely to verify general accuracy and coverage of unusual problems, and to insure conformance with required procedures and special instructions. Direction received. Accountants I Typical duties and responsibilities. Performs a variety of accounting tasks, e.g., prepares routine working papers, schedules, exhibits, and summaries indicating the extent of the examination and presenting and sup porting findings and recommendations. Examines a variety of accounting documents to verify accuracy of computations and to ascertain that all transactions are properly supported, are in accordance with pertinent policies and procedures, and are classified and recorded according to acceptable accounting standards. 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 designed to give the entering accountant practical experience. (Terminal positions are excluded.) Usually none, although sometimes responsible for supervision of a few clerks. Responsibility f o r direction o f others. 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. Direction received. Accountants III General characteristics. The accountant at this level applies well-established accounting principles, theories, concepts, and practices to moderately difficult prob lems. Receives detailed instructions concerning the overall accounting system and its objectives, the policies and procedures under which it is operated, and the nature of changes in the system or its operation. Characteristically, the accounting system or assigned segment is stable and well established (i.e., the basic chart of accounts, classifications, the nature of the cost accounting system, the report requirements, and the procedures are changed infrequently). Depending upon the workload involved, the account ant may have such assignments as supervision of the day-to-day operation of: (a) The entire system of a relatively small establishment; or (b) a major segment (e.g., general accounting, cost accounting, or financial statements and reports) of a somewhat larger system; or (c) in a complex system, may be assigned to a relatively narrow and specialized segment dealing with some prob lem, function, or portion of work which is appropriate for this level. Typical duties and responsibilities. Performs a variety of accounting tasks such as: Examining a variety of financial statements for completeness, internal accuracy, and conformance with uniform accounting classifications or other specific accounting requirements; reconciling reports and financial data with financial statements already on file, and pointing out apparent inconsistencies or errors; carrying out assigned steps in an accounting analysis, such as computing standard ratios; assembling and summarizing accounting literature on a given sub ject; 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 nonprofes sional tasks for training purposes. Responsibility fo r direction o f others. Usually none. Accountants 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 A higher level professional ac countant normally is available to furnish advice and assistance as needed. Work is reviewed for technical ac Direction received. 48 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. 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 ade quacy of professional judgment, compliance with instruc tions, 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 fo r direction o f others. Accounting staff supervised, if any, may include professional accountants. Responsibility fo r 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. Accountants V Accountants 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 accountants V is more directly concerned with what the accounting system (or segment) should be, what operating policies and procedures should be established or revised, and what is the managerial as well as the accounting meaning of the data included in the 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. 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 General characteristics. At this level, the accountant applies 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 establishment 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 49 Direction received. A higher level professional account ant is normally available to furnish advice as needed. Work is reviewed for adequacy of professional judgment, compliance with instructions and policies, and overall quality. 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. Typical duties and responsibilities. Accountants at this level are delegated complete responsibility from higher authority to establish and implement new or revised accounting policies and procedures. Typically, accountants 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, interpreting accounting reports and statements, and identifying 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 administer 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 dayto-day operations of an accounting program. This type of work requires extensive managerial ability as well as superior professional competence in order to cope with the technical accounting and management problems encoun tered. Typically, the level of work involves responsibility for more than one accounting activity (e.g., cost account ing, sales accounting, etc.). Responsibility fo r direction o f others. Accounting staff supervised generally includes professional accountants. Accountants VI General characteristics. At this level, the accountant applies 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 com plex corporate accounting system, or (b) a major seg ment (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.). AUDITORS 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: 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. 50 3. The propriety or legality of transactions. Auditors II 4. The degree of compliance with established policies and procedures concerning financial 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. Excluded from this definition are: a. Auditors primarily examining or reporting on the financial management of company operations. These auditors evaluate such matters as: (1) The operation’s degree of compliance with the principles of sound financial management; and (2) the effectiveness of management and operating controls. Direction received. Detailed instructions are furnished and the work is reviewed to the extent necessary to verify its general accuracy and coverage of unusual problems, to insure conformance with required pro cedures and special instructions, and to assure the auditor’s professional growth. Any technical problems not covered by instructions are brought to the attention of a superior. b. Auditors assigned to audit programs which are con fined on a relatively permanent basis to repetitive ex amination of a limited area of company operations and accounting processes, e.g., accounts payable and receivable; payroll; physical inventory; and branch 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 financial audit program; and 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. c. Electronic data processing (EDP) auditors. These positions require an extensive knowledge of computer systems, programming, etc. Auditors I 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.) Auditors III General characteristics. Work at this level consists of the audit of operations and accounting processes that are relatively stable, well established, and typical of the industry. The audits primarily involve the collection and analysis of readily available findings; there is previous audit experience that is directly applicable; the audit reports are normally prepared in a prescribed format using a standard method of presentation; and few, if any, major problems are anticipated. The work performed requires the application of substantial knowledge of accounting principles and practices, e.g., bases for distinguishing among capital maintenance and operating expenses; accru ing reserves for taxes; and other accounting considerations of an equivalent nature. Direction received. Works under close supervision of an experienced auditor whose guidance is directed primarily to the development of the trainee’s profes sional ability and to the evaluation of advancement potential. Limits of assignments are clearly defined, methods of procedure are specified, and kinds of items to be noted and referred to supervisor are identified. Typical duties and responsibilities. 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. Direction received. Work is normally within an estab lished audit program and supervision is provided by a higher level auditor who outlines and discusses assignments. Work is spot checked in progress. Completed assignments are reviewed for adequacy of coverage, soundness of judgment, compliance with professional standards, and adherence to policies. 51 Typical duties and responsibilities. The auditor examines transactions and verifies accounts; observes and evaluates accounting procedures and internal controls; and prepares audit working papers and submits an audit report in the re quired pattern containing recommendations for needed changes or improvements. Usually is responsible for select ing the detailed audit methods to follow, choosing the audit sample and its size, determining the extent to which discrepancies need to be investigated, and deciding the depth of the analyses required to support reported findings and conclusions. Examples of assignments involving work at this level: Direction received. Within an established audit program, has responsibilities for independently planning and executing audits. Usually difficult problems are dis cussed with the supervisor who also reviews completed assignments for adherence to principles and standards and the soundness of conclusions. Typical duties and responsibilities. Auditors at this level have full responsibility for planning the audit, including determination of the aspects to emphasize, methods to be used, development of nonstandard or specialized audit aids, such as questionnaires, etc., where previous audit experience and plans are o f limited applicability. Included in the scope of work that characterizes this level are such functions as: Evaluation of methods used for determining depreciation rates of equipment; evalua tion of assets where original costs are unknown; evaluation of the reliability of accounting and reporting systems; analysis of cost accounting systems and cost reports to evaluate the basis for cost and price setting; evaluation of accounting procurement and supply management records, controls, and procedures; and many others. Examples of assignments involving work at this level: 1. As a team leader or working alone, independently conducts audits of the complete accounts and related operations of smaller or less complex companies (e.g., involving a centralized accounting system with few or no subordinate, subsidiary, or branch accounting records) or of comparable segments of larger companies. 2. As a member of an audit team, independently accomp lishes 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, inven tory, and comparable specialized systems integrated with the general accounting system). 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 individually of comparable size and complexity. Illustrative of such assignments are the audit and initial review of the accounting treatment and validity of report ing of overhead expenses in a large manufacturing or 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. 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. Auditors 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 infor mation; and other similar factors. Typically, a variety of different assignments are encountered over a period of time, e.g., 1 year. The audit reports prepared are comprehensive, explain irregularities, cite rules and regulations violated, recommend remedial actions, and contain analyses of items of special importance or in terest to company management. N o te : Excluded from level IV are auditors who, as team leaders or working alone, conduct complete audits of very large and complex organizations, for example, those with financial responsibilities so great as to involve specialized subordinate, subsidiary, or affiliate accounting systems that are complete in themselves; or are team members assigned to major segments of audits of even larger or more complex organizations. Also excluded are positions primarily responsible for overseeing multiple concurrent audits. PUBLIC ACCOUNTANTS Performs professional auditing work in a public accounting 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. 52 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 judg ment, compliance with professional standards, and adherence to clearly established methods and techniques. All interpretations are subject to close professional review. 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 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 special ist positions in tax or management advisory services. Typical duties and responsibilities. Carries out a variety of sampling and testing procedures in accordance with the prescribed audit program, including examination of trans actions and verification of accounts, the analysis and evaluation of accounting practices and internal controls, and other detail work. Prepares a share of the audit work ing papers and participates in drafting reports. In moderately complex audits, may assist in selecting appropriate tests, samples, and methods commonly ap plied by the firm and may serve as primary assistant to the accountant in charge. In more complicated audits, concen trates on detail work. Occasionally, may be in charge of small, uncomplicated audits which require only one or two other subordinate accountants. Personal contacts usually involve only the exchange of factual technical information and are usually limited to the client’s operating accounting staff and department heads. Public Accountants I General characteristics. As an entry level public ac countant, 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 b a ’ s , are excluded at this level.) 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. Public Accountants III General characteristics. At this level, the public account ant is in charge of a complete audit and may lead a team of several subordinates. Audits are usually accomplished 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 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. require adaptation. Necessary data are not always readily available. When assigned to more difficult and complex audits (see level IV), the accountant may run the audit of a major component or serve as the primary assistant to the accountant in charge. Public Accountants 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 accountants I. Direction received. Direction received. Works under the general supervision of a higher level public accountant who oversees the opera tions of the audit. Work is performed independently, applying generally accepted accounting principles and auditing standards, but assistance on difficult technical matters is available. Work may be checked occasionally during progress for appropriateness 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 technical features of the audit, leading team members, and personally performing the most dif Works under the supervision of a 53 ficult work. Carries out field work in accordance with the general format prescribed in the audit program, but selects specific methods and types and sizes 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 memoran da. 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 mediumsize companies and divisions of large corporations to explain and interpret policies and procedures governing the audit process. 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 investigated, and the depth of required analyses. Resolves most operational difficulties and unanticipated problems. Assigns work to team members; reviews work for appropriateness, contormance 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., assist ant controllers or controllers. Such contacts involve coor dinating and advising on work efforts and resolving operating problems. Public Accountants IV General characteristics. At this level, the public account ant directs field work including difficult audits—e.g., those involving initial audits of new clients, acquisitions, or stock registrations—and may oversee a large audit team split between several locations. The audit team usually includes one or more level III public accountants who handle major components of the audit. The audits are complex and clients typically include those engaged in projects which span accounting periods; highly regulated industries which have various external reporting require ments; 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 accounting systems. Guidelines may be general or lacking and audit programs are intricate, often requiring extensive tailoring to meet atypical or novel situations. 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 com plicated 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 difficulties. 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. 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 approved. Work is reviewed for soundness of approach, completeness, and conformance with established policies of the firm. CHIEF ACCOUNTANTS As the top technical expert in accounting, is responsible for directing the accounting program for a company or for an establishment of a company. The minimum accounting program includes: (1) General accounting (assets, liabilities, income, expense, and capital accounts, in cluding responsibility for profit and loss and balance sheet statements); and (2) at least one other major accounting activity, typically tax accounting, cost accounting, proper ty accounting, or sales accounting. It may also include such other activities as payroll and timekeeping, and Typical duties and responsibilities. Is responsible for carrying out the operational and technical features of the audit, directing the work of team members, and personally performing the most difficult work. Often participates 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 tradi tional methods to the extent required. Makes program 54 mechanical or electronic data processing operations which are an adjunct of the accounting system. (Responsibility for an internal audit program is typically not included.) The responsibilities of the chief accountant include all of the following: subaccounts, and subsidiary records; and Providing special or interim reports and statements needed by the manager responsible for the day-to-day operations of the organization served. This degree of authority is typically found at a plant or similar subordinate establishment. 1. On own responsibility, developing, adapting, or revising an accounting system to meet the needs of the organization; 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: 2. Supervising, either directly or through subordinate supervisors, the operation of the system with full management responsibility for the quality and quan tity of work performed, training and development of subordinates, work scheduling and review, coordina tion with other parts of the organization served, etc.; 3. 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; b. Evaluating and taking final action on recommendations proposed by subordinate establishments for changes in aspects of the accounting system or activities not prescribed by higher authority; 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. Extending cost accounting previously covered; to areas not Instituting new cost accounting procedures; Expanding the utilization of computers within the ac counting process; and Excluded are positions with responsibility for the ac counting program if they also include (as a major part of the job) responsibility for budgeting; work measurement; 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 are classified by level of work according to (a) authority and responsibility, and (b) technical complexity, using table C -l. Preparing accounting reports and statements reflecting the events and progress of the entire organization for which incumbent is responsible, often consolidating data sub mitted by subordinate segments. This degree 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, unre viewed authority, within the prescribed system, to ex pand 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; Establishing basic accounting policies, interpretations, and procedures; Providing greater detail in accounts and reports or financial statements; Reviewing and taking action on proposed revisions to the company’s accounting system suggested by subordinate units; and Establishing additional accounting controls, accounts, operations 55 Table C-1. Criteria for matching chief accountants by level Authority and responsibility1 Technical complexity' I AR-l TC-1 Only 1 or 2 professional accountants who do not exceed the accountant III job definition. II AR-I TC-2 About 5 to 10 professional accountants, with at least one or two matching the accountant IV job definition. AR-2 TC-1 About 5 to 10 professional accountants. Most of 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-l TC-3 About 15 to 20 professional accountants. At least one or two match the accountant V job definition. AR-2 TC-2 About 15 to 20 professional accountants. Many of these match the accountant IV job definition, but some may match the accountant V job definition. AR-3 TC-1 About 5 to 10 professional accountants. Most of these match the accountant III job definition, but one or two may match as high as accountant V. AR-2 TC-3 About 25 to 40 professional accountants. Many of these match the accountant V job definition, but several may exceed that level. AR-3 TC-2 About 15 to 20 professional accountants. Most of these match the accountant IV job definition, but several may match the accountant V and one or two may exceed that level. AR-3 TC-3 About 25 to 40 professional accountants. Many Of these match the accountant V job definition, but several may exceed that level. Level Subordinate professional accounting staff or or III or or IV or v 1 AR-l, -2, -3, and TC-1, -2, and -3 are explained in the text. serves nas a relatively large number of functions, products, work processes, etc., which require substantial and fre quent adaptations of the basic system to meet management needs (e.g., adoption of new accounts, subaccounts, and subsidiary records; revision of instructions for the use of accounts; improvements or expansion of methods for ac cumulating and reporting cost data in connection with new or changed work processes). Taking final action on all technical accounting matters. Characteristically, participates extensively in broad company management processes by providing account ing advice, interpretations, or recommendations based on data accumulated in the accounting system and on professional judgment and experience. Technical Complexity TC-3. The organization which the accounting pro gram serves puts a heavy demand on the accounting TC-1. The organization which the accounting pro gram serves has relatively few functions, products, work processes, etc., and these tend to be stable and unchang ing. The accounting system operates in accordance with well-established principles and practices or those of equivalent difficulty which are typical of that industry. TC-2. organization 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 com parable complexities. Consequently, the accounting system, to a considerable degree, is developed well The organization which the accounting program 56 Subordinate Staff beyond established principles and accounting practices in order to: 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 o f professional ac countants in the system for which the chief accountant is responsible, there are clerical, machine operation, bookkeeping, and related personnel. 