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1、组织行为学：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. 1.1IQ testsIQ tests are designed to ascertain ones genera
2、l 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 abilitiesThe seven most frequently cited dimensions making up intellectual abilities are number ap
3、titude, 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
4、 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 ar
5、son(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: superv
6、isor _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:
7、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
8、 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
9、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 abili
10、ty 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 毅力, 耐力_ dexterity 灵巧, 机敏_ contrary _】Specific physical abilities gai
11、n 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 musc
12、ular 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 explosi
13、ve actsFlexibility factors(5)Extent flexibilityAbility to move the trunk and back muscles as far as possible(6)Dynamic flexibilityAbility to make rapid, repeated flexing movementsOther factors(7)Body coordinationAbility to coordinate the simultaneous actions of different parts of the body(8)BalanceA
14、bility 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 Washin
15、gton 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.
