Ability is a mental and physical capacity to perform various tasks, Skills Dexterity at performing specific tasks, which has been acquired through training or experience As this quotation suggests, people defer greatly with respect to their ablest the Capacities to perform various tasks and also differ greatly with respect to specific Skills dexterity at performing specific tasks, which has been acquired through training,To do easily what is difficult for others is the mark of talent.
To do what is impossible For talent is the mark of genius. (Henry-FRRdrice Email, Swiss philosopher, toe, and Critic, 1 856) According to (Adams, Renee, Helter Alameda, and Daniel Ferreira, have long assumed that employees have heterogeneous talents and abilities that map Into firm performance.
For example, Rosen (1 981 1, Murphy and Jawboning (20041 and Gigabit and Landler (2008) all model Coos with different qualities.
Empirical studies confirm that managerial heterogeneity is important for corporate actions and performance. For example, Bertrand and Soar (2003), Adams, Alameda, and Ferreira (2005), and Benders, Praze-Gonzalez, and Wolfing (2008) find evidence that specific abilities matter. Ability Is an individual’s current capacity to perform various tasks In a Job. Intellectual Ablest Intellectual abilities are abilities needed to perform mental activities-?thinking, reasoning, and problem solving.
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, Stephen P Robin (2013).
Intelligence dimensions are positively related, so if a person scores high on verbal comprehension, for example, he/she Is more likely to score high on spatial equalization. In addition, Jobs differ in the demands they place on Intellectual abilities.
The more complex a job in terms of information-processing demands, the more general intelligence and verbal abilities will be necessary to perform successfully. Where employee behavior is highly routine and there are few or no opportunities to exercise discretion, a high IQ is not as important to performing well, Stephen P Robin(2013). However, this does not mean people with high IIS cannot have an Impact on traditionally less complex Jobs. Number aptitude refers to the ability to do speedy and accurate arithmetic.
Patina visualization refers to the ability to imagine how an object would look if its position in space is changed.
Deductive reasoning refers to the ability to use logic and access implications of an argument. Perceptual speed refers to the ability to identify visual similarities and differences quickly and accurately. Inductive reasoning is the ability to identify a logical sequence In a problem and then solve the problem.
Memory Is the ability to retain and recall past experiences. Evidence strongly supports the Idea that the structures and measures of intellectual abilities generalize across cultures. Jobs differ in the demands they place on intellectual abilities.
The more complex a Job in terms of information-processing demands, the more general intelligence and verbal abilities will be necessary to perform successfully Where employee behavior is highly routine and there are few or no opportunities to exercise discretion, a high IQ is not as Important to performing well.
Although Intelligence Is a big help In performing a Abilities: Physical abilities are needed when performance requires physical activity to complete a task. People must have the capacity to do tasks that demand stamina, exterior, strength, and similar physical abilities.
There are three main categories of physical ability – strength, flexibility and other characteristics. Strength factors include dynamic strength, trunk strength, static strength, and explosive strength.
Flexibility factors include both components of extent flexibility and dynamic flexibility. Other strength factors include body coordination, balance, and stamina. Implementing Diversity Management Strategies Introduction Having discussed a variety of ways in which people differ, we now look at how a manager can and should manage these differences.
Diversity management makes everyone more aware of and sensitive to the needs and differences of others Stephen P Robin(2013).
Attracting, Selecting, Developing, and Retaining Diverse Employees Attracting One method of enhancing workforce diversity is to target recruiting messages to specific demographic groups underrepresented in the workforce. Selection The selection process is one of the most important places to apply diversity efforts. Ensuring that hiring is bias-free does appear to work. Developing Similarity in personality appears to affect career advancement.
Those whose personality traits are similar to those of their co-workers are more likely to be promoted than those whose personalities are different.
Once again, deep-level diversity factors appear to be more important in shaping people’s reactions to one another than surface-level characteristics. Retaining some data suggest individuals who are demographically different from their co-workers are more likely to feel low commitment and to turn over. After people become better acquainted with one another, demographic differences are less consistently related to turnover, Timothy A Judge (2013).