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. Attorneys Difficulty Performs consultation and advisory work and carries out the legal processes necessary to effect the rights, privileges, and obligations o f the company. The work performed requires completion o f law school with an l .l .b . degree (or the equivalent) and admission to the bar. Responsibilities or functions include one or more D -l. Legal questions are characterized by: Facts that are well established; clearly applicable legal precedent; and matters not o f substantial importance to the organization. (Usually relatively limited sums o f money, e.g., a few thousand dollars, are involved.) o f the following or comparable duties: Examples o f D -l work: Preparing and reviewing various legal instruments and documents, such as contracts, leases, licenses, purchases, sales, real estate, etc.; 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. Acting as agent of the company in its transactions; Examining material (e.g., advertisements, publications, etc.) for legal implications; advising officials of proposed legislation which might affect the company; Searching case reports, legal documents, periodicals, textbooks, and other legal references, and preparing draft opinions on employee compensation or benefit questions when there is a substantial amount of clearly applicable statutory, regulatory, and case material. Applying for patents, copyrights, or registration of com pany’s products, processes, devices, and trademarks; Advising whether to initiate or defend lawsuits; Drawing up contracts and other legal documents in connection with real property transactions requiring the development of detailed information but not involving serious questions regarding titles to propertv or other major factual or legal issues. Conducting pretrial preparations; defending the com pany in lawsuits; and Advising officials on tax matters, government regula tions, and/or corporate rights. Excluded from this definition are: D-2. Legal work is regularly difficult by reason o f one or more o f the following: The absence o f clear and directly applicable legal precedents; the different possi ble interpretations that can be placed on the facts, the laws, or the precedents involved; the substantial impor tance o f 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. Patent work which requires professional training in ad dition to legal training (typically a degree in engineering or in a science); Claims examining, claims investigating, or similar work for which professional legal training and bar membership is not essential: and 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.) Examples o f D-2 work: Advising on the legal implications of advertising represen tations when the facts supporting the representations and the applicable precedent cases are subject to different interpretations. Attorney jobs which meet the above definition are to be classified in accordance with table C -2 and the definitions which follow. 57 Table C-2. Criteria for matching attorneys by level Difficulty of legal work1 Level I Responsibility of 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 of law school with an LL.B, or J.D. degree plus admission to the bar. Sufficient professional experience (at least 1 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 E x te n siv e p r o fe ss io n a l exp erien ce at th e D -3 lev el. VI D-3 R-4 E x te n siv e p r o fe ss io n a l exp erien ce at th e D -3 an d R -3 lev els. II or III At least 1 year, y ea r, u su a lly m ore) at th e D - l u su a lly m o r e , o f p r o fe ss io n a l e x p erien ce at th e D -2 level. or IV E x te n siv e p r o fe ss io n a l exp erien ce at the D -2 or h igh er level. or 1 D-l, -2, -3, and R-l, -2, -3, and -4 are explained in the text. Reviewing and advising on the implications of new or revised laws affecting the organization. Presenting the organization’s defense in court in a negligence lawsuit which is strongly pressed by counsel for organized group. Providing legal counsel on tax questions complicated by the absence of precedent decisions that are directly ap plicable to the organization’s situtation. 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. Performing the principal legal work in nonroutine, major revision of the company’s charter or in effectuating new major financing steps. 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 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). R -l. Responsibility for final action is usually limited to matters covered by legal precedents and in which little deviation from standard practice is involved. Any deci sions or actions having a significant bearing on the organization’s business are reviewed. Is given guidance 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. 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 prod uct is reviewed carefully, but primarily for overall soundness of legal reasoning and consistency with 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. Preparing and presenting a case before an appellate court where the case is highly important to the future operation of the organization and is vigourously contested by very distinguished (e.g., having a broad regional or national reputation) legal talent. 58 ranking officials in private companies or in government agencies. On various aspects of assigned work, may give advice directly and personally to corporation officers and top-level managers, or may work through the general counsel of the company in advising officers. Generally receives no preliminary instructions 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. organization policy. Some, but not all, attorneys make assignments to one or more lower level attorneys, aides, or clerks. R-3. Carries out assignments independently and makes final legal determinations in matters of substantial impor tance to the organization. Such determinations are subject to review only for consistency with company policy, possi ble precedent effect, and overall effectiveness. 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 agencies 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. 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 officers and top managerial officers, or may give such advice through the general counsel. Receives guidance as to organization policy but no technical supervision or assistance except when 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-4. Carries out assignments which entail independently planning investigations and negotiations on legal problems of the highest importance to the organization and develop ing completed briefs, opinions, contracts, or other legal products. To carry out assignments, represents the organization at conferences, hearings, or trials and per sonally confers and negotiates with top attorneys and top Buyers N o t e : Some buyers are responsible for the purchas 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. Purchases materials, supplies, equipment, and serv ices (e.g., utilities, maintenance, and repair). In some instances, items are of types that must be specially de signed, produced, or modified by the vendor in accord ance 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 req uisitions. May expedite delivery and visit vendors’ offices and plants. Normally, purchases are unreviewed when they are consistent with past experience and are in conformance with established rules and policies. Proposed purchase transactions that deviate from the usual or from past 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. E xcluded are: a. Buyers of items for direct sale, either wholesale or retail; b. Brokers and dealers buying for clients or for invest ment purposes; c. Positions that specifically require professional educa tion and qualifications in a physical science or in engineering (e.g., chemist, mechanical engineer); d. Buyers who specialize in purchasing a single or a few related items of highly variable quality such as raw cotton or wool, tobacco, cattle, or leather for shoe uppers, etc. Expert personal knowledge of the item is required to judge the relative value of the goods of fered, and to decide the quantity, quality, and price of each purchase in terms of its probable effect on the organization’s profit and competitive status; e. Buyers whose principal responsibility is the supervis ion of a purchasing program; 59 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. f. Persons predominantly concerned with contract or subcontract administration; g. Persons whose major duties consist of ordering, reordering, or requisitioning items under existing contracts; Buyers 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 require ments; export packs; overseas port differentials; etc. Is expected to keep abreast of market and product developments. May be required to locate new sources of supply. Some positions may involve assisting in the training or supervising of lower level buyers or clerks. Examples of items purchased include: Castings; special extruded shapes of normal size and material; special formula paints; electric motors of special shape or speeds; production equipment; special packaging of items; and raw materials in substantial quantities or with special characteristics. h. Positions restricted to clerical functions or to pur chase expediting work; and i. Positions not requiring: (1) Three years of admin istrative, technical, or substantive clerical experi ence; (2) a bachelor’s degree in any field; or (3) any equivalent combination of experience and education yielding basic skills in problem analysis and communi cation. Buyers I Purchases “ off-the-shelf” types of readily available, commonly used materials, supplies, tools, furniture, services, etc. Transactions usually involve local retailers, whole salers, jobbers, and manufacturers’ sales representa tives. 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 services. Buyers II 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 serv ices, and include a few stipulations about unusual pack ing, marking, shipping, etc. Transactions usually involve dealing directly with manufacturers, distributors, jobbers, etc. Quantities 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 equipment; standard electronic parts, components, and component test instruments; electric motors; gasoline service station equipment; pbx or other specialized telephone services; special-purpose printing services; and routine purchases of common raw materials such as standard grades and sizes of steel bars, rods, and angles. Also included at this level are buyers of materials of Buyers 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. 60 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). N o t e : Excluded are buying positions above level IV. Some buyers above level IV make purchases in such unusually large quantities that they can affect the market price of a commodity or produce other signifi cant effects on the industry or trade concerned. Others may purchase items of either (1) extraordinary technical complexity, e.g., involving the outermost limits of science or engineering, or (2) unusually high individual or unit value. Such buyers often persuade suppliers to expand their plants or convert facilities to the production 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. Computer Systems Analysts1 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 only analyzing work problems to be processed but also selecting the computer equipment and system software required. 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 more effective operations. May also write the computer programs. Excluded are: Positions are classified into levels on the basis of the following definitions. Computer Systems Analysts 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, (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; 1 For publication purposes, data for Computer Systems Analysts and Com puter Systems Analysts Supervisors/Managers were combined into a six level series as follows: (c) Computer programmers who write computer pro grams and solve user problems not requiring systems modification; Systems Analysts (d) Workers who primarily analyze and evaluate prob lems concerning computer equipment or its selection or utilization; and Level Nonsupervisory I ...................................................................... II ............................................... III .............................................. IV .............................................. V .............................................. VI .............................................. (e) Computer systems programmers or analysts who primarily write programs or analyze problems con cerning the system software, e.g., operating systems, 61 Supervisory/ Managerial I II Ill IV V - I II III IV 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 obtain advice where precedents are unclear or not available. Completed work is reviewed for conformance to re quirements, timeliness, and efficiency. May supervise technicians and others who assist in specific assignments. compatibility with other work, and effectiveness in meeting requirements. May provide functional direction to lower level assistants on assigned work. 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 Analysts 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 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. Computer Systems Analysts 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 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, applicable regulations, workload, and practices of the assigned subject-matter area. Recognizes probable in teractions of related computer systems and predicts impact 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 standard ization 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 meshed. Adapts design approaches successfully used in prece dent systems. Completed work is reviewed for timeliness, Computer Systems Analysts 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 62 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 e d p 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. T y p ic a l d u tie s a n d r e s p o n s ib ilitie s . 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 One or more of the forms work at level IV. following: 2. As staff specialist or consultant, is a recognized leader and authority in a large organization (as de fined above). Performs at least two of the following: (a) Has overall responsibility for evaluating the signifi cance of technological advancement and developing edp standards where new and improved approaches are needed, e.g., programming techniques; (b) conceives and plans exploratory investigations critical to the overall organization where useful precedents do not exist and new concepts are required, e.g., develops recommendations regarding a comprehensive management information system; or (c) evaluates existing edp organizational policy for effectiveness, devising and formulating changes in the organization’s position on broad policy issues. May be assisted on individual projects by other analysts. 1. As team project leader, provides systems design in a specialized and highly complex design area, e.g., interrelated 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 IV staff specialist or consultant as described below. 2. As staff specialist or consultant, with expertise in a specialty area (e.g., data security, telecommunica tions, systems analysis techniques, edp 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 edp standpoint, including feasible ad vancements in edp 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 proc esses which cut across established organization edp systems; conducts continuing review of computer technological developments applicable to systems design and prepares long-range forecasts; develops edp standards where new and improved approaches are needed; or develops recommendations for a management information system where new concepts are required. COMPUTER SYSTEMS ANALYSTS SUPERVISORS/MANAGERS 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 of functional areas (e.g., system software development, data entry, or computer operations) not related to the Computer Systems Analyst and Computer Programmer defini tions. b. Supervisory positions having base levels below Computer Systems Analyst II or Computer Programmer IV. Computer Systems Analysts V c. Managers who supervise two or more subordinates performing at Computer Systems Analyst Supervisor/ Manager level IV. As a top technical expert, develops broad unprec edented computer systems and/or conducts critical studies central to the success o f large organizations having extensive technical or highly diversified computer requirements. Considers such requirements as broad company policy, and the diverse user needs of several organization levels and locations. Works under general administrative direction. One or more of the following: Supervisory jobs are matched at 1 of 4 levels accord ing to two factors: (a) Base level of work supervised, and (b) level of supervision. Table C-3 indicates the level of the supervisor for each combination of factors. 63 Table C-3. Criteria for matching computer systems analyst supervisors/managers S upe rvisor/m ana ger level Base level o f no nsupervisory job(s) Level o f supervision M a tched in the co m p u te r progra m m e rs de finition M a tched in the c o m p u te r system s analysts de fin itio n LS-1 LS-2 LS-3 IV V II III IV V I II III IV II III IV E xclude III IV E xclude E xclude - - 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 projects and perform long-range budget planning. 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. N o t e : 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. 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: Level of Supervision Supervisors and managers are matched at 1 of the 3 LS levels below best describing their supervisory responsibility. Decides what programs and projects should be initiated, drop ped, expanded, or curtailed; 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. Determines long-range plans in response to program changes, evaluates program goals, and redefines objectives; Determines changes to be made in organizational structure, delegation of authority, coordination of units, etc.; Decides what compromises to make in operations in view of public relations implications and need for support from various groups; 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 Decides on the means to substantially reduce operating costs without impairing overall operations; justifies major equip ment expenditures; and Resolves differences between key subordinate officials; decides, or significantly affects final decisions, on person nel actions for supervisors and other key officials. Computer Programmers 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 de64 tailed instructions to solve problems by electronic data processing (E D P ) 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 (C O B O L , 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 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 e d p 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 part of each alternative described at level V. However, the systems requirements are defined by systems analysts or scientists. Excluded are: 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 o f several p o ssib le scientific field s; b. Positions responsible for developing and modifying computer systems; c. Computer programmers who perform level IV or V programming duties but who p erfo rm no program m ing g. Positions not requiring: (1) Three years of administrative, technical, or substantive clerical experience; (2) a bachelor’s degree in any field; or (3) any equivalent combination of experience and education yielding basic skills in problem analysis and communication. Positions are classified into levels based on the following definitions. Computer Programmers I At this trainee level, assignments are usually planned to develop basic programming skills because incumbents 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 organization, e.g., drawing flow charts, writing operator instructions, or coding and testing routines to accumulate counts, tallies, or summaries. May perform routine programming assignments (as described in level II) under close supervision. 