Salaries of White-Collar Workers

in

Hawaii, Puerto Rico, and Alaska, 

May-June 1963

Professional,

Administrative,

Technical, and

Clerical Occupations

•

Bulletin No. 1392

UNITED STATES DEPARTMENT OF LABOR

W. Willard Wirtz, Secretary

BUREAU OF LABOR STATISTICS

Ewan Clague, Commissioner

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Salaries of White-Collar Workers

in

Hawaii, Puerto Rico, and Alaska, 

May-June 1963

Professional,

Administrative,

Technical, and

Clerical Occupations

and

Scheduled Weekly Hours

Paid Holidays and Paid Vacations

Health, Insurance, and Pension Plans

Cash Bonuses

Bulletin No. 1392

January 1964

UNITED STATES DEPARTMENT OF LABOR

W. WiHard Wirtz, Secretary

BUREAU O F LABOR STATISTICS

Ewon* Clague, Commissioner

For sale by the Superintendent of Documents, U.S. Government Printing Office 

Washington, D.C., 20402 - Price 40 cents

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Preface

The results of the Bureau of Labor Statistics surveys of salaries and

supplementary practices relating to white-collar employees in major labor markets of Hawaii, Puerto Rico, and Alaska are summarized in this bulletin. The

data, obtained by personal visits of Bureau field economists, reflect salaries in

effect in May 1963 in Hawaii and Puerto Rico, and in June 1963 in Alaska,

These surveys were conducted by the Bureau of Labor Statistics upon

request of the Bureau of the Budget and the Civil Service Commission in connection with their Federal salary responsibilities.

In order to provide a basis for comparing rates of pay in each of the

locations mentioned with the national level, the surveys were patterned from the

Bureau? s annual National Survey of Professional, Administrative, Technical,

and Clerical Pay (BLS Bulletin 1387). The full list of 77 occupation work

levels, as defined for the nationwide survey was used in the study in each area.

(See appendix B. ) The specific job functions and responsibilities determining

classification, and the number of work levels selected for study, vary from occupation to occupation. The salary data in this report, therefore, relate to employees meeting the criteria as specified in the survey definitions, and not to all

employees in each field of work.

All data obtained for the occupation work levels studied, unidentified by

establishment, were made available to the Bureau of the Budget and the Civil

Service Commission for administrative use. Data for some of the work levels

which did not meet publication criteria could be used for comparison with Federal

salaries by combining data for work levels studied that were equivalent to a

specific Classification Act grade, as determined by the Commission. Such comparisons, as well as comparisons with salary levels in other areas of mainland

United States or nationwide, are not included in this report.

This bulletin was prepared by Boyd B. 0*Neal, J r., under the supervision of Louis E. Badenhoop, in the Bureau1 s Division of Occupational Pay,

under the general direction of Leonard R. Linsenmayer, Assistant Commissioner

for Wages and Industrial Relations. Field work for the Alaska and Hawaii studies

was directed by John L. Dana, and for the Puerto Rico study by Louis B.

Woytych, the Bureau* s Assistant Regional Directors for Wages and Industrial

Relations, San Francisco and Atlanta regional*officea, respectively.

Hi

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Consents

Page

The Honolulu, Hawaii, survey, May 1963_____________________________________ 1

Supplementary wages benefits______________________________________________ 5

Charts:

1. Average monthly salaries in 3 office occupations, urban areas

in Hawaii and Puerto Rico, May 1963, and Alaska, June 1963 --------- 2

2. Office workers1 paid holiday and vacation time, urban areas in

Hawaii and Puerto Rico, May 1963, and Alaska, June 1963 ________ 2

Tables:

1. Employment and average salaries for selected professional,

administrative, technical, and clerical occupations in

2. Percent distribution of employees in selected professional,

administrative, technical, and clerical occupations by

average monthly salaries_____________________________________________ 7

3. Percent distribution of office workers by scheduled

4. Percent distribution of office workers by number of paid

holidays provided annually____________________________________________ 9

5. Percent distribution of office workers by vacation pay

6. Percent of office workers employed in establishments

providing health, insurance, or pension benefits_____________________ 10

7. Percent distribution of office workers by type of

supplementary cash bonus payments__________________________________ 10

The Mayaguez, Ponce, and San Juan, Puerto Rico, survey, May 1963 _____ 11

Average salaries____________________________________________________________ 11

Supplementary wage benefits____ ___________________________________________ 14

Tables:

8. Employment and average salaries for selected professional,

administrative, technical, and clerical occupations in

private industry________________________________________________________ 15

9. Percent distribution of employees in selected professional,

administrative, technical, and clerical occupations by

average monthly salaries _____________________________________________ 16

10* Percent distribution of office workers by scheduled weekly

11. Percent distribution of office workers by number of paid

holidays provided annually____________________________________________ 18

12. Percent distribution of office workers by vacation pay

13. Percent of office workers employed in establishments

providing health, insurance, or pension benefits _____________________ 20

14. Percent distribution of office workers by type of

supplementary cash bonus payments__________________________________ 20

v

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Contents— Continued

Page

The Anchorage, Fairbanks, Juneau, and Ketchikan,

Alaska, survey, June 1963_____________________________________________________ 21

Average salaries______________________________________________ 21

Hours of work_________________________________________________________________ 22

Supplementary wage benefits-------------------------------------------------------------------------- 23

Tables:

15. Employment and average salaries for selected professional,

administrative, technical, and clerical occupations in

private industry____________________________________________________ -___ 24

16. Percent distribution of employees in selected professional,

administrative, technical, and clerical occupations by

average monthly salaries______________________________________________ 25

17. Percent distribution of office workers by scheduled weekly hours____ 27

18. Percent distribution of office workers by number of paid

holidays provided annually_____________________________________________ 27

19. Percent distribution of office workers by vacation

pay provisions---------------------------------------- 28

20. Percent of office workers employed in establishments

providing health, insurance, or pension benefits______________________ 29

21. Percent distribution of office workers by type of

supplementary cash bonus payments__________________________________ 29

Appendixes:

A. Scope and method of survey__________________________________________ __ 30

B. Occupational definitions_________________________________________________ 33

Digitized 

vi

for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Salaries of While-Collar Workers in Hawaii, 

Puerto Rico, and Alaska, May—June 1963

This bulletin presents, in separate sections, data on salaries and related

supplementary benefits for selected professional, administrative, technical, and

clerical occupations in urban areas of Hawaii, Puerto Rico, and Alaska. Although

77 occupation work levels were studied in each area, the number of levels for

which salary data are presented varies among the areas. For some occupations

and levels, salaries could not be presented because either (l) employment was

too small to provide enough data to permit, publication, or (2) there was a possibility of disclosure of individual establishment data.

For those occupations that could be compared, salary levels in Hawaii

were distinctly below those in Alaska, but well above salary levels in Puerto

Rico. This is illustrated by the three representative clerical occupations shown

in chart 1. The lower salaries in Puerto Rico were offset, at least in part,

by more liberal provisions for paid vacations and paid holidays. (See chart 2.)

The Honolulu, Hawaii, Survey, May 1963

The survey of salaries for selected white-collar occupations which was

conducted in Hawaii in May 1963 relates to the Honolulu Standard Metropolitan

Statistical Area (Honolulu County). In the I960 census this area had a population of about 500,500, which included approximately four-fifths of the population of the State. Among the industries studied, establishments with 50 workers

or more employed approximately 56, 300 workers in the period surveyed. Almost

a fourth of these were employed in manufacturing, chiefly in raw sugar processing, pineapple canning, printing and publishing, and apparel manufacturing. Within

nonmanufacturing, the industries with the highest proportion of the 42, 700 total

employment were transportation, communication, and other public utilities as a

group, and retail trade, each with more than a fifth of these workers. The remaining nonmanufacturing employment was about equally represented in contract

construction, wholesale trade, finance, and service industries. Employment in

white-collar occupations was distributed somewhat differently than total employment. Manufacturing and contract construction industries, for example, accounted

for smaller proportions of the white-collar employment, whereas the finance

industries, with a tenth of the total employment, accounted for approximately a

fourth of the white-collar workers.

Employment and salary data are presented in this bulletin for 32 of the

77 selected professional, administrative, technical, and clerical occupation work

levels as defined for the study. The 32 work levels accounted for 2,718 employees

representing about 15 percent of the estimated total white-collar employment in

the establishments within scope of the study.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
2

Chart 1. Average Monthly Salaries in 3 Office Occupations

Urban Areas in Hawaii and Puerto Rico, May 1963, and Alaska

June 1963

Average Monthly Salaries for Selected Occupations

0________ $100_______ $200_______$300 $400_______ $500_______$600

UNITED STATES DEPARTMENT OF LABOR 

BUREAU Of LA80R STATISTICS

Chart 2. Office Workers’ Paid Holiday and Vacation Time

Urban Areas in Hawaii and Puerto Rico, May 1963, and Alaska

June 1963

Average Annual Number of Days

15

12

9

6

3

0

PAID HOLIDAY TIME

UNITED STATES DEPARTMENT OF LABOR 

BUREAU Of LABOR STATISTICS

Average Number of Weeks

(For workers with 1 year’s service)

PAID VACATION TIME

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
3

Although women accounted for about two-thirds of the employment in the

selected occupations, they were nearly all employed in clerical positions. In addition to accounting for almost all of the professional, administrative, and technical

positions, men accounted for about nine-tenths of the tabulating-machine operators

and also were employed as bookkeeping-machine operators, accounting clerks, and

office boys.

The salaries presented include special differentials paid to employees in

Hawaii by companies with headquarters in mainland States. In four establishments

with headquarters in other States, representing approximately a fifth of all such

establishments studied, the differentials over the mainland salaries paid to eligible employees in the occupations studied ranged from about 10 to 25 percent.

In most instances, these differentials applied to employees transferred to Hawaii

from the mainland, and in 3 of 4 establishments they applied only to employees

in professional, administrative, or technical positions.

Average Salaries

Average (mean) monthly salaries for the 32 occupation work levels presented in table 1 ranged from $241 for file clerks I to $1,221 for engineers VI.

These levels ranged from clerks performing simple filing to engineers with full

technical responsibility for planning and directing engineering projects of major

scope. 1

For the five levels of accountants defined for survey, salary data are

presented for levels II through V. Average monthly salaries ranged from $515

for accountants H, a level above entry positions for inexperienced accounting

graduates, to $921 for accountants V, who are involved with complex technical

and managerial problems of accounting systems. Accountants HI, who represented more than half the accountants in the levels surveyed, averaged $650

a month.

Monthly salaries of engineers ranged from $605 for level I, the professional trainee level usually requiring a B. S. degree, to $1,221 for those in

level VI. Engineers at level VI typically direct a small staff of project engineers and have full technical responsibility for planning and directing a number

of large and important projects or a project of major scope and importance.

Salaries of engineers and chemists could be compared in levels HI and V; engineers averaged $681 and $1,034, respectively, and chemists in the corresponding levels averaged $670 and $1,069. Two-thirds of the engineers were employed

in public utilities and construction industries combined, with about equal proportions in each.

Senior draftsmen, those fully experienced, were paid $537 a month on

the average, whereas for the less experienced or junior draftsmen the average

wa s $382.

Among the 17 clerical occupation work levels represented in the survey,

average monthly salaries ranged from $241 for file clerks I, who performed

routine filing, to $513 for tabulating-machine operators HI, who operate a variety

of machines and perform the wiring for long and complex tabulating assignments.

Monthly average salaries between $300 and $400 were recorded for nine of the

work levels. Accounting clerks and stenographers accounted for approximately

half the clerical workers in the jobs studied. These occupations were well distributed among various industry divisions within scope of the survey, compared

Classification of employees in the occupations and work levels surveyed was based on factors detailed in the 

definitions in appendix B.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
4

to others that were more concentrated in certain industries. About half the

keypunch and tabulating-machine operators, for example, were employed in

finance industries.

Percent distributions of employees by monthly salaries are shown in

table 2. Within nearly all occupation work levels, salaries of the highest paid

employees were at least one and one-half times the salaries of the lowest paid

employees in the same work level. These distributions also show marked overlapping of salaries between work levels of the same occupation and between occupations with substantially different salary levels. The ranges in salaries paid

individuals in the same job category reflect salary differences among establishments as well as within establishments. Salary differences for the same job

category in an establishment may be accounted for by differences in ability,

experience, or performance, as determined informally on an individual basis or

as provided for under formal plans with established salary ranges for each

grade level.

Hours of Work

The length of the workweek on which the regular straight-time salary

was based was obtained for employees in the occupations studied. As shown

in the following tabulation, the average weekly hours varied somewhat among

occupations and levels.

Average

weekly

hours Occupation and level

38.0 ------------------------------------------------- Accountants V; chemists V; clerks, file III;

stenographers, senior.

38. 5------------------------------------------------- Clerks, file I and II; keypunch operators II;

stenographers, general.

39.0 ----------------------------------------- Accountants III and IV; chief accountants II;

chemists HI; engineers IV; clerks, accounting II; tabulating-machine operators HI; 

typists I and II.

39. 5------------------------------------------------- Accountants II; engineers II, V, and VI;

bookkeeping-machine operators I; clerks, 

accounting I; keypunch operators I; office 

boys or girls; switchboard operators; tabulating-machine operators II.

40,0---------------------------------------------— Engineers I and III; draftsmen, junior and

senior; bookkeeping-machine operators II.

These differences in average weekly hours reflect variations in the distribution of employees among industries in which salaries are based on workweeks of fewer than 40 hours.

The number of hours per week which a majority of the full-time nonsupervisory office workers were scheduled to work was obtained (table 3). The

scheduled workweek for office workers was 40 hours in establishments employing

nearly four-fifths of these workers. A majority of the office workers on shorter

workweeks were on 35-hour schedules. More than half the office workers on such

schedules were employed in finance industries.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
5

Supplementary Wage Benefits

Information presented on selected supplementary wage benefits relates

to provisions applying to nonsupervisory office workers, although others in higher

level positions may receive the same benefits. Each provision was tabulated as

applying to all nonsupervisory office workers in an establishment if a majority

were eligible or could eventually meet the eligibility requirements.

Paid holidays were provided to nearly all office workers. Although the

number of paid holidays given annually varied widely, a majority of these workers

received 9 days or more (table 4). A fourth of the office workers received 11 or

12 paid holidays, most of whom were employed in banks.

Paid vacations after qualifying periods of service were given to office

workers in establishments employing 97 percent of these workers. The service

requirements were usually 1 year for 2 weeks with pay, and 5 years or less

for 3 weeks, in establishments employing a majority of the office workers (table 5).

Four weeks with pay were given, usually after 20 years of service, in establishments employing more than two-fifths of the office workers. With a few exceptions,

these workers were in banks, insurance companies, and public utilities.

Health, insurance, and pension benefits applying to office workers, presented in table 6, are provided under plans to which the employers paid at least

part of the cost. Life, hospitalization, surgical and medical insurance coverage

was available to more than nine-tenths of the office workers. Nearly the same

proportion of these workers were covered by sick benefit plans, most of which

provided for sick leave at full pay without a waiting period.

Pension plans, providing regular payments for life after retirement (in

addition to legally required coverage), applied in establishments employing nearly

three-fourths of the office workers.

Nonproduction bonus plans providing for cash payments to all or a majority of the office workers were in effect in establishments with two-fifths of

these workers (table 7). Bonuses paid under profit-sharing plans were more

prevalent than Christmas or year end bonuses.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
6

Table 1 Employment and Average Salaries for Selected Professional, Administrative, Technical,

and Clerical Occupations in Private Industry,1 Honolulu, Hawaii, May 1963

Occupation and class 

(See definitions in appendix B)

Number

of

employees

Monthly sala ries1 2 Annual sala ries2

Mean Median 3

Middle range4

Mean M edian3

Middle range4

F irst

quartile

Third

quartile

F irst

quartile

Third

quartile

Accountants

Accountants II --------------------------------- 24 $515 $505 $489 $524 $6, 180 $6,060 $5,868 $6,288

Accountants HI --------------------------------- 64 650 645 593 709 7,800 7,740 7, 116 8,508

Accountants IV --------------------------------- 30 797 831 748 866 9,564 9,972 8,976 10,392

Accountants V _____________________ 7 921 938 11,052 11,256

Chief accountants II_________________ 31 823 814 766 839 9,876 9,768 9,192 10,068

Chemists and Engineers

Chemists I H _________________________ 13 670 688 8,040 8,256

Chemists V ------------------------------------------ 6 1,069 994 12,828 11,928

Engineers I — -------- 31 605 617 517 708 7,260 7,404 6,204 8,496

Engineers II ______—r----------------------- 34 677 621 603 • 802 8, 124 7,452 7,236 9,624

Engineers H I-. _____ _____ 103 681 700 623 731 8, 172 8,400 7,476 8,772

Engineers IV - — — — — 65 829 831 771 904 9,948 9,972 9,252 10,848

Engineers V Tr-,---r—r. — ir- r— 80 1,034 1,035 948 1,086 12, 408 12,420 11,376 13,032

Engineers VI _ — ---------------------- 21 1, 221 1,228 1, 192 1,313 14,652 14,736 14, 304 15,756

Draftsmen

Draftsmen, ju n ior------------------------------- 43 382 378 329 425 4, 584 4,536 3,948 5, 100

Draftsmen, s e n io r ___________________ 65 537 538 472 614 6,444 6,456 5, 664 7, 368

C lerical

Bookkeeping-machine operators I ___ 132 299 292 270 331 3,588 3,504 3,240 3,972

Bookkeeping-machine operators II — 72 360 356 310 395 4, 320 4, 272 3,720 4,740

Clerks, accounting I ------------------------ - 356 311 310 274 356 3,732 3,720 3, 288 4, 272

C lerks, accounting II----------------------— 237 435 426 391 493 5,220 5, 112 4,692 5,916

C lerks, file I _________________ _______ 72 241 242 231 258 2,892 2,904 2,772 3,096

C lerks, file H ________________________ 29 275 263 246 284 3,300 3, 156 2, 952 3*, 408

C lerks, file H I_______________________ 4 399 4,788

Keypunch operators I ---------------------— 122 305 297 275 334 3, 660 3,564 3, 300 4,008

Keypunch operators II---------------------— 50 364 350 330 393 4, 368 4, 200 3,960 4,716

Office boys or girls — — ------------------- 102 255 247 218 299 3,060 2, 964 2,616 3, 588

Stenographers, general -------------- —— 197 330 331 292 367 3,960 3, 972 3,504 4, 404

Stenographers, s e n io r --------- ------------- 210 384 394 348 427 4,608 4,728 4, 176 5, 124

Switchboard o p e ra to rs ----------------------- 130 316 309 279 338 3,792 3,708 3,348 4,056

Tabulating-machine operators II------- 87 426 430 391 469 5, 112 5, 160 4,692 5,628

Tabulating-machine operators IH____ 20 513 518 485 567 6, 156 6,216 5,820 6,804

Typists I _________________ „-------- .____ 194 264 267 236 293 3, 168 3,204 2,832 3,516

Typists II ------------- — --- ------—— 87 348 330 300 400 4, 176 3, 960 3,600 4, 800

1 F or scope of study, see table in appendix A.

2 Salaries reported relate to the standard salaries that were paid for standard work schedules, i. e . , to the straight-tim e 

salary corresponding to the employee* s norm al work schedule excluding overtim e hours.

