Becoming the Evidence-Based Manager

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 soley on anecdotes, otherwise known as the "art of management"; they demand, instead, proof that the management practices espoused by the 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.

“"There are too many fads and folderols in management, many wrong, some even harmful. This book is a must read for managers or students aspiring to be effective managers capable of building an effective organization. Gary Latham has brilliantly summarized the implication of thousands of rigorous academic studies into ten foundational lessons you can rely on to be right."-- Michael Beer, Professor Emeritus, Harvard Business School”

"Gary Latham emphasizes the scientific aspect of effective management---evidence-based management, in an artful way. Practical examples and colorful illustrations demonstrate why and how proven, tested, techniques work in ten critical areas of management."--Wayne F. Cascio, Ph.D. Distinguished Professor and Robert H. Reynolds Chair in Global Leadership, University of Colorado Denver
"Management must become more evidence-based. Latham has written a must-read book that explains what this means and provides many examples of what managers can do in order to make it happen. It identifies a wealth of practices that have been shown to be effective."--Edward E. Lawler III, Director of the Center for Effective Organizations in the Marshall School of Business, University of Southern California
"There are too many fads and folderols in management, many wrong, some even harmful. This book is a must read for managers or students aspiring to be effective managers capable of building an effective organization. Gary Latham has brilliantly summarized the implication of thousands of rigorous academic studies into ten foundational lessons you can rely on to be right."--Michael Beer, Professor Emeritus, Harvard Business School

Gary Latham is a professor of Organizational Effectiveness in the Rotman School of Management at the University of Toronto. He is also a national board member for the Center for Creative Leadership and Society for Human Resource Management. An active speaker, Latham has addressed numerous companies, including Astra Zeneca, National Commercial Bank of Jamaica, and PriceWaterhouseCoopers. Latham is the recipient of the first Mike Losey (SHRM) research award.

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 soley on anecdotes, otherwise known as the "art of management"; they demand, instead, proof that the management practices espoused by the authors in the field are truly effective. BECOMING TE 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 TE 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.

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