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, requisitions, or purchase orders, etc.); reports findings to higher level staff. Receives classroom and/or on-the-job training in com puter programming concepts, methods, and techniques 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 supervisor. Work is closely monitored in progress and reviewed in detail upon completion. Computer Programmers II 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 approved changes by amending program flow charts, developing detailed processing logic, and coding changes. Tests and documents modifications and writes operator analysis; d. W orkers who p rim arily analyze and evaluate prob lems concerning com pu ter equ ipm ent or its selection or utilization; e. Computer systems programmers or analysts who prim arily write program s or analyze p ro b le m s concern ing the system softw are, e.g., operating systems, compilers, assemblers, system utility routines, etc., which provide basic services for the use of all pro grams and provide for the scheduling of the execution of programs; however, p o sitio n s m atching this defin i tion m ay develop a “ to ta l p a ck a g e” which includes not only writing programs to process data but also selecting the computer equipment and system software required; f. Employees who have significant responsibility for the management or supervision of workers (e.g., systems analysts) whose positions are n ot covered in this defi nition; or employees with significant responsibility for oth er fu n ctio n s such as computer operations, data entry, system software, etc.; and 65 instructions. May write routine new programs using prescribed specifications; may confer with edp 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, significant 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. portions of a scientific programming project, applying established scientific programming techniques to welldefined mathematical, statistical, engineering, or other scientific problems usually requiring the translation of mathematical notation into processing logic and code. (Scientific programming includes 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 reduction, signal processing, or similar areas.) Tests and documents work and writes and main tains operator instructions for assigned programs. Confers with other edp personnel to obtain or provide factual data. In addition, computer programmers may carry out factfinding and programming analysis of a single activity 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 in the review and analysis of detailed program specifications and in program design to meet changes in work processes. Works independently under specified objectives; ap plies judgment in devising program logic and in selecting and adapting standard programming procedures; re solves problems and deviations according to established practices; and obtains advice where precedents are unclear or not available. Completed work is reviewed for conformance to standards, timeliness, and efficiency. May guide or instruct lower level programmers; may supervise technicians and others who assist in specific assignments. Computer Programmers III As a fully qualified computer programmer, applies standard programming procedures and detailed knowledge of pertinent subject matter (e.g., work processes, govern ing 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 well-defined statistical or scien tific problem; or other standardized operation or problem. Works according to approved statements of requirements and detailed specifications. While the data are clear cut, related, and equally available, there may be substantial interrelationships of a variety of records, and several varied sequences 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 computer equip ment. Solves conventional programming problems. (In small organizations, may maintain programs which con cern 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 files and records within programs in consultation with higher level staff; monitors the operation of assigned programs and responds to problems by diagnosing and correcting errors in logic and coding; and implements and/or maintains assigned 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 performing less difficult tasks assigned, and performing more dif ficult tasks under close supervision. Computer Programmers IV Applies expertise in programming procedures to com plex programs; recommends the redesign of programs, investigates and analyzes feasibility and program requirements, 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 manage ment, etc.) or a computer system for a project in engineer ing, research, accounting, statistics, etc. Plans the full range of programming actions to produce several inter 66 related but different products from numerous and diverse data elements which are usually from different sources; solves difficult programming problems. Uses knowledge of pertinent system software, computer equipment, work processes, regulations, and management practices. Performs such duties as: Develops, modifies, and maintains complex programs; designs and implements the interrelation of files 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 edp 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 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 organiz ed, the necessary files and records, and their interrelation within the program; and on large or more complicated projects, usually participates as a team member along with other edp personnel 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. 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, coordinates, and directs a large and important programming project (finance, manufacturing, sales/marketing, human re sources, or other broad area) or a number of small pro gramming projects with complex features. A substantial portion of the work supervised (usually two to three workers) is comparable to that described for level IV. Supervises, 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 hiring and firing. They do not make final decisions on curtailing pro jects, reorganizing, or reallocating resources. 2. A s team leader, staff specialist, or consultant, defines complex scientific problems (e.g., computational) or other highly complex programming problems (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 improve ments 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), defines major problems in the subject-matter area. Contacts coworkers and user personnel at various locations to plan and coordinate project and gather data; devises ways to obtain data not previously available; and arbitrates differences between various program users when conflicting requirements arise. May perform simulation studies to determine effects of changes in computer equip ment or system software or may assess the feasibility and soundness of proposed programming projects which are novel and complex. Typically, develops programming tech niques and procedures where few precedents exist. May be assisted on projects by other programmers or technicians. Computer Programmers V At level V, workers are typically either supervisors, team leaders, staff specialists, or consultants. Some pro Personnel Management JOB ANALYSTS Performs work involved in collecting, analyzing, and developing occupational data relative to jobs, job qualifi cations, and worker characteristics as a basis for compen sating 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 requirements needed by workers; evaluating jobs and determining appropriate wage or salary levels in accordance with their difficulty and responsibility; independently conducting or participating with representatives of other companies in conducting 67 compensation surveys within a locality or labor market area; assisting in administering merit rating programs; reviewing changes in wages and salaries indicated by surveys and recommending changes in pay scales; and auditing individual jobs to check the propriety of evaluations and to apply current job classifications. Excluded are: rating programs. May plan survey methods and conduct or direct surveys within a broad compensation area. DIRECTORS OF PERSONNEL Directs a personnel management program for a com pany or a segment of a company. Serves top management officials of the organization as the source of advice and assistance on personnel management matters and pro blems generally; is typically consulted on the personnel im plications of planned changes in management 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 personnel management matters. Typically, the director of personnel for a company reports to a company officer in charge of industrial rela tions and personnel management activities or an officer of similar level. Below the company level, the director of per sonnel typically reports to a company officer or a high management official who has responsibility for the opera tion 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: 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 adminis trative, technical, or substantive clerical experience; (2) a bachelor’s degree in any field; or (3) any equivalent combination of experience and education yielding basic skills in problem analysis and communication. Job Analysts I As a trainee, performs work in designated areas and of limited occupational scope. Receives immediate supervision in assignments designed to provide training in the application of established methods and tech niques of job analysis. Studies the least difficult jobs and prepares reports for review by a job analyst of higher level. Job Analysts 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 assignment and instructions of superior. 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 requirements in order to provide a foundation for equitable compensation. Typically, such a system includes the use of one or more sets of job evaluation factors and the preparation of for mal job descriptions. It may also include such related functions as wage and salary surveys or merit rating system administration. The job evaluation system(s) does not necessarily cover all jobs in the organization, but does cover a substantial portion of the organization. Job Analysts 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 compensa tion areas. May assist in developing survey methods and plans. Receives general supervision but responsibility for final action is limited. 2. Employment and placement function: i.e., recruiting actively for at least some kinds of workers through a variety of sources (e.g., schools or colleges, employment agencies, professional societies, etc.); evaluating ap plicants against demands of particular jobs by use of such techniques as job analysis to determine re quirements, interviews, written tests of aptitude, knowledge or skill, reference checks, experience evalua tions, etc.; recommending selections and job placements to management, etc. Job Analysts IV Analyzes and evaluates a variety of jobs in accordance with established evaluation systems and procedures, and is given assignments which regularly include responsibility for the more difficult kinds of jobs. (“ More difficult” means jobs which consist of hard-to-understand work processes; e.g., professional, scientific, administrative, or technical; or jobs in new or emerging occupational fields; or jobs which are being established as part of the creation of new organizations; or where other special considera tions of these types apply.) Receives general supervision, but responsibility for final action is limited. May partic ipate in the development and installation of evaluation or compensation systems, which may include those for merit 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 68 agreement reached at higher levels, or to supply advice and information on technical points to the company’s principal representative; system, etc.; overseeing cafeteria operations, recrea tional programs, industrial health and safety pro grams, etc.). c. Equal Employment Opportunity (EEO); and In addition, positions covered by this definition may, but do not necessarily, include responsibilities in the following areas: d. Reporting under the Occupational Safety and Health A ct (OSHA). Excluded are positions in which responsibility for actual contract negotiations with labor unions as the principal company representative is a significant aspect of the J o b , i.e., a responsibility which serves as a primary basis for qualification requirements and com pensation. Director of personnel jobs which meet the above definition are classified by level of work in accordance with the criteria shown in table C-4. 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 Table C-4. Criteria for matching directors of personnel by level “ Development level” personnel program2 "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 serviced3 "Type B” organization serviced4 I II III IV II III IV V Number of employees in work force serviced 250-750 ..................................... 1,000-5.000 ............................... 6,000-12,000 ............................ 15,000-25,000 ...................... “ Type A" organization serviced3 “ Type B“ organization serviced4 II III IV V III IV V because the jobs consist of relatively easy-to-understand work processes, and an adequate labor supply is available. These conditions are most likely to be found in organizations in which the work force and organizational struc ture are relatively stable. 4 “Type B” organization serviced— a substantial proportion of the jobs pre sent difficult recruitment, job evaluation, or training problems because the jobs: Consist of hard-to-understand work processes (e.g., professional, scien tific, administrative, or technical); have hard-to-match skill requirements; are in new or emerging occupations; or are extremely hard to fill. These condi tions are most likely to be found in organizations in which the work force, organizational structure, work processes or functions, etc., are complicated or unstable. 1 “ Operations level" personnel program—director of personnel servicing an organizational segment (e.g., a plant) of a company where the basic per sonnel program policies, plans, objectives, etc., are established at company headquarters or 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 N o t e : 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. Chemists and Engineers CHEMISTS 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. Chemists I General characteristics. This is the entry level of profes sional work requiring a bachelor’s degree in chemistry and 69 Responsibility fo r direction o f others. by a few aides or technicians. no experience, or the equivalent of a degree in appropriate education and experience. Performs assignments designed to develop professional capabilities and to provide ex perience 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.) Chemists III General characteristics. Performs a broad range of chemical tests and procedures utilized in the laboratory, using judgment in the independent evaluation, selection, and adaptation of standard methods and techniques. May carry through a complete series of tests on a product in its different process stages. Some assignments require a specialized knowledge of one or two common categories of related substances. Performance at this level requires developmental experience in a professional position, or equivalent graduate level education. Direction received. Works under close supervision. Receives specific and detailed instructions as to required tasks and results expected. Work is checked during prog ress, and is reviewed for accuracy upon completion. Typical duties and responsibilities. Performs a variety of routine tasks that are planned to provide experience and familiarization with the chemistry staff, methods, practices, and programs of the company. The work 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 discussion. Responsibility fo r direction o f others. Direction received. On routine work, supervision is very general. Assistance is furnished on unusual problems and work is reviewed for application of sound professional judgment. Usually none. Typical duties and responsibilites. In accordance with in structions as to the nature of the problem, selects standard methods, tests, or procedures; when necessary, develops or works out alternative or modified methods with super visor’s concurrence. Assists in research by analyzing samples or testing new procedures that require specialized training because (a) standard methods are inapplicable, (b) analytical findings must be interpreted in terms of compliance or noncompliance with standards, or (c) spe cialized and advanced equipment and techniques must be adapted. Chemists II General characteristics. At this continuing developmen tal level, performs routine chemical work requiring selection and application of general and specialized methods, techniques, and instruments commonly used in the laboratory, and the ability to carry out instructions when less common or proposed methods or procedures are necessary. Requires work experience acquired in an entry level position, or appropriate graduate level study. For training and developmental purposes, assignments may include some work that is typical of a higher level. Responsibility for direction o f others. May supervise or coordinate the work of a few technicians or aides, and be assisted by lower level chemists. Direction received. Supervisor establishes the nature and extent of analyses required, specifies methods and criteria on new types of assignments, and reviews work for thoroughness of application of methods and ac curacy of results. Chemists 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 re quirements for a doctoral degree may be substituted for experience. 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. May be assisted 70 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. Chemists 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 performing them. Performs complex, exacting, or unusual analytical assignments requiring specialized knowledge of techniques or products. Interprets results, prepares reports, and may provide technical advice in specialized area. Responsibility for direction o f others. May supervise a small staff of chemists and technicians. Direction received. Supervision received is essentially administrative, with assignments given in terms of broad, general objectives and limits. Chemists V General characteristics. Participates in planning laboratory programs on the basis of specialized knowledge of problems and methods and probable value of results. May serve as an expert in a narrow specialty (e.g., class of chemical 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 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. Direction received. Supervision and guidance relate largely to overall objectives, critical issues, new con cepts, and policy matters. Consults with supervisor con cerning unusual problems and developments. Typical duties and responsibilities. One or both of the following: (1) In a supervisory capacity, plans, organizes, and directs assigned laboratory programs. 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 projects requiring development of new or highly modified scientific techniques and procedures, extensive knowledge of specialty, and knowledge of related scientific fields. 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 researcher, may be assisted on individual projects by other chemists or technicians. Chemists VII Responsibility fo r direction o f others. Supervises, coordinates, and reviews the work of a small staff of chemists and technicians engaged in varied research and development projects, or a larger group performing routine analytical work. Estimates 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. General characteristics. Makes decisions and recommen dations that are recognized as authoritative and have an important impact on extensive chemical activities. Ini tiates and maintains extensive contacts with key chemists and officials of other organizations and companies. Re quires skill in persuasion and negotiation of critical issues. 71 impact on extensive chemical and related activities of the company. Negotiates critical and controversial 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, organizing, and guiding extensive chemical programs and activities of outstanding novelty and importance. At this level, individuals will have demonstrated creativity, foresight, and mature judgment 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. Direction received. direction. Receives general administrative Direction received. 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 requirements, or (b) the entire chemical program of a company where the program is more limited in scope. The overall chemical program contains critical problems the solution of which requires major technological 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 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 proj ects 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. 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 extent 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. 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. Responsibility fo r direction o f others. Supervises several subordinate supervisors or team leaders, some of whose positions are comparable to chemist VII, or in dividual researchers, some of whose positions are com parable to chemist VII and sometimes chemist VIII. As an individual researcher and consultant, 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. N o t e : Individuals in charge of a com pany’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 complex (e.g., consisting of highly diversified or unusually novel products and procedures) that one or Chemists VIII General characteristics. Makes decisions and recommen dations that are authoritative and have a far-reaching Receives general administrative 72 adaptations of engineering alternatives. Requires work experience acquired in an entry lever position, or appropriate graduate level study. For training and developmental purposes, assignments may include some work that is typical of a higher level. more subordinate supervisory chemists are performing at level VIII; (2) individuals whose decisions have direct and substantial effect on setting policy for the organiza tion (included, however, are supervisors deciding the “ kind and extent of chemical program’’ within broad guidelines set at higher levels); and (3) individual researchers and consultants who are recognized as national and/or international authorities and scientific leaders in very broad areas of scientific interest and investigation. 