3 Medians are omitted for occupations that had fewer than 5 em ployees.

4 The middle range (interquartile) used here is the central part of the array excluding the upper and lower fourths of 

the employee distribution. Middle ranges are omitted for occupations that had few er than 15 em ployees.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Table 2. Percent Distribution of Employees in Selected Professional, Administrative, Technical,

and Clerical Occupations1 by Average Monthly Salaries, Honolulu, Hawaii, May 1963

Average monthly salaries

Accountants

" tHhZet"'

accountants

Chemists Engineers

H HI IV V H III V I H m IV V VI

$425 and under $450 — ^ -----

_ _ _ _ _

$450 and under $475 - - - - - - - - - - - - - -

$475 and under $500 ------------ 45.8 - - - - “ - 6.5 -• - - - -

$ 500 and under $ 525 _______ 33. 3 6. 3 _ _ _ _ _ 29.0 _ _ _ _

$ 525 and under $ 550 _______ - 3.1 - - - - - - 2.9 - - - -

$550 and under $575 ---- ,------- 4 .2 9 .4 - _ - 15.4 - 9.7 11. 8 - - - -

$575 and under $ 6 0 0 ________ 4 .2 9 .4 - - - - " - 8.8 5.8 - -

$600 and under $625 ________ 12.5 _ _ _ 7.7 _ 9.7 20.6 21.4 _ _

$625 and under $650 r_ _ 4 .2 12.5 3.3 - - 15.4 - - 8.8 13.6 - - -

$650 and under $675 ------------ 4 .2 12.5 - - 6 .5 7.7 - 6.5 - 5 .8 - - -

$675 and under $700 - 7.8 3. 3 - - 15.4 - 12.9 5.9 3.9 4.6 - “

$700 and under $725 _ 7.8 10. 0 _ 3.2 _ 9.7 8.8 21.4 7.7 _ _

$725 and under $750 ------ 4 .2 1.6 10.0 - - 38.5 - 16.1 2.9 15.5 1.5 - -

$750 and under $775 ------------ _ 4.7 13.3 _ 25.8 - - - - 4 .9 13.8 - -

$775 and under $800 -

1.6 3.3 - - - - - 5.9 - 6.2 -

$ 800 and under $ 825 _ 1.6 6 .7 14.3 29.0 _ _ _ 11.8 4 .9 15.4 _ _

$825 and under $850 . 7.8 6 .7 14. 3 22.6 . - - 2.9 1.0 6.2 - -

$850 and under $875 ------------ - - 33.3 - - - - - 5.9 1.0 15.4 3.8 -

$875 and under $900 ________ - 1.6 3. 3 14. 3 - - 16.7 - - - 3. 1 1. 3 -

$900 and under $925 ------------ _ 6 .7 _ 3.2 _ _ _ 2 .9 1.0 13.8 10. 0 _

$025 and under $050 ----- - - - 28.6 - - - - - - - 11. 3 4 .8

$050 and under $075 - - - - - - 16.7 - - - 3. 1 5 .0 4 .8

$975 and under $ 1, 0 0 0 _____ - - - - - - 33. 3 - - “ 6.2 - -

$ 1, 000 and under $1,050 ___

_ 14. 3 _ _ _ _ 3. 1 27.5 4 .8

$ 1, 050 and under $ 1,100 _ _ _ _ - _ _ - - - _ - - 23.8 _

$ 1,100 and under $ 1,150 _ _ _ - - 14. 3 6.5 - - - - _ - 5 .0 _

$ 1,150 and under $ 1, 200 ^— _ - - - _ - - . _ _ _ 2.5 14. 3

$ 1, 200 and under $ 1, 250 .. .. - - - - 3.2 - - - - - - 6. 3 42.9

$ 1,250 and under $ 1, 3 0 0 ---- _ _ _ _ _ 16.7 _ _ _ 2.5 4 .8

$ 1, 300 and under $ 1, 350 .. .. _ _ - - - - 16.7 - - - - 1. 3 9.5

$ 1, 350 and o v e r _____________ - - - . - - - - - - - - 14.4

Total 100.0 100.0 100.0 100.0 100.0 100. 0 100. 0 100.0 100. 0 100.0 100.0 100.0 100.0

Number of em p loy ees _______

Average monthly s a la r ie s ___

24

$515

64

$650

30

$797

7

$921

31

$823

13

$670

6

$1,069

31

$605

34

$677

103

$681

65

$829

80

$1,034

21

$1,221

See footnotes at end of table.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
8

Table 2. Percent Distribution of Employees in Selected Professional, Administrative, Technical,

and Clerical Occupations1 by Average Monthly Salaries, Honolulu, Hawaii, May 1963—Continued

Bookkeeping - 

machine 

Average monthly salaries operators

D raftsmen,

junior

D raftsmen,

senior II

Clerks,

accounting Clerks, file

III

Keypunch

operators

$200 and under $ 225- 

$225 and under $250— 

$250 and under $275— 

$275 and under $30 0 -

$300 and tinder $32 5 - 

$325 and under $35 0 - 

$350 and tinder $375— 

$375 and under $400—

$400 and under $ 425- 

$425 and tinder $450— 

$450 and tinder $47 5 - 

$475 and tinder $ 500-

$500 and tinder $52 5 - 

$525 and under $550— 

$550 and tinder $575— 

$575 and under $600—

$600 and tinder $625— 

$625 and tinder $ 650- 

$650 and tinder $675- 

$675 and tinder $ 700-

Total—

Number of em ployees--------

Average monthly salaries -

4. 7

18.6 

14.0 

11.6 

23. 3

4. 7 

18.6 

2. 3 

2.3

1. 5 

1. 5

3.1 

4. 6

16.9

16.9

4.6 

3. 1

7.7 

3. 1

23. 1

12. 3 

1. 5

1. 5 

8. 3 

18.9 

31.8

11. 4 

14. 4 

5. 3 

1. 5

6.1

.8

4. 2 

12. 5

20.8 

11. 1

8 .3 

23.6

1.4 

8. 3

1.4

1.4

6.9

5. 3 

7. 0 

13. 5 

16. 3

20. 2

10. 4 

10. 1 

7.9

6.7 

2. 0

.6

12.5

55.6 

26.4

5.6

31. 0 

41.4 

13.8

2. 1

7.6

9.3

9.3

21.5 

7. 2 

10. 5 

11.0

7.6 8.0

5.1

.8

25. 0

25.0 

50. 0

0.86.6

18.0

27.9

18.9

9.8 

4. 1

4.9

4.1

4.9

2. 0

12. 0

34. 0 

8. 0 

28. 0

8. 0 

4. 0 

4. 0

100.0 100 .0 100. 0 100.0 100. 0

43 $382 65

$537

132

$299

72

$360

356

$311

Office

boys

or

girls

Stenographers,

general

Stenographers.

senior

$200 and under $225- 

$225 and under $250- 

$250 and under $275- 

$275 and under $300-

$300 and under $325- 

$325 and under $350- 

$350 and under $375- 

$375 and under $400-

34. 3 

18. 6

7.8 

15.7

12. 7

8.8 2.0

$400 and under $425- 

$425 and under $450- 

$450 and under $475- 

$475 and under $500-

$500 and under $525- 

$525 and under $550- 

$550 and under $575- 

$575 and under $600-

$600 and under $625- 

$625 and under $650- 

$650 and under $675- 

$675 and under $700-

0 . 5

13.7

15.7

15. 2

20.8 

13. 7 

10. 7

6. 1

. 5 1.0

1. 5

Total-------------------------

Number of em ployees--------

Average monthly salaries -

100.0 100. 0

102

$255

197

$330

100.0 100. 0 100. 0

237

$435

72

$241

29

$275

100.0

4

$399

100.0

122

$305

100. 0

50

$364

Switchboard

operators

Tabulating - 

machine 

operators

Typists

II

1.4

7. 1 

17.6 

16. 2 

10. 5

21. 0 

21.9 

2.9 

. 5

1. 0

5.4 

16.9 

16. 2

33. 8 6.2

8.5

3.8

.8

6.9

1.1

2. 3 

10. 3 

5.7 

9.2

17. 2 

21.8 

10. 3 

8. 0

1. 1

12.6

100.0 100. 0

210

$384

130

$316

87

$426

HI

15. 5 

21. 1 

20. 1 

26. 3

6. 7 

6. 7 

2. 6

1. 0

20. 0

15.0

25.0

5.0

20. 0

5.0

10. 0

100. 0 100.0

20

6513

194

$264

5. 7 

10. 3

23. 0 

17. 2 

10. 3

3 .4

16.1

10. 3

3.4

100.0

87

$348

1 F or scope of study, see table in appendix A.

NOTE: Because of rounding, sums of individual items may not equal 100.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
9

Table 3. Percent Distribution of Office 

Workers by Scheduled Weekly Hours, 

Honolulu, Hawaii, 1 May 1963

Table 5. Percent Distribution of Office 

W orkers by Vacation Pay Provisions, 

Honolulu, Hawaii, 1 May 1963

Weekly hours Percent

A ll office workers - ----------------------- 100

35 _________________________________________

Over 35 and under 37V2 ________________

37Vz -------------------------------------------------------

Dvpr 38 and under 40 _ _ _______

13

1

2

5

(1 2)

78

Oyer 40 n,., (2)

1 For scope of study, see table in appendix A.

2 Less than 0.5 percent.

NOTE: Because of rounding, sums of individual

items may not equal 100.

Table 4. Percent Distribution of Office W orkers by 

Number of Paid Holidays Provided Annually, 

Honolulu, Hawaii, 1 May 1963

Item Percent

A ll office workers ___________________ 100

Workers in establishments providing

paid holidays —------------------------------------- 99

W orkers in establishments providing

no paid h olid a ys_____________ —---------- (2)

Number of days

3 h o lid a y s .______________________________ (2)

5 h o lid a y s ._____________________________— (2)

6 h o lid a y s ._____________________________— <2)

6 holidays plus 1 half day ______ (?)

6 holidays plus 2 half d a y s .----------------- (2)

7 h o lid a y s .______________________________ 12

7 holidays plus 1 half day ------------------__ 2

7 holidays plus 2 half days ___________ (2)

8 holidays ___________________________ 22

8 holidays plus 1 half day ------------------ 2

8 holidays plus 2 half days -------------- — 7

9 h o lid a y s .______________________________ 12

9 holidays plus 1 half day _ ___________ 3

10 holidays ---------------------------------- 9

10 holidays plus 2 half days ---------------- (2)

11 holidays ____________________________ _ 14

12 holidays ------------------- -------- — . 12

Total holiday tim e3

17 8a y« 12

11 or m ore days _______________________ 27

10 or m ore d a y s ------------------------------------ 36

9V2 or m ore days------- ----------------------- 39

9 or m ore days ------------------------------- 58

8V2 or m ore days----------------------------------- 61

8 or m ore d a y s -.------------- ------------------- 82

7V2 or m ore days-------------------------------- -- 84

7 or m ore d a y s .------------------------------------- 97

6V2 or m ore d a y s ..---------------- ------- 97

6 or m ore days______________________ 99

5 or m ore d a y s .------------------------------ ------ 99

3 or m ore days ----------------------------------- 99

1 F or scope of study, see table in appendix A.

2 Less than 0.5 percent.

3 A ll combinations of full and half days that 

add to the same amount are combined; for example, the 

proportion of workers receiving a total of 7 days includes 

those with 7 full days and no half days, 6 full days and 

2 half days, 5 full days and 4 half days, and so on. P ro ­

portions were then cumulated.

Vacation policy Percent

A ll office w o r k e rs _____________________ 100

Method of payment 

W orkers in establishments

providing paid vacations ------------ 97

Length-of-tim e payment ________ _ 97

W orkers in establishments

providing no paid vacations ________ 3

Amount of vacation pay2 

After 6 months of service:

1 week ______ ______________________ _ 3

2 weeks ----------------------------------------------- 1

After 1 year of service:

1 w eek ___________ _______ _ _______ 14

2 w e e k s _________________ ___________ 67

3 weeks ----------------------------------------------- 19

After 2 years of service:

1 week ______________________ _—, . 1

2 weeks __________ .. __ —_____ _____ 79

3 weeks ----------------------------------------------- 19

After 3 years of service:

1 w eek . . ___ _ ___ _____ 1

2 weeks __,r--^r.— „_______________ 62

3 weeks ----------------------------------------------- 37

After 4 years of service:

1 week __________________ ______.. ...—- 1

2 weeks ______________________________ 62

3 weeks ______________________________ 37

After 5 years of service:

1 week ______________________________ 1

2 weeks -_____________ _______________ _ 43

Over 2 and under 3 weeks ----------- (3)

3 weeks ----------------------------------------------- 56

After 10 years of service:

1 UfPplf ,, ...... 1

2 weeks ___________ _________________ 24

3 weeks ----------------------------------------------- 75

After 12 years of service:

1 week ______________________________ 1

2 weeks —________ -_____________ — _ 24

3 weeks ----------------------------------------------- 75

After 15 years of service:

1 wftftlr ... _ . .. . . __ 1

2 weeks -________________ ____________ - 14

3 weeks ------- ------------------------------------- 84

4 weeks -____________________________ 1

Over 4 weeks ________________________ (3)

After 20 years of service:

1 week -______________ _____________ — 1

2 weeks _____________________________ 13

3 weeks _________________ ____________ 49

4 week* . ... 34

Over 4 weeks ________________________ 3

After 25 years of service:

1 week -------------- --------------------------- 1

2 weeks 13

3 weeks ______________________________ 41

4 weeks _____________________________ 42

Over 4 weeks ________________________ 3

1 F or scope o f study, see table in appendix A.

2 Periods of service were arbitrarily chosen and do 

not necessarily reflect the individual provisions for p ro ­

gressions. F or example, the changes in proportions indicated at 10 years1 service include changes in provisions 

occurring between 5 and 10 years. Estimates are cumulative. Thus, the proportion receiving 3 weeks* pay or 

m ore after 5 years includes those who receive 3 weeks* 

pay or m ore after few er years of service.

3 Less than 0. 5 percent.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
10

Table 6. Percent of Office W orkers Employed in Establishments Providing Health, Insurance, or Pension 

B en efits,1 Honolulu, Hawaii, 2 May 1963

Type of benefit Percent

A ll office workers ,----------- --- 100

W orkers in establishments providing:

Life insurance^.------------------------ ------ 93

Accidental death and dism em berment insurance ------------ ------- 63

Sickness and accident insurance

or sick leave or both1 23 __________ 90

Sickness and accident

insurance -------------- — ------- 5

Sick leave (full pay and no

waiting period) — ---------------------- 88

Sick leave (partial pay or

waiting p e rio d )________________ 2

Hospitalization insurance--------------- 95

Surgical in su ran ce--------------------------- 95

M edical insurance --------------------------- 95

Catastrophe in surance--------------------- 82

Retirement pension p la n ----------------- 74

No health, insurance, or

pension plan_______________________ (4)

Table 7. Percent Distribution of O ffice W orkers by 

Type of Supplementary Cash Bonus Paym ents,1 

Honolulu, Hawaii, 2 May 1963

Cash bonus plan Percent

A ll office workers ---------------------------- - 100

Workers in establishments paying

supplementary cash bonuses ______ 40

Christmas or yearen d___________ - 17

Profit sh arin g_____________________ _

Workers in establishments paying

23

no supplementary cash bonuses _____ 60

1 Supplementary nonproduction bonuses paid in cash 

to a m ajority of the office w orkers.

2 F or scope of study, see table in appendix A.

1 Includes those plans for which at least part of the 

cost is borne by the em ployer, excepting only legal 

requirements such as workmen’ s compensation, social 

security, and railroad retirem ent.

2 For scope of study, see table in appendix A.

3 Unduplicated total of workers receiving sick leave 

or sickness and accident insurance shown separately below. 

Sick leave plans are limited to those which definitely 

establish at least the minimum number of days* pay that 

can be expected by each em ployee. Informal sick leave 

allowances determined on an individual basis are excluded.

4 Less than 0.5 percent.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
The Mayaguez, Ponce, and San Juan, Puerto Rico, Survey, May 1963

The survey of salaries for selected white-collar occupations, conducted

in Puerto Rico in May 1963, relates to the Mayaguez, Ponce, and San Juan

metropolitan areas (municipalities of Mayaguez, Ponce, San Juan, Catano, Bayamdn,

and Guaynabo). These areas had a combined population of approximately 818,000

in the I960 census, and included almost 35 percent of the population of the

Commonwealth. Among the industries surveyed, approximately 81,700 workers

were employed in establishments with 50 workers or more during the period

studied. Approximately two-fifths of the total were employed in manufacturing.

The principal industries, in terms of employment, were apparel; food and related

products; electrical machinery and equipment; furniture and fixtures; and cement,

concrete, and glass products. Within nonmanufacturing, the industries with the

highest proportions of the 48,900 total employment were contract construction

(30 percent) and transportation, communication, and other public utilities (24 percent). The remaining employment in nonmanufacturing was divided among wholesale trade, retail trade, and finance industries, with approximately 13 percent in

each, and service industries with about 8 percent. Manufacturing and contract

construction industries accounted for smaller proportions of the employment in

white-collar occupations than were indicated for total employment. In contrast,

the finance industries, with less than a tenth of the total employment, accounted

for a fourth of all white-collar employees.

Employment and salary data could be presented for 27 of the 77 selected

professional, administrative, technical, and clerical occupation work levels as defined for the study. The 27 work levels include a total of 2,801 employees, or

approximately 18 percent of the estimated white-collar employment in establishments within scope of the study. San Juan, with four-fifths of the total employment in the areas surveyed, accounted for almost nine-tenths of the employees

in the selected occupations.

Women, who represented slightly more than half the employment in the

occupations studied, were nearly all employed in clerical positions. Among the

15 clerical levels, women represented more than four-fifths of the employment

in 8 levels and a majority in 2 levels. In addition to constituting almost all of

the professional, administrative, and technical occupations, men represented a

third of the employment in the clerical levels. The five levels in which men represented a majority were bookkeeping-machine operators II, accounting clerks II,

office boys or girls, and tabulating-machine operators I and II.

Although the study provided for inclusion of data on salary differentials

paid to employees in Puerto Rico by companies with headquarters in mainland

United States, none of the employees in the selected occupations were paid such

differentials by companies represented in the study.

Average Salaries

Average (mean) monthly salaries for the 27 occupation work levels presented in table 8 ranged from $211 for office boys or girls and switchboard

operators, to $1,208 for engineers VII, a level defined to include engineers responsible for an engineering program consisting of many large and important

projects.

11

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
12

Of the five levels of accountants defined for the survey, salary data could

be presented for levels II through IV. Average monthly salaries ranged from

$361 for accountants II, a level above entry positions for inexperienced college

graduates, to $532 for accountants IV who generally work with considerable

independence and are fully competent in solving a variety of difficult accounting

problems.

Salary data for engineers, the largest group of professional employees

studied, are presented in six levels, engineers II through VII. Level II represents engineers who have completed their initial on-the-job training and are

performing engineering tasks requiring application of standard procedures. The

highest level presented, engineers VII, typically plans and directs engineering

programs consisting of many large and important projects. Average monthly

salaries ranged from $469 for engineers II to $1,208 for engineers VII. Almost

half of the engineers were classified as engineers IV; their monthly salaries averaged $705. In the combined six engineering levels studied, the construction

indust riels accounted for half the employment.

Among the 15 clerical work levels presented, average monthly salaries

ranged from $211 for office boys or girls and switchboard operators, to $298

for bookkeeping-machine operators II. Average monthly salaries were below $250

for 11 of the occupation work levels. The remaining four levels, senior stenographers, accounting clerks II, tabulating-machine operators II, and bookkeepingmachine operators II, had average monthly salaries between $279 and $298.

