Basics of Individual Behaviour

1. Foundation of Individual Behaviour
This is about looking at how individual differences in the form of Abilities
(which include intelligence) and Biographical Characteristics (such as age or
gender) affect employee Performance and Satisfaction. The issue is about
knowing how people differ in abilities and using that knowledge to increase
the likelihood that an employee will perform his or her job well.
It is also about how behaviours are learned and what managers can do to
shape those behaviours.
Ability
Ability is 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
Intellectual Ability
Intellectual Abilities are needed to perform mental activities use for thinking,
reasoning and problem solving. The seven most frequently cited Intellectual
Abilities are:
 Number aptitude - Ability to do speedy and accurate arithmetic
 Verbal comprehension - Ability to understand what is read or heard and
the relationship of words to each other
 Perceptual speed - Ability to identify visual similarities and differences
quickly and accurately
 Inductive reasoning - Ability to identify a logical sequence in a problem
and then solve the problem
 Deductive reasoning - Ability to use logic and assess the implications of
an argument
 Spatial visualization - Ability to imagine how an object would look if its
position in space were changed
 Memory - Ability to retain and recall past experiences
Intelligence dimensions are positively related, so that high scores on one
dimension tend to be positively correlated with high scores on another.
Of course, a high IQ is not a requirement for all jobs. For jobs in which
employee behaviour is highly routine and there are few or no opportunities to
exercise discretion, a high IQ is not as important to performing well.
Intelligence quotient (IQ) tests, for example, are designed to ascertain a
person's general intellectual abilities.

2. Physical Ability
Physical Ability is the capacity to do tasks that demand stamina, dexterity,
strength and similar characteristics.
Though the changing nature of work suggests that Intellectual Abilities are
becoming increasingly important for many jobs, Physical Abilities have been
and will remain important for successfully doing certain jobs. Research on the
requirements needed in hundreds of jobs has identified nine basic abilities
involved in the performance of physical tasks
Strength Factor
 Dynamic strength - Ability to exert muscular force repeatedly or
continuously over
 Trunk strength time - Ability to exert muscular strength using the trunk
(particularly abdominal) muscles
 Static strength - Ability to exert force against external objects
 Explosive strength - Ability to expend a maximum of energy in one or a
series of explosive acts
Flexibility Factors
 Extent Flexibility - Ability to move the trunk and back muscles as far as
possible
 Dynamic Flexibility – Ability to make rapid, repeated flexing movements
Other Factors
 Body Coordination - Ability to coordinate the simultaneous actions of
different parts of the body
 Balance - Ability to maintain equilibrium despite forces pulling off
balance
 Stamina – Ability to continue maximum effort requiring prolonged effort
over time
Individuals differ in the extent to which they have each of these abilities. Not
surprisingly, there is also little relationship among 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.

3. Biographical Characteristics
These are the personal characteristics, such as age, gender, date of birth,
marital status and other details that are objective (Based on Facts rather than
interpretations) and easily obtained from personnel records.
These Characteristics have an important role to play as it has direct impact on
an individual’s life and can help for example to know when the employee will
quit the job due to his age.

4. Learning
Learning may be defined as any relatively permanent change in behaviour that
occurs as a result of experience
All complex behaviours are learned. If we want to explain and predict
behaviour, we need to understand how people learn and thus Managers can
use this to facilitate employee learning.
Three theories have been offered to explain the process by which we acquire
patterns of behaviour. These are: Classical Conditioning, Operant Conditioning
and Social Learning.