145).
When examined in this manner, it becomes clear that the cultural context in which intelligence is developed and utilized by the organization will have a direct bearing on the manner in which the individual responds. Although Fincham and Rhodes do not specifically argue this point, the conclusion drawn is that organizational culture will play a direct role in the development of individual behavior. Thus, even if the individual employee demonstrates a highly intelligent persona, the reality is that it is up to the organization to effectively utilize this asset in a manner that promotes positive outcomes for the organization.
Discussion/Conclusion
At the outset of this investigation, a basic statement for evaluation was proposed: "An individual's work achievement can be best predicted by measuring their intelligence." Synthesizing all of the data provided in this investigation, it is now possible to evaluate this statement and its implication for the development of the organization. Overall, the data presented here suggests that ongoing efforts to define and understand intelligence have prompted a more integral expansion of the definition and conceptualization of intelligence. Even though intelligence was once thought to be a measure of the individual's cognitive abilities only, broadening this definition clearly demonstrates that there are other issues that must be considered in the context of intelligence assessment and evaluation.
Placing this in the context of the organization and the ability to predict individual behavior, it seems reasonable to argue that efforts to assess intelligence often do not look beyond the quantitative measures that have been developed in the context of standardized intelligence tests. For this reason, the utilization of these tests as a dominant predictor of individual behavior does not appear to be a valid practice. Rather, intelligence assessment or evaluation may provide a rudimentary...
Thus, intelligence is not the sole measure which will provide a clear and accurate understanding of how the individual will perform once hired.
Integral to this discussion of intelligence and the individual's behavior is the moderating context of the organizational culture in which the individual employee will function. Research provided in this investigation clearly demonstrates that the culture of the organization will play a mitigating or confounding role in the development of behavior. Thus, while the collective intelligence of the organization and its culture may influence the development of positive behavior of the intelligent employee, without this culture in place, intelligence assessments, in and of themselves, will not provide a definitive answer with respect to individual performance and outcomes for the organization.
In the end it is clear that an individual's work achievement cannot be best predicted by intelligence level. Although there is evidence which suggests that intelligence is a highly desirable trait which can impact the performance of both the individual and the organization, the reality is that intelligence alone cannot predict achievement. For this reason, organizations should consider the use of intelligence assessments as part of a larger battery of evaluations to determine the individual's fit within operations.
Reference List
Fincham, R. & Rhodes, P., 2006. Principles of organizational behavior. 4th ed. Oxford: Oxford University Press.
Sternberg, R., 2006. Cognitive Psychology. 4th ed. Belmont, CA: Thompson/Wadsworth.
Youndt, M. & Snell, S.A., 2004. Human resource configurations, intellectual capital and organizational performance. Journal of Managerial Issues, 16(3), pp. 337-360.