The large at groups of employees in the selected clerical occupations were accounting clerks and typists, each representing more than a fifth of the clerical

workers„ For most of the clerical occupations, the finance industries accounted

for a higher proportion of the employment than any of the other industry divisions

represented in the study.

For a limited number of clerical occupations, it was possible to make

comparisons between average salaries in the San Juan area with those in the

Mayaguez and Ponce areas. As indicated earlier, almost nine-tenths of all employees in the occupations studied were located in the San Juan area. In the following tabulation, average monthly salaries are shown for the five clerical levels

with at least 15 employees in the Mayaguez and Ponce areas combined.

Occupation and level

Mayaguez 

and Ponce San Juan

Bookkeeping-machine operators I ------------------ ---------- $219 $244

Clerks, accounting I -------------------------------------- 245

Clerks, accounting II-------------------------------------- 285

Stenographers, general------------------------------------............. 233 251

Typists I --------------------------------------------------------- 218

Among these clerical levels, average salaries were from 6 to 21 percent higher in the San Juan area than in the other areas combined. It was not

possible, in this comparison, to take into account such factors as differences

in the industrial composition and the relative size of establishments in these

areas, which may influence salary levels.

The percent distribution of employees by monthly salary is presented

in table 9 for each of the 27 occupation levels. Within most of the levels,

rates of pay for the higher salaried employees were at least one and one-half

times the salaries received by the lowest paid employees in the same level.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
13

It is readily apparent that a substantial degree of salary overlapping

occurs between work levels of the same occupation. Overlapping also occurs

between distinct occupations for which average salaries differ substantially.

To illustrate, accountants II averaged $3,61 a month with 10.9 percent receiving

salaries of less than $325; although senior stenographers averaged $279 ($82

less), 7.6 percent were paid $325 or more. The ranges in salaries paid individuals in the same job category reflect salary differences among establishments as well as within establishments. Salary differences for the same job

category in an establishment may be ♦ accounted for by differences in ability,

experience, or performance, as determined informally on an individual basis

or as provided for under formal salary plans with established salary ranges

for each grade level.

Hours of Work

The length of the workweek, on which the straight-time salary was based,

was obtained for each employee in the 27 occupation levels for which data are

presented. These levels were distributed by average weekly hours (rounded to

the nearest half hour) as follows:

Average

weekly

hours Occupation and level

38.0 ----------------------------------------------- Keypunch operators I.

38.5..........- ............................................... Clerks, file I and II.

39.0 ------------------------ ------------------------ Stenographers, general and senior; typists I.

39. 5------------------------------------------------- Accountants II; chief accountants II; clerks,

accounting II; office boys or girls; switchboard operators; tabulating-machine 

operators I and II.

40.0----------------------------------------------- - Chemists IV; engineers II, IV, V, and VI;

draftsmen, senior; bookkeeping-machine 

operators I and II; clerks, accounting I; 

typists II.

40. 5----------------------------------------------- - Accountants III and IV; engineers III.

41.0------------------------------------------------- Engineers VII.

The differences in average workweeks among levels of work reflect

variations in the distribution of employees among industries in which salaries

are based on workweeks of other than 40 hours.

Data on the number of hours per week which a majority of the full-time

nonsupervisory office workers were scheduled to work was also obtained. The

scheduled workweek was 40 hours in establishments employing 65 percent of these

workers, between 40l/z and 50 hours for 8 percent, and between 3Zl/z and 39 hours

for 27 percent (table 10). Of the office workers scheduled to work less than

40 hours, most had workweeks of either 35 or 37V2 hours. The majority of

these workers were employed in banks and insurance companies.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
14

Supplementary Wage Benefits

Information presented on selected supplementary wage benefits relates to

provisions applying to nonsupervisory office workers, although others in higher

level positions may receive the same benefits. Each provision was tabulated as

applying to all office workers in an establishment if a majority were eligible or

could eventually meet the eligibility requirements.

Paid holidays were provided to almost all office workers (table 11). The

most common provisions were for either 18 full holidays, or a combination of

18 full and half holidays. For example, 27 percent of the office workers received 18 full days, 17 percent received 8 full plus 10 half days, 13 percent

received 7 full plus 11 half days, and 6 percent received 9 full plus 9 half days.

Most of the office workers receiving 18 full days with pay were employed in

banks and water transportation companies.

Paid vacations after qualifying periods of service were given to office

employees in almost all establishments (table 12). After 1 year of service, at

least 3 weeks with pay were given in establishments employing half of the office

workers. After 15 years of service, establishments employing one-fifth of the

office workers provided 4 weeks or more with pay; these workers were largely

employed in banks and in insurance and transportation companies.

Health, insurance, and pension benefits applying to office workers,

(table 13), relate to plans in which the employer paid at least part of the

cost. Life, hospitalization, surgical, and medical insurance coverage was available to at least four-fifths of the office workers. Approximately seven-tenths of

the office workers were eligible to receive sick benefits in the form of either

paid sick leave or sickness and accident insurance, with sick leave in the form

of full pay without a waiting period being the most common.

Pension plans, providing regular payments for the remainder of the

worker* s life on retirement (in addition to legally required coverage), were provided in establishments employing 35 percent of the office workers. A majority

of the workers covered by these plans were employed in banks.

Nonproduction bonuses, usually paid at Christmas or year end, were given

by establishments in which three-fourths of the office workers were employed

(table 14).

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
15

Table 8. Employment and Average Salaries for Selected Professional, Administrative, Technical, and Clerical

Occupations in Private Industry,1 Mayaguez, Ponce, and San Juan, Puerto Rico, May 1963

Occupation and class 

(See definitions in appendix B)

Monthly sala ries1 2 Annual sala ries2

of

employees Mean Median 3

Middle range4

Mean Median 3

Middle range 4

F irst

quartile

Third

quartile

F irst

quartile

Third

quartile

Accountants

Accountants II 55 $361 $349 $334 $409 $4, 332 $4, 188 $4,008 $4, 908

Accountants III —------------ ---------------------- 96 454 451 420 496 5,448 5,412 5,040 5,952

Accountants I V ------------- ----------------------- 74 532 520 486 612 6, 384 6,240 5,832 7, 344

Chief Accountants II — 19 728 736 708 763 8,736 8,832 8,496 9, 156

Chemists and Engineers

Chemists IV — — 13 667 575 8,004 6,900

Engineers I I _____ ____________________ 28 469 468 453 491 5,628 5,616 5,436 5,892

Engine e r s III----------------------------------------- 70 593 595 548 659 7, 116 7,140 6,576 7,908

Engineers IV — — 141 705 694 623 768 8,460 8,328 7,476 9,216

Engineers V . ------- 44 800 788 717 888 9,600 9,456 8,604 10,656

Engineers V I __________________________ 10 978 988 11,736 11,856

Engineers VII ______ — — —------------------ 4 1,208 14, 496

Draftsmen

Draftsmen, senior . . . 32 349 347 330 380 4, 188 4, 164 3,960 4,560

C lerical

Bookkeeping-machine operators I ____ 284 239 237 223 250 2,868 2,844 2,676 3,000

Bookkeeping-machine operators I I ___ 68 298 291 262 354 3,576 3,492 3, 144 4, 248

C lerks, accounting I -------------------------- 250 243 233 211 274 2, 916 2,796 2,532 3, 288

C lerks, accounting II — - 283 287 291 • 262 315 3,444 3,492 3, 144 3,780

C lerks, file I --------------------------------------- 50 214 214 202 226 2,568 2,568 2,424 2,712

C lerks, file I I _________________________ 65 232 231 215 247 2,784 2,772 2,580 2,964

Keypunch operators I ---- — 116 221 219 209 234 2,652 2,628 2,508 2,808

Office boys or g i r l s ______ ___________ 130 211 221 205 238 2, 532 2,652 2,460 2,856

Stenographers, general 280 249 248 224 271 2,988 2,976 2,688 3, 252

Stenographers, s e n io r ------------------------ 66 279 287 259 307 3, 348 3,444 3, 108 3,684

Switchboard o p e ra to rs ------------------------ 93 211 213 201 224 2,532 2,556 2,412 2,688

Tabulating-machine operators I --------- 26 229 233 209 262 2,748 2,796 2,508 3, 144

Tabulating-machine operators II_____ 43 289 302 280 315 3, 468 3,624 3, 360 3,780

Typists I ______________________________ 360 215 218 206 236 2,580 2,616 2,472 2,832

Typists II - — - ----------- 101 244 242 220 269 2,928 2,904 2,640 3,228

1 F or scope of study, see table in appendix A.

2 Salaries reported relate to the standard salaries that were paid for standard work schedules, i. e . , to the straight-tim e 

salary corresponding to the employee* s norm al work schedule excluding overtim e hours.

3 Medians are omitted for occupations that had fewer than 5 em ployees.

4 The middle range (interquartile) used here is the central part of the array excluding the upper and lower fourths of 

the em ployee distribution. Middle ranges are omitted for occupations that had fewer than 15 em ployees.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
16

Table 9. Percent Distribution of Employees in Selected Professional, Administrative, Technical, and Clerical

Occupations1 by Average Monthly Salaries, Mayag&ez, Ponce, and San Juan, Puerto Rico, May 1963

Average monthly salaries

Accountants

' - T E S T '

account.

ants

Chemists Engineers

II III IV II IV II m IV V VI VII

$250 and under $275------------

_ . . .

$275 and tinder $300------------ - - - - - - - - - - -

$300 and under $325------------ 10.9 3.1 _ _ _ _ _ _ _ _ _

$325 and under $350------------ 41.8 2. 1 - - - - - . - . _

$350 and under $375------------ 3.6 1.0 - - - - - - - - -

$375 and under $400------------ 14. 5 7. 3 1.4 - - - - 0 .7 - - -

$400 and under $425------------ 14.5 14.6 2.7 _ 3.6 _ _ _ _

$425 and under $450------------ 1.8 21.9 6.8 - - 17.9 - .7 - _ _

$450 and under $475------------ 10.9 12.5 10.8 - 30. 8 42. 9 2.9 _ _ - -

$475 and under $500------------ - 15.6 8. 1 - - 21.4 - - - - -

$500 and under $525------------ 1.8 4. 2 25.7 5. 3 _ _ 17. 1 .7 _ _

$525 and tinder $550------------ _ 11.5 1.4 - 15.4 7. 1 5. 7 - 4.5 - _

$550 and tinder $575------------ - 2. 1 10.8 - 7.7 3.6 15.7 6 .4 - - _

$575 and tinder $600------------ “ - 2.7 - 7.7 3.6 11.4 5.0 - - -

$600 and tinder $625------------ _ 3. 1 12. 2 5. 3 _ _ 12.9 12.8 4.5 _

$625 and under $650------------ - _ 14.9 10. 5 - - _ 5. 7 2.3 - _

$650 and under $675------------ - 1. 0 1.4 - 7.7 - 28.6 16.3 - . -

$675 and under $700------------ - - - - - - 2.8 “ - -

$700 and under $725------------ „ _ 15.8 _ _ _ 7.8 20. 5 _

$725 and tinder $750------------ _ - 1. 4 36.8 - - - 2. 1 _ _ .

$750 and under $775------------ - - - 10.5 - - - 19.9 15.9 - -

$775 and under $800------------ - - - - - - -

3.5 6.8 20.0 -

$800 and tinder $825------------ _ _ 5. 3 7. 7 _ 5.7 2.1 11.4 _

$825 and under $850------------ - . - 5. 3 - - - 1.4 2.3 10. 0 -

$850 and tinder $875------------ - - - - - - - 5.7 6.8 - _

$875 and under $900------------ - - " - - - - 2.3 - -

$900 and tinder $925------------ _ _ _ _ .7 _ 10.0

$925 and under $950------------ - - - - - - - - - - -

$950 and tinder $975------------ - - - - - - - - 2.3 io. d -

$975 and under $ 1,000-------- - - -

5. 3 - -. 7 6.8 -

50.0

$1, 000 and under $1,050---- _ _ _ _ _ _ 2.1 13. 6 30.0 _

$1, 050 and under $1,100---- _ - . - 23. 1 _ _ 2.8 _ _ _

$1, 100 and over ---------------- - - - - - - _ _ _ 20.0 50.0

Total---------------------------- 100.0 100.0 100.0 100.0 100. 0 100.0 100.0 100.0 100.0 100.0 100.0

Number of em ployees----------- 55 96 74 19 13 28 70 141 44 10 4

Average monthly salaries $361 $454 $532 $728 $667 $469 $593 $705 $800 $978 $1, 208

See footnotes at end of table.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
17

Table 9. Percent Distribution of Employees in Selected Professional, Administrative, Technical, and Clerical

Occupations 1 by Average Monthly Salaries, Mayaguez, Ponce, and San Juan, Puerto Rico, May 1963— Continued

Average monthly salaries

D raftsmen,

senior

Bookkeeping - 

machine 

operators

Clerks,

accounting

Clerks,

file

Keypunch

operators

I II I II I II I

Under $150 ________________ 1. 2 2.0

$150 and tinder $175______ _ 0 .4 - 2.8 _ 2.0 - -

$175 and under $200___— - - - 6. 0 0. 7 16.0 3. 1 0.9

_ 27.5 4 .4 34.4 2.5 56.0 36.9 66.4

$225 and under $250 -------- - 47.9 4 .4 19.2 11. 7 16.0 41.5 22.4

$250 and under $275--------- 12.5 11.3 35.3 12.4 21. 2 6.0 6. 2 9.5

$275 and under $300„______ 3. 1 7. 7 10.3 11.6 22. 6 2.0 12.3 .9

$300 and under $325__ 3. 1 3.2 8. 8 6.8 27.9 _ _ _

$325 and under $350 __ 37. 5 .4 8. 8 3.2 6.4 - - -

$350 and under $375 18. 8 1.8 27.9 1. 6 4 .9 - -

$375 and under $400______ 12. 5 - - - 1. 8 - -

$400 and under $425_ _ _ _ _ _ _ _

$425 and under $450 6.3 - - - - - - -

$450 and over _ __ 6.3 . - .8 .4 _ - -

T o ta l________________ 100. 0 100. 0 100. 0 100. 0 100. 0 100.0 100. 0 100. 0

Number of employees _____ 32 284 68 250 283 50 65 116

Average monthly salaries __ $349 $239 $298 $243 $287 $214 $232 $221

Tabulating -

Office Stenog­ Stenog­ Switch­ machine Typists

boys or raphers, raphers, board operators

girls general senior operators I II I II

Under $150 ___ ____ 10. 0 3. 6

$150 and under $175____ _ . 8 2. 1 - 5 .4 15.4 - 6. 1 -

$175 and under $200 6. 2 3. 2 - 17. 2 - - 2.8 1.0

$200 and under $225______ 40. 0 20. 7 6. 1 54. 8 30.8 4. 7 51.4 29. 7

$225 and under $250 35.4 25. 7 15. 2 15. 1 19.2 4. 7 31.7 29. 7

$250 and under $275 4. 6 27.5 12. 1 7. 5 26. 9 11. 6 3.9 19. 8

$275 and under $300 2.3 10.4 36.4 - 3.8 25. 6 .6 12.9

$300 and under $325 __ . 8 4.3 22. 7 _ _ 51.2 _ 5.9

$325 and under $350______ - 2. 1 7. 6 - 3.8 - - 1. 0

$350 and under $375______ - - - - - 2.3 - -

$375 and under $400______ - 3. 6 - - - - - -

$400 and under $425______

_ .4

_ _ _ _ _ _

$425 and under $450______ - - - - - - - -

$450 and over__ _ _ . _ _ _ _ - -

T o ta l________________ 100. 0 100. 0 100. 0 100.0 100. 0 100.0 100.0 100. 0

Number of em ployees_____ 130 280 66 93 26 43 360 101

Average monthly sa la rie s.. $211 $249 $279 $211 $229 $289 $215 $244

1 F or scope of study, see table in appendix A.

NOTE: Because of rounding, sums of individual items may not equal 100.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
18

Table 10. Percent Distribution of Office W orkers by 

Scheduled Weekly Hours, Mayaguez, Ponce, and 

San Juan, Puerto R ic o ,1 May 1963

Weekly hours Percent

A ll office w ork e rs--------------------------------- 100

32Vz................................................................

3 5 _______________________________________

Over 35 and under 3 7 % --------------------------

38 — -----------------------------------------------------

Over 38 and under 40 ----------------------------

Over 40 and under 44 ----------------------------

(2)

13

(2)

10

(2)

4

65

1

4 4 _______________________________________

Over 48 --------------------------------------------------

6

A

1 For scope of study, see table in appendix A.

2 Less than 0.5 percent.

Table 11. Percent Distribution of Office W orkers by Number of Paid Holidays Provided 

Annually, Mayaguez, Ponce, and San Juan, Puerto R ic o ,1 May 1963

Item

A ll office w o r k e rs --------------------------------------------

Workers in establishments providing

W orkers in establishments providing 

no paid holidays ---------------------------------------------

Number of days1 2

3 holidays--------------------------------------------------------

3 holidays plus 6 and 15 half days —-----------------

4 holidays______________________________________

4 holidays plus 14 half days -----------------------------

5 holidays______________________________________

5 holidays plus 12, 13, and 14 half days ——,----

6 holidays plus 3 and 12 half days ____________

7 holidays plus 9, 10, and 13 half d a y s -----------

7 holidays plus 11 half days -----------------------------

8 holidays______________________________________

8 holidays plus 1, 4, and 5 half days -----------

8 holidays plus 10 half days ___________________

9 holidays______________________________________

9 holidays plus 3, 8, 10, and 11 half d a y s ---

9 holidays plus 9 half d a y s --------------------------------

10 h olid ays---------------------------------------------------------

10 holidays plus 1, 2, 8, and 10 half d a y s ------

11 holidays plus 4 and 7 half days -------------------

12 holidays plus 5 and 6 half days —-----------------

Percent Item Percent

100 Number of days 2— Continued

18 holidays __ ------------------------------------------- _ 27

99 18 holidays plus 4 half days _________________ (3)

(3> Total holiday tim e4

20 days -------------------------------------------------- (3)

1 18 or m ore d a y s _________________________ _ 27

3 15 or m ore d a y s ____________________________ 28

3 14% or m ore days --------------------------------------- 32

(3) 14 or m ore days ------------ -------------------------- 32

(3) 13% or m ore d a y s ____ ;____________________ 42

1 13 or m ore d a y s ----------------- --------------------- 59

2 12% or m ore days --------------------------------------- 72

5 12 or m ore days __________________________ 77

3 11 % or m ore days __________________________ 78

5 11 or m ore days ------------------------------ ------- 79

13 10% or m ore d a y s __________________________ 83

2 10 or m ore days _ ----------------- ----------------- 84

1 9 or m ore days ------------------------------------------- 87

17 8% or m ore days ------------------------------------------ 88

3 8 or m ore days _______ ________ _______ 90

2 7% or m ore d a y s ___________________________ 91

6 7 or m ore days __________________________ 94

(3) 6 or m ore days _____________________________ 96

2 5 or m ore days _____________________________ 97

3 4 or m ore d a y s ____________________________ 99

(3) 3 or m ore days -------------------------------------------- 99

1 F or scope of study, see table in appendix A.

2 Each line containing m ore them a single combination of full and half day holidays is com posed of several combinations,

each of which apply to fewer than 5 percent of the em ployees.