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. ENGINEERS Performs professional work in research, development, design, testing, analysis, production, construction, maintenance, operation, planning, survey, estimating, application, or standardization of engineering facilities, systems, structures, processes, equipment, devices, or materials, requiring knowledge of the science and art by which materials, natural resources, and power are made useful. Work typically requires a B.s. degree in engineer ing or the equivalent in combined education and ex perience. (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. by a few aides or technicians. Engineers III General characteristics. Independently evaluates, selects, and applies standard engineering techniques, procedures, and criteria, using judgment in making minor adaptations and modifications. Assignments have clear and specified objectives and require the in vestigation of a limited number of variables. Perform ance at this level requires developmental experience in a professional position, or equivalent graduate level education. Engineers I General characteristics. This is the entry level of profes sional work requiring a bachelor’s degree in engineering and no experience, or the equivalent of a degree in ap propriate education and experience. Performs assignments designed to develop professional work knowledge and abilities. May also receive formal classroom or seminartype training. Direction received. Receives instructions on specific assignment objectives, complex features, and possible solutions. Assistance is furnished on unusual problems and work is reviewed for application of sound profes sional judgment. Direction received. Works under close supervision. Receives specific and detailed instructions as to required tasks and results expected. Work is checked during prog ress and is reviewed for accuracy upon completion. Typical duties and responsibilities. Performs a variety of routine tasks that are planned to provide experience and familiarization with the engineering staff, methods, practices, and programs of the company. Responsibility fo r direction o f others. 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. Usually none. Engineers 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 May be assisted Responsibility fo r direction o f others. May supervise or coordinate the work of drafters, technicians, and others who assist in specific assignments. 73 Engineers IV General characteristics. As a fully competent engineer in all conventional aspects of the subject matter or the functional area of the assignments, plans and conducts work requiring judgment in the independent evaluation, selection, and substantial adaptation and modification of standard techniques, procedures, and criteria. Devi ses new approaches to problems encountered. Requires sufficient professional experience to assure competence as a fully trained worker; or, for positions primarily of a research nature, completion of all requirements for a doctoral degree may be substituted for experience. Direction received. Independently performs most 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. 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 in dividual researcher or staff specialist, may be assisted on projects by other engineers or technicians. 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 include a variety of complex features such as conflicting design requirements, unsuitability of standard materi als, and difficult coordination requirements. Work re quires a broad knowledge of precedents in the specialty area and a good knowledge of principles and practices of related specialties. Engineers VI General characteristics. Has full technical responsibility for interpreting, organizing, executing, and coordinating assignments. Plans and develops engineering projects con cerned with unique or controversial problems which have an important effect on major company programs. This in volves 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 responsibility for acting independently on technical matters pertaining to the field. Work at this level usually requires extensive progressive experience including work comparable to engineer V. Responsibility fo r direction o f others. May supervise a few engineers or technicians on assigned work. Engineers 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 experience, including work comparable to engineer IV. Direction received. Supervision received is essentially ad ministrative, with assignments given in terms of broad, general objectives and limits. Typical duties and responsibilities. One or more of the following: (1) In a supervisory capacity, (a) plans, develops, coordinates, and directs a number of large and important projects or a project of major scope and importance; or (b) is responsible for the entire engineering program of a company when the program is of limited complexity and scope. Extent of responsibilities generally requires a few (three to five) subordinate supervisors or team leaders with at least one in a position comparable to level V. (2) As individual researcher or worker, conceives, plans, and conducts research in problem areas of Direction received. Supervision and guidance relate largely to overall objectives, critical issues, new concepts, and policy matters. Consults with supervisor concerning unusual problems and developments. Typical duties and responsibilities. One or more of the (1) In a supervisory capacity, plans, develops, following: 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 indi vidual researcher or worker, carries out complex or novel assignments requiring the development of new or improv ed techniques and procedures. Work is expected to result in the development of new or refined equipment, materi als, processes, products, and/or scientific methods. (3) As staff specialist, develops and evaluates plans and criteria for a variety of projects and activities to be carried out by others. Assesses the feasibility and soundness of proposed engineering 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. 74 opens the way for extensive related development. Extent of responsibilities generally requires several subordinate organizational segments or teams. Recommends facilities, personnel, and funds required to carry out programs which are directly related to and directed toward fulfill ment 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 investigations of broad areas of con siderable novelty and importance for which engineering precedents are lacking in areas critical to the overall engineering program. Is consulted extensively by associates and others, with a high degree of reliance placed on the in cumbent’s scientific interpretations and advice. Typically, will have contributed inventions, new designs, or tech niques which are regarded as major advances in the field. considerable scope and complexity. The problems must be approached through a series of complete and conceptually related studies, be difficult to define, require unconven tional and novel approaches, 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 important problems. (3) As a staff specialist, serves as the technical specialist for the organization (division or company) in the application of advanced theories, concepts, principles, and processes for an assigned area of responsibility (i.e., subject matter, function, type of facility or equipment, or product). Keeps abreast of new scientific methods and developments affecting the organization for the purpose of recommending changes in emphasis of programs or new programs warranted by such developments. 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 for direction o f others. Plans, organizes, and supervises the work of a staff of engineers and techni cians. Evaluates progress of the staff and results obtained, and recommends major changes to achieve overall objec tives. Or, as individual researcher or staff specialist, may be assisted on individual projects by other engineers or technicians. Engineers VIII General characteristics. Makes decisions and recom mendations that are recognized as authoritative and have a far-reaching impact on extensive engineering and related activities of the company. Negotiates critical and controversial issues with top level engineers and officers of other organizations and companies. Individuals at this level demonstrate a high degree of creativity, foresight, and mature judgment in planning, organiz ing, and guiding extensive engineering programs and activities of outstanding novelty and importance. Engineers Vli General characteristics. Makes decisions and recom mendations that are recognized as authoritative and have an important impact on extensive engineering activities. Initiates and maintains extensive contacts with key engineers and officials of other organizations and com panies, requiring skill in persuasion and negotiation of critical issues. At this level, individuals will have demonstrated creativity, foresight, and mature engineer ing judgment in anticipating and solving unprecedented engineering problems, determining program objectives and requirements, organizing programs and projects, and developing standards and guides for diverse engineering activities. Direction received. direction. Direction received. 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 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 Receives general administrative Typical duties and responsibilities. One or both of the following: (1) In a supervisory capacity, is responsible for (a) an important segment of the engineering program of a company with extensive and diversified engineering requirements, or (b) the entire engineering program of a company when it is more limited in scope. The overall engineering program contains critical problems, the solu tion of which requires major technological advances and Receives general administrative 75 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 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 program areas or in an intensely specialized area of considerable novelty and importance. Responsibility fo r direction o f others. Supervises several subordinate supervisors or tearnjeaders, some of whose positions are comparable to engineer VII, or in dividual researchers some of whose positions are com parable to engineer VII and sometimes engineer VIII. As an individual researcher and consultant, may be assisted on individual projects by other engineers or technicians. 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 development on a variety of complex products or systems with numerous novel components) that one or more subordinate supervisory engineers are performing at level VIII; (2) individuals whose decisions have direct and substantial effect on set ting 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 con sultants who are recognized as national and/or interna tional authorities and scientific leaders in very broad areas of scientific interest and investigation. Registered Nurses (RN) Provides professional nursing care to patients in hospitals, nursing homes, clinics, health units, private residences, and community health organizations. Assists physicians with treatment; assesses patient health problems and needs; de velops and implements nursing care plans; maintains medi cal records; and assists patients in complying with prescribed medical regimen. May specialize, e.g., operating room nurse, psychiatric nurse, nurse anesthetist, industrial nurse, nurse practitioner, and clinical nurse specialist. May super vise LPN’s and nursing assistants. Excluded are: a. Nurse midwives; b. Nursing instructors, researchers and consultants who do not provide nursing care to patients; c. Nursing supervisors and managers, e.g., head nurses, nurs ing coordinators, directors of nursing; d. RN’s in nursing homes who perform the same duties as the LPN’s but who are hired primarily to meet State certifica tion requirements for nursing homes; and e. RN trainees primarily performing such entry level nursing care as: Recording case histories; measuring temperature, pulse, respiration, height, weight, and blood pressure; and testing vision and hearing. Registered Nurses I Provides comprehensive general nursing care to patients whose conditions and treatment are normally uncomplicated. Follows established procedures, standing orders, and doc tor’s instructions. Uses judgment in selecting guidelines ap propriate to changing patient conditions. Routine duties are performed independently; variations from established rou tines are performed under specific instructions. Typical as signments include: Staff. Prepares hospital or nursing home patients for tests, ex aminations, or treatment; assists in responding to emergencies; records vital signs and effects of medication and treatment in patient charts; and administers prescribed medications and in travenous feedings. Operating Room. Assists in surgical procedures by preparing patients for less complex operations (e.g., appendectomies); sterilizes instruments and other supplies; handles instruments; and assists in operating room, recovery room, and intensive care ward. Psychiatric. Provides routine nursing care to psychiatric patients. May observe and record patient behavior. Health Unit/Clinic. Administers immunizations, inoculations, allergy treatments, and medications in a clinic or employer health unit; performs first aid for minor bums, cuts, bruises, and sprains; obtains patient histories; and keeps records, writes reports, and maintains supplies and equipment. Registered Nurses II Plans and provides comprehensive nursing care in accor dance with professional nursing standards. Uses judgment in assessing patient conditions, interprets guidelines, and modifies patient care as necessary. Recognizes and deter mines proper action for medical emergencies, e.g., calls phy sician or takes preplanned emergency measures. Typical assignments include: Specialists. Provides specialized hospital nursing care to patients having illnessess and injuries that require adaptation of estab lished nursing procedures. Renders expertise in caring for pa tients who are seriously ill; are not responding to normal treatment; have undergone unique surgical operations; or are receiving infrequently used medication. Duties may require knowledge of special drugs or the ability to provide pulmonary ventilation. Staff. In addition to the duties described at level I, usually per forms more complex procedures, such as: Administering blood transfusions; managing nasal-pharyngeal, gastric suction, and other drainage tubes; using special equipment such as ventila tor devices, resuscitators, and hypothermic units; or closely monitoring postoperative and seriously ill patients. Anesthetist. Recommends, administers, and manages anesthe sia for a broad range of surgical procedures. Psychiatric Specialist. Provides nursing expertise on an inter disciplinary treatment team which defines policies and develops total care programs for psychiatric patients. Operating Room. Provides nursing service for surgical opera tions, including those involving complex and extensive surgi cal procedures. Confers with surgeons concerning instruments, sutures, prosthesis and special equipment; cares for physical and psychological needs of patients; assists in the care and handling of supplies and equipment; assures accurate care and handling of specimens; and assumes responsibility for aseptic technique maintenance and adequacy of supplies during surgery. Practitioner. Provides primary health care and nursing services in clinics, schools, employer health units, or community health organizations. Assesses, diagnoses, and treats minor illnesses and manages chronic health problems. Other services may in clude: Providing primary care for trauma cases, including sutur ing; planning and conducting a clinic, school, or employer health program; or studying and appraising community health services. Psychiatric. Provides comprehensive nursing care for psychiatric patients. In addition to observing patients, evaluates and records significant behavior and reaction patterns and participates in group therapy sessions. Registered Nurses IV Plans, researches, develops, and implements new or modi fied techniques, methods, practices, and approaches in nursing care. Acts as consultant in area of specialization and is consid ered an expert or leader within specialty area. Consults with supervisor to develop decisions and coordinates with other medical staff and community. Typical assignments include: Health Unit/Clinical. Provides a range of nursing services, in cluding preventive health care counseling. Coordinates health care needs and makes referrals to medical specialists; assesses and treats minor health problems; administers emergency treat ment; performs limited portions of physical examinations; manages the stable phases of common chronic illnesses; and pro vides individual and family counselling. Specialist/Consultant. Provides expert and complex hospital nursing and health care to a specialized group of patients. De velops and monitors the implementation of new nursing tech niques, policies, procedures and programs; instructs nursing and medical staff in specialty; represents the specialty to outside or ganizations; and evaluates, interprets, and integrates research findings into nursing practices. Community Health. Provides a broad range of nursing services including adult and child health care, chronic and communica ble disease control, health teaching, counselling, referrals, and follow-up. Registered Nurses III Plans and performs specialized and advanced nursing as signments of considerable difficulty. Uses expertise in as sessing patient condition and develops nursing plans which serve as a role model for others. Evaluation and observa tion skills are relied upon by physicians in developing and modifying treatment. Work extends beyond patient care to the evaluation of concepts, procedures, and program effec tiveness. Typical assignments include: Practitioner. Serves as primary health advisor in clinics and com munity health organizations and provides full range of health care services. Manages clinic and is responsible for formulat ing nursing and health care standards and policies, including developing and teaching new techniques or practices and estab lishing or revising criteria for care. Collaborates with physi cian in planning, evaluating, coordinating and revising program and determines conditions, resources and policies essential to delivery of health care services. Technical Support Occupations LICENSED PRACTICAL NURSES (LPN’s) LPN’s are licensed to provide practical or vocational nurs ing care to patients in hospitals, nursing homes, clinics, health units, homes and community health organizations. They typi cally work under the supervision of a registered nurse or phy sician, and may supervise unlicensed nursing assistants. LPN’s I Provides standard nursing care requiring little latitude for independent judgment equipment. Uses initiative to perform recurring duties. Deviations from specific guidelines are authorized by the supervisor. Typical assignments include: 77 recertifying applicants for supplemental food programs when test results indicate nutritional deficiencies. Hospitals/Nursing Homes. As part of a nursing team, assists pa tients in attending to their personal hygiene; measures and labels routine specimens; records vital signs; provides routine treat ments such as compresses, enemas, sterile dressings and sitz baths; prepares and administers commonly prescribed medica tions; and observes and reports on patient conditions. Employer Health Units. Uses judgment to perform moderately complex procedures such as: Treating employees for minor ill nesses and work related injuries, and referring difficult cases to RN or physician; observing reactions to drugs and treatments and reporting irregularities; assisting physicians with examina tions and treatments; and maintaining records of occupational illnesses and injuries as required by government regulations. Mental Health/Resident Care. As part of a nursing team, makes rounds of assigned area to count patients; observes patients for changes in behavior and checks for cleanliness; encourages pa tients to participate in recreational activities; maintains standard records of patients and medications; and administers first aid. LPN’s III This level applies to two different work situations. In sit uation 1, LPN’s provide nursing care for patients in various stages of dependency, setting priorities and deadlines for pa tient care, and modifying nursing care as necessary, prior to notifying the supervisor. In situation 2, LPN’s are assigned to a selected group of critically ill patients, e.g., in hospital intensive care or coronary care units. These assignments re quire LPN’s to immediately recognize and respond to seri ous situations, sometimes prior to notifying an RN. However, their overall independence and authority is more limited than that described in situation 1 and supervisory approval is re quired for proposed deviations from established guidelines. Clinics/Community Health Organizations. Performs routine nursing procedures such as taking and recording height, weight, measurements and vital signs. Performs vision, hearing, urine and tuberculin skin tests; records test results. Administers medi cations and immunizations under supervision of an RN; observes, records and reports signs of illness or changes in patient condi tion; and assists physician with physical examinations. May pro vide routine nursing care to the sick at home, reinforcing physician’s instructions, checking medication and eating and sleeping habits, and inquiring about additional problems. LPN’s II Provides nursing care requiring an understanding of diseases and illnesses sufficient to enhance communication with phy sicians, registered nurses and patients. Follows general in structions in addition to established policies, practices and procedures. Uses judgment in assessing the applicability of guide lines to specific situations; supervisory approval for requested deviations is given routinely. Guidance is provid ed for unusual occurrences. Hospitals. Under direct supervision of an RN, provides nurs ing care to critically ill patients in such areas as intensive care or coronary care. Duties, while similar to the more complex responsibilities described at level II, are performed under stress ful conditions requiring special techniques and procedures in reacting to life-threatening situations and in providing basic pa tient care. Evaluates appropriateness of planned treatment, given the patient’s condition, and proposes modifications to RN. Hospitals/Nursing Homes. As a responsible member of a nurs ing team, cares for patients in various stages of dependency (e.g., ranging from those receiving general medical care to those who are critically ill). Provides appropriate verbal and written in formation for patient care plans. In addition to the tasks described at level I, assignments may include more complex duties such as: Tube-feeding patients and giving catheterizations; observ ing and reporting on subtle changes in a patient’s condition; providing irrigations and suctioning patients; monitoring and maintaining intravenous fluids; and assisting in resuscitation procedures. Mental Health/Resident Care/Nursing Homes. Duties are simi lar to those described at level II. However, these LPN’s are authorized to adapt, if necessary, nursing care methods and procedures to meet changing patient needs. Exclude LPN’s above level III. Such positions not only provide difficult nursing care to