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 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 its proven more effective in assessing a candidates 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.