This informal self-assessment is intended to help you look at some of the ways to improve performance and attain happiness at work.
Items 1 – 7 relate specifically to performance; Items 8 – 15 specifically to happiness. Any dimension with a rating of “8” or higher is likely an area of high performance or satisfaction for you. Any dimension rated “5” or lower is likely an opportunity for development or change.
Use this self-assessment tool as a springboard to discuss with a trusted colleague or coach your level of performance and happiness and to create personal effectiveness plans.
Instructions: Use this survey to assess your performance and happiness in your current work place on the dimensions cited below. Rate yourself on a scale of 1 to 10 (“10” being the highest or “very true”) for each dimension.
Dimension
Self-Rating
1. I have a clear direction.
______
2. I am motivated by that direction.
______
3. I am focused on what is important.
______
4. I am focused on what I can influence
______
5. I am linked to the necessary resources to execute key actions.
______
6. I act in ways that promote performance.
______
7. I achieve agreed upon results.
______
8. I act in ways that promote positivity.
______
9. I am significantly engaged in my work.
______
10. I find meaning/purpose in my work.
______
11. I have more positive than negative experiences at work.
Charles D. Kerns, PhD, MBA, is a professor of applied behavioral science at the Graziadio School of Business and Management. He has more than 30 years of business, management, and consulting experience. Through his private consulting firm, Corperformance, he has implemented performance management programs and systems to help companies from many industries maximize their results. Since 1980, he has taught in almost every program in the Graziadio School, first as an adjunct faculty member, then, since 2000, as a member of the full-time faculty. He has also served as the associate dean for Academic Affairs. Dr. Kerns holds a Diplomate, ABPP, in both Industrial-Organizational Psychology and Organizational-Business Consulting Psychology.
The deployment of AI fits into the broader umbrella of cyber risk as part of enterprise risk identification and mitigation. It is essential for AI to address ethical issues such as data bias and to ensure AI is deployed to achieve the bottom-line and top-line goals.
A look at how a large company strategically handles competitive rivalry in order to provide practitioners with important lessons of how to strategically thrive in a competitive environment.
This study examines measures of customer satisfaction is six countries within South America: Argentina, Brazil, Chile, Colombia, Peru, and Venezuela over the five-year period 2013 through 2017.
Many B-schools have responded to COVID-19 by increasing their online presence as a stopgap measure in the short term and potentially a long-term solution to ongoing economic challenges. These actions may not be a complete solution to the problem.
In this article, the author clarifies the differences between those problems that can be solved—Tame Problems—and those that cannot—Wicked ones—and spells out the both the implications of these, and what can be done to deal with them.
Today’s consumers are subject to social pressure to support brands that are aligned with their personal values. When firms do not conform to their customer’s values, they often find themselves the target of boycotts. Managing in the age of boycotts is something firms need to pay attention to and understand how to manage.
This study examines measures of customer satisfaction is six countries within South America: Argentina, Brazil, Chile, Colombia, Peru, and Venezuela over the five-year period 2013 through 2017.
As the role of the customer becomes more and more important to the sustainability of the firm, effective allocation of resources will provide a significant advantage to customer service organizations.