3 Less than 0. 5 percent.

4 A ll combinations of full and half days that add to the same amount are combined; for example, the proportion of

workers receiving a total of 7 days includes those with 7 full days and no half days, 6 full days and 2 half days, 5 full days,

and 4 half days, and so on. Proportions were then cumulated.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
19

Table 12. Percent Distribution of Office W orkers by Vacation Pay P rovisions, 

Mayag&ez, Ponce, and San Juan, Puerto R ic o ,1 May 1963

Vacation policy Percent Vacation policy Percent

All office w o r k e r s ------------------------ ------------------------- 100 Amount of vacation pay1 2— Continued

Method of payment After 5 years of service:

1 week ______ __ — ________ . . . _ 1

Workers in establishments 2 weeks .. . _. .. ____ _______ _ ._ 16

99 Over 2 and under 3 weeks ____ _____ 9

99 61

W orkers in establishments Over 3 and under 4 weeks —________________ ____ 8

providing no paid v a ca tio n s ---------------------------------

1

--------------------------------------------------------

2

4

Amount of vacation pay 2

After 6 months of service: After 10 years of service:

(3) 1 wfiftk 1

1 week ---------------------— --------------------------------------- 12 11

16 8

4 54

Over 2 and under 3 w e e k s --------------------------------- 3 Over 3 and under 4 w e e k s --------------------------------- 10

2 4 wpplts ....... . 12

Over 4 weeks --------- ._ __ . ------- 4

After 1 year of service:

1 week.— .... ------- — - 2 After 12 years of service:

Over 1 and under 2 w e e k s _____________________ (3) 1 week _________________________________________ 1

2 waaIca _ ... 34 2 waaka _ _ _ _ _ _______ 11

Dyer 7. anrl nnrldr ^ wo.Ire .... ............ 12 Ova t 2 anrl linHar 1 waalrs 8

41 54

Over 3 and under 4 w e e k s --------------------------------- 4 Over 3 and under 4 w e e k s --------------------------------- 10

4 weeks __ ............................................................... 2 4 weeks ---------------------------- ,______________________ 12

Hyai* 4 lyaolra . .. 3 Ovar 4 wpplfs ._ . _ __ 4

After 2 years of service: After 15 years of service:

| vyAAfr 1 1

2 weeks ,................................... ....... ..... 32 2 w e e k s --------------------- ----------------------------------------- 11

Over 2 and under 3 w e e k s _______________—------- 13 Over 2 and under 3 weeks --------------------------------- 8

3 weeks --------------------------------------------------------------- 44 3 weeks -------------------------------------„-------- -- 53

Huar ^ linear 4 tyaalre . . 4 Over 3 and under 4 weeks ......... 6

2 10

Over 4 w e e k s --------------------------------------—------------- 3 Over 4 w e e k s ------------------------------------------------------ 10

After 3 years of service: After 20 years of service:

1 1 WPPlf 1

2 w e e k s _________________________________________ 28 11

Over 2 and under 3 w e e k s ---- --------------------- ------ 12 Over 2 and under 3 w e e k s ---------------------— -------- 8

3 w e e k s ____ _______— -----— -___— ---------------------- 48 3 weeks ______________________________ __________ 52

Over 3 and under 4 w e e k s _________ _______ ___ 4 Over 3 and under 4 w e e k s _____________________ 4

4 weeks - - . _ _ . 2 4 weeks --------------------------------- „ ,,— ..- ------------- 12

Over 4 w e e k s -------------- — ----------------------------- ------ 4 Over 4 w e e k s ------------------------------------------------------ 11

After 4 years of service: After 25 years of service:

1 w e e k ___________________________________________ 1 1 week ------------------------------------------------------------- 1

2 weeks __... ------------------- ------ 26 2 w e e k s __ - _ __________ . . 11

rtyar 7 and imHar ^ maalria .............. 12 Oupr 2 anrl linrlpr 3 waalca ..... ....... 8

3 weeks 50 43

Over 3 and under 4 weeks —__. ______ __________ 4 Over 3 and under 4 w e e k s _____________________ 4

4 w e e k s ------------------------------------ --------------------- — 2 4 weeks ---------- ,------------------------ ^ _„______________ 22

4 11

1 F or scope of study, see table in appendix A.

2 Periods of service were arbitrarily chosen and do not necessarily reflect the individual provisions for progressions. 

F or example, the changes in proportions indicated at 10 years* service include changes in provisions occurring between 5 and 

10 years. Estimates are cumulative. Thus, the proportion receiving 3 weeks* pay or m ore after 5 years includes those who 

receive 3 weeks* pay or m ore after fewer years of service.

3 Less than 0 .5 percent.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
20

Table 13. Percent of O ffice Workers Employed in 

Establishments Providing Health, Insurance, 

or Pension B en efits,1 Mayaguez, Ponce, 

and San Juan, Puerto R ico, 2 May 1963

Type of benefit Percent

A ll office workers ----------------------------------

W orkers in establishments providing:

100

Life insurance________________________

Accidental death and dism em ber80

ment insurance — --------------------

Sickness and accident insurance

46

or sick leave or both1 23 ----------------- 71

Sickness and accident in su ra n ceSick leave (full pay and no

11

waiting period) ------------------- —

Sick leave (partial pay or

66

waiting period) — ------------------------ 1

Hospitalization insurance ------------------ 87

Surgical insurance ---------------------------- 86

Medical in su ra n ce ----------------------------- 82

Catastrophe in su ran ce----------------------- 25

Retirem ent pension p la n -------------------

No health, insurance, or

35

pension p la n -------------------------------------- 4

Table 14. Percent Distribution of Office W orkers 

by Type of Supplementary Cash Bonus 

Paym ents,1 Mayaguez, Ponce, and 

San Juan, Puerto R ic o ,2 May 1963

Cash bonus plan Percent

A ll office workers _______ __________ 100

W orkers in establishments paying

supplementary b on u ses_______________ 75

Christmas or yearen d_______ 70

Profit sh arin g_______________________ 4

OtVi*»r .... ... (3)

W orkers in establishments paying

no supplementary cash bonuses ____ 25

1 Supplementary nonproduction bonuses paid in cash 

to a m ajority of the office w orkers.

2 For scope of study, see table in appendix A.

2 Less than 0 .5 percent.

1 Includes those plans for which at least part of 

the cost is borne by the em ployer, excepting only legal 

requirements such as workmen^ compensation, social 

security, and railroad retirement.

2 F or scope of study, see table in appendix A.

3 Unduplicated total of workers receiving sick leave 

or sickness and accident insurance shown separately below. 

Sick leave plans are limited to those which definitely e s ­

tablish at least the minimum number of days* pay that 

can be expected by each em ployee. Informal sick leave 

allowances determined on an individual basis are excluded.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
The Anchorage, Fairbanks, Juneau, and Ketchikan, Alaska, Survey, June 1963

The survey of salaries for selected white-collar occupations, conducted

in June 1963, relates to the cities and contiguous areas of Anchorage, Fairbanks,

Juneau, and Ketchikan, plus a few relatively large establishments located in other

communities. Altogether, there were 97 establishments with 50 workers or more

in the privately operated enterprises within scope of the survey; all were included

in the study. During the period surveyed, these establishments employed approximately 9,100 workers, of which one-fifth were engaged in manufacturing. This

included pulp and lumber mills, newspapers, fish canneries, and manufacturers

of concrete products. In terms of employment, the principal nonmanufacturing

industries were defense communications, retail trade, air transportation, and

contract construction. Together, these industries represented approximately

70 percent of the 7,300 total employment in nonmanufacturing industries. The

finance industries accounted for less than a tenth of the total nonmanufacturing

employment, but accounted for nearly a fourth of the white-collar employees.

These employment patterns are subject to substantial change during the year

because of the highly seasonal nature of certain industries such as contract construction and fish canning.

Employment and salary data could be presented for 17 of the 77 selected

professional, administrative, technical, and clerical work levels as defined for

the study. These occupation work levels included a total of 379 employees, or

approximately 14 percent of the estimated white-collar employment within scope

of the study. Nearly three-fifths of the employees in the occupations presented

were located in the Anchorage area. Data for only a few levels could be presented, primarily because of the limited number of private companies in Alaska,

and their relative size. Seventy-five of the 97 establishments surveyed employed fewer than 100 workers, and only 5 establishments had 250 workers or

more. Less specialization and various combinations of duties and responsibilities

of employees in white-collar positions in smaller establishments frequently precluded classification according to the specific occupation work levels as defined

for the study.

Women accounted for almost nine-tenths of all employees in the occupations presented, and four-fifths or more of the employees in 11 of the 17 levels.

Men represented a majority in six levels (accountants III and IV, chief accountants II, engineers V, tabulating-machine operators II, and office boys or girls).

The salaries presented include special differentials paid to employees in

Alaska by companies with headquarters in other States. Such differentials were

paid to employees in the jobs studied in 17 of approximately 30 establishments

whose headquarters were known to be located outside of Alaska. In some cases,

the salary differentials were specified flat sums and in others they were a specified percentage of salary. Airlines servicing Alaska, for example, typically paid

specified amounts ranging from $75 to $195 per month. Companies maintaining

defense communications facilities, oil companies, and construction companies

usually paid percentage differentials which varied from 25 to 45 percent above

salaries paid in other States.

Average Salaries

Average (mean) monthly salaries could be presented for three professional

levels of accounting responsibility (table 15). As defined for the study, accountants III averaged $806 and accountants IV $953 a month. Level III included those

21

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
22

primarily responsible for the day-to-day accounting operations requiring the standardized application of well established accounting principles, whereas level IV

included fully experienced professional accountants handling a wider variety of

difficult accounting problems with considerable independence. Chief accountants

with responsibility for an accounting program of the scope and complexity as defined for level II were paid $1,120 on the average.

Monthly salaries for the 13 clerical levels presented ranged from $355

for file clerks I to $537 for accounting clerks II. These levels ranged from

clerks performing routine filing to accounting clerks with responsibility for maintaining one or more sections of a complete set of books. Within these levels,

monthly salaries ranged from $374 to $387 in four clerical levels and from $405

to $499 in seven levels. Ac counting clerks, bookkeeping-machine operators, and

typists accounted for two-thirds of the clerical workers in the jobs studied. Half

of the bookkeeping-machine operators were employed in banks, whereas the largest

proportion of the accounting clerks and typists were employed in transportation

and other public utilities.

Limited comparisons that could be made of individual rates in Anchorage

with those in Fairbanks, Juneau, and Ketchikan did not indicate a consistent

pattern of higher or lower rates.

Percent distributions of employees by monthly salaries are presented

in table 16. For more than half of the occupation work levels, salaries of

the highest paid employees were at least one and one-half times the salaries

of the lowest paid employees in the same work level. These distributions also

show marked overlapping of salaries between work levels of the same occupation

and between occupations with substantially different salary levels. The ranges

in salaries paid individuals in the same job category in an establishment may be

accounted for by differences in ability, experience, or performance as determined informally on an individual basis or as provided for under formal salary

plans with established salary ranges for each grade level.

Hours of Work

The length of the workweek on which the regular straight-time salary

was based was obtained for employees in the occupations studied. As shown

in the following tabulation, the average weekly hours varied somewhat among

occupations and levels.

Average

weekly

hours Occupation and level

39. 5------------------------------------------------- Tabulating-machine operators II; typists I.

40.0------------------------------------------------- Accountants III and IV; chief accountants

II; clerks, accounting I; clerks, file I 

and II; office boys or girls; stenographers, 

general and senior; switchboard operators; 

typists II.

40. 5------------------------------------------------- Bookkeeping-machine operators I.

41.0 ------------------------------------------------- Bookkeeping-machine operators II; clerks,

accounting IL

46.0 ------------------------------------------------- Engineers V.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
23

These differences in average weekly hours reflect variations in the distribution of employees among industries in which salaries were based on workweeks of other than 40 hours. For example, engineers V, who averaged 46 hours

a week, were largely employed in construction and communications establishments.

The number of hours per week which a majority of the full-time nonsupervisory office workers were scheduled to work during the period studied was

also obtained (table 17). The scheduled workweek was 40 hours in establishments employing nearly nine-tenths of these workers. Most of the office employees scheduled to work 48 hours a week or more were employed in construction companies and in defense communications outposts.

Supplementary Wage Benefits

Information presented on selected supplementary wage benefits relates

to provisions applying to nonsupervisory office workers, although others in higher

level positions may receive the same benefits. Each provision was tabulated as

applying to all office workers in an establishment if a majority were eligible or

could eventually meet the eligibility requirements.

Paid holidays were provided to nearly all office workers. Two-thirds of

the office workers received 8 days or more annually, and approximately half of

these received as many as 11 days (table 18). All of the workers receiving 11 paid

holidays were employed in banks.

Paid vacations after qualifying periods of service were given to office

employees in almost all establishments. Although service requirements varied

considerably, the most common policy was to give 1 week with pay after 6 months

of service, 2 weeks after a year, and 3 weeks after 10 years (table 19). Paid

vacations of 4 weeks or more were given in establishments employing nearly half

the office workers; usually at least 15 years of service were required to qualify.

Health, insurance, and pension benefits applying to office workers, presented in table 20, relate to plans to which the employer paid at least part of

the cost. Hospitalization, surgical, and medical insurance coverage was available to about nine-tenths of the office workers. Nearly the same proportion of

these employees were eligible to receive sick leave pay for a specified number

of days, which in most instances was full pay without a waiting period. Life

insurance was available to approximately three-fourths of the office workers.

Pension plans, providing regular payments for the remainder of the

worker*s life on retirement (in addition to legally required coverage), applied

in establishments employing 45 percent of the office workers.

The policy of paying cash bonuses to all or a majority of the office

workers applied in establishments employing about two-fifths of these workers.

In nearly all instances, these bonuses were Christmas or yearend payments

(table 21).

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
24

Table 15. Employment and Average Salaries for Selected Professional, Administrative, Technical, and Clerical

Occupations in Private Industry,1 Anchorage, Fairbanks, Juneau, and Ketchikan, Alaska, June 1963

Occupation and class 

(See definitions in appendix B)

Number

of

em ployees

Monthly salaries 1 2 Annual salaries 2

Mean Median 3

Middle range 4

Mean Median 3

Middle range 4

F irst

quartile

Third

quartile

F irst

quartile

Third

quartile

Accountants

Accountants III ------- . — . 8 $806 $819 $9,672 $9,828

Accountants I V -------------------------- -------- 7 953 975 11,436 11,700

Chief accountants II -------- __ — 4 1, 120 13,440

Engineers

E ngineer, V ------------------------------------------ 16 1, 246 1, 275 $1,031 $1,463 14,952 15, 300 $12,372 $17,556

C lerical

Bookkeeping-machine operators I 43 374 378 357 413 4, 488 4,536 4, 284 4,956

Bookkeeping-machine operators II . — 17 499 500 469 581 5,988 6,000 5,628 6,972

C lerks, accounting I __ 66 426 424 400 460 5, 112 5,088 4,800 5,520

C lerks, accounting II . — - — 54 537 551 507 577 6,444 6,612 6,084 6,924

C lerks, file I _________________________ 15 355 367 350 388 4,260 4,404 4, 200 4, 656

C lerks, file I I -------------------------------------- 8 387 408 4,644 4,896

O ffice boys or g ir ls ----------------------------- 9 377 406 4,524 4,872

Stenographers, gen eral---- —---------------- 14 449 444 5, 388 5, 328

Stenographers, senior — -------------------- 31 489 500 470 520 5,868 6,000 5,640 6,240

Switchboard operators — — 21 405 428 348 443 4,860 5, 136 4,176 5, 316

Tabulating-machine operators II_____ 7 492 492 5,904 5,904

Typists I „ t____ t____________i______-i___ 22 377 388 354 421 4,524 4,656 4, 248 5,052

Typists II 37 440 440 431 449 5,280 5,280 5, *72 5,388

1 F or scope of survey, see table in appendix A.

2 Salaries reported relate to the standard salaries that were paid for standard work schedules, i. e . , to the straight-tim e 

salary corresponding to the employee* s norm al work schedule excluding overtim e hours.

3 Medians are omitted for occupations that had fewer than 5 em ployees.

4 The middle range (interquartile) used here is the central part of the array excluding the upper and lower fourths of 

the em ployee distribution. Middle ranges are omitted for occupations that had few er than 15 em ployees.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Table 16. Percent Distribution of Employees in Selected Professional, Administrative, Technical, and Clerical Occupations

by Average Monthly Salaries, Anchorage, Fairbanks, Juneau, and Ketchikan, Alaska, June 1963

25

Average monthly salaries

Accountants

Chief

accountantsEngineers

Bookkeepingmachine 

operators

C lerks,

accounting

C lerks,

file

III IV n V I II I II I II

$ 300 and under $ 325 ________ . . _ 4.7 20. 0 12.5

$ 325 and under $ 350 . - _ - 11.6 _ 4 .5 _ 6 .7

$ 350 and under $ 375 . - - _ - 32.6 5.9 3. 0 _ 40.0 12.5

$ 375 and under $ 4 0 0 ________ - - - - 18.6 •- 10.6 - 26.7 12.5

$400 and under $425 ________ _ _ 18.6 11.8 33. 3 1.9 6 .7 62.5

$425 and under $450 ------------ - - - - 7 .0 - 21.2 3.7 -

$450 and under $475 ------------ - - _ - 4.7 11.8 10.6 9.3

$475 and under $500 _ - - - - 23.5 9.1 3.7 - -

$500 and under $525 _______ _ _ „ 2.3 11.8 7.6 24. 1

$525 and under $550 ________ • _ - - - 11.8 7 .4 _

$550 and under $575 ________ • - - - - - - 25.9 - _

$575 and under $600 - - - - 11.8 - 5.6 - -

$600 and under $625 ------------ _ _ 5.9 „ 9 .3 ..

$625 and under $650 - - - - - - - 1.9 _ _

$650 and under $675 12.5 - - - - 5.9 7 .4 - _

$675 and under $ 7 0 0 ________ - - - - - - - - - -

$700 and under $725 12.5 _ _ .. _

$725 and under $750 . _ 12.5 - - - - - _ - _ _

$750 and under $775 ________ - - - - - - - . _ _

$775 and under $800 - 28.6 - - - - - - - -

$ 800 and under $ 825 ________ 25.0 _ _ _ _ _

$ 825 and under $ 850 ________ - - - - _ _ _ _ _ _

$850 and under $875 ________ - - - - - - . _ - _

$875 and tinder $900 ________ - - 25.0 - - - - - - -

$900 and under $925 25.0 _ _ 6 .3 _ _

$ 925 and under $Q50 - 14. 3 - . - _ - _ _

$950 and under $975 _____ __ 12.5 14.3 - - _ - • . _ _

$ 975 and under $ 1, 0 0 0 _____ - 14.3 - 12.5 - - - - - -

$ 1, 000 and under $ 1, 0 5 0 ___ _ 14. 3 _ 12.5 _ _ _ _ _

$ 1, 050 and under $ 1, 100 _ _ _ _ 25.0 _ - _ _ _

$ 1, 100 and under $ 1 ,1 5 0 ___ - - - _ _ _ «.