a selected group of critical ly ill patients, but also set priorities and deadlines for pa tient care, and modify nursing care prior to notifying the supervisor. Mental Health/Resident Care. Provides input into nursing team conferences by interpreting patient nursing care needs and responses to therapy. In addition to the tasks described at level I, serves as a role model by performing and teaching self care; and participates in therapy sessions by promoting self care and self worth, and recording progress in treatment plans. NURSING ASSISTANTS Provides personal and nursing care to patients in hospi tals, nursing homes, resident care facilities, clinics, homes, and community health organizations. Duties include main taining patient hygiene and supporting doctors and nurses in diagnostic procedures, technical treatments, patient chart ing, and patient teaching. Work does not require State licen sure. Supervisory positions are excluded. Clinics/Community Health Organizations. In addition to the duties described at level I uses experience and judgment to per form more complex procedures, such as: Screening patients for health problems such as hypertension and diabetes, using judg ment in deciding to refer patients to RN or physician; provid ing patient counseling and implementing therapeutic approaches specified in the patient’s treatment plan; coordinating selected clinic operations; giving irrigations and catheterizations, suc tioning tracheotomies, and conducting electrocardiograms; or Nursing Assistants I Performs simple personal care and housekeeping tasks re quiring no previous training. Typical tasks include: Bath ing, dressing, feeding, lifting, escorting, and transporting 78 patients; collecting laundry carts and food trays; taking and recording temperatures; and changing bed linen and clean ing patient’s room. Follows detailed and specific instructions. CIVIL ENGINEERING OR SURVEY TECHNICIANS/ CONSTRUCTION INSPECTORS Provides semiprofessional support to engineers or related professionals engaged in the planning, design, management, or supervision of the construction (or alteration) of such struc tures as buildings, streets and highways, airports, sanitary systems, or flood control systems. Applies knowledge of the methods, equipment, and techniques of several of the fol lowing support functions: Nursing Assistants II In addition to providing personal care, performs common nursing procedures such as: Observing and reporting on pa tient conditions; taking and recording vital signs; collecting and labeling specimens; sterilizing equipment; listening to and encouraging patients; giving sitz baths and enemas; ap plying and changing compresses and non-sterile dressings; checking and replenishing supplies; securing admission data from patients; and assisting in controlling aggressive or dis ruptive behavior. Follows specific instructions; matters not covered are verified with the supervisor. Data compilation and analysis/design and specificationgathering, tabulating, and/or analyzing hydrologic and meteorologic information, quantities of materials required, traffic pat terns, or other engineering data; or preparing project site layouts and specifications; Testing-measuring the physical characteristics of soil, rock, con crete, or other construction materials to determine methods and quantities required or to comply with safety and quality standards; NOTE: Positions receiving additional pay for performing the above duties duties and responsibilities in forensic units of mental health institutions should be matched at level III. Workers in such positions must regularly use skill in influenc ing and communicating with patients who display abusive or resistant behavior. Surveying—measuring or determining distances, elevations, areas, angles, land boundaries, or other features of the earth’s surface; or Construction inspection—performing on-site inspection of con struction projects to determine conformance with contract specifi cations and building codes. Nursing Assistants III Performs a variety of common nursing procedures as described at level II. Work requires prior experience or train ing to perform these procedures with some latitude for ex ercising independent initiative or limited judgment. May also perform several procedures sequentially; chart patient care; administer prescribed medication and simple treatments; teach patient self care; and lead lower level nursing assistants. Excluded are building inspectors and construction, main tenance, and craft workers; chemical or other physical science technicians; engineers required to apply profession al rather than technical knowledge of engineering to their work; and technicians not primarily concerned with civil or construction engineering. NOTE. Positions receiving additional pay for performing the above duties and responsibilities in forensic units of men tal health institutions should be matched at level IV. (See NOTE for level II.) Also excluded are technicians: —Below level I whose work is limited to very simple and rou tine tasks, such as identifying, weighing and marking easy-toidentify items or recording simple instrument readings at speci fied intervals; and Nursing Assistants IV Applies advanced patient or resident care principles, proce dures and techniques which require considerable training and experience. In addition to the work described at level III, typical duties include: Assisting professional staff in plan ning and evaluating patient or resident care; recognizing sub tle changes in patient’s condition and behavior and varying nursing care accordingly; catheterizing, irrigating, and suc tioning patients; monitoring IV fluids and alerting registered nurse when system needs attention; and performing minor operative and diagnostic procedures in a clinic. Supervisor describes limitations or priorities of work. —Above level V who perform work of: broad scope and com plexity either by planning and accomplishing a complete project or by serving as an expert in a narrow aspect of a particular engineering field. Positions are classified into levels on the basis of the fol lowing definitions. Civil Engineering or Survey Technicians/Construction Inspectors I Performs simple, routine tasks under close supervision or from detailed procedures. Work is checked in progress and on completion. Performs a variety of such typical duties as: Excluded are nursing assistants above level IV. Workers in these excluded positions independently set priorities and deadlines for patient care and modify care as necessary. Also excluded are positions receiving additional pay for perform ing level IV duties and responsibilities in forensic units of mental health institutions. (See NOTE for level II.) Data compilation—compiles engineering data from tests, draw ing, specifications or field notes; performs arithmetic compu tations by substituting values in specified formulas; plots data and draws simple curves and graphs. 79 Testing—conducts simple or repetitive tests on soils, concrete and aggregates; e.g., sieve analysis, slump tests, and moisture content determination. Testing—conducts tests for which established procedures and equipment require either adaptation or the construction of aux iliary devices. Uses judgment to interpret precise test results. Surveying—performs routine and established functions such as holding range poles or rods where special procedures are re quired or directing the placement of surveyor’s chain or tape and selecting measurement points. Surveying—uses a variety of complex instruments to measure angles and elevations, applying judgment and skill in selecting and describing field information. Assignments include: Record ing complete and detailed descriptive data and providing sketches of relief, drainage, and culture; or running short traverse lines from specified points along unobstructed routes. Construction inspection—makes simple measurements and ob servations; may make preliminary recommendations concern ing the acceptance of materials or workmanship in clear-cut situations. Construction inspection—independently inspects standard proce dures, items or operations of limited difficulty, e.g., slope, em bankment, grading, moisture content, earthwork compaction, concrete forms, reinforcing rods or simple batching and place ment of concrete on road construction. Civil Engineering or Survey Technicians/Construction Inspectors II Performs standard or prescribed assignments involving a sequence of related operations. Follows standard work methods and receives detailed instructions on unfamiliar as signments. Technical adequacy of routine work is assessed upon completion; nonroutine work is reviewed in progress. Performs a variety of such typical duties as: Civil Engineering or Survey Technicians/Construction Inspectors IV Plans and performs nonroutine assignments of substantial variety and complexity. Selects appropriate guidelines to resolve problems which are not fully covered by precedents. Performs recurring work independently, receiving techni cal advice as needed. Performs a variety of such typical duties as: Data compilation and analysis—compiles and examines a vari ety of data required by engineers for project planning (e.g., hydrologic and sedimentation data; earthwork quantities), ap plying simple algebraic or geometric formulas. Design and specification—prepares site layouts for projects from such information as design criteria, soil conditions, existing buildings, topography, and survey data; makes preliminary cost estimates from established unit prices. Testing—conducts a variety of standard tests on soils, concrete and aggregates, e.g., determines the liquid and plastic limits of soils or the flexural and compressive strength, air content, and elasticity of concrete. Examines test results and explains unusual findings. Testing—conducts tests which require the selection and substan tial modification of equipment and procedures. Recognizes and interprets subtle, i.e., fluctuating, test reactions. Surveying—applies specialized knowledge, skills or judgment to a varied and complex sequence of standard operations, e.g., surveys small land areas using rod, tape, and hand level to esti mate volume to be excavated; or records data requiring numer ous calculations. Surveying—makes exacting measurements under difficult con ditions, e.g., leads detached observing unit on surveys involv ing unusually heavy urban, rail, or highway traffic; serves as party chief on conventional construction, property, topographi cal, hydrographic, or geodetic surveys. Excluded are party chiefs responsible for unusually difficult or complex surveys. Construction inspection—Applies a variety of techniques in in specting less complex projects, e.g., the quality, quantity, and placement of gravel for road construction, excavations and con crete footings for structures. Determines compliance with plans and specifications. May assist in inspecting more complex projects. Construction inspection—performs inspections for a variety of complete projects of limited size and complexity or a phase of a larger project, e.g., conventional one or two story concrete and steel buildings; park and forest road construction limited to clearing, grading, and drainage. Interprets plans and specifi cations, resolves differences between plans and specifications, and approves minor deviations in methods which conform to established precedents. Civil Engineering or Survey Technicians/Constructiori Inspectors III Performs assignments which include nonstandard appli cations, analyses or tests; or the use of complex instruments. Selects or adapts standard procedures using fully applicable precedents. Receives initial instructions, requirements, and advice as needed; performs recurring work independently. Work is reviewed for technical adequacy and conformance with instructions. Performs a variety of such typical duties as: Civil Engineering or Survey Technicians/Construction Inspectors V Performs nonroutine and complex assignments involving responsibility for planning and conducting a complete project of limited scope or a portion of a larger, more complex project. Selects and adapts techniques, designs, or layouts. Reviews, analyzes, and interprets the technical work of others. Completed work is reviewed for technical adequacy. Performs a variety of such typical duties as: Data compilation and analysis—applies knowledge and judgment in selecting sources, evaluating data, and adapting methods, e.g., computes, from file notes, quantities of materials required for roads which include retaining walls and culverts; plots profiles, cross sections, and drainage areas for a small earthwork dam. Design and specification—prepares plans and specifications for major projects such as roads and airport runways, or electrical 80 distribution systems. Applies established engineering practice; selects and adapts precedents to meet specific requirements. Performs simple or routine tasks or tests such as tensile or hardness tests; operates and adjusts simple test equipment; records test data. Testing—modifies established testing programs, analyzing specifications, drawings, and other data to determine the tests required; adapts test equipment and procedures; analyzes and evaluates test data and writes evaluative reports of findings and recommendations. 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. Construction inspection—inspects projects of unusual difficulty and complexity, e.g., large multi-story hospitals or laborato ries which include sophisticated electrical and mechanical equip ment; airport runways for jet aircraft with exacting requirements. Independently interprets plans and specifications to resolve com plex construction problems. Engineering Technicians II Performs standardized or prescribed assignments in volving a sequence of related operations. Follows standard work methods on recurring assignments but receives ex plicit instructions on unfamiliar assignments; technical adequacy of routine work is reviewed on completion; nonroutine work is reviewed in process. Performs, at this level, one or a combination of such typical duties as: ENGINEERING TECHNICIANS To be covered by these definitions, employees must meet all of the following criteria: Assembles or constructs simple or standard equipment or parts; may service or repair simple instruments or equip ment. 1. Provides semiprofessional technical support for engineers working in such areas as research, de sign, development, testing, or manufacturing process improvements. 2. Work pertains to electrical, electronic, or mechanical components or equipment. Conducts a variety of standardized tests; may prepare test specimens; sets up and operates standard test equipment; records test data, pointing out deviations resulting from equipment malfunction or observational errors. 3. Required to have some practical knowledge of science or engineering; some positions may also require a practical knowledge of mathematics or computer science. 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. Excludes production or maintenance workers, quality control technicians or testers, modelmakers or other craft workers, chemical or other nonengineering techni cians, civil engineering technicians, drafters, designers, and engineers (who are required to apply a professional knowledge of engineering theory and principles to their duties, unlike higher level engineering technicians who may perform the same duties using only practical skills and knowledge). Also excludes engineering technicians: Engineering Technicians III 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: a. Below level I who are limited to simple tasks such as: Measuring items of 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 intervals; and Constructs components, subunits, or simple models or adapts standard equipment. May troubleshoot and correct malfunctions. Conducts various tests or experiements 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 record test data. b. Above level V who perform work of broad scope and complexity either by planning and accomplishing a complete project or study or by serving as an expert in a narrow aspect of a particular field of engineering. Extracts and compiles a variety of engineering data from field notes, manuals, lab reports, etc.; processes data, identifying errors or inconsistencies; and selects methods of data presentation. Engineering Technicians i Performs simple routine tasks under close supervision or from detailed procedures. Work is checked in process or on completion. Performs, at this level, one or a combination of such typical duties as: Engineering Technicians IV Performs nonroutine assignments of substantial variety and complexity, using precedents which are not fully applicable. May also plan such assignments. Assembles or installs equipment or parts requiring simple wiring, soldering, or connecting. 81 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: drawings of structures, facilities, land profiles, water systems, mechanical and electrical equipment, pipelines, duct systems, and similar equipment, systems, and assemblies. Drawings are used to communicate engineering ideas, designs, and in formation. Uses recognized systems of symbols, legends, shadings, and lines having specific meanings in drawings. Excluded are: Works on limited segment of development project; con structs experimental or prototype models to meet engineer ing requirements; conducts tests or experiments and redesigns them as necessary; and records and evaluates data and report findings. (a) Designers using technical knowledge and judgment to con ceive, plan, or modify designs; (b) Illustrators or graphic artists using artistic ability to prepare illustrations; (c) Office drafters preparing charts, diagrams, and room arrange ments to depict statistical and administrative data; Conducts tests or experiments requiring selection and adap tation or modification of a wide variety of critical test equipment and test procedures; sets up and operates equip ment; records data, measures and records problems of suf ficient complexity to sometimes require resolution at higher level; and analyzes data and prepares test reports. (d) Cartographers preparing maps and charts primarily using a technical knowledge of cartography; (e) Computer-assisted drafters; (f) Supervisors. Extracts and analyzes a variety of engineering data; applies conventional engineering practices to develop or prepare schematics; designs, specifications, parts lists, or makes recommendations regarding these items. May review designs or specification for adequacy. Positions are classified into levels based on the following definitions. Drafters I Working under close supervision, traces or copies finished drawings, making clearly indicated revisions in notes and dimensions. Uses appropriate templates to draw curved lines. Assignments are designed to develop increasing skill in vari ous drafting techniques. Work is spot checked during progress and reviewed upon completion. Engineering Technicians 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: NOTE: Excludes drafters receiving instruction in the elemen tary methods and techniques of drafting and learning to use and care for equipment. Workers in these excluded positions typically trace and copy simple drawings having straight lines and few details; prepare border lines and title boxes for draw ing sheets; and prepare basic title headings by tracing or us ing lettering kits. Drafters II Prepares drawings of simple, easily visualized structures, systems, parts or equipment from sketches or marked-up prints. Selects appropriate templates or uses a compass and other equipment needed to complete assignments. Drawings fit familiar patterns and present few technical problems. Supervisor provides detailed instructions on new assignments, gives guidance when questions rise, and reviews completed work for accuracy. Typical assignments include: Designs, develops, and constructs major units, devices, or equip ment; conducts tests or experiments; analyzes results and redesigns or modifies equipment to improve performance; and reports results. Plans or assists in planning tests to evaluate equipment performance. Determines test requirements, equipment modification, and test pro cedures; conducts tests, analyzes and evaluates data, and prepares reports on findings and recommendations. Reviews and analyzes a variety of engineering data to determine requirements to meet engineering objectives; may calculate design data; and prepares layouts, detailed specifications, parts lists, estimates, procedures, etc. May check and analyze drawings or equipment to determine adequacy of drawing and designs. From marked-up prints, revises the original drawings of a plumb ing system by increasing pipe diameters. From sketches, draws building floor plans, determining size, spac ing, and arrangement of freehand lettering according to scale. Draws simple land profiles from predetermined structural dimen sions and reduced survey notes. Traces river basin maps and enters symbols to denote stream sampling locations, municipal and industrial waste discharges, and water supplies. DRAFTERS Performs drafting work requiring knowledge and skill in drafting methods, procedures, and techniques. Prepares 82 problems encountered. Supervisor or design originator may suggest methods of approach or provide advice on unusually difficult problems. Typically assignments include: Drafters III Prepares various drawings of such units as construction projects or parts and assemblies, including various views, sectional profiles, irregular or reverse curves, hidden lines, and small or intricate details. Work requires use of most of the conventional drafting techniques and a working knowl edge of the terms and procedures of the occupation. Makes arithmetic computations using standard formulas. Familiar or recurring work is assigned in general terms. Unfamiliar assignments include information on methods, procedures, sources of information, and precedents to follow. Simple re visions to existing drawings may be assigned with a verbal explanation of the desired results. More complex revisions are produced from sketches or specifications which clearly depict the desired product. Typical assignments include: From layouts or sketches, prepares complete sets of drawings of test equipment to be manufactured. Several cross-sectional and subassembly drawings are required. From information supplied by the design originator and from technical handbooks and manuals, describes dimensions, tolerances, fits, fabrication techniques, and standard parts to use in manufacturing the equipment. From electronic schematics, information as to maximum size, and manuals giving dimensions of standard parts, determines the arrangement and prepares drawings of printed circuit boards. From precedents, drafting standards, and established practices, prepares final construction drawings for floodgates, navigation locks, dams, bridges, culverts, levees, channel excavations, dikes, and berms; prepares boring profiles, typical crosssections, and land profiles; and delineates related typographi cal details as required. From a layout and manual references, prepares several views of a simple gear system. Obtains dimensions and tolerances from manuals and by measuring the layout. Draws base and elevation views, sections, and details of new bridges or other structures; revises complete sets of roadway drawings for highway construction projects; or prepares block maps, indicating water and sewage line locations. Prepares final drawings for street paving and widening or for water and sewer lines having complex trunk lines; reduces field notes and calculates true grades. From engineering designs, lays out plan, profile and detail appurtenances required; notifies supervisor of conflicting details in design. Prepares and revises detail and design drawings for such projects as the construction and installation of electrical or electronic equipment, plant wiring, and the manufacture and assembly of printed circuit boards. Drawings typically include details of mountings, frames, guards, or other accessories; conduit lay outs; or wiring diagrams indicating transformer sizes, conduit locations and mountings. NOTE: Excludes drafters performing work of similar difficulty to that described at this level but who provide sup port for a variety of organizations which have widely differ ing functions or requirements. Drafters IV Prepares complete sets of complex drawings which include multiple views, detail drawings, and assembly drawings. Drawings include complex design features that require con siderable drafting skill to visualize and portray. Assignments regularly require the use of mathematical formulas to draw land contours or to compute weights, center of gravity, load capacities, dimensions, quantities of material, etc. Works from sketches, models, and verbal information supplied by an engineer, architect, or designer to determine the most appropriate views, detail drawings, and supplementary information needed to complete assignments. Selects required information from precedents, manufacturers’ catalogs, and technical guides. Independently resolves most of the Drafters V Works closely with design originators, preparing draw ings of unusual, complex, or original designs which require a high degree of precision. Performs unusually difficult assignments requiring considerable initiative, resourceful, and drafting expertise. Assures that anticipated problems in manufacture, assembly, installation, and operation are resolved by the drawings produced. Exercises independent judgment in selecting and interpreting data based on a knowledge of the design intent. Although working primarily as a drafter, may occasionally interpret general designs pre pared by others to complete minor details. May provide advice and guidance to lower level drafters or serve as coor dinator and planner for large and complex drafting projects. 