This book is part of the SHRMStore Book Club which offers HR Certification Institute recertification credit for reading select HR books. After reading this approved book, you must complete an online test and receive a 70% or better score. You will then receive a certificate of completion with the program ID that entitles you to 2.5 GENERAL credit hours. Use this ID to log your credits. For a complete list of the books approved for credit, visit the SHRM Book Club. Learn more on our Frequently Asked Questions (FAQs) page.

2010 Winner of the PTC Practice-Relevant Scholarship Award from The Academy of Management!

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 are truly effective in today's frenetic global workplace. Becoming the Evidence-Based Manager delivers the goods, covering a wide range of critical people 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.

 Becoming the Evidence-Based Manager covers six key lessons of management, all backed by research and proven in practice. No longer needing to rely on intuition alone, managers now have a model for decision making that is based on measurable, scientific fact.

Written in an accessible, conversational style, Becoming the Evidence-Based Manager draws upon 50 years of management research, and provides HR professionals and 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.

Table of Contents:

Introduction
Chapter 1. Use the Right Tools to Hire High-Performing Employees
Chapter 2. Inspire Your Employees to Execute Strategy
Chapter 3. Develop and Train to Create a High-Performing Team
Chapter 4. Motivate Your Employees to Be High Performers
Chapter 5. Instill Resiliency in the Face of Setbacks
Chapter 6. Appraise and Coach Your Employees to Be High Performers
Chapter 7. The Evidence-Based Manager in Action

About the Author: Gary P. Latham, Ph.D., is an award-winning researcher, a well-respected organizational psychologist and Secretary of State Professor of Organizational Effectiveness at the Rotman School of Management, University of Toronto. He is a member of the Board of Directors of SHRM and past president of both the Canadian Psychological Association and the Society for Industrial Organizational Psychology. Dr. Latham is the recipient of SHRM's Michael R. Losey Human Resource Research Award.