组织行为学：个体能力Ability

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 individual’s capacity to perform the various tasks in a job. An individual’s 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[ ???????]毅力, 耐力,dexterity [???????????]灵巧, 机敏, strength, and similar skills.

Contrary to与...相反[ ?????????] what we were taught in grade school, we weren’t all created equal.

Individual’s overall abilities

An individual’s overall abilities are essentially made up of two sets of factors: intellectual and physical abilities.

1. Intellectual abilities

Intellectual abilities are those required to do mental activities.

1.1IQ tests

IQ tests are designed to ascertain one’s 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)

1.2Dimensions of intellectual abilities

The 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 aptitude

Ability to do speedy and accurate arithmetic__ Job example: accountant __ computing the sales tax on a set of items

(2)Verbal comprehension

Ability to understand what is read or heard and the relationship of words to each other __ Job example: plant manager __following corporate policies

(3)Perceptual speed

Ability to identify visual similarities and differences quickly and accurately __ Job example: fire investigator __identifying clues to support a charge of arson (4)Inductive reasoning

Ability 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 reasoning

Ability to use logic and assess the implications of an argument__ Job example: supervisor __choosing between two different suggestions offered by employees (6)Spatial visualization

Ability to imagine how an object would look if its position in space were changed__ Job example: interior decorator ___redecorating an office

(7)Memory

Ability to retain and recall past experiences __Job example: salesperson __remembering the names of customers

Jobs 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 performance

The 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 abilities

Physical 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[ ???????]毅力, 耐力__dexterity[???????????]灵巧, 机敏__contrary __】

Specific physical abilities gain importance for successfully doing less skilled and more standardized jobs.

Nine basic physical abilities

Research on the requirements needed in hundreds of jobs has identified nine basic abilities involved in the performance of physical tasks.

?Strength factors

(1)Dynamic strength

Ability to exert muscular force repeatedly or continuously over time

(2)Trunk strength

Ability to exert muscular strength using the trunk, particularly abdominal,

muscles

(3)Static strength

Ability to exert force against external objects

(4)Explosive strength

Ability to expend a maximum of energy in one or a series of explosive acts ?Flexibility factors

(5)Extent flexibility

Ability to move the trunk and back muscles as far as possible

(6)Dynamic flexibility

Ability to make rapid, repeated flexing movements

?Other factors

(7)Body coordination

Ability to coordinate the simultaneous actions of different parts of the body

(8)Balance

Ability to maintain equilibrium despite forces pulling off balance

(9)Stamina

Ability to continue maximum effort requiring prolonged effort over time Source: 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. 82~92

Individuals 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 fit

We 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 ①对...提出要求；②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 employee’s 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 employee’s 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 employee’s job satisfaction when employee’s desire to use his abilities is particularly strong and is frustrated by the limitations of the job.

What predictions can we make when the fit is poor?

If employees lack the required abilities, they are likely to fail.

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.

Job performance is likely to be adequate, but there will be organizational

inefficiencies and possible declines in employee satisfaction. Given that

pay tends to reflect the highest skill level that employees possess, if an

employee’s 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

employee’s job satisfaction when the employee’s desire to use his or her

abilities is particularly strong and is frustrated by the limitations of the

job.