$ 1, 150 and under $ 1, 200 ___ - 14. 3 25.0 6 .3 - - - - - -

$ 1, 200 and under $ 1, 250 _ _ _ _ _ _ _ _

$ 1, 250 and under $ 1, 300 _ _ - - _ 18.8 _ _ _ _

$ 1, 300 and under $ 1, 350 ___ - - - - _ _ _ _

$ 1, 350 and under $ 1,400 - _ 25.0 6 .3 . _

$ 1,400 and o v e r ____________ - - - 37.5 - - - - - -

Total . 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100. 0 100.0

Number of em ployees 8 7 4 16 43 17 66 54 15 8

Average monthly sa la ries___ $806 $953 $1, 120 $1,246 $374 $499 $426 $537 $355 $387

See footnotes at end of table.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
26

Table 16. Percent Distribution of Employees in Selected Professional, Administrative, Technical, and Clerical Occupations1

by Average Monthly Salaries, Anchorage, Fairbanks, Juneau, and Ketchikan, Alaska, June 1963— Continued

Average monthly salaries

Office boys 

or

Stenographers,

Stenographers,Switchboard

Tabulatingmachine 

operators

Typists

girls general senior operators II I II

$ 300 and under $ 325 ________ 11. 1 p»

_ _ _

$ 325 and under $ 350 ________ 33. 3 7. 1 - 28.6 - 22.7 -

$ 350 and under $ 375 ---- ------- - - 3.2 - - 22.7 2.7

$ 375 and under $400 ________ - 7. 1 - 4 .8 - 13.6 2.7

$400 and under $425 44.4 28.6 3.2 14. 3 _ 22.7 5 .4

$425 and tuider $450 _____ 11.1 14. 3 6. 5 42.9 - 9.1 67.6

$450 and under $475 ________ - - 16.1 4 .8 28.6 9.1 16.2

$475 and under $500 ______ _ - 7. 1 22.6 4 .8 42.9 - 2.7

$ 500 and under $ 525 ------------ 35.7 32. 3 - 14. 3 _

$525 and under $550 _ _ 3.2 - - _ 2.7

$550 and under $575 _ - - 9.7 - 14.3 - -

$ 575 and under $600 ________ - - - - - - -

$600 and under $625 ________ _ _ 3.2 _ - _

$625 and under $650 ________ - - - - - - -

$650 and under $675 ________ - - - - - - -

$ 675 and under $ 700 ________ - - - - - - -

$700 and under $725 _ _ _ _ _ _

$ 725 and under $ 750 ________ - - - - - - -

$750 and under $775 _______ - - - - - - -

$ 775 and under $ 800 ________ - - - - - - -

$ 800 and under $ 825 ________ _ _ _ _ _ -

$ 825 and under $ 850 ________ - - - - - - -

$ 850 and under $ 875 ________ - - - - - - -

$875 and under $900 _______ - - “ - - -

$900 and under $ 9 2 5 ________

_ _ _ _ _ - _

$925 and under $950 ________ - - - - - - -

$950 and under $975 - - - - - - -

$ 975 and under $ 1,000 _____ - - - " - “

$ 1, 000 and under $ 1, 050 _ _ _ _ _ -

$ 1, 050 and under $ 1 ,1 0 0 ___ - - - - - - -

$ 1, 100 and under $ 1, 150 ___ - - - - - -

$ 1, 150 and under $ 1, 200 ---- - - - - - - -

$ 1,200 and under $ 1,250 ___ _ _ _ _ _ _

$ 1, 250 and under $ 1, 300 _ _ - - - - - - -

$ 1, 300 and under $ 1, 350 _ _ - - - - - - -

$ 1, 350 and under $ 1,400 ___ - - - - - - -

$ 1,400 and over ____________ - - - - - - -

Total__________ 100. 0 100.0 100.0 100. 0 100.0 100.0 100.0

Number of em p loy ees ___ 9 14 31 21 7 22 37

Average monthly s a la r ie s ___ $377 $449 $489 $405 $492 $377 $440

1 F or scope of study see table in appendix A.

NOTE: Because of rounding, sums at individual items may not equal 100.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Table 17. Percent Distribution of Office W orkers by 

Scheduled Weekly Hours, Anchorage, Fairbanks, 

Juneau, and Ketchikan, A laska,1 June 1963

27

Weekly hours Percent

A ll office workers ________________ 100

38 5

42 m i ” _________i i - i i i i i _______i i i i i i i i i i i i i i i i i i i i i

88

1

421 2/3 ------------------------------------------------------- (2)

43 2

4 4 _______________________________________

5 4 _______________________________________

1

1X

2

1 For scope of study, see table in appendix A.

2 Less than 0.5 percent.

Table 18. Percent Distribution of Office W orkers by Number of Paid Holidays Provided 

Annually, Anchorage, Fairbanks, Juneau, and Ketchikan, A lask a,1 June 1963

Item

A ll office workers ------------------------------

Workers in establishments providing

paid holidays -------------------------------------

Workers in establishments providing 

no paid holidays -------------------------------

Number of days

5 h olid ays__________________

6 holidays «._________________

7 h olidays__________________

8 h olidays__________________

9 holidays ----------------------------

9 holidays plus 1 half day ,

Percent Item

100 Number of days— Continued

98

10 holidays ____________________________

11 holidays__________________________________

2 Total holiday tim e3

11 days __________ _________________________ __

(2)

10 or m ore d a y s ____________________________

9V2 or m ore d a y s ___________________________

8 9 or m ore days ___________________________

22 8 or m ore days _____________________________

29 7 or m ore days _____________________________

3

1

6 or m ore days _____________________________

5 or m ore days _____________________________

1 For scope of study, see table in appendix A.

2 Less than 0.5 percent.

3 A ll combinations of full and half days that add to the same amount are combined; for example, the proportion of 

workers receiving a total of 7 days includes those with 7 full days and no half days, 6 full days and 2 half days, 5 full days 

and 4 half days, and so on. Proportions were then cumulated.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
28

Table 19. Percent Distribution of Office W orkers by Vacation Pay Provisions 

Anchorage, Fairbanks, Juneau, and Ketchikan, A la sk a ,1 June 1963

Vacation policy Percent Vacation policy Percent

All office w o r k e r s ---------------------------------------------- 100 Amount of vacation pay1 2— Continued

After 5 years of service:

1 week ------------------------------------------------------- -------— 2

Method of payment 2 weeks —_________________________ _______________ 72

Over 2 and under 3 w e e k s ____ _______________ — 6

W orkers in establishments 3 weeks ----------------------------------------------------------------- 11

providing paid v a ca tio n s ---------------------------------- 99 Over 3 and under 4 w e e k s --------- ---------------- — — 6

Length-of-tim e payment ------—— ------------------- 98 Over 4 w e e k s --------------------------------------------------------- 3

F lat-sum p a ym en t---- — —------------------------------- 1

W orkers in establishments After 10 years of service:

providing no paid v a ca tio n s____ ______________ 1 1 week — ---- - — 2

2 w e e k s _____L,___________________ ,-----------------,-------- 30

Over 2 and under 3 w e e k s -------------------------- -------- 3

3 weeks _______________________ ____________________ 53

Amount of vacation pay2 Over 3 and under 4 w e e k s ---- —---------------------------- 3

4 weeks - r,------ ,^wr----------------------.---------------------------- 4

After 6 months of service: Over 4 w e e k s ____________ ___________________ _____ 5

Under 1 week . . . . (3)

1 w e e k -----------, ----------------------------------------------- 30 After 12 years of service:

Over 1 and under 2 w e e k s ______________ ____ 5 1 week ______ ______ ______ _______________________ 2

Over 2 and under 3 w e e k s ----------------------------- 2 2 weeks — — — ---- ------- 30

Over 2 and under 3 w e e k s _____ ________ ____ ___. 3

After 1 year of service: 3 weeks ------------------------------ — — — ----------------—----- 53

Under 1 w e e k ------------------------- -------- ---- —— — (3) Over 3 and under 4 w e e k s -------------- ------------— ----- 3

1 w e e k -------------------------------------------- —------------- 6 4 w e e k s _______,___________________________________ 4

2 w e e k s --------------------- ------—---- ——------— -------- 85 Over 4 w e e k s ____ ________________________ ______ 5

Over 2 and under 3 w e e k s -------- --------- -------— 6

Over 4 weeks . _ — _________ 2 After 15 years of service:

1 week ____________ —p_____________________ , „,-------- 2

2 weeks ---------------------------------------- r._.---------------------- 27

After 2 years of service: Over 2 and under 3 w e e k s ------------- ---- ----------------- 3

1 w e e k -------------------------------------------------------------- 4 3 weeks ----------------------------------------------------- -------- 43

Over 1 and under 2 w e e k s ---- — — ------— ------ (3) Over 3 and under 4 w e e k s ----------------------------------- 3

2 weeks ______________________________________ 81 4 w e e k s ____ ___________________________ _______ __ 17

Over ^ and vmd'®'** ^ uro^irc . _ . 12 5

3 w e e k s ------------- ------------- ----------------------------— (3)

Over 4 weeks — — -----------------— — ---------------— 2 After 20 years of service:

1 week -----------— 2

After 3 years of service: 2 weeks . . . — ___________ 27

1 w e e k --------- ---- ------— ------------- ----------- — ------- 3 Over 2 and under 3 weeks ------------------------------------ 3

7. yyoolr c na ... Ml .... . ... ... 80 39

Over 2 and under 3 w e e k s -------------- ;-------------- 12 Over 3 and under 4 weeks _ 3

1 21

2 5

After 25 years of service:

After 4 years o f service: 1 week ------------------- ---- ------------, - ... — ,r------- 2

1 w e e k --------------------------------------------— ------------- 3 2 weeks — ,------------------------------- - — , - -- — --------- 27

7 78 3

sintl und°r ^ - _ 7 20

4 3

Over 3 and under 4 weeks ------— — ----------- — 5 4 weeks 40

3

-

5

1 F or scope of study, see table in appendix A.

2 Includes flat-sum payments converted to am equivalent time basis. Periods of service were arbitrarily chosen and do 

not necessarily reflect the individual provisions for progressions. F or example, the changes in proportions indicated at 10 years' 

service include changes in provisions occurring between 5 and 10 years. Estimates are cumulative. Thus, the p ro ­

portion receiving 3 weeks1 pay or m ore after 5 years includes those who receive 3 weeks* pay or m ore after few er years of 

service.

3 Less than 0. 5 percent.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
29

Table 20. Percent of Office W orkers Employed in Establishments Providing Health, Insurance, or Pension 

B en efits,1 Anchorage, Fairbanks, Juneau, and 

Ketchikan, Alaska, 2 June 1963

Type of benefit Percent

A ll office workers -------- -------- _ __ 100

Workers in establishments providing:

Life insurance ----------------------------------- 76

Accidental death and dism em berment insurance ------------------------------- 66

Sickness and accident insurance

or sick leave or both1 23 ____________ 89

Sickness and accident insurance _ 28

Sick leave (full pay and no

waiting period) ________________ 80

Sick leave (partial pay or

waiting period) --------------------------- 8

Hospitalization insurance __________ 90

Surgical insurance ________________ 90

Medical insurance _________________ 89

Catastrophe insurance ------------------ 83

Retirement pension p la n ____________ 45

No health, insurance, or

pension p la n ________________________ 9

1 Includes those plans for which at least part of 

the cost is borne by the em ployer, excepting only legal 

requirements such as workmen's compensation, social 

security, and railroad retirem ent.

2 F or scope of study, see table in appendix A.

3 Unduplicated total of workers receiving sick leave 

or sickness and accident insurance shown separately below. 

Sick leave plans are limited to those which definitely e s ­

tablish at least the minimum number of days' pay that can 

be expected by each em ployee. Informal sick leave allow ­

ances determined on an individual basis are excluded.

Table 21. Percent Distribution of Office Workers by 

Type of Supplementary Cash Bonus Paym ents,1 

Anchorage, Fairbanks, Juneau, and 

Ketchikan, A laska,2 June 1963

Cash bonus plan Percent

A ll office workers _____________________ 100

W orkers in establishments paying

supplementary cash bonuses _______ 41

Christmas or year end_______________ 39

Profit sharing_______________________ (3)

O ther____________________ ____________ 2

Workers in establishments paying

no supplementary cash bonuses -------- 59

1 Supplementary nonproduction bonuses paid in cash 

to a m ajority of the office w orkers.

2 For scope of study, see table in appendix A.

3 Less than 0 .5 percent.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Appendix A. Scope and Method of Survey

Scope of Survey

These surveys in Hawaii, Puerto Rico, and Alaska relate to establishments within

seven broad industry divisions: Manufacturing; contract construction; transportation, communication, and other public utilities; wholesale trade; retail trade; finance, insurance, and

real estate; and selected services. Major industry groups excluded from these studies are

government operations and extractive industries.

The study in each area includes establishments with 50 workers or more at the

time of reference of the data used in compiling the universe lists (first quarter of 1962 for

Hawaii and Puerto Rico areas, and highest employment in second or third quarter of 1962

for Alaska areas). The estimated number of establishments and workers within each industry division during the period studied and the number actually studied in each area are

indicated in the accompanying table. The geographic scope of each study is defined in footnotes to the table.

The surveys in Hawaii and Puerto Rico were conducted on a sample basis because

of the cost involved in surveying all establishments. To obtain optimum accuracy at minimum cost, a greater proportion of large than of small establishments was studied. In

combining the data, however, all establishments were given their appropriate weight. Because of the relatively small universe of establishments in Alaska, all establishments within

scope as defined for the survey were actually studied. The estimates based on the establishments studied in each area are presented, therefore, as relating to all establishments

in the industries and areas covered, except for those below the minimum size studied.

Method of Collection

Data were obtained by personal visits of Bureau field economists to the establishments selected for study within each area. Employees were classified according to occupation and level, with the assistance of company officials, on the basis of uniform job

definitions. In comparing actual duties and responsibilities of employees with those in the

survey definitions, extensive use was made of company occupational descriptions, organization

charts, and other personal records, usually available in the larger companies. The occupational definitions used in classifying employees appear in appendix B.

Occupational Earnings

Although all occupations and levels defined in appendix Bwere studied in each survey,

earnings data for a number of the occupations and work levels are not presented in the tables

because either (1) employment is too small to provide enough data to permit presentation,

or (2) there is a possibility of disclosure of individual establishment data. The average

salaries reported relate to the standard salaries that were paid for the standard work schedules; i. e ., to the straight-time salary corresponding to the employee^ normal work schedule

excluding overtime hours. Salary differentials over mainland rates, paid by some companies

with employees in the areas studied, were included. Average salaries were rounded to the

nearest dollar.

In the occupations surveyed, both men and women were classified and included in

the occupational employment estimates. Employment of one sex was sufficiently predominant

in each of the occupations to preclude presentation of separate data by sex.

Occupational employment estimates in all areas surveyed relate to the total in all

establishments within the scope of the study and not the number actually surveyed. Because

of differences in occupational structure among establishments, the estimates of occupational

employment obtained from the sample of establishments,in the Hawaii and Puerto Rico studies

serve only to indicate the relative importance of the jobs as defined for these studies. There

are also variations among the professional and administrative occupations in the proportion

of all employees represented in these fields of work because of differences (1) in the range

of functions and responsibilities encompassed by the definitions for various occupations, as

well as differences (2) in the number of work levels selected for study in each occupation.

30

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
31

Establishments and Workers Within Scope of Survey1 and Number Studied in Selected 

Labor Markets, Hawaii and Puerto Rico, May 1963, and in Alaska, June 1963

Number of establishments Workers in establishments

Area and industry division Within 

scope of 

study

Studied

Within scope of study Studied

Total 2 Office Plant Total1 2

Honolulu, Hawaii 3 

All divisions------------------------------------- 327 127 56, 300 9,300 37,800 38,460

Manufacturing---------------------------------- 57 27 13,600 900 10,300 10,600

Nonmanufacturing----------------------------- 270 100 42,700 8,400 27,500 27,860

Contract construction------------------ 57 18 5,900 400 4,900 2,400

Transportation, communication, 

and other public utilities4 5----------- 30 17 10,000 1,400 6,900 8,450

Wholesale trade--------------------------- 38 13 5,900 1,600 3,400 3,470

Retail trade-------------------------------- 74 17 8,800 700 7,000 4,750

Finance, insurance, and 

real estate-------------------------------- 32 16 5,600 3,600 700 4,010

Services3 ------------------------------------ 39 19 6,500 700 4,600 4,780

Mayaguez, Ponce, and 

San Juan, Puerto Rico 6 7

All divisions------------------------------------- 535 179 81,700 8,600 66,100 47, 910

Manufacturing---------------------------------- 227 66 32,800 1,900 28,300 16,210

Nonmanufacturing----------------------------- 308 113 48,900 6,700 37,800 31,700

Contract construction------------------ 90 32 14,400 400 13,400 8,870

Transportation, communication, 

and other public utilities 4 -------- 48 23 11,600 1, 100 9,000 9,010

Wholesale trade--------------------------- 60 14 6,200 1,300 4,300 2,240

Retail trade-------------------------------- 47 15 6,300 500 5,300 4,050

Finance, insurance, and 

real estate-------------------------------- 38 15 6,400 3, 100 2,500 4,140

Services 3 ------------------------------------ 25 14 4,000 300 3, 300 3,390

Anchorage, Fairbanks, Tuneau, 

and Ketchikan, Alaska^

All divisions-------------------------------------- 97 97 9,090 1, 150 6, 320 9,090

Manufacturing —------------------------------ 12 12 1,780 160 1,200 1,780

Nonmanufacturing--------------------------- 85 85 7,310 990 5,120 7,310

Contract construction---- ------------- 20 20 1,090 30 920 1,090

Transportation, communication, 

and other public utilities 4 -------- 28 28 3,390 380 2, 340 3,390

Wholesale trade--------------------------- 6 6 290 30 .210 290

Retail trade-------------------------------- 14 14 1,180 120 920 1,180

Finance, insurance, and 

real estate-------------------------------- 6 6 550 400 40 550

Services3 ------------------------------------ 11 11 810 30 690 810

1 The study relates to establishments in the areas and industries listed employing 50 workers or more.

2 Includes executive, professional, and other workers excluded from the separate office and plant categories.

3 Honolulu Standard Metropolitan Statistical Area (Honolulu County), as defined by the U. S. Bureau of the Budget.

4 Taxicabs were excluded.

5 Selected services: Hotels; personal services, business services; automobile repair shops; motion pictures; nonprofit organizations; 

and engineering and architectural services.

* Mayaguez, Ponce, and San Juan Standard Metropolitan Statistical Areas (municipalities of Mayaguez, Ponce, San Juan, Catano, 

Bayambn, and Guaynabo), as defined by the U. S. Bureau of the Budget.

7 Cities and contiguous areas of Anchorage, Fairbanks, Juneau, and Ketchikan, plus a few relatively large establishments located in other communities in Alaska.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
32

Establishment Practices and Supplementary Wage Provisions

Information presented on selected establishment practices and supplementary benefits relates to office workers. The concept "office workers," as used in these studies, includes working supervisors and nonsupervisory workers performing clerical and related

functions, and excludes administrative, executive, and professional personnel.

Because of rounding, sums of individual items in these tabulations may not

equal totals.

The scheduled hours (tables 3, 10, and 17) of a majority of the office workers in

am establishment are tabulated as applying to all office workers of that establishment.

Paid holidays; paid vacations; health, insurance, and pension plans; and nonproduction

bonuses are treated statistically on the basis that these are applicable to all office workers

if a majority of such workers are eligible or may eventually qualify for the practices listed.

The paid holidays tables (4, 11, and 18) present the number of whole and half holidays actually provided, in the first part, and combines whole and half holidays to show total

holiday time in the second part.

