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Put the Science of Management to Work
Over the Past Decade, the call for evidence-based management has been on the rise. Managers have become increasingly skeptical of advice that is based solely on anecdotes, otherwise known as the "art of management"; they demand, instead, proof that the management practices espoused by authors in the field are truly effective. Becoming the Evidence-Based Manager delivers the goods, covering a wide range of critical management skills, such as hiring, inspiring, training, developing, motivating and coaching. Readers are rewarded with a thorough understanding of how to put the science of management to work for themselves and their organizations.
An organizational psychologist by training and experience, author Gary Latham brings a unique perspective to the art-versus-science debate as he underscores the critical role that empirical research plays in successfully hiring and managing employees. Latham advocates using the "situational" interview style in the hiring process over the "free-flowing" one, for example, as it's proven more effective in assessing a candidate's skills and aptitude. Written in an accessible, conversational style, Becoming the Evidence-Based Manager draws upon 50 years of management research, and provides front-line managers with key lessons and tips to help them put research to everyday use on the job. From hiring and training to supervising and appraising, managers and leaders will learn proven techniques for achieving high performance from their employees.
Chapter 1 Use the Right Tools to Hire High-Performing Employees 1
Chapter 2 Inspire Your Employees to Execute Strategy 25
Chapter 3 Develop and Train to Create a High-Performing Team 55
Chapter 4 Motivate Your Employees to Be High Performers 75
Chapter 5 Instill Resiliency in the Face of Setbacks 97
Chapter 6 Appraise and Coach Your Employees to Be High Performers 115
Chapter 7 The Evidence-Based Manager in Action 139
About the Author 191