83 Computer Operators 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: Computer Operators 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. 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; Computer Operators 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. Reviews error messages and makes corrections during opera tion or refers problems; and 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: Computer Operators III 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. 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; b. Peripheral equipment operators and remote term inal or computer operators who do not run the control console of either a mainframe digital com puter or a group of minicomputers; and c. Workers using the computer for scientific, technical, or mathematical work when a knowledge of the sub ject matter is required. 84 Computer Operators 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. 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. Computer Operators 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 techniques to cover problem situations; and (3) switch ing to emergency backup procedures. Computer Operators V 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 Photographers 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. Takes pictures requiring a knowledge of photo graphic techniques, equipment, and processes. Typically, some familiarity with the company’s activities (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 standard 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 accessory 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 Excluded are: a. Workers who have no training or experience in photography techniques, equipment, and processes; b. Workers who primarily operate reproduction, offset, or copying machines, motion picture projectors, or machines to match, cut, or splice negatives; c. Workers who primarily develop, process, print, or edit photographic film or tape; or develop, maintain,, or repair photographic equipment; d. Workers who primarily direct the sequences, actions, photography, sound, and editing of motion pictures for television writers and editors; and 85 e. Photographers taking pictures for commercial news paper or magazine publishers, television stations, or movie producers. equipment for assignments demanding exact renditions, normally 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 supervisor and customizes treatment for each situation according 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 computation of reduction ratios and exposure times and precise equip ment adjustments; tissue specimens in fine detail and exact color when color and condition of the tissue may deteriorate rapidly; medical or surgical procedures or con ditions 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 settings; fixed objects on the ground or air-to-air objects which must be captured quick ly 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. Positions are matched to the appropriate level based on the difficulty of, and responsibility for, the photog raphy performed, including the subject-matter knowl edge and artistry required to fulfill the assignment. While the equipment may be an indication of the level of difficulty, photographers at the higher levels may use standard equipment, as needed. Photographers I Takes routine pictures in situations where several shots can be taken. Uses standard still cameras for pictures where complications, such as speed, motion, color con trast, or lighting are not present or where there is no particular need to overcome them. Photographs are taken for identification, employee publications, informa tion, 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, inter views, 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. Photographers II Uses standard still cameras, commonly available lighting equipment, and related techniques to take photographs which involve limited problems of speed, mo tion, color contrast, or lighting. Typically, the subjects photographed are similar to those at level I, but the technical aspects require more skill. Based on clear-cut ob jectives, determines shutter speeds, lens settings and filters, camera angles, exposure times, and type of film. Requires familiarity with the situation gained from similar past ex perience 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, individuals 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. Photographers 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 equip ment; uses high-speed color photography, synchronized Photographers III Selects from a range of standard photographic 86 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 commercial research project or similar program; or (3) creates the desired illusion or emotional effect through developing trick or special effects photography for novel situations requiring a high degree of ingenuity and imaginative 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 respon sible for the substance of the project. Uses imag ination 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. stroboscopic (interval) light sources, and/or timed elec tronic triggering; operates equipment from a remote point; or arranges and uses cameras operating at several thou sand frames per second. In other assignments, selects and sets up motion picture or television cameras and accessories and shoots a part of a production or a sequence of scenes, or takes special scenes to be used for background or special effects in the production. Works under the guidelines and requirements of the subject-matter area to be photographed. Consults with supervisors only when dealing with highly unusual prob lems or altering existing equipment. Photographers V As a top technical expert, exercises imagination and creative ability in response to photography situations re quiring novel and unprecedented treatment. Typically per forms 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 N o te : 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 Clerks I Performs very simple and routine accounting clerical operations, for example, recognizing and comparing easily identified numbers and codes on similar and re petitive accounting documents, verifying mathematical accuracy, and identifying discrepancies and bringing them to the supervisor’s attention. Supervisor gives clear detailed instructions for specific assignments. Employee refers to supervisor all matters not covered by instructions. Work is closely controlled and reviewed in de tail for accuracy, adequacy, and adherence to instructions. ACCOUNTING CLERKS 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 accuracy of various types of reports, lists, calculations, postings, etc.; preparing journal vouchers; or making entries or adjustments to accounts. Levels I and II require a basic knowledge of routine clerical methods and office practices and procedures as they relate to the clerical processing and recording 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 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 Clerks II Performs one or more routine accounting clerical opera tions, such as: Examining, verifying, and correct ing accounting transactions to ensure completeness and ac curacy of data and proper identification of accounts, and checking that expenditures will not exceed obliga tions in specified accounts; totaling, balancing, and rec onciling collection vouchers; posting data to transaction sheets where employee identifies proper accounts and items to be posted; and coding documents in accord 87 File Clerks 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. ance with a chart (listing) of accounts. Employee follows specific and detailed accounting procedures. Completed work is reviewed for accuracy and compliance with pro cedures. Accounting Clerks III Uses a knowledge of double entry bookkeeping in per forming 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 main tained journals, detecting and correcting erroneous postings, and preparing documents to adjust accounting classifications and other data; or reviews lists of transac tions rejected by an automated system, determining reasons for rejections, and preparing necessary correcting material. On routine assignments, employee selects and ap plies established procedures and techniques. Detailed in structions are provided for difficult or unusual assignments. Completed work and methods used are reviewed for technical accuracy. File Clerks II Sorts, codes, and files unclassified material by simple (subject-matter) headings or partly classified material by finer subheadings. Prepares simple related index and cross-reference aids. As requested, locates clearly identified material in files and forwards material. May perform related clerical tasks required to maintain and service files. File Clerks 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 Clerks IV 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, ensuring sufficient funds have been obligated, and, if questionable, resolving with the submitting unit, deter mining accounts involved, coding transactions, and proc essing material through data processing for application in the accounting system); and/or analyzes and reconciles computer printouts with operating unit reports (contact ing units and researching causes of discrepancies, and taking action to ensure that accounts balance). Employee resolves problems in recurring assignments in accordance with previous training and experience. Supervisor pro vides suggestions for handling unusual or nonrecurring transactions. Conformance with requirements and technical soundness of completed work are reviewed by the supervisor or are controlled by mechanisms built into the accounting system. GENERAL CLERKS Performs a combination o f clerical tasks to support office, business or administrative operations, such as: Maintaining records; receiving, preparing, or verify ing documents; searching for and compiling information and data; responding to routine requests with standard answers (by phone, in person, or by correspondence). The work requires a basic knowledge of proper office procedures. Workers at levels I, II, and III follow prescribed procedures or steps to process paperwork; they may perform other routine office support work, (e.g., typing, filing, or operating a keyboard controlled data entry device to transcribe data into a form suitable for data processing). Workers at level IV are also re quired to make decisions about the adequacy and content of transactions handled in addition to following proper procedures. Clerical work is controlled (e.g., through spot checks, complete review, or subsequent processing) for both quantity and quality. Supervisors (or other employees) are available to assist and advise clerks on difficult prob lems and to approve their suggestions for significant deviations from existing instructions. Excluded from this definition are: Workers whose pay is primarily based on the performance of a single clerical duty such as typing, stenography, office machine N o t e : Excluded from level IV are positions respon sible for maintaining either a general ledger or a general ledger in combination with subsidiary accounts. FILE CLERKS 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. 88 Proficiency in the full cycle of operations or variety of work may require from several months to 1 year of on-the-job-experience. Typical duties include: Assisting in a variety of administrative matters; maintaining a wide variety of financial or other records; verifying statistical reports for accuracy and completeness; and handling and adjusting complaints. May also direct lower level clerks. Positions above level IV are excluded. Such positions (which may include supervisory responsibility over lower level clerks) require workers to use a thorough knowledge of an office’s work and routine to: (1) Choose among wide ly varying methods and procedures to process complex tran sactions, and (2) select or devise steps necessary to complete assignments. Typical jobs covered by this exclusion include administrative assistants, clerical supervisors, and office managers. operation, or filing; and other workers, such as secre taries, messengers, receptionists or public information specialists who perform general clerical tasks incidental to their primary duties. General Clerks I Follows a few clearly detailed procedures in perform ing simple repetitive tasks in the same sequence, such as filing precoded documents in a chronological file or operating office equipment, e.g., mimeograph, photo copy, addressograph or mailing machine. Full perform ance can usually be reached after a few days of training and on-the-job practice. General Clerks II Follows a number of specific procedures in com pleting several repetitive clerical steps performed in a prescribed or slightly varied sequence, such as coding and filing documents in an extensive alphabetical file, simple posting to individual accounts, opening mail, running mail through metering machines, and calculating and posting charges to departmental accounts. Little or no subject matter knowledge is required, but the clerk needs to choose the proper procedure for each task. Full performance can usually be reached after a few days to 2 weeks of training. KEY ENTRY OPERATORS Operates keyboard-controlled data entry device such as keypunch machine or key-operated magnetic tape or disc encoder to transcribe data into a form suitable for computer processing. Work requires skill in operating an alphanumeric keyboard and an understanding of tran scribing procedures and relevant data entry equipment. Positions are classified into levels on the basis of the following definitions. General Clerks III Work requires a familiarity with the terminology of the office unit. Selects appropriate methods from a wide variety of procedures or makes simple adaptations and interpretations of a limited number of substantive guides and manuals. The clerical steps often vary in type or sequence, depending on the task. Recognized prob lems are referred to others. Full performance can usual ly be reached after several weeks to several months. Typical duties include a combination of the fol lowing: Maintaining time and material records, taking inventory of equipment and supplies, answering ques tions on departmental services and functions, operating a variety of office machines, posting to various books, balancing a restricted group of accounts to controlling accounts, and assisting in preparation of budgetary requests. May oversee work of lower level clerks. Key Entry Operators I Work is routine and repetitive. Under close supervi sion or following specific procedures or detailed instruc tions, works from various standardized source documents which have been coded and require little or no selecting, coding, or interpreting of data to be entered. Refers to supervisor problems arising from erroneous items, codes, or missing information. Key Entry Operators II Work requires the application of experience and judg ment in selecting procedures to be followed and in searching for, interpreting, selecting, or coding items to be entered from a variety of source documents. On occasion, may also perform some routine work as described for level I. General Clerks IV Uses some subject matter knowledge and judgment to complete assignments consisting of numerous steps that vary in nature and sequence. Selects from alternative methods and refers problems not solvable by adapting or interpreting substantive guides, manuals, or procedures. N o te : Excluded are operators above level II using the key entry controls to access, read, and evaluate the substance of specific records to take substantive actions, or to make entries requiring a similar level of knowledge. 89 MESSENGERS Performs various routine duties such as running er rands, operating minor office machines such as sealers or mailers, opening mail, distributing mail on a regular ly scheduled route or in a familiar area, and other minor clerical work. May deliver mail that requires some special handling, e.g., mail that is insured, registered, or marked for special delivery. Excluded are positions which include any of the following as significant duties: a. Operating motor vehicles; b. Delivering valuables or security-classified mail when the work requires a continuing knowledge of special procedures for handling such items; c. Weighing mail, determining postage, or recording and controlling registered, insured, and certified mail in the mail room; d. Making deliveries to unfamiliar or widely separated buildings or points which are not part of an estab lished route; or d. Workers in positions requiring a bachelor’s degree; and e. Workers who are primarily compensated for duties out side the employment specialty, such as benefits, com pensation, or employee relations. Positions are classified into levels on the basis of the following definitions. The work described is essentially at a responsible clerical level at the low levels and pro gresses to a staff assistant or technician level. At level III, which is transitional, both types of work are described. Jobs which match either type of work described at level III, or which are combinations of the two, can be matched. Personnel Clerks/Assistants (Employment) I Performs routine tasks which require a knowledge of company personnel procedures and rules, such as: Pro viding simple employment information and appropriate lists and forms to applicants or employees on types of jobs being filled, procedures to follow, and where to ob tain additional information; ensuring that the proper company forms are completed for name changes, locator information, applications, etc., and reviewing completed forms for signatures and proper entries; or maintaining assigned segments of company personnel records, contacting appropriate sources to secure any missing items, and posting the items, such as, dates of promotion, transfer, and hire, or rates of pay or per sonal data. (If this information is computerized, skill in coding or entering information may be needed as aminor duty.) May answer outside inquiries for simple factual information, such as verification of dates of employment in response to telephone credit checks on employees. Some receptionist or other clerical duties may be performed. May be assigned work to provide training for a higher level position. Detailed company rules and procedures are available for all aspects of the assignment. Guidance and assist ance on unusual questions are available at all times. Work is spot checked, often on a daily basis. e. Directing other workers. PERSONNEL CLERKS/ASSISTANTS (EMPLOYMENT) Personnel clerks/assistants (employment) provide clerical and technical support to personnel professionals or managers in matters relating to recruiting, hiring, transfer, change in pay status, and termination of com pany employees. At the lower levels, clerks/assistants primarily provide basic information to current and pro spective employees, maintain personnel records and in formation listings, and prepare and process papers on personnel actions (hires, transfers, changes in pay, etc.). At the higher levels, clerks/assistants (often titled per sonnel assistants or specialists) may perform limited aspects of a personnel professional’s work, e.g., inter viewing candidates, recommending placements, and preparing personnel reports. Final decisions on person nel actions are made by personnel professionals or managers. Some clerks/assistants may perform a limited