The summary of paid vacation plans (tables 5, 12, and 19) is limited to formal

policies, excluding informal arrangements whereby time off with pay was granted at the

discretion of the employer. Separate estimates are provided according to employer practice

in computing vacation payments, such as time payments, percent of annual earnings, or flatsum amounts. However, in the tabulations of vacation allowances by weeks of pay and years

of service, payments not on a time basis were so converted; for example, a payment of 2 percent of annual earnings was considered as the equivalent of 1 week* s pay. The pay amounts

and service period for which data are presented are typical, but do not necessarily reflect

the individual provisions for progressions. For example, the changes in proportions indicated

at 10 years1 service include changes in provisions occurring between 5 and 10 years. Furthermore, estimates are cumulative. Thus, the proportion receiving 3 weeks1 pay or more

after 10 years of service includes those who receive 3 weeks* pay or more after fewer years

of service. Data for intermediate service periods were not tabulated.

Data are presented for all health, insurance, and pension plans (tables 6, 13, and 20)

for which at least a part of the cost was borne by the employer, excepting only legal requirements such as workmen’s compensation, railroad retirement, and social security. Such

plans included those underwritten by a commercial insurance company and those provided

through a union fund or paid directly by the employer out of current operating funds or from

a fund set aside for this purpose. Death benefits were included as a form of life insurance.

Sickness and accident insurance data are limited to that type of insurance under

which predetermined cash payments were made directly to the insured on a weekly or monthly

basis during illness or accident disability. Information is presented for all such plans to

which the employer contributes. Tabulations of paid sick leave plans are limited to formal

plans which provided full pay or a proportion of the worker’s pay during absence from work

because of illness. Separate tabulations are presented according to (1) plans which provided

full pay and no waiting period, and (2) plans which provided either partial pay or a waiting

period. Sick leave plans include only those which definitely established at least the minimum

number of days* pay that could be expected by each employee. Informal sick leave allowances

determined on an individual basis were excluded. In addition to the presentation of the proportions of workers who are provided sickness and accident insurance or paid sick leave,

an unduplicated total is shown of workers who received either or both types of benefit.

Catastrophe insurance, sometimes referred to as extended medical insurance, includes those plans which were designed to protect employees in case of sickness and injury

involving expenses beyond the normal coverage of hospitalization, medical, and surgical

plans. Medical insurance refers to plans providing for complete or partial payment of

doctors* fees. Such plans might be underwritten by commercial insurance companies or

nonprofit organizations or they might be self-insured. Tabulations of retirement plans are

limited to those plans that provided monthly payments for the remainder of the worker’s life.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Appendix B. Occupational Definitions

The primary purpose of preparing job definitions for the

Bureaufs wage surveys is to assist its field staff in classifying into

appropriate occupations, or levels within occupations, workers who

are employed under a variety of payroll titles and different work

arrangements from establishment to establishment and from area

to area. This permits the grouping of occupational wage rates representing comparable job content. To secure comparability of job

content, some occupations and work levels are defined to include

only those workers meeting specific criteria as to training, job

functions, and responsibilities. Because of this emphasis on interestablishment and interarea comparability of occupational content, the Bureau’s occupational definitions may differ significantly

from those in use in individual establishments or those prepared

for other purposes. Also see note referring to the definitions for

the drafting and clerical occupations on page 56.

ACCOUNTANTS AND AUDITORS

ACCOUNTANT

Performs accounting work requiring professional knowledge of the theory and practice of recording, classifying, examining, and analyzing the data and records of financial

transactions. Personally or by supervising others provides accounting service to management

by maintaining the books of account, accumulating cost or other similar data, preparing

reports and statements, and maintaining the accounting system by interpreting, supplementing,

and revising the system as necessary. The work requires a professional knowledge of accounting and a bachelor's degree in accounting or equivalent experience and education combined. (See also chief accountant. )

Accountant I

General characteristics.— At this beginning professional level, position is distinguished from nonprofessional positions by the variety of assignments; rate and scope of

development expected of the incumbent; and the existence, implicit or explicit, of a planned

training program designed to give the beginning accountant practical experience in the operations of an established accounting system. Learns to apply the principles, theories, and

concepts of accounting to a particular accounting system.

Direction received.— Works under close supervision of an experienced accountant.

The guidance and supervision received are directed primarily to the development of the

accountant's professional ability and to the evaluation of his potential for advancement.

Limits of assignments are clearly defined, methods of procedure are specified, kinds of

items to be noted and referred to supervisor are detailed.

Typical duties and responsibilities.— Many of the assignments will include duties

some of which may be nonprofessional in nature such as proving arithmetical accuracy;

examining standard accounting documents for completeness, internal accuracy, and conformance with specific accounting requirements; tracing and reconciling records of financial

transactions; and preparing detailed statements and schedules for reports. The presence

of such nonprofessional tasks, provided they are part of the training and development process, do not prevent the matching of a job if it otherwise meets this definition.

Responsibility for direction of others.— Usually none.

33

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
84

A CCOU N TAN T— Continued

Accountant II

General characteristics.— At this continuing developmental level the professional

accountant makes practical applications of technical accounting practices and concepts beyond the mere application of detailed rules and instructions. Assignments are designed

to expand his practical experience and to develop his professional judgment in the application

of basic accounting techniques to simple professional problems. He is expected to be competent in the application of standard procedures and requirements to routine transactions,

and to raise questions about unusual or questionable items and suggest solutions.

Direction received.— Work is reviewed closely to verify its general accuracy and

coverage of unusual problems, to insure conformance with required procedures and special

instructions, and to insure his professional growth. His progress is evaluated in terms

of his ability to apply his professional knowledge to basic' accounting problems in the

day-to-day operations of an established accounting system.

Typical duties and responsibilities.— Prepares routine working papers, schedules,

exhibits, and summaries indicating the extent of his examination and developing and supporting his findings and recommendations. This includes the examination of a variety of

accounting documents to verify accuracy of computations and to ascertain that all transactions are properly supported, are in accordance with pertinent regulations, and are

classified and recorded according to acceptable accounting standards.

Responsibility for direction of others.— Usually none, although may supervise a

few clerks.

Accountant III

General characteristics.— Performs professional operating or cost accounting work

requiring the standardized application of well established accounting principles, theories,

concepts, and practices. 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.

Direction received.— A professional accountant at higher level normally is available

to furnish advice and assistance as needed. Work is examined for technical accuracy,

adequacy of professional judgment, and compliance 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 responsibility of most positions

at this level is to insure that the day-to-day operations of the segment or system are

carried out in accordance with accounting principles and the policies and objectives of

the accounting system. Within limits of delegated responsibility, the accountant makes

the day-to-day decisions concerning the accounting treatment of financial transactions.

He is expected to recommend solutions to complex problems and propose changes in the

accounting system, but he has no authority to effectuate these solutions or changes. His

solutions are derived from his own knowledge of the application of well*established principles and practices or by referring the problem to his superior for solution.

Responsibility for the direction of others.— In most instances directs the work of

a subordinate nonprofessional staff.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
35

A CCOU N TAN T— Continued

Accountant IV

General characteristics.— Performs professional operating or cost accounting work

which requires the application of well established accounting principles, theories, concepts

and practices to a wide variety of difficult problems. Receives instructions concerning

the objectives and operations of the overall accounting system. At this level, compared

with level 1H, the technical accounting problems are more difficult and a greater degree

of coordination among more numerous types of accounting records and operations may be

essential.

Direction received,— An accountant at higher level normally is available to furnish

advice and assistance as needed. Work is reviewed for adequacy of professional judgment,

compliance with instructions, and overall accuracy and quality by spot checks and appraisal

of results.

Typical duties and responsibilities.— As at level III, a primary characteristic of

most positions at this level is the responsibility of operating an accounting system or segment in the intended manner. Makes day-to-day decisions concerning the accounting treatment of financial transactions. He is expected to recommend solutions to complex problems

beyond the scope of his responsibility and to propose changes in the accounting system,

but he has no authority to act independently on these problems.

Responsibility for direction of others.— Accounting staff supervised,

include professional accountants.

if any, may

Accountant V

General characteristics.— Performs professional operating or cost accounting work

requiring the application of accounting principles and practices to the solution of very difficult problems for which no clear precedents exist, or to the development or extension

of theories and practices to problems to which they have not been applied previously. Also

at this level are positions having more than average responsibility because of the nature,

magnitude, or impact of the assigned work.

Is more directly concerned with what the system or segment should be, what

operating accounting policies and procedures should be established or revised, and the

meaning of the data in the reports and statements for which he is responsible.

Direction received.— An accountant at higher level normally 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.— In addition to insuring that the system or

segment is operated as intended, is deeply involved in the fundamental and complex technical and managerial problems.

Responsibility for direction of others.— Accounting staff supervised, if any, includes

pr ofe s sionai accountants.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
36

AUDITOR

Audits the financial records of a company or divisions or components of the company, to appraise systematically and verify the accounting accuracy of the records and

reports. To the extent determined necessary, examines the transactions entering into

the balance sheet and the transactions entering into income, expense, and cost accounts.

Determines (1) the existence of recorded assets (including the observation 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; (3) the

propriety or legality of transactions; and (4) the degree of compliance with established

policies and procedures concerning financial transactions. Evaluates the adequacy of the

accounting system and internal financial control. Makes appropriate recommendations

for improvement as necessary. (Work typically requires a bachelor* s degree in accounting

or equivalent experience and education combined.)

Excluded from the definition are positions which call for auditing duties which may

require detailed knowledge of the operations of a particular company, but do not require

full professional accounting training. For example, when the primary responsibility of the

position is to check transactions to determine whether or not they conform to prescribed

routines or procedures, it is excluded.

Auditor I

As a trainee auditor at the entering professional level,

tine assignments under the close supervision of an experienced

performs a variety of rouauditor.

Auditor II

This is the continuing developmental level for the professional auditor. As a junior

member of an audit team, independently performs assigned portions of the audit examination

which are limited in scope and complexity, such as physically counting to verify inventory

items, checking assigned subsidiary ledger accounts against supporting bills or vouchers,

checking and balancing various subsidiary ledgers against control accounts, or other similar

duties designed to help the team leader check, verify, or prove the accounting entries.

Responsibility extends only to the verification of accuracy of computations and the determination that all transactions are properly supported. Any technical problems not covered

by instructions are brought to the attention of a superior.

Auditor III 1

(1) As auditor in charge of an audit team or in charge of individual audits, inde

pendently conducts regular recurring audits in accordance with a prescribed audit policy

of the accounts of smaller or less complex companies having gross income up to approximately $ 3 million per year, or similar size branch or subsidiary organizations of larger

companies. Under minimum supervision, either working alone, or with the assistance of

one or two subordinate auditors, examines transactions and verifies accounts; observes

and evaluates local accounting procedures and internal controls; prepares audit working

papers and submits an audit report in the required pattern containing recommendations

for needed changes or improvements, or (2) as a member of an audit team auditing a

larger and more complex organization (approximately $4 to $25 million gross income per

year), independently performs the audit examination of a major segment of the audit such

as the checking, verification, and balancing of all accounts receivable and accounts payable,

the analysis and verification of assets and reserves, or the inspection and the evaluation

of controls and procedures.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
37

AUDITOR— Continued

Auditor IV

(1) As auditojr in charge of an audit team or of individual audits under minimum

supervision with the assistance of approximately five subordinate auditors, independently

conducts regular recurring audits of a company having gross income of approximately $4 to

$25 million per year or in companies with much larger gross incomes, audits of accounts of branch or subsidiary organizations of those companies each of which have gross

income of $4 to $25 million per year. Plans and conducts the audit and prepares an

audit report containing recommendations for changes or improvements in accounting practices, procedures, or policies; or (2) as a member of an audit team auditing the accounts

of a larger and more complex organization (over $30 million gross income per year), is

assigned relatively independent responsibility for a major segment of the audit such as the

checking, verification, and balancing of all accounts receivable and accounts payable, the

analysis and verification of assets and reserves, or the inspection and evaluation of controls and procedures.

CHIEF ACCOUNTANT 1

Responsible for directing the accounting program for a company or for an establishment of a company. The minimum accounting program includes: (1) General accounting (assets, liabilities, income, expense, and capital accounts, including responsibility

for profit and loss and balance sheet statements); and (2) with at least one other major

accounting activity, typically tax accounting, cost accounting, property accounting, or sales

accounting. It may also include such other activities as payroll and timekeeping, .tabulating

machine operation, etc. (Responsibility for an internal audit program is typically not

included.)

The responsibilities of the chief accountant include all of the following:

(1) Developing, adapting, or revising an accounting system to meet the needs of

the organization.

(2) Supervising, either directly or through subordinate supervisors, the operation

of the system with full management responsibility for the quality and quantity

of work performed, training and development of subordinates, work scheduling

and review, coordination with other parts of the organization served, etc.

(3) Providing advisory services to the top management officials of the organization

served as to:

(a) The status of financial resources and the financial trends or results of

operations in a manner that is meaningful to management.

(b) Methods for improving operations as suggested by his expert knowledge

of the financial situation, e .g ., proposals for improving cost control,

property management, credit and collection, tax reduction, or similar

programs.

Definition does not cover positions with responsibility for the accounting program

if they also include (as a major part of the job) responsibility for budgeting; work measurement; organization, methods, or procedures studies, or similar functions. Such work

is typical of positions sometimes titled as comptroller, budget and accounting manager,

financial manager, etc.

Chief accountant jobs which meet the above definition are classified by level of

work in accordance with the following:

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
CHIEF ACCOUN TAN T— Continued

Clas s

Authority

and

res pons ibility

_________ (!)________

Technical

complexity

(*)

Subordinate staff of professional accountants in

the system for which he is responsible.2

I AR-1 TC-1 Only one or two professional accountants, who

do not exceed the accountant ni job definition.

n

or

AR-1 TC-2 About 5 to 10 professional accountants, with at

least one or two matching the accountant IV

job definition.

AR-2 TC-1 About 5 to 10 professional accountants. Most

of these match the accountant III job definition,

but one or two may match the accountant IV

job definition.

or

AR-3 TC-1 Only one or two professional accountants, who

do not exceed the accountant IV job definition.

in

or

AR-1 TC-3 About 15 to 20 professional accountants. At

least one or two match the accountant V job

definition.

AR-2 TC-2 About 15 to 20 professional accountants. Many

of these match the accountant IV job definition,

but some may match the accountant V job

definition.

or

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.

IV

or

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 accountant V and one

or two may exceed that level.

V 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.

i

9

AR-1-2 and -3 and TC-l-2 and -3 are explained on the following page.

2 The number of professional accountants supervised, as shown above, is recognized

to be a relatively crude criterion for distinguishing between the various classes. It is to be

considered as less important in the matching process than the other criteria. In addition to

the staff of professional accountants in the system for which the chief accountant is responsible, there are clerical, machine operation, bookkeeping, and related personnel.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
39

CHIEF ACCOU N TAN T— Continued

AR-1. Directs the accounting program for an establishment of a company. The

accounting system has been established in considerable detail at higher organizational levels

in the company, i. e. , accounts, procedures, and reports to be used have been prescribed.

The chief accountant has authority, within this prescribed system, to adapt and expand it to

fit the particular needs of the organization served, e.g. , to provide greater detail; to establish

additional accounting controls; to provide special or interim reports and statements needed

by the establishment manager for day-to-day operations, etc.

AR-2. Directs the accounting program for an establishment of a company when the

delegated authority to modify the basic accounting system established at higher organizational

levels within the company clearly exceeds that described in AR-1. The basic accounting

system is prescribed only in broad outlines rather than in specific detail, e.g., while certain

major financial reports, overall accounts, general policies, etc., are required by the basic

system, the chief accountant has broad latitude to decide what specific methods, procedures,

accounts, reports, etc., are to be used within the organizational segment he serves. He

has authority to evaluate and take final action on recommendations for changes in that portion

of the system for which he is responsible, but he must secure prior approval from higher

organizational levels for any changes which would affect the basic system prescribed by such

higher levels. Accounting reports and statements prepared reflect the events and progress

of the entire organizational segment of the company for which he is responsible, and usually

these reports represent consolidations of accounting data submitted by subordinate segments

of the organization which have accounting responsibilities. (This degree of authority is most

characteristically found at an organizational level in the company which is intermediate

between the company headquarters level (see AR-3) and the plant level (see AR-1). However, if a similar degree of authority has been delegated to the plant level, the chief accountant at such a place should be matched with this definition.)

AR-3. Directs the accounting program for an entire company with or without subordinate establishments. 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 usually from a company official responsible for general financial

management, frequently an officer of the company. The chief accountant evaluates and takes

final action on recommendations for basic changes in the accounting system, originating from

subordinate units within the system. Accounting reports and statements prepared reflect the

events and progress of the* entire company, and to the extent that subordinate accounting

segments exist, they represent consolidations of accounting data submitted by these segments.

TC-1. The organization which the accounting program serves has relatively few

functions, products, work processes, etc., and these tend to be stable and unchanging. The

accounting system operates in accordance with well-established principles and practices or

those of equivalent difficulty which are typical of that industry.

TC-2. The organization which the accounting program serves has a relatively large

number of functions, products, work processes, etc. , requiring substantial adaptations of

the basic system to meet management needs.

TC-3. The organization which the accounting program serves has functions, products, work processes, etc., which are very numerous, varied, unique, specialized or

which, for similar reasons, puts a heavy demand on the accounting organization for specialized and extensive adaptations of the basic system to meet management needs. The accounting system, to a considerable degree is developed well beyond the established principles

and practices in order to provide methods for the solution of problems for which no clear

precedents exist or to provide for the development or extension of theories and practices

to problems to which they have not been previously applied.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
40

ATTORNEYS

ATTORNEY

Performs work involved in providing consultation and advice to operating officials

of the company with respect to its legal rights, privileges, and obligations. Performs such

duties as anticipating any legal problems or risks involving the company and advising company

officials; preparing and reviewing various legal instruments and documents, such as contracts

for leases, licenses, sales, purchases, real estate, etc.; keeping informed of proposed

legislation which might affect the company and advising the appropriate company officials;

examining and checking for legal implications, public statements or advertising material;

advising company whether to prosecute or defend law suits; acting as agent of the company

in its transactions; and applying for patents, copyrights, or registration of the company's

products, processes, devices, and trademarks. (Patent work which requires training in

a technical field, e.g., engineering in addition to legal training, is excluded. Claims examining, claims investigating, or similar work are excluded even though the work is performed by persons with a LL.B. degree, unless there is clear evidence that the job actually

requires use of full professional legal training such as that of an attorney who performs

investigative duties as a preliminary phase of his total responsibility for preparing a case

for trial or actually trying a case in court.)

Attorney I

As a trainee (EL.B. with membership in bar), performs routine legal work, such

as preparing briefs or drawing up contracts for review and evaluation by attorneys of higher

grade. Receives immediate supervision in assignments designed to provide training in the

application of established methods and techniques of legal research, drafting of legal instruments, etc.

Attorney II

Performs a variety of legal assignments, e.g., (1) drawing up contracts which

require some ingenuity and an ability to evaluate the legal sufficiency of contract terms;

(2) preparing draft opinions on legal questions involved in such areas as claims, grievances,

labor laws, etc., when the legal question can be resolved relatively easily in the light of

well*established facts and clearly applicable precedents. Receives general supervision during

assignments, with most work reviewed by an attorney of higher grade. Responsibility for

final action is usually limited to matters which are covered by instructions and prior approval

of a superior.

