When employees embark on a training course, the most important criterion for success is that they transfer the skills they have learned back on the job. There has been much research on those factors...
Is it time to reorient your organization’s outlook? Are you company’s goals too short-term and reactive, rather than far-reaching and proactive? Does it feel as though people are always scrambling to deal with emergencies and “put out fires”, when ideally your organization would be taking carefully planned steps?
In two sessions, we interviewed Eric Barends, the Managing Director of the Center for Evidence-Based Management (CEBMa). Eric is based in Amsterdam (the Netherlands) and advises management teams and...
Managers are typically tasked with monitoring, evaluating, and guiding the work of other people. This focus on external goals and activities does not necessarily encourage introspection; however, it is vital that managers become examiners of their own behavior and performance, as well as of their employees.
When individuals engage in destructive leadership behaviors, this can lead to mistakes within the organization and, ultimately, the leader derails. This dossier describes leadership incompetence and derailment and focuses on the root causes of why leadership fails through an examination of traits and behaviors that describe leadership incompetence and derailment.
Many organizations use selection methods that are not valid based on myths surrounding selection and recruitment. This CQ Dossier describes and challenges those myths and provides an overview of different selection approaches and their effectiveness to predict job performance.
This CQ Dossier describes how organizations can utilize structured interviews to attract and retain talented personnel. In particular, it focuses on general cognitive ability (IQ) and how HR professionals can utilize situational structured interviews to assess those competencies that are reflective of an applicant’s IQ.
As you continue to develop your evidence-based management skills, learning to evaluate research for its quality and applicability to your own management practice is paramount. While peer-reviewed, empirical research is generally of a much higher quality than other published information found from other sources, not all journal articles are created equally.
To be an effective and analytical consumer of the literature on evidence-based management strategies, some familiarity and comfort with statistics is necessary. This CQ Dossiers introduces those principles for management practitioners.
In this CQ Dossier, the foundation of understanding science and reading scientific papers for management practitioners will be discussed: knowledge of how to prove cause & effect, basic statistical awareness, and an understanding of science as tentative and self-correcting.
The last two decades has witnessed a change in work practices with most organizations relying on teams to complete tasks; in addition, theory and research on team effectiveness has also increased. Effective teams are social in nature with team members having high task interdependency and shared, common values (Salas, Cooke & Rosen, 2008).
This CQ-Dossier provides an introduction in science-based and evidence-based management and how professionals and managers can implement it. Questions such as how to find, read, evaluate and interpret scientific evidence are addressed. In addition, the limits of scientific evidence are discussed.
This dossier describes the concept of self-efficacy, describes how to measure the concept, and how to boost employees’ self-efficacy through leadership interventions. The dossier also describes the research showing the linkage between self-efficacy and job performance.
This blog discusses the importance of being politically skilled within work organizations. Organizational science researchers have highlighted the importance of political skills in being effective in...