Biology, in An Introduction to Vocational Psychology

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Physical Demands
by Andrew D. Carson, Ph.D.

Physical Constraints

Many talent fields have formal or informal physical constraints on who is able to achieve elite levels of performance. Military forces normally require recruits to pass at least minimum levels of fitness, height, eyesight, and so on, and for some characteristics recruits must fall within a range (e.g., height, weight), and this range may depend on the recruit's sex.

Elite athletes likewise encounter a winnowing based on physical characteristics, although in most cases such constraints are informal and based on competitive pressures rather than being formally mandated by rules. For example, there is no height requirement among basketball players in the National Basketball League, but most players are over six feet tall, and most are substantially taller than that. Some athletes, such as jockeys and female gymnasts, are substantially shorter weigh less than the average for their sex. Some occupations require high visual acuity (e.g., air force fighter pilot, sniper), while others generally (but not always) demand good looks (e.g., model).

These constraints are primarily physical, although characteristics such as being attractive are also related to willful intent (e.g., one can strive to keep one's skin clean and reduce chance of acne, which can reduce attractiveness). The point is that one either has such physical qualities, or falls within the acceptable physical range required of the activity, or one does not. Neither will nor practice will change such factors, at least in most cases.

Overcoming Disabilities

In the United States and elsewhere, there have been efforts made to make the workplace as accessible as possible to all workers, regardless of particular physical characteristics not directly related to performance of job requirements. The Americans with Disabilities Act (ADA), along with other legislation and court decisions at all levels of government, has resulted in greater accessibility of individuals to occupations. Instead of just excluding individuals from workplaces because there do not exist appropriate facilities or methods of work, employers must strive to accomodate and adapt the work done to the constraints of the individual's disability.

Although our focus here is on physical disabilities, the same logic extends to mental disabilities as well. Vocational rehabilitation and rehabilitation psychology are concerned, among other things, with how to aid such efforts.

Fitness

Fitness, strength, and endurance may also have associations vocational choice and performance. People in some occupations are more fit than those in other occupations, or stronger, or in better cardiovascular shape. For example, many professional athletes must approach theoretical maxima in all three dimensions. Many computer programmers or other information society workers, sitting all day (often for long days) in front of terminals, and perhaps eating chips and drinking sugared sodas, may approach the theoretical minima. Carpal tunnel syndrome is rampant among such workers, along with many other physical ailments. Occupational health psychologists tend to concern themselves with such issues, although most counseling and vocational psychologists have not.

It is worth considering whether an individuals vocational problems, particularly those that appear to be stress-related, might be addressed in large measure by simply improving the individual's physical fitness, say through a regular exercise program. Some firms, especially in Japan, require all workers to complete group exercises and calesthenics in the morning before starting the work day.

If organizational productivity is related to the physical fitness of workers, then the organization would do well to go right to the top and ensure that its executives also engage in a regular program of fitness training. This would require a substantial change of behavior on the part of many executives. It might also require a redesign of the workplace; it would be easier to support better fitness of workers if exercise facilties were either on-site (in the case or large organizations) or in close proximity to the workplace, say, through a neighboring gym or sports club.

However, most firms are reluctant to spend money on the physical well-being of workers whom they may view as disloyal and only too ready to jump to a rival company, even when one demonstrates that better physical fitness results in better mental health, less stress, better morale, and improved productivity.