Attorney III

Performs a variety of legal assignments, primarily in the study and analysis of

legal questions, problems, or cases. Prepares draft opinions or other kinds of legal work

on legal questions involved in such areas as claims, grievances, labor laws, etc., when

the questions are complicated by the absence of legal precedents clearly and directly applicable to the case, or by the different possible constructions which might be placed on either

the facts or the laws and precedents involved. Typically Specializes in one legal field, e.g.,

labor law, real estate, contracts, etc. Receives general supervision during initial and final

stages of assignments, but is expected to conduct work with relative independence. Responsibility for final action is usually limited to matters covered by legal precedents and in

which little . deviation from standard forms and practices is involved. Any decisions or

actions having a bearing on the company's business are reviewed by a superior. May supervise or review the work of a few assistants, normally not attorneys.

Attorney IV

Similar to attorney III but the work is performed under considerably less close

supervision and direction. The attorney is expected to independently investigate the facts,

search out precedents, define the legal and factual issues, draft all necessary documents,

opinions, etc., and present conclusions and recommendations for review. Guidance from

superiors during this process occurs only if the problem is clearly more difficult than normal

for this level. The final product is reviewed carefully, but primarily for overall soundness

of legal reasoning and consistency with company policy, rather than for accuracy of technical detail.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
41

A TT O R N E Y — Continued

Attorney V

Responsible for a broad legal area in which assignments cover a wide range of

difficult and complex legal questions and problems. Primarily serves in an advisory capacity,

making studies and developing opinions which may have an important bearing on the conduct

of the company's business (e.g., recommending action to protect the company's trademarks

and copyrights in foreign countries). Receives a minimum of technical legal supervision.

May supervise a small staff of attorneys.

Attorney VI

Similar to attorney V but the legal questions and problems are of outstanding difficulty and complexity or of crucial importance to the welfare of the company. For example,

(1) complex factual and policy issues which require extensive research, analysis, and obtaining and evaluating expert testimony in controversial areas of science, finance, corporate

structure, engineering, etc.; or (2) cases involve very large sums of money (e.g., about

$ 1 million) or, for other reasons, are very vigorously contested.

Attorney VII

Plans, conducts, and supervises legal assignments within one or more broad legal

areas. Supervises a staff of attorneys, and has responsibility for evaluating their performance and approving recommendations which may have an important bearing on the conduct

of the company's business. Receives guidance as to company policy but no technical supervision or assistance except when he might request advice on the most difficult, novel, or

important technical legal questions. Usually reports to the general counsel or chief attorney

of the company or his immediate deputy.

OFFICE SERVICES

MANAGER, OFFICE SERVICES

Responsible for planning, directing, and controlling of office services, subject only

to the most general policy supervision. Plays an active role in anticipating and planning to

meet office services needs of the operating organization served. Supervises a group of employees engaged in providing office services of a supporting or "housekeeping'1 nature to the

primary operation of a company, an establishment, or an organizational unit of a company

or establishment. (May personally perform some of the functions.) Office services include:

(a) Receipt, distribution, and dispatch of mail.

(b) Maintenance of central files.

(c) Printing or duplication and distribution of forms, publications, etc. (May be

limited to ordering the printing or duplication of items. Does not necessarily

have charge of a printshop or duplication facilities, especially in large operations, but coordinates the flow to and from the reproduction units.)

(d) Purchasing office supplies and equipment. (Makes direct purchases of run-ofthe-mill office supplies. May be responsible for direct purchase of other items

from outside suppliers or may requisition through establishment purchasing

departments.)

(e) Records control and disposal.

(f) Communications (telephone switchboard and/or teletype service).

(g) Typing or stenographic pool.

(h) Office equipment maintenance and repair. (May have direct supervision of maintenance and repair personnel or may coordinate the ordering of such services

from outside service suppliers or from a central service unit within the

e stablishment.)

(i) Space control over office facilities— layout and arrangement of offices. (Typically

serves as a staff assistant to management officials in performing this function.)

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
42

M ANAGER, . O F F IC E SERVICES— Continued

Manager, Office Services I

Supervises a staff of employees engaged in performing a few (e. g., four or five)

of the above functions as a service to a small organization (e. g. , 300 to 600 employees,

excluding nonsupervisory plant workers).

Manager, Office Services II

A. Supervises a staff of employees engaged in performing a few (e. g., four or

five) of the above functions as a service to a moderately large organization (e. g., 600 to

1, 500 employees, excluding nonsupervisory plant workers).

OR

B. Supervises a staff of employees engaged in performing most (e. g. , seven or

eight) of the above functions as a service to a small organization (e. g., 300 to 600 employees, excluding nonsupervisory plant workers).

Manager, Office Services III

A. Supervises a staff of employees engaged in performing a few (e. g., four or

five) of the functions as a service to a large organization (e. g ., 1, 500 to 3, 000 employees,

excluding nonsupervisory plant workers).

OR

B. Supervises a staff of employees engaged in performing most (e. g., seven or

eight) of the above functions as a service to a moderately large organization (e. g ., 600 to

1, 500 employees, excluding nonsupervisory plant workers).

Manager, Office Services IV

Supervises a staff of employees engaged in performing most (e. g., seven or eight)

of the above functions as a service to a large organization (e. g ., 1, 500 to 3, 000 employees,

excluding nonsupervisory plant workers).

PERSONNEL MANAGEMENT

JOB ANALYST

Performs work involved in collecting, analyzing, and developing occupational data

relative to jobs, job qualifications, and worker characteristics as a basis for compensating

employees in a fair, equitable, and uniform manner. Performs such duties as studying and

analyzing jobs and preparing descriptions of duties and responsibilities and of the physical

and mental 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 compensation surveys within a locality or labor market area; assisting in administering merit rating

program; 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.

Job Analyst I

As a trainee, performs work in designated areas and of limited occupational scope.

Receives immediate supervision in assignments designed to provide training in the application

of established methods and techniques of job analysis. Studies the least difficult jobs and

prepares reports for review by a job analyst of higher level.

Job Analyst II

Studies, describes, and evaluates jobs in accordance with established procedures.

Is usually assigned to the simpler kinds of both wage and salaried jobs in the establishment.

Works independently on such assignments but is limited by instructions of his superior and

by defined area of assignment.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
43

JOB A N ALYST— Continued

Job Analyst III

Analyzes and evaluates a variety of wage and salaried jobs in accordance with

established evaluation systems and procedures. May conduct wage surveys within the locality

or participate in conducting surveys of broad compensation areas. May assist in developing

survey methods and plans. Receives general supervision but responsibility for final action

is limited.

Job Analyst IV

Analyzes and evaluates a variety of jobs in accordance with established evaluation

systems and procedures, and is given assignment which regularly includes responsibility for

the more difficult kinds of jobs. ("More difficult" means jobs which consist of hard-tounderstand work processes; e.g., professional, scientific, administrative, or technical; £r

jobs in new or emerging occupational fields; or jobs which are being established as part of

the creation of new organizations; or where other special considerations of these types apply.)

Receives general supervision, but responsibility for final action is limited. May participate

in the development and installation of evaluation or compensation systems, which may include

those for merit rating programs. May plan survey methods and conduct or direct wage

surveys within a broad compensation area.

DIRECTOR OF PERSONNEL *123

Directs a personnel management program for a company or for a plant or establishment of a company. For a job to be covered by this definition, the personnel management program must include responsibility for all three of the following functions:

(1) Administering a formal 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 formal job descriptions. It may also include such related functions

as wage and salary surveys or merit rating system administration. The job

evaluation system(s) does not necessarily cover all jobs in the organization,

but does cover a substantial portion of the organization.

(2) Employment and placement functions; 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 applicants against

demands of particular jobs by use of such techniques as job analysis to determine requirements, interviews, written tests of aptitude, knowledge, or skill,

reference checks, experience evaluations, etc.; recommending selections and

job placements to management, etc.

(3) Employee relations and services functions; i.e., functions designed to maintain

employees morale and productivity at a high level (for example, administering

a formal or informal grievance procedure; identifying and recommending solutions for personnel problems such as absenteeism, high turnover, low productivity, etc.; administration of beneficial suggestions system, retirement, pension,

or insurance plans, merit rating system, etc.; overseeing cafeteria operations,

recreational programs, industrial health or safety programs, etc.).

Employee training and development functions may or may not be part of the personnel management program for purposes of matching this definition.

Labor relation activities, if any, are confined mainly to the administration, interpretation, and application of labor union contracts and are essentially similar to those described under (3) above. If responsibility for actual contract negotiation with labor unions

as the principal company representative is considered a significant one in the job, i.e., the

one which serves as the primary basis for qualification requirements and compensation, the

job is excluded from being matched with this definition. Participation in bargaining of a less

significant nature, e.g., to negotiate detailed settlement of such matters as specific rates,

job classifications, work rules, hiring or layoff procedures, etc., within the broad terms

of a general agreement reached at higher levels, or to supply advice and information on

technical points to the company's principal representative, will not have the effect of excluding the job from coverage.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
44

DIRECTO R O F PERSONN EL— Continued

The director of personnel not only directs a personnel management program of the

intensity and scope outlined previously, but (to be a proper match) he is recognized by the top

management officials of the organization he serves as the source of advice and assistance

on personnel management matters and problems generally. For example, he is typically

consulted on the7 personnel implications of planned changes in management policy or program, the effects on the organization of economic or market trends, product or production

method changes, etc. ; he represents management in external contacts with other companies,

trade associations, government agencies, etc., when the primary subject matter of the contact is on personnel management matters.

Typically, the director of personnel reports to a company officer or a high management official who has responsibility for the operation of a plant or establishment of a company; or, at company headquarters level, he may report to a company officer in charge of

industrial relations and personnel management activities or a similar official.

Directors of personnel jobs which meet the above definition are classified by level

of work in accordance with the following tabulation:

Personnel program Personnel program

operations le v e l1 ______ development lev el2

.Organization Organization Organization Organization

Number of employees in serviced— serviced— serviced— serviced—

work force serviced type A 3 type B 4 type A 3 type B 4

250-750 ............................................................------ I II II III

1,000-5,000 —............................................... III III IV

6,000-12,000 ----------------------------------------- ------ Ill IV IV V

15,000-25,000 --------------------------------------- V V -

* Personnel program operations level— director of personnel servicing an organizational segment (e .g ., a plant) 

of a company, where the basic personnel program policies, plans, objectives, e tc., are established at company headquarters or at some other higher level between the plant and the company 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.

Personnel program development level— director of personnel servicing an entire company (with or without subordinate establishments) where the personnel director plays an important role in establishment of basic personnel policies, 

plans, objectives, e tc., for the company, subject to policy direction and control from company officers. There may 

be instances in which there is such relatively complete delegation of personnel program planning and development responsibility below the company level to an intermediate organization, e. g ., a subsidiary or a division, that a job of 

personnel director for such an organization should be matched as though it were a company level job.

3 Organization serviced— type A — jobs serviced are (almost exclusively) types which are common in the labor

market generally, and consist of relatively easy-to-understand work processes, or for similar reasons do not present

particularly difficult recruitment, job evaluation, or training problems. Work force, organizational structure, and

other organizational characteristics are relatively stable.

4 Organization serviced——type B— jobs serviced include a substantial number of types which are largely peculiar 

to the organization serviced, consist of hard-to-understand work processes (e. g ., professional, scientific, administrative, or technical), are jobs in new or emerging occupational fields, are in extremely short supply, have hard-tomatch skill requirements, or for similar reasons present difficult recruitment, job evaluation, or training problems. 

Work force, organizational structure, or other organizational characteristics are complicated, unstable, subject to wide 

seasonal fluctuations, etc.

NOTE: There are gaps between different degrees of all three elements used to determine job level matches. 

These gaps have been provided purposely 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 the type B degree. However, the same job should be matched with level I if the nature of the organization serviced clearly falls well within the definition for the type A degree.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
45

CHEMISTS AND ENGINEERS

CHEMIST

Performs research, development, interpretive, and analytical work to determine the

composition, molecular structure, and properties of substances, to develop or investigate

new materials and processes, and to investigate the transformation which substances undergo.

Work typically requires a B.S. degree in chemistry or equivalent in education and experience combined.

Chemist I

General characteristics.— As the beginning level of professional work in chemistry,

a bachelor's degree with major study in chemistry, or equivalent is required. Typically

receives formal classroom or on-the-job training.

Direction received.— Performs work under close supervision with specific and detailed instructions as to required tasks and results expected.

Typical duties and responsibilities.— Assignments are planned to provide experience

in the application of common laboratory techniques and familiarization with methods and

practices in the laboratory. Performs a variety of routine analyses, tests, and operations,

and assists experienced chemists by carrying out detailed steps of experiments.

Responsibility for the direction of others.— None.

Chemist II

General characteristics.— At this continuing developmental level for professional

chemists, work is characterized by selection and application of general and specialized

methods, techniques, and instruments commonly used in the laboratory. May receive advanced

on-the-job training or formal classroom instruction.

Direction received.— Supervisors establish the nature and extent of analysis required, specify methods and criteria on new types of assignments, and review work for thoroughness of application of methods and accuracy of results.

Typical duties and responsibilities.— Analyzes a wide variety of samples for which

there are standard or established methods of analysis or for which the adaptation of standard

methods is obvious or determined by others. Conducts specified phases of research projects

as an assistant to an experienced chemist.

Responsibility for the direction of others.— May supervise a few technicians or aids.

Chemist III

General characteristics.— Performs work requiring application of knowledge of a

specialized field of chemistry and ingenuity in the independent evaluation, selection, and

adaptation of standard methods and techniques.

Direction received.— On routine work, supervision is very general; unusual problems

are resolved with close collaboration of supervisor. Completed work is reviewed for application of sound judgment in choice of methods and adequacy of results.

Typical duties and responsibilities.— Develops details of research and development

assignments in accordance with a line of approach suggested by the supervisor and adapts

methods to the specific requirements of assignments. Analyzes samples that require specialized training because standard methods are ^inapplicable, because of required interpretive

judgment of quality of substances, or because of required specialized skill in adapting techniques such as microanalysis.

Responsibility for the direction of others.— May supervise a few technicians or aids.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
46

CHEM IST— Continue d

Chemist IV

General characteristics.— Plans and conducts work in chemistry requiring mastery

of specialized techniques or considerable ingenuity in selecting and evaluating approaches to

unforeseen or novel problems.

Direction received.— Generally works independently of technical supervision but refers proposed plans and unusually important or complex problems to supervisor for guidance.

Typical duties and responsibilities.— Conducts research assignments requiring the

evaluation of alternate methods of approach. Undertakes the more complex, and exacting,

or esoteric analytical assignments requiring a specialist in technique or product. Prepares

interpretive reports of results and may provide technical advice on significance of results.

Responsibility for the direction of others.— May supervise a small staff of chemists

and technicians.

Chemist V

General characteristics.— Participates in planning research 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 making recommendations and conclusions which serve as

the basis for undertaking or rejecting important projects.

Direction received.— Usually discusses important developments -with supervisor.

Supervision received relates largely to work objectives and administrative aspects.

Typical duties and responsibilities.— From broad program objectives, plans, organizes, and supervises or conducts research investigations with responsibility for defining

projects and scope and independently selecting lines of approach.

As individual worker, carries out research project requiring origination of new

scientific techniques and mature background of knowledge of related fields of science.

Responsibility for the direction of others.— May supervise a small group of chemists

engaged in varied research projects or a larger group on routine analytical work.

Chemist VI

General characteristics.— Performs work requiring leadership and expert knowledge

in a specialized field of chemistry. Conceives, plans, and directs projects of a pioneering

nature to create new methods and techniques or to resolve problems which have proved

unusually refractory.

Direction received.— Supervision received is essentially administrative with assignments broadly indicated in terms of objectives.

Typical duties and responsibilities.— Determines the kinds of projects and data

needed to meet objectives of programs. Maintains liaison with related organizations and

represents the laboratory in important conferences with authority to commit the organization. May serve as a consultant to other chemists in the specialty field.

Responsibility for the direction of others.— May plan, organize, direct, and evaluate

the work of a group of chemists.

Chemist VII

General characteristics.— Supervisor—provides leadership and scientific guidance

for a broad and diversified program in chemistry and related supporting activities such as

to require several subordinate supervisors responsible for programs typically identified with

level VI. Recommends the facilities, personnel, and funds required to carry out programs

and evaluates accomplishments.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
47

CHEMIST— Continued

Individual researcher and consultant—is a nonsupervisory chemist of recognized

leadership status and authoritativeness in his company* in a broad area of specialization. Is consulted extensively by associates and others with a high degree of reliance

placed on his scientific interpretations and advice.

Direction received.— Under general administrative direction.

Typical duties and responsibilities.—Supervisor—is responsible for an important

segment of a chemical program of a company with extensive and diversified scientific requirements or the entire chemical program of a company where the program is limited in

scope. Makes authoritative technical recommendations concerning the scientific objectives

and levels of work which will be most profitable in the light of company requirements and

scientific and industrial trends and developments.

Individual researcher and consultant— selects problems for research and conceives

and plans investigations in which the phenomena and principles are not adequately understood, so that outstanding creativity and mature judgment are required to devise hypotheses and techniques of experimentation and to interpret results. Advises the head of a

large laboratory on complex aspects of extremely broad and important programs with

responsibility for exploring, justifying, and evaluating proposed and current programs

and projects and furnishing advice on unusually complex and novel problems in the specialty field.

Responsibility for the direction of others.—Supervisor— see "general characteristics" above.

Chemist VIII

General characteristics.—Supervisor—provides leadership and scientific guidance

for a very broad and highly diversified program in chemistry and related supporting activities requiring several subordinate supervisors responsible for programs typically identified

with level VII, or a large number of supervisors of lower levels. Recommends the facilities, personnel, and funds required for programs and evaluates accomplishments.

Individual researcher and consultant— serves as a consultant to top-level management

on scientific questions of far-reaching significance. Is sought as a consultant by chemists who are themselves specialists in the field. Is a nationally recognized research

leader and consultant for his company.

Direction received.— Receives general administrative direction.

Typical duties and responsibilities.—Supervisor—is responsible for an important

segment of a chemical program of a company with very extensive and highly diversified scientific requirements or the entire chemical program of a company where the program is of

moderate scope. Is responsible for deciding the kind and extent of chemical and related

program needed to accomplish the objectives of the company, for choosing the scientific approaches, for planning and organizing facilities and programs, and for interpreting results.

Individual researcher and consultant—formulates and guides the attack on exceptionally difficult and important problems whose solution would represent a major scientific or technological advance.

Responsibility for the direction of others.—Supervisor—see "general characteristics" above.

This level does not include the chief chemist of a company with a

very extensive and highly diversified program; or the assistant chief

chemist of a company with an unusually extensive and novel chemical

program.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
48

ENGINEER

Performs 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 engineering or the

equivalent in experience and education combined. (Safety engineers, industrial engineers,

quality control engineers, and sales engineers are to be excluded.)

Engineer I

General characteristics.— As the beginning level of engineering work, a bachelor's

degree in engineering or equivalent is required. Typically receives formal classroom or

on-the-job training.

Direction received.— Performs work under close supervision with specific and detailed instructions as to required tasks and results expected. Work is checked during progress, and upon completion is reviewed for accuracy.

Typical duties and responsibilities.— Performs simple tasks that are planned to provide experience and familiarization with methods and practices of the company in the specialty

field and to ascertain the interests and aptitudes of the beginning engineer.

