组织行为学：个体能力Ability.docx

组织行为学：个体能力Ability能力，一个人完成一项工作的能力有两个组成部分，第一是此人从事某项活动的天资（智力天资和体力天资）即天生的潜能，第二是充许他发展其潜能的学习机会。Ability refers to an individuals capacity to perform the various tasks in a job. An individuals overall abilities are essentially made up of two sets of factors: intellectual and physical abilities.Intellectual abilities are those required to do mental activities. Physical abilities are those required to do tasks demanding stamina 5stAminE毅力, 耐力, dexterity deks5teriti灵巧, 机敏, strength, and similar skills.Contrary to 与.相反 5kRntrerI what we were taught in grade school, we werent all created equal.Individuals overall abilitiesAn individuals overall abilities are essentially made up of two sets of factors: intellectual and physical abilities.1. Intellectual abilitiesIntellectual abilities are those required to do mental activities. 1.1 IQ testsIQ tests are designed to ascertain ones general intellectual abilities. So, too, are popular college admission tests like the SAT and ACT and graduate admission tests in business (GMAT), law (LSAT), and medicine (MCAT)1.2 Dimensions of intellectual abilitiesThe seven most frequently cited dimensions making up intellectual abilities are number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory.(1) Number aptitudeAbility to do speedy and accurate arithmetic _ Job example: accountant _ computing the sales tax on a set of items(2) Verbal comprehensionAbility to understand what is read or heard and the relationship of words to each other _ Job example: plant manager _following corporate policies(3) Perceptual speedAbility to identify visual similarities and differences quickly and accurately _ Job example: fire investigator _identifying clues to support a charge of arson(4) Inductive reasoningAbility to identify a logical sequence in a problem and then solve the problem _ Job example: market researcher: forecasting demand for a product in the next time period(5) Deductive reasoningAbility to use logic and assess the implications of an argument_ Job example: supervisor _choosing between two different suggestions offered by employees(6) Spatial visualizationAbility to imagine how an object would look if its position in space were changed_ Job example: interior decorator _redecorating an office(7) MemoryAbility to retain and recall past experiences _Job example: salesperson _remembering the names of customersJobs differ in the demands they place on incumbents to use their intellectual abilities. Generally speaking, the more information processing demands that exist in a job, the more general intelligence and verbal abilities will be necessary to perform the job successfully.A high IQ is not a prerequisite for all jobs. In fact, for many jobs where employee behavior is highly routine and there are little or no opportunities to exercise discretion a high IQ may be unrelated to performanceThe major dilemma faced by employers who use mental ability tests for selection, promotion, training, and similar personnel decisions is that they may have a negative impact on racial and ethnic groups. The evidence indicates that some minority groups score, on the average, as much as one standard deviation lower than whites on verbal, numerical, and spatial ability tests.2. Physical abilitiesPhysical abilities are those required to do tasks demanding stamina, dexterity, strength, and similar skills. Contrary to 与.相反what we were taught in grade school, we were not all created equal. 【stamina 5stAminE毅力, 耐力_ dexterity deks5teriti灵巧, 机敏_ contrary _】Specific physical abilities gain importance for successfully doing less skilled and more standardized jobs.Nine basic physical abilitiesResearch on the requirements needed in hundreds of jobs has identified nine basic abilities involved in the performance of physical tasks. Strength factors(1) Dynamic strengthAbility to exert muscular force repeatedly or continuously over time(2) Trunk strengthAbility to exert muscular strength using the trunk, particularly abdominal, muscles(3) Static strengthAbility to exert force against external objects(4) Explosive strengthAbility to expend a maximum of energy in one or a series of explosive acts Flexibility factors(5) Extent flexibilityAbility to move the trunk and back muscles as far as possible(6) Dynamic flexibilityAbility to make rapid, repeated flexing movements Other factors(7) Body coordinationAbility to coordinate the simultaneous actions of different parts of the body(8) BalanceAbility to maintain equilibrium despite forces pulling off balance(9) StaminaAbility to continue maximum effort requiring prolonged effort over timeSource: reprinted from the June 1979 issue of Personnel Administrator, copyright 1979, the American Society for Personnel Administration; 606 North Washington Street, Alexandria, Virginia 22314, pp. 8292Individuals differ in the extent to which they have each of these abilities. Not surprisingly, there is also little relationship between them: a high score on one is no assurance of a high score on others.High employee performance is likely to be achieved when management has ascertained the extent to which a job requires each of the nine abilities and then ensures that employees in that job have those abilities.Ability-job fitWe have demonstrated that jobs make differing demands on people and that people differ in the abilities they possess. Employee performance, therefore, is enhanced when there is a high ability-job fit. 【make demands on 对.提出要求； 有求于】The specific intellectual or physical abilities required for adequate job performance depend on the ability requirements of the job. So, for example, airline pilots need strong spatial visualization abilities; senior executives need verbal abilities; executives need verbal abilities; high-rise construction workers need balance. Directing attention at only the employees abilities or the ability requirements of the job ignores that employee performance depends on the interaction of the two.When the ability-job fit is out of sync because the employee has abilities that far exceed the requirements of the job, our predictions would be very different. Given that pay tends to reflect the highest skill level that employees possess, if an employees abilities far exceed those necessary to do the job, management will be paying more than it needs to. Abilities significantly above those required can also reduce the employees job satisfaction when employees desire to use his abilities is particularly strong and is frustrated by the limitations of the job.n What predictions can we make when the fit is poor?If employees lack the required abili