amount of work in other specialties, such as benefits, compensation, or employee relations. Typing may be re quired at any level. Excluded are: Personnel Clerks/Assistants (Employment) II Examines and/or processes personnel action documents using experience in applying company personnel pro cedures and policies. Ensures that all information is com plete and consistent and determines whether further discussion with applicants or employees is needed or whether personnel information must be checked against additional files or listings. Must select the most ap propriate precedent, rule, or procedures as a basis for the a. Workers who primarily compute and process payrolls or compute and/or respond to questions on company benefits or retirement claims; b. Workers who receive additional pay primarily for main taining and safeguarding personnel record files for a company; c. Workers whose duties do not require a knowledge of the company’s personnel rules and procedures, such as receptionists, messengers, typists, or stenographers; 90 personnel action from a number of alternatives. Responds to varied questions from applicants, employees, or managers for readily available information which can be obtained from file material or manuals; responses require skill to secure cooperation in correcting improperly com pleted personnel action documents or to explain regula tions and procedures. May provide information to managers on availability of applicants and status of hiring actions; may verify employment dates and places supplied on job applications; may maintain assigned personnel records, and may administer typing and stenography tests. Completes routine assignments independently. Detailed guidance is available for situations which deviate from established precedents. Clerks/assistants are relied upon to alert higher level clerks/assistants or supervisor to such situations. Work may be spot checked periodically. procedures, guides, and precedents. In representative assignments: Interviews applicants, obtains references and recommends placement of applicants in a few well-defined occupations (trades or clerical) within a stable organization or unit; conducts postplacement or exit interviews to iden tify job adjustment problems or reasons for leaving the company; performs routine statistical analyses related to manpower, e e o , hiring, or other employment concerns, e.g., compares one set of data to another set as instructed; and requisitions applicants through employment agencies for clerical or similar level jobs. At this level, assistants typically have a range of personal contacts within and out side the company and with applicants, and must be tactful and articulate. May perform some clerical work in addi tion to the above duties. Supervisor reviews completed work against stated objectives. Personnel Clerks/Assistants (Employment) III Type A Serves as a clerical expert in independently processing the most complicated types of personnel actions, e.g., tem porary employment, rehires, and dismissals, and in pro viding information when it is necessary to consolidate data from a number of sources, often with short deadlines. Screens applications for obvious rejections. Resolves con flicts in computer listings or other sources of employee information. Locates lost documents or reconstructs infor mation using a number of sources. May check references of applicants when information in addition to dates and places of past work is needed, and judgment is required to ask appropriate routine follow-up questions. May provide guidance to lower level clerks. Supervisory review is similar to level II. Personnel Clerks/Assistants (Employment) V Workers at this level perform duties similar to level IV, but are responsible for more complicated cases and work with greater independence. Performs limited aspects of professional personnel work dealing with a variety of oc cupations common to the company which are clear cut and stable in employment requirements. Typical duties in clude: Researching recruitment sources, such as employ ment agencies or State manpower offices, and advising managers on the availability of candidates in common oc cupations; screening and selecting employees for a few routine, nonpermanent jobs, such as summer employ ment; or answering inquiries on a controversial issue, such as a hiring or promotion freeze. These duties often require considerable skill and diplomacy in communications. Other typical duties may include: Surveying managers for future hiring requirements; developing newspaper vacancy announcements or explaining job requirements to employ ment agencies for administrative or professional positions; or reviewing the effect of corporate personnel procedural changes on local employment programs (e.g., automation of records, new affirmative action goals). May incidentally perform some clerical duties. Supervisory review is similar to level IV. AND/OR Type B Performs routine personnel assignments beyond the clerical level, such as: Orienting new employees to com pany programs, facilities, rules on time and attendance, and leave policies; computing basic statistical information for reports on manpower profiles, e e o progress and accomplishments, hiring activities, attendance and leave profiles, turnover, etc.; and screening applicants for well-defined positions, rejecting those who do not qualify for available openings for clear-cut reasons, referring others to appropriate employment interviewer. Guidance is provided on possible sources of information, methods of work, and types of reports needed. Completed written work receives close technical review from higher level personnel office employees; other work may be checked occasionally. PURCHASING CLERKS/ASSISTANTS Provides clerical or technical support to buyers or contract specialists who deal with suppliers, vendors, contractors, etc., outside the company to purchase goods, materials, equipment, services, etc. Clerks/ assistants at level I prepare and process purchase documents, such as purchase orders, invitations to bid, contracts, and supporting papers. Clerks/assistants at level II also examine, review, verify, and control these documents to assure accuracy, and correct processing. Clerks/assistants at levels III and IV may also expedite purchases already made, by contacting vendors and analyzing and recommending company reactions to sup plier problems related to delivery, availability of goods, Personnel Clerks/Assistants (Employment) IV Performs work in support of personnel professionals which requires a good working knowledge of personnel 91 or precedents for each transaction. Contacts are usually limited to the supervisor and the immediate work unit. Receives step-by-step instructions on new assignments. Refers questions to supervisor who may spot check work on a daily basis. or any other part of the purchase agreement. Clerks/ assistants at level IV may also develop technical infor mation for buyers, e.g., comparative information on materials sought. All assignments require a practical knowledge of company purchasing procedures and operations. Assignments above level I require experience in applying company regulations, guidelines, or manuals to specific transactions. Clerks/assistants may type the purchasing documents or perform work described at lower levels, as needed. Final decisions on purchasing transactions are made by buyers, contract specialists, or supervisors. Excluded are: Purchasing Clerks/Assistanfs II According to detailed procedures or company regula tions, examines documents such as requisitions, purchase orders, invitations to bid, contracts, and supporting papers. Reviews the purchase requisition to determine whether the correct item description, price, quantity, dis count terms, shipping instructions, and/or delivery terms have been included and selects the appropriate purchase phrases and forms from prescribed company lists or files. Obtains any missing or corrected information, prepares^ the purchase order, and gives it to the buyer for approval when satisfied that the information is complete and the computations are accurate. Contacts are bsually within establishment to verify or correct factual information. May contact vendors for information about purchases already made and may reorder items under routine and existing purchase arrangements where few, if any, ques tions arise. Receives detailed instructions on new assignments. Refers questions to supervisor who may spot check work on a daily basis. Assistants at this level examine documents for orders of standard goods, supplies, equipment, or services, and/or for orders of specialized items when the complexity of the item does not affect the assistant’s work, i.e., the assist ant is not required to use considerable judg ment to find a previous transaction to use as a guideline, as described at level III, a. a. Typists, file clerks, secretaries, receptionists, and trainees not required to have a knowledge of company purchasing procedures and operations; b. Workers who process or expedite the purchase of items for direct sale, either wholesale or retail; c. Workers who as a primary duty: Maintain a filing system or listing to monitor inventory levels; reorder items by phone under ongoing contracts; or receive and disburse supplies and materials for use in the company; d. Production expediters or controllers who primarily ensure the timely arrival and coordination of purchased materials with assembly line or production schedules and requirements; e. Purchasing expediters who only check on the status of purchases already made and who do not analyze the facts at hand and do not make recommendations for either extension of delivery dates or for other similar modifications to the purchase agreement, as described at level III, b; f. Positions which require a technical knowledge of equipment characteristics and parts, production control, or manufacturing methods and procedures; Purchasing Clerks/Assistants III Assistants at this level perform assignments described in paragraphs a or b, or a combination of the two. g. Positions requiring a bachelor’s degree; and a. Reviews and prepares purchase documents for spe cialized items, such as items with optional features or technical equipment requiring precise specifications. Since the transactions usually require special pur chasing conditions, e.g., multiple deliveries, provi sion of spare parts, or renegotiation of terms, con siderable judgment is needed to find a previous trans action to use as a guideline; as required, adapts the phrases or clauses in the guideline transaction that apply to the purchase at hand. In some cases, reviews purchasing documents prepared by lower level clerks or prepared by personnel in other com pany units to detect processing discrepancies or to clarify the purchase papers; corrects clerical errors. May advise company employees on how to prepare requisitions for items to be ordered. h. Buyers. Positions are classified into levels based on the following definitions according to the complexity of the work, the conditions of the purchase, and the amount of supervision. Purchasing Clerks/Assistants I Following well established and clear-cut procedures and instructions, prepares and processes documents such as purchase orders, invitations to bid, contracts, and sup porting papers. Enters such prescribed information as quantities, model numbers, addresses and prices, after a higher level employee screens the requisition for com pleteness and accuracy. Posts data from requisitions to internal controls. Work requires a knowledge of proper terminology (including spelling and abbreviations) and some judgment in selecting the appropriate procedures b. Expedites purchases by making a recommendation for action based on simple analysis of the facts at hand, company guidelines, and the background of 92 c. Furnishes technical support to buyers or contract specialists, using a detailed knowledge of company purchasing transactions and procedures, e.g., ana lyzes bids for contracts to determine the possible number and interest of bidders for standard com modities and services; assembles contracts and drafts special clauses, terms, or requirements for unprece dented purchases, e.g., for specially designed equip ment or for complex one-time transactions; gathers and summarizes information on the availability of special equipment and the ability of suppliers to meet company needs. the purchase: Contacts suppliers to obtain informa tion on deliveries or on contracts; based on clearcut guidelines for each type of purchase and previous performance of supplier, availability of item, or impact of delay, recommends extension of delivery date or other similar modifications. In some cases, decides to refer problems to production, packaging, or other company specialists. May reorder standard items under a variety of existing purchase agreements where judgment is needed to ask further questions and follow up and coordinate transactions. Assist ants at this level expedite purchases of standard goods, supplies, equipment, or services, and/or pur chases of specialized items when the complexity of the item does not affect the assistant’s work, i.e., the assistant does not coordinate requests for minor deviations from contract specifications, etc., as described at level IV, b. Purchasing assistants at this level receive instructions about new procurement policies. Assistants seek guidance on highly unusual problems but are expected to propose solutions for supervisory approval. Supervisory review is similar to level III; drafts of special clauses, etc., are reviewed in detail. Assistants at this level coordinate information with company buyers and with suppliers outside the com pany and keep others informed of the progress of trans actions. Major changes in company regulations and procedures are explained by supervisor. Refers unusual situations to supervisor, who also spot checks all com pleted work for adequacy. N o te : Excluded are higher level workers who: Negotiate agreements with contractors on minor changes in the terms of an established contract; or analyze and make recommendations about proposals of specialized equipm ent, ab out the solvency and p erfo rm ance of firms, or about clerical processing methods need ed to fit new purchasing policies. Purchasing Clerks/Assistants IV Assistants at this level have a good understanding of purchase circumstances for specialized items—what to buy, where to buy, and under what terms buyers negoti ate and make purchases. They perform assignments described in paragraphs a, b, or c, or a combination of any of these. SECRETARIES Provides principal secretarial support in an office, usually to one individual, and, in some cases, also to the subordinate staff of that individual. Maintains a close and highly responsive relationship to the day-to-day activities of the supervisor and staff. Works fairly independently receiving a minimum of detailed supervi sion and guidance. Performs varied clerical and secretarial duties requiring knowledge of office routine and an understanding of the organization, programs, and procedures related to the work of the office. Exclusions: Not all positions titled “ secretary” possess the above characteristics. Examples of positions which are excluded from the definition are as follows: a. Reviews and prepares purchase documents for highly specialized items where few precedent transactions exist that can be used as guidelines and where provi sions such as fixed-price contracts with provisions for escalation, price redetermination, or cost incentives are needed. Complicated provisions for progress payments, for testing and evaluating the ordered item, or for meeting company production schedules may also exist. As necessary, drafts special clauses, terms, or requirements for unusual purchases. Pro vides authoritative information to others on company purchase procedures and assures that documents and transactions agree with basic procurement policies. a. Clerks or secretaries working under the direction of secretaries or administrative assistants as described in e\ b. Expedites purchases of specialized items when the complexity of the items does affect the assistant’s work. (See level III, b.) Investigates supplier problems and coordinates requests for minor deviations from the contract specifications with specialists, buyers, suppliers, and users. Recommends revisions to the contract or purchase agreement, if needed, based upon company requirements. May reorder technical and specialized items within existing purchase con tracts which contain special purchasing conditions. Questions which arise are handled similarly to those in level III, b. b. Stenographers not fully performing secretarial duties; c. Stenographers or secretaries assigned to two or more professional, technical, or managerial persons of equivalent rank; d. Assistants or secretaries performing any kind of technical work, e.g., personnel, accounting, or legal work; e. Administrative assistants or supervisors performing duties which are more difficult or more responsible than the secretarial work described in LR-1 through LR-4; 93 f. Secretaries receiving additional pay primarily for main taining confidentiality of payroll records or other sensitive information; more subordinate supervisory levels (of which at least one is a managerial level) with several subdivisions at each level. Executive’s program(s) are usually interlocked on a direct and continuing basis with other major organiza tional segments, requiring constant attention to extensive formal coordination, clearances, and procedural con trols. Executive typically has: Financial decisionmaking authority for assigned program(s); considerable impact on the entire organization’s financial position or image; and responsibility for, or has staff specialists in, such areas as personnel and administration for assigned organization. Executive plays an important role in deter mining the policies and major programs of the entire organization, and spends considerable time dealing with outside parties actively interested in assigned program(s) and current or controversial issues. g. Secretaries performing routine receptionist, typing, and filing duties following detailed instructions and guidelines; these duties are less responsible than those described in LR-1 below; and h. Trainees. Classification by Level Secretary jobs which meet the required characteristics are matched at one of five levels according to two fac tors: a) Level of the secretary’s supervisor within the overall organizational structure, and (b) level of the secretary’s responsibility. Table C-5 indicates the level of the secretary for each combination of factors. Level of secretaries’ responsibility (LR) This factor evaluates the nature of the work relation ship between the secretary and the supervisor or staff, and the extent to which the secretary is expected to exercise initiative and judgment. Secretaries should be matched at the level best describing their level of respon sibility. When a position’s duties span more than one LR level, the introductory paragraph at the beginning of each LR level should be used to determine which of the levels best matches the position. (Typically, secretaries performing at the higher levels of responsibility also perform duties described at the lower levels.) Level of secretaries’ supervisor (LS) Secretaries should be matched at one of the three LS levels below best describing the organization of the secretary’s supervisor. LS-1. Organizational structure is not complex and in ternal procedures and administrative controls are simple and informal; supervisor directs staff through face-toface meetings. LS-2. Organizational structure is complex and is divided into subordinate groups that usually differ from each other as to subject matter, function, etc.; and supervisor usually directs staff through intermediate supervisors; internal procedures and administrative con trols are formal. An entire organization (e.g., division, subsidiary, or parent organization) may contain a variety of subordinate groups which meet the LS-2 definition. Therefore, it is not unusual for one LS-2 supervisor to report to another LS-2 supervisor. The presence of subordinate supervisors does not by itself mean LS-2 applies, e.g., a clerical processing organization divided into several units, each performing very similar work, is placed in LS-1. In smaller organizations or industries such as retail trade, with relatively few organizational levels, the super visor may have an impact on the policies and may deal with important outside contacts, as described in LS-3. LS-3. LR-1. Carries out recurring office procedures in dependently. Selects the guideline or reference which fits the specific case. Supervisor provides specific in structions on new assignments and checks completed work for accuracy. Performs varied duties including or comparable to the following: a. Responds to routine telephone requests which have standard answers; refers calls and visitors to appropriate staff. Controls mail and assures timely staff response; may send form letters. b. As instructed, maintains supervisor’s calendar, makes appointments, and arranges for meeting rooms. c. Reviews materials prepared for supervisor’s approval for typographical accuracy and proper format. d. Maintains recurring internal reports, such as: Time and leave records, office equipment listings, correspondence controls, training plans, etc. Organizational structure is divided into two or e. Requisitions supplies, printing, maintenance, or other services. Types, takes and transcribes dictation, and establishes and maintains office files. Table C-5. Criteria for matching secretaries by level Level of secretary’s supervisor LS-1 LS-2 LS-3 Level of secretary’s responsibility LR-1 I I I LR-2 LR-3 LR-4 II III IV III IV V IV V V LR-2. Handles differing situations, problems, and deviations in the work of the office according to the supervisor’s general instructions, priorities, duties, policies, and program goals. Supervisor may assist 94 LR-4. Handles a wide variety of situations and con flicts involving the clerical or administrative functions of the office which often cannot be brought to the atten tion of the executive. The executive sets the overall objectives of the work. Secretary may participate in developing the work deadlines. Duties include or are comparable to the following: secretary with special assignments. Duties include or are comparable to the following. a. Screens telephone calls, visitors, and incoming cor respondence; personally responds to requests for in formation concerning office procedures; determines which requests should be handled by the supervisor, appropriate staff members, or other offices. May prepare and