Responsibility for the direction of others.— None.

Engineer II

General characteristics.— At this continuing developmental 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. May receive advanced on-the-job or classroom instructions.

Direction received.— Supervisor screens assignments to eliminate difficult problems

and selects techniques and procedures to be applied. Receives close supervision on new

aspects of assignments.

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 for the direction of others.— May supervise a few aids or technicians.

Engineer III

General characteristics.— Work requires independent evaluation, selection, and application of standard engineering techniqueis, procedures, and criteria, using judgment and

ingenuity in making minor adaptations and modifications.

Direction received.— Receives instruction on specific assignment objectives, points

of emphasis, reference and information sources, and possible solutions. Unusual problems

are solved jointly with supervisor, and work is reviewed for application of sound engineering

judgment.

Typical duties and responsibilities.— Assignments include 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

principles, practices, and techniques commonly employed in the specific narrow area of

assignments. Performs work which involves conventional types of plans, investigations,

surveys, structures, or equipment with relatively few complex features for which there

are precedents.

Responsibility for the direction of others.— May supervise the work of draftsmen,

inspectors, and other technicians assigned to assist in the work.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
49

EN GIN EE R— C ontinued

Engineer IV

General characteristics.— Work requires originality and judgment in the independent

evaluation* selection* and substantial adaptation and modification of standard techniques*

procedures, and criteria. Is recognized as fully competent in all conventional aspects of

the subject-matter or functional area of assignments.

Direction received.— Receives direct supervision and guidance primarily on novel

or controversial problems or questions. Makes independent technical decisions on details

of work covered by precedents.

Typical duties and responsibilities.— Plans, schedules, and coordinates detailed

phases of the engineering work in a part of a major project or in a total project of moderate

scope. Devises new approaches to problems encountered. Performs work which involves

conventional engineering practice but includes a variety of complex features such as conflicting design requirements, unsuitability of standard materials, and difficult coordination requirements. Work requires a broad knowledge of precedents in the specialty area and a

good knowledge of principles and practices of related specialties.

Responsibility for the direction of others.— May supervise a few engineers or technicians on routine work.

Engineer V

General characteristics.— Work requires application of intensive and diversified

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 coordinate work. Positions may be supervisory or nonsupervisory.

Direction received.— Receives supervision and guidance only in terms of specific

work objectives and critical issues.

Typical duties and responsibilities.— Supervisor—plans, develops, coordinates, and

directs a large and important engineering project or a number of small projects with many

complex features.

Nonsupervisory researcher—carries out complex or novel research assignments

requiring the development of new or improved techniques and procedures.

Nonsupervisory staff specialist—develops and evaluates plans and criteria for a

variety of projects and activities to be carried out by others.

Responsibility for the direction of others.— Supervisor— supervises, coordinates, and

reviews the work of a small staff of engineers and technicians. Estimates manpower needs

and schedules and assigns work to meet completion date.

Engineer VI

General characteristics.— Work is characterized by full technical responsibility for

interpreting, organizing, executing, and coordinating assignments. Maintains liaison with

other organizations or companies. Positions may be supervisory or nonsupervisory.

Direction received.— Assignments are received in terms of broad general objectives

and limits. Supervision concerns administrative features of the work.

Typical duties and responsibilities.— Conceives and plans engineering projects involving exploration of subject area, definition of scope and selection of problems for investigation, and development of novel concepts and approaches.

Supervisor—plans, develops, coordinates, and directs a number of large and important projects or a project of major scope and importance.

Nonsupervisory researcher—plans and conducts research or other work requiring

pioneering in areas in which large blocks of data are controversial or unknown.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
50

ENGINEE R— Continued

Nonsupervisory staff specialist— as an expert in a specific field, performs advisory,

consulting, and review work.

Responsibility for direction of others.— Supervisor—directs a staff of project engineers and assistants. Evaluates progress of the staff and results obtained, and recommends

major changes to achieve overall objectives.

Engineer VII

General characteristics.— Work is characterized by decisions and recommendations

which 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 companies; this requires skill in persuasion and negotiations of

critical issues. Positions may be supervisory or nonsupervisory.

Direction received.— Receives general administrative direction.

Typical duties and responsibilities.— Demonstrates creativity, foresight, and mature

engineering judgment in anticipating and solving unprecedented engineering problems, determining program objectives and requirements, organizing programs and projects, and developing standards and guides for diverse engineering activities.

Supervisor—plans, develops, coordinates, and directs an engineering program consisting of many large and important projects.

Nonsupervisory—performs advisory, consulting, and review work as authoritative

specialist or expert in broad program areas.

Responsibility for the direction of others.— Supervisor—directs a large staff of project engineers, and engineers and scientists in supporting functions. Several subordinate

supervisors are responsible for projects or activities typically identified with level VI.

Engineer VIII

General characteristics.— Work is characterized by authoritative decisions and recommendations which 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. Positions may be supervisory

or nonsupervisory.

Direction received.— Receives general administrative direction.

Typical duties and responsibilities.— Demonstrates a high degree of creativity, foresight, and mature engineering judgment in planning, organizing, and guiding extensive engineering programs and activities of outstanding novelty and importance.

Supervisor—plans, develops, coordinates, and directs a highly complex and diversified engineering program consisting of many large and important projects and supporting activities.

Nonsupervisory—performs advisory and consulting work for his company as a nationally recognized authority for broad program areas of considerable novelty and

importance.

Responsibility for the direction of* others.— Directs a very large staff of project

engineers, and engineers and scientists in supporting functions. Several subordinate supervisors are responsible for programs, projects, or activities typically identified with level VII.

This level does not include positions of chief engineers of companies

with large engineering organization; e.g., those engaged in research

and development on a variety of complex weapons systems with numerous novel components, or of chiefs of primary organizational segments of companies with very large engineering organizations engaged

in unusually extensive and diversified research and development.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
51

ENGINEERING TECHNICIANS

ENGINEERING TECHNICIAN

To be covered by these definitions, employees must meet all of the following criteria:

(1) Provides semiprofessional technical support for engineers working in such

areas as research, design, development, testing or manufacturing process

improvement.

(2) Work pertains to electrical, electronic, or mechanical components or equipment.

(3) Required to have some knowledge of science or engineering.

(Excludes production or maintenance workers, quality control testers, craftsmen,

draftsmen, designers, and engineers.)

Engineering Technician I

Performs simple routine tasks under close supervision or from detailed procedures.

Work is checked in process or on completion. Performs at this level, one or a combination of such typical duties as:

Assembles or installs equipment or parts requiring simple wiring, soldering, or

connecting.

Performs simple or routine tasks or tests such as tensile or hardness tests; operates, and adjusts simple test equipment; records test data.

Gathers and maintains specified records of engineering data such as tests, and drawings; performs computations by substituting numbers in specified formulas; plots

data and draws simple curves and graphs.

Engineering Technician II

Performs standardized or prescribed assignments, involving a sequence of related

operations. Follows standard work methods or explicit instructions; technical adequacy of

routine work is reviewed on completion; nonroutine work may also be reviewed in process.

Performs at this level, one or a combination of such typical duties as:

Assembles or constructs simple or standard equipment or parts. May service or

repair simple instruments or equipment.

Conducts a variety of standardized tests; may prepare test specimens; sets up and

operates standard test equipment; records test data.

Extracts engineering data from various prescribed sources; processes the data

following well defined methods; presents the data in prescribed form.

Engineering Technician III

Performs assignments that are not completely standardized or prescribed. Selects

or adapts standard procedures or equipment. Receives initial instructions, equipment requirements and advice from supervisor or engineer; technical adequacy of completed work

is checked. Performs at this level, one or a combination of such typical duties as:

Constructs components, subunits or simple models or adapts standard equipment.

May troubleshoot and correct malfunctions.

Conducts various tests or experiments which may require minor modifications in

test setups or procedures; selects, sets up and operates standard test equipment

and records test data.

Extracts and compiles a variety of engineering data; processes or computes data

using specified formulas and procedures. Performs routine analysis to check applicability, accuracy, and reasonableness of data.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
52

ENGINEERING TECHNICIAN— Continued

Engineering .Technician IV

Performs nonroutine assignments of substantial variety and complexity. Receives

objectives and technical advice from supervisor or engineer; work is reviewed for technical

adequacy. May be assisted by lower level technicians. Performs at this level, one or a

combination of such typical duties as:

Works on limited segment of development project; constructs experimental or prototype models to meet engineering requirements; conducts tests or experiments;

records and evaluates data and reports findings.

Conducts tests or experiments requiring selection and adaptation or modification of

test equipment and test procedures; sets up and operates equipment; records data;

analyzes data and prepares test reports.

Compiles and computes a variety of engineering data; may analyze test and design

data; develops or prepares schematics, designs, specifications, parts lists or makes

recommendations regarding these items. May review designs or specifications for

adequacy.

Engineering Technician V

Performs nonroutine and complex assignments involving 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. May

coordinate portions of overall assignment; reviews, analyzes and integrates the technical

work of others. Supervisor or professional engineer outlines objectives, requirements and

design approaches; completed work is reviewed for technical adequacy and satisfaction of

requirements. May be assisted by lower level technicians. Performs at this level, one

or a combination of such typical duties as:

Designs, develops and constructs major units, devices or equipment; conducts tests

or experiments; analyzes results and redesigns or modifies equipment to improve

performance; reports results.

Plans or assists in planning tests to evaluate equipment performance. Determines

test requirements, equipment modification and test procedures; conducts tests,

analyzes and evaluates data and prepares reports on findings and recommendations.

Reviews and analyzes a variety of engineering data to determine requirements to

meet engineering objectives; may calculate design data; prepares layouts, detailed

specifications, parts lists, estimates, procedures, etc. May check and analyze

drawings or equipment to determine adequacy of drawings and design.

DRAFTSMEN

DRAFTSMAN, JUNIOR (Assistant Draftsman)

Draws to scale units or parts of drawings prepared by draftsman or others for

engineering, construction, or manufacturing purposes. Uses various types of drafting tools

as required. May prepare drawings from simple plans or sketches, or perform other duties

under direction of a draftsman.

DRAFTSMAN, SENIOR

Prepares working plans and detail drawings from notes, rough or detailed sketches

for engineering, construction, or manufacturing purposes. Duties involve a combination of

the following: Preparing working plans, detail drawings, maps, cross-sections, etc., to

scale by use of drafting instruments; making engineering computations such as those involved

in strength of materials, beams and trusses; verifying completed work, checking dimensions,

materials to be used, and quantities; writing specifications; and making adjustments or

changes in drawings or specifications. May ink in lines and letters on pencil drawings,

prepare detail units of complete drawings, or trace drawings. Work is frequently in a

specialized field such as architectural, electrical, mechanical, or structural drafting.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
53

TRACER

Copies plans and drawings prepared by others, by placing tracing cloth or paper

over drawing and tracing with pen or pencil. Uses T-square, compass, and other drafting

tools. May prepare simple drawings and do simple lettering.

CLERICAL

BOOKKEEPING-MACHINE OPERATOR

Operates a bookkeeping machine (Remington Rand, Elliott Fisher, Sundstrand, Burroughs, National Cash Register, with or without a typewriter keyboard) to keep a record of

business transactions.

Bookkeeping-Machine Operator I

Keeps a record of one or more phases or sections of a set of records usually requiring little knowledge of basic bookkeeping. Phases or sections include accounts payable,

payroll, customers* accounts (not including a simple type of billing described under biller,

machine), cost distribution, expense distribution, inventory control, etc. May check or assist

in preparation of trial balances and prepare control sheets for the accounting department.

Bookkeeping-Machine Operator II

Keeps a set of records requiring a knowledge of and experience in basic bookkeeping

principles and familarity with the structure of the particular accounting system used. Determines proper records and distribution of debit and credit items to be used in each phase of

the work. May prepare consolidated reports, balance sheets, and other records by hand.

CLERK, ACCOUNTING

Clerk, Accounting I

Under supervision, performs one or more routine accounting operations such as

posting simple journal vouchers or accounts payable vouchers, entering vouchers in voucher

registers; reconciling bank accounts; and posting subsidiary ledgers controlled by general

ledgers, or posting simple cost accounting data. This job does not require a knowledge of

accounting and bookkeeping principles, but is found in offices in which the more routine accounting work is subdivided on a functional basis among several workers.

Clerk, Accounting II

Under general direction of a bookkeeper or accountant, has responsibility for keeping

one or more sections of a complete set of books or records relating to one phase of ah

establishment^ business transactions. Work involves posting and balancing subsidiary ledger

or ledgers such as accounts receivable or accounts payable; examining and coding invoices

or vouchers with proper accounting distribution; requires judgment and experience in making

proper assignations and allocations. May assist in preparing, adjusting, and closing journal

entries; may direct accounting clerks I.

CLERK, FILE

Clerk, File I

Performs routine filing of material that has already been classified or which is

easily classified in a simple serial classification system (e. g ., alphabetical, chronological,

or numerical). As requested, locates readily available material in files and forwards material; may fill out withdrawal charge. Performs simple clerical and manual tasks required

to maintain and service files.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
54

CLERK, FILE— Continued

Clerk, File 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.

Clerk, File III

In an established filing system containing a number of varied subject matter files,

classifies and indexes file material such as correspondence, reports, technical documents,

etc. 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.

KEYPUNCH OPERATOR

Keypunch Operator I

Under close supervision or following specific procedures or instructions, transcribes

data from source documents to punched cards. Operates a numerical and/or alphabetical or

combination keypunch machine to keypunch tabulating cards. May verify cards. Working

from various standardized source documents, follows specified sequences which have been

coded or prescribed in detail and require little or no selecting, coding, or interpreting of

data to be punched. Problems arising from erroneous items or codes, missing information, etc. , are referred to supervisor.

Keypunch Operator II

Operates a numerical and/or alphabetical or combination keypunch machine to transcribe data from various source documents to keypunch tabulating cards. Performs same

tasks as lower level keypunch operator but in addition, work requires application of coding

skills and the making of some determinations, for example, locates on the source document

the items to be punched; extracts information from several documents; searches for and

interprets information on the document to determine information to be punched. May train

inexperienced operators.

OFFICE BOY OR GIRL

Performs various routine duties such as running errands; operating minor office

machines, such as sealers or mailers; opening and distributing mail; and other minor

clerical work.

STENOGRAPHER, GENERAL

Primary duty is to take and transcribe dictation from one or more persons either

in shorthand or by Stenotype or similar machine, involving a normal routine vocabulary.

May also type from written copy. May maintain files, keep simple records or perform other

relatively routine clerical tasks. May operate from a stenographic pool. Does not include

transcribing-machine work.

STENOGRAPHER, SENIOR

Primary duty is to take and transcribe dictation from one or more persons, either

in shorthand or by Stenotype or similar machine, involving a varied technical or specialized

vocabulary such as in legal briefs or reports on scientific research. May also type from

written copy. May also set up and maintain files, keep records, etc.

OR

Performs stenographic duties requiring significantly greater independence and responsibility than stenographer, general as evidenced by the following: Work requires high

degree of stenographic speed and accuracy; a thorough working knowledge of general

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
55

STEN O GRAPH ER, SENIOR— Continued

business and office procedure and of the specific business operations, organization, 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, memorandums, and letters; composing simple letters from general instructions;

reading and routing incoming mail; answering routine questions, etc. Does not include

transcribing-machine work.

NOTE: This job is distinguished from that of a secretary in that the secretary

normally works in a confidential relationship to only one manager or executive and performs

more responsible and discretionary tasks as described in that job definition.

SWITCHBOARD OPERATOR

Operates a single- or multiple-position telephone switchboard. Duties involve handling incoming, outgoing, intraplant, or office calls. May handle routine long-distance calls

and record toll calls. May perform limited information work, for example, giving telephone

extension numbers when a specific name is furnished. May occasionally take telephone orders.

SWITCHBOARD OPERATOR, SPECIAL

In addition to the work described above for switchboard operator or as a full-time

assignment, serves as a "special" operator who handles the more complex long-distance

calls (e.g. , conference, collect, overseas, or similar calls) or performs full telephone information service (e. g. , where a knowledge of the work done in different parts of the organization is required).

TABULATING-MACHINE OPERATOR

Tabulating-Machine Operator I

Operates simple tabulating or electrical accounting machines, such as the sorter,

reproducing punch, collator, etc., with specific instructions. May include the performance

of some simple wiring from diagrams and some filing work. The work typically involves

portions of a work unit, for example, individual sorting or collating runs, or repetitive

operations.

Tabulating-Machine Operator II

Operates more difficult tabulating or electrical accounting machines, such as the

tabulator and calculator, in addition to the sorter, reproducer, and collator. This work is

performed under specific instructions and may include the performance of some wiring from

diagrams. The work typically involves, for example, tabulations involving a repetitive accounting exercise, a complete but small tabulating study, or parts of a longer and more

complex report. Such reports and studies are usually of a recurring nature where the procedures are well established. May also include the training of new employees in the basic

operation of the machine.

Tabulating-Machine Operator HI

Operates a variety of tabulating or electrical accounting machines, typically including such machines as the tabulator, calculator, interpreter, collator, and others. Performs complete reporting assignments without close supervision, and performs difficult

wiring as required. The complete reporting and tabulating assignments typically involve a

variety of long and complex reports which often are of irregular or nonrecurring type requiring some planning and sequencing of steps to be taken. As a more experienced operator,

is typically involved in training new operators in machine operations, or partially trained

operators in wiring from diagrams and operating sequences of long and complex reports.

Does not include working supervisors performing tabulating-machine operations and day-today supervision of the work and production of a group of tabulating-machine operators.

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
56

TYPIST

Uses a typewriter to make copies of various materials or to make out bills after

calculations have been made by another person. 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.

Typist I

Performs one or more of the following; Copy typing from rough or clear drafts;

routine typing of forms, insurance policies, etc. ; setting up simple standard tabulations,

or copying more complex tables already set up and spaced properly.

Typist II

Performs one or more of the following; Typing material in final form when it involves combining material from several sources 0£ responsibility for correct spelling, syllabication, punctuation, etc. , of technical or unusual words or foreign language material;

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.

NOTE: The definitions for the drafting and clerical occupations shown in this bulletin are the same as those used in the Bureau*s program of labor market occupational wage

surveys. The level designations used in this bulletin, however, differ from those used in

the area bulletins. The equivalent level designations for the occupations concerned are

as follows:

National Survey of

Professional, Admini­ Labor Market

strative, Technical, and Occupational

Occupation Clerical Pay Wage Surveys

Bookkeeping-machine

operator______ __ I B

II A

Clerk, accounting— I B

II A

Clerk, file__ — ____ — I C

II B

III A

Keypunch operator_________ I B

II A

Tabulating -machine

operator_________________ I C

n B

h i A

Typist____ ______rnr__________ i B

i i A

Typist__

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
Available On Request----

The fourth annual report on salaries for accountants, auditors, attorneys, chemists, 

engineers, engineering technicians, draftsmen, tracers, job analysts, directors of 

personnel, managers of office services, and clerical employees.

Order as BLS Bulletin 1387, National Survey of Professional, Administrative, Technical, and Clerical Pay, February—March 1963, 40 cents a copy.

Digitized for FRASER * U.S. GOVERNMENT PRINTING OFFICE : 19€4 0-719-100

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis
BUREAU OF LABOR STATISTICS REGIONAL OFFICES

Digitized for FRASER 

http://fraser.stlouisfed.org/ 

Federal Reserve Bank of St. Louis