can you please explain diffrient words and means

SUMMARY 2.1 Explain the individual performance equation. The individual performance equation views performance as the result of the personal attributes of individ- uals, the work efforts they put forth and the organisational support they receive. Individual performance factors are highlighted in the following equation. performance = individual attributes x work effort x organisational support Individual attributes consist of demographic, competency and personality characteristics. Work effort is reflected in the motivation to work. Organisational support consists of a wide range of organisational support mechanisms, such as tools, resources, instructions and other educational strategies, which provide the opportunity for an individual to perform if they have the capacity and willingness. 2.2 Discuss the demographic characteristics that distinguish individuals. Demographic characteristics of individuals are background variables that help shape what a person has become. Some demographic characteristics are current (for example, a worker's current health status); others are historical (for example, length of service). 2.3 Discuss competency characteristics that distinguish individuals. Competency characteristics among individuals consist of aptitude (the capability to learn something) and ability (the existing capacity to do something). Aptitudes are potential abilities. Abilities can be classified as cognitive abilities, physical abilities and emotional intelligence. 2.4 Discuss personality characteristics that distinguish individuals. Personality captures the overall profile or combination of characteristics that represent the unique nature of a person as that person reacts and interacts with others. We expect there to be a predictable interplay between an individual's personality and a tendency to behave in certain ways. Personality traits important in organisational behaviour are: locus of control, authoritarianism/dogmatism, Machiavellianism and the 'big five personality dimensions 2.5 List some strategies that managers can adopt to capitalise on workforce diversity in their organisations. Increasing diversity is creating workplace challenges. Significant variations are occurring in skill levels, education, physical abilities, cultural backgrounds, lifestyles, personal values, individual needs, and ethnic and social differences. Workplaces that are open to diversity create a diversity management plan. 2.6 Define and describe possible values of workers. Values are global concepts that guide actions and judgements across a variety of situations. Values are especially important in organisational behaviour because they can directly influence outcomes such as performance or human resource maintenance, they can also have an indirect influence on behaviour by means of attitudes and perceptions. While treated as characteristics of individuals in this chapter, values can also reflect differences among various societal and organisational cultures. 2.7 Define and describe possible attitudes of workers. Attitudes are influenced by values but focus on specific people or objects, in contrast, values have a more global focus. Attitudes are predispositions to respond in a positive or negative way to someone or something in one's environment. They operate through intended behaviour to influence actual behaviour or other variables. 2.8 Explain the importance of job satisfaction as a specific organisational attitude and determine how this variable can affect job performance. Job satisfaction is a specific attitude that indicates the degree to which individuals feel positively or negatively about their jobs. It is an emotional response to one's tasks as well as to the physical and social conditions of the workplace. Often, job satisfaction is measured in terms of feelings about various