sign routine, nontechnical correspond ence in own or supervisor’s name. a. Composes correspondence requiring some under standing of technical m atters; may sign for executive when technical or policy content has been authorized. b. Schedules tentative appointm ents without prior clearance. Makes arrangements for conferences and meetings and assembles established background materials, as directed. May attend meetings and record and report on the proceedings. b. Notes commitments made by executive during meeting and arranges for staff implementation. On own initiative, arranges for staff members to repre sent organization at conferences and meetings, establishes appointment priorities, or reschedule or refuses appointments or invitations. c. Reviews outgoing materials and correspondence for internal consistency and conformance with super visor’s procedures; assures that proper clearances have been obtained, when needed. c. Reads outgoing correspondence for executive’s ap proval and alerts writers to any conflict with the file or departure from policies or executives’s view points; gives advice to resolve the problems. d. Collects information from the files or staff for routine inquiries on office program(s) or periodic reports. Refers nonroutine requests to supevisor or staff. d. Summarizes the content of incoming materials, specially gathered information, or meetings to assist executive; coordinates the new information with background office sources; and draws attention to important parts or conflicts. e. Explains to subordinate staff supervisor’s require ments concerning office procedures. Coordinates personnel and administrative forms for the office and forwards for processing. e. In the executive’s absence, ensures that requests for action or information are relayed to the appropriate staff member; as needed, interprets requests and helps implement action; makes sure that informa tion is furnished in timely manner; decides whether executive should be notified of im portant or emergency matters. LR-3. Uses greater judgment and initiative to deter mine the approach or action to take in nonroutine situa tions. Interprets and adapts guidelines, including un written policies, precedents, and practices, which are not always completely applicable to changing situations. Duties include or are comparable to the following: Excludes secretaries performing any of the following a. Based on a knowledge of the supervisor’s views, composes correspondence on own initiative about administrative and general office policies for super visor’s approval. duties: a. Acts as office manager for the executive’s organization, e.g., determines when new procedures are needed for changing situations and devises and implements alter natives; revises or clarifies procedures to eliminate conflict or duplication; identifies and resolves various problems that affect the orderly flow of work in transac tions with parties outside the organization. b. Anticipates and prepares materials needed by the supervisor for conferences, correspondence, ap pointments, meetings, telephone calls, etc., and in forms supervisor on matters to be considered. c. Reads publications, regulations, and directives and takes action or refers those that are important to the supervisor and staff. b. Prepares agenda for conferences; explains discussion topics to participants; drafts introductions and develops background information and prepares outlines for execu tive or staff members(s) to use in writing speeches. d. Prepares special or one-time reports, summaries, or replies to inquiries, selecting relevant information from a variety of sources such as reports, documents, correspondence, other offices, etc., under general direction. c. Advises individuals outside the organization on the executive’s views on major policies or current issues fac ing the organization; contacts or responds to contacts from high-ranking outside officials (e.g., city or State officials, Members of Congress, presidents of national unions or large national or international firms, etc.) in unique situations. These officials may be relatively inaccessible, and each contact typically must be handled differently, using judgment and discretion. e. Advises secretaries in subordinate offices on new procedures; requests information needed from the subordinate office(s) for periodic or special con ferences, reports, inquiries, etc. Shifts clerical staff to accommodate workload needs. 95 STENOGRAPHERS Primary duty is to take dictation using shorthand and to transcribe the dictation. May also type from written copy. May operate from a stenographic pool. May occasionally transcribe from voice recordings. Excluded from this definition are: a. Trainee positions not requiring a fully qualified stenographer. b. Secretaries providing the principal secretarial support in an office and performing more responsible and discretionary tasks, as described in LR-1 thru LR-4 in the secretary definition; c. d. TYPISTS Uses a manual, electric, or automatic typewriter to type various materials. Included are automatic type writers that are used only to record text and update and reproduce previously typed items from magnetic cards or tape. May include typing of stencils, mats, or similar materials for use in duplicating processes. May do clerical work involving little special training, such as keeping simple records, filing records and reports, or sorting and distributing incoming mail. Excluded from this definition is work that involves: Stenographers who take dictation involving the fre quent use of a wide variety of technical or specialized vocabulary. Typically this kind of vocabulary cannot be learned in a relatively short period of time, e.g., a month or two; and Stenographers, such as shorthand reporters, who record material verbatim at hearings, conferences, or similar proceedings. Stenographers I Takes and transcribes dictation, receiving specific assignments along with detailed instructions on such re quirements as forms and presentation. The transcribed material is typically reviewed in rough draft and the final transcription is reviewed for conformance with the rough drafts. May maintain files, keep simple records, or perform other relatively routine clerical tasks. Typing directly from spoken material that has been recorded on discs, cylinders, belts, tapes, or other similar media; b. The use of varitype machines, composing equipment, or automatic equipment in preparing material for printing; and c. Familiarity with specialized terminology in various keyboard commands to manipulate or edit the record ed text to accomplish revisions, or to perform tasks such as extracting and listing items from the text, or transmitting text to other terminals, or using sort com mands to have the machine reorder material. Typically requires the use of automatic equipment which may be either computer linked or have a programmable memory so that material can be organized in regularly used formats or preformed paragraphs which can then be coded and stored for future use in letters or documents. Typists I Performs one o f more o f the following: Copy typ ing from rough or clear drafts; or routine typing of forms, insurance policies, etc.; or setting up simple stand ard tabulations; or copying more complex tables already set up and spaced properly. Stenographers II Takes and transcribes dictation, determining the most appropriate format. Performs stenographic duties re quiring significantly greater independence and respon sibility than stenographer I. Supervisor typically pro vides general instructions. Work requires a thorough working knowledge of general business and office pro cedures and of the specific business operations, organizations, policies, procedures, files, workflow, etc. Uses this knowledge in performing stenographic duties and responsible clerical tasks such as maintaining followup files; assembling material for reports, memoranda, and letters; composing simple letters from general instructions; reading and routing incoming mail; answering routine questions; etc. a. Typists II Performs one or more o f the following: Typing material in final form when it involves combining material from several sources; or responsibility for cor rect spelling, syllabication, punctuation, etc., of technical or unusual words or foreign language materials; or planning layout and typing of complicated statistical tables to maintain uniformity and balance in spacing. May type routine form letters, varying details to suit circumstances. 96 Classification by Standard Occupational Codes found in the SOC manual. For example, the pa t c occupa tions Accountant, Chief Accountant, Auditor, and Public Ac countant are all classified in the SOC manual as accountants and auditors, the SOC occupations (e.g., budge accoutants, credit analysts, accounting methods analysts) than are ex cluded from the pa t c description. The titles and the 3- or 4-digit codes to the right of the BLS (PATC) occupations in table C-6 are taken from the 1980 edition of the Standard Occupational Classification Manual (SOC) issued by the U.S. Department of Commerce, Office of Federal Statisitcal Policy and Standards. In general, the Bureau of Labor Statistics’ occupa tional descriptions are much more specific than those Table C-6. Comparison of occupations in the professional, administrative, technical, and clerical (PATC) survey with the Standard Occupational Classification Manual PATC occupation Standard O ccupational Classification M anual (SOC) SOC code Accountants ......... Chief accountants . A u d ito rs ................... Public accountants 1412 1412 1412 1412 143 143 Jo b a n a ly s ts .............. Directors of personnel A tto rn e y s ..................... B u y e rs .............................. C om puter program m ers Systems an a lysts............ 211 1449 397 1712 A ccountants A ccountants A ccountants A ccountants and and and and auditors auditors auditors auditors Personnel, training, and labor relations specialists Personnel, training, and labor relations specialists Lawyers Purchasing agents and buyers, not elsewhere classified P rogram m ers C om puter system s analysts Chem ists . Engineers 1845 162-3 Chemists, except biochem ists Engineers Registered n u rs e s ............ Licensed practical nurses N ursing assista nts............ 290 366 5236 Registered nurses Licensed practical nurses N ursing aides, orderlies, and attendants 371 372 E ngineering technicians D ra fte rs ............................ Civil engineering or survey technicans C om puter o p e ra to rs .............................. Photographers ........................................ A ccoun ting c le r k s .............. File c le r k s ............................ Key entry o p e r a to r s ......... M e ssenge rs.......................... Personnel clerks/assistants Purchasing assistants Secretaries ...................... S te n o g ra p h e rs..................... T y p is ts ................................... General c le rk s ..................... (1472 (3733 4612 326 4712 4696 4793 4745 4692 4664 4622 4623 4624 463 97 Electrical and electronic engineering technologists and technicians Drafting occupations C onstruction inspectors S urveying technicians C om puter operators Photographers B ookkeepers and accounting and auditing clerks File clerks Data entry operators M essengers Personnel clerks, except payroll and tim ekeeping O rder clerks Secretaries S tenographers Typists General office occupations A p p en d ix D. C om parisons of S a la rie s in P riv a te In d u s try w ith T h o s e o f F ed eral G o v e rn m e n t E m p lo y ee s U n d e r th e G e n e ra l S c h e d u le The PATC survey is designed to provide a basis for com paring salaries under the General Schedule classification and pay system with salaries in private enterprise. To assure col lection of pay data for work levels equivalent to the General Schedule grade levels, the Office of Personnel Management (OPM), in cooperation with the Bureau of Labor Statistics, prepares the occupational work level definitions used in the survey. Definitions are developed by OPM according to stan dards established for each grade level. Table D-l shows the surveyed jobs grouped by work levels equivalent to General Schedule grade levels. 98 Table D-1. Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule, March 1987 Occupation and level surveyed by BLS' Average annual salary in private indu stry2 Salary rates for Federal employees under the General Schedule Step6 Grade" Average5 1 2 9,619 9,940 10,260 10,579 10,899 11,087 11,403 11,721 11,735 12,036 3 4 5 6 7 8 9 10 File clerks I .................................................... $10,984 GS 1 General clerks I ............................................ $10,702 Messengers................................................... $12,197 $9,980 Accounting clerks I ....................................... Drafters I ........................................................ File clerks I I ................................................... General clerks I I ........................................... Key entry operators I ................................... Typists I ........................................................ $12,831 GS 2 $13,258 $12,821 $12,907 $13,408 $13,016 $11,112 10,816 11,073 11,430 11,735 11,866 12,215 12,564 12,913 13,262 13,611 Accounting clerks II ..................................... Drafters I I ....................................................... Engineering technicians I ............................. General clerks I I I .......................................... Key entry operators I I ................................... Personnel clerks/assistants I ...................... Purchasing clerks/assistants I ..................... Typists II ........................................................ $15,102 GS 3 $16,479 $17,577 $15,700 $16,931 $14,310 $14,285 $17,218 $12,691 11,802 12,195 12,588 12,981 13,374 13,767 14,160 14,553 14,946 15,339 Accounting clerks III ..................................... Computer operators I ................................... Drafters III ..................................................... Engineering technicians I I ............................ General clerks IV .......................................... Personnel clerks/assistants II ..................... Purchasing clerks/assistants I I .................... Secretaries I .................................................. $18,296 GS 4 $14,339 $21,027 $21,131 $19,987 $17,343 $17,689 $16,448 $14,727 13,248 13,690 14,132 14,574 15,016 15,458 15,900 16,342 16,784 17,226 Accounting clerks I V .................................... Accountants I ................................................ Auditors I ....................................................... Buyers I ......................................................... Chemists I ..................................................... Computer operators I I ................................... Drafters I V ..................................................... Engineers I .................................................... Engineering technicians I I I ........................... Job analysts I ................................................ Personnel clerks/assistants III .................... Computer programmers I ............................. Purchasing clerks/assistants III................... Secretaries I I ................................................. $22,223 GS 5 $21,527 $22,354 $21,779 $23,205 $17,690 $25,621 $28,958 $24,857 $22,642 $20,158 $21,398 $22,832 $18,769 $16,783 14,822 15,316 15,810 16,304 16,798 17,292 17,786 18,280 18,744 19,268 Computer operators III.................................. Personnel clerks/assistants IV .................... Purchasing clerks/ assistants IV ................. Secretaries III................................................ $22,207 GS 6 $24,457 $30,524 $21,745 $18,980 16,521 17,072 17,623 18,174 18,725 19,276 19,827 20,378 20,929 21,480 See fo o tn o te s a t end o f table. Table D-1. Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule, March 1987 —Continued Occupation and level surveyed by BLS' Average annual salary in private indu stry2 Salary rates for Federal employees under the General Schedule Step6 Grade4 Average5 1 2 3 4 5 6 7 8 9 10 Accountants I I ............................................... Auditors II ...................................................... Buyers II ........................................................ Chemists II .................................................... Computer operators I V ................................. Drafters V ...................................................... Engineers l i ................................................... Engineering technicians IV ........................... Job analysts I I ............................................... Photographers I I I .......................................... Computer programmers II ............................ Public accountants I ...................................... Secretaries IV ............................................... $25,984 GS 7 $27,007 $27,184 $28,238 $25,441 $32,117 $32,295 $29,732 $25,615 $27,712 $25,056 $21,006 $24,603 $20,817 18,358 18,970 19,582 20,194 20,806 21,418 22,030 22,642 23,254 23,866 Computer operators V ................................. Secretaries V ................................................ $30,295 GS 8 $29,090 $23,618 20,333 21,011 21,689 22,367 23,045 23,723 24,401 25,079 25,757 26,435 Accountants II I .............................................. Attorneys I ..................................................... Auditors I I I ..................................................... Buyers III ....................................................... Engineers III .................................................. Engineering technicians V ............................ Job analysts III ............................................. Photographers IV .......................................... Computer programmers III ........................... Public accountants I I ..................................... Systems analysts I ....................................... $32,074 GS 9 $32,022 $33,302 $34,818 $37,235 $34,380 $30,749 $33,452 $30,320 $23,044 $30,111 $25,289 22,458 23,207 23,956 24,705 25,454 26,203 26,952 27,701 28,450 29,199 Accountants IV ............................................. Attorneys I I .................................................... Auditors IV ..................................................... Buyers I V ....................................................... Chemists I V ................................................... Directors of personnel I ................................ Engineers IV .................................................. Job analysts I V ............................................. Photographers V ........................................... Computer programmers IV ........................... Public accountants III ................................... Systems analysts II ...................................... $40,611 GS 11 $41,319 $41,250 $42,772 $43,480 $40,229 $44,360 $39,326 $37,961 $36,422 $27,537 $36,103 $30,811 27,172 28,078 28,984 29,890 30,796 31,702 32,608 33,514 34,420 35,326 Accountants V .............................................. Attorneys i l l ................................................... Chemists V .................................................... Chief accountants I I ...................................... Directors of personnel I I ............................... Engineers V ................................................... $51,144 GS 12 $52,158 $52,927 $49,531 $47,021 $52,698 $37,243 32,567 33,653 34,73 3 5 ,8 2 5 36,911 37,997 39,083 40,169 41,255 42,341 S e e fo o tn o te s a t end o f table. Table D-1. Comparison of average annual salaries in private industry with salary rates for Federal employees under the General Schedule, March 1987 —Continued Occupation and level surveyed by BLS1 Average annual salary in private indu stry1 2 Salary rates for Federal employees under the General Schedule Step6 Grade45 5 1 2 3 4 5 6 7 8 9 10 Computer programmers V ............................ $44,693 Public accountants I V ................................... $33,989 Systems analysts I I I ...................................... $43,592 ☆ U.S. GOVERNMENT PRINTING OFFICE: 1987— I u> GO O Attorneys I V .................................................. Chemists V I ................................................... Chief accountants I I I .................................... Directors of personnel III.............................. Engineers V I.................................................. Systems analysts IV ..................................... $65,944 GS 13 $63,548 $65,564 $65,106 $61,807 $51,537 $44,797 38,727 40,018 41,309 42,600 43,891 45,182 46,473 47,764 49,055 50,346 Attorneys V ................................................... Chemists V II.................................................. Chief accountants I V .................................... Directors of personnel I V ............................. Engineers V II................................................. Systems analysts V ...................................... $80,856 GS 14 $78,605 $83,883 $78,123 $71,475 $61,673 $53,309 45,763 47,288 48,813 50,338 51,863 53,388 54,913 56,438 57,963 59,488 Attorneys VI .................................................. $105,658 GS 15 Engineers VIII................................................ $81,060 Systems analysts V I..................................... $74,632 $63,725 53,830 55,624 57,418 59,212 61,006 62,800 64,594 66,388 68,182 69,976 1 For definitions, see appendix C. 2 Survey findings as summarized in table B-2 of this bulletin. For scope of 1986 and 1987 surveys, see appendix B. 3 General schedule rates in effect in March 1987, 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, 1987. Not limited to Federal employees in occupations surveyed by BLS. 6 Section 5335 of title 5 of the U.S. Code provides for within-grade increases on condition that the employee’s work is of an acceptable level of competence as de fined 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 advancement 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 exceeding the maximum salary rate prescribed in the General Schedule for the grade or level) and a corresponding new salary range may be established for posi tions 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 1987, special higher salary rates were authorized for professional engineers at the entry grades (GS-5 and GS-7), and at GS-9 through GS-12. In addition, special rates were authorized for 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. 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