Böcker av Herman Aguinis

Research Methodology: Best Practices for Rigorous, Credible, and Impactful Research takes a 360-degree view of understanding and doing research, helping readers become expert researchers, reviewers, and consumers of research. Renowned author, journal editor, and researcher Herman Aguinis distills the vast body of work on methodological best practices into a singular experience. Each of the 16 chapters thoroughly explains a different aspect of methodology step by step, from choosing useful and compelling research topics to reporting results accurately and credibly. Researchers at all career stages will find this text helpful to structure and conduct high-impact empirical research aimed at producing a thesis, dissertation, and journal publication, and research consumers to evaluate the rigor and credibility of research conducted by others. Instructors will find the book¿s modular approach refreshing by assigning students the most relevant topics¿from just a checklist of best practices to an in-depth treatment of a topic. Filled with "how-to" and "dos and don¿ts" guidelines, figures, hands-on exercises, and "methods in practice" boxes that summarize and apply best practices, this book is a must-have for anyone interested in producing or reading research.

Formerly published by Chicago Business Press, now published by SagePerformance Management, Fifth Edition covers the design and implementation of effective and successful performance management systems ¿ the key tools that can be used to transform employee talent and motivation into a strategic business advantage. Author Herman Aguinis focuses on research-based findings and up-to-date applications that consider the changing nature of work and organizations.

Implement best-in-class performance management systemsPerformance Management For Dummies is the definitive guide to infuse performance management with your organization's strategic goals and priorities. It provides the nuts and bolts of how to define and measure performance in terms of what employees do (i.e., behaviors) and the outcome of what they do (i.e., results) -- both for individual employees as well as teams.Inside, you'll find a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve and how, and ensure they're growing with the organization--and helping the organization succeed. Plus, it'll show managers to C-Suites how to use performance management not just as an evaluation tool but, just as importantly, to help employees grow and improve on an ongoing basis so they are capable and motivated to support the organization's strategic objectives.* Understand if your performance management system is working* Make fixes where needed* Get performance evaluation forms, interview protocols, and scripts for feedback meetings* Grasp why people make some businesses more successful than others* Make performance management a useful rather than painful management toolGet ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.

Virtually everyone is subjected to one form or another of testing. We are tested to get into schools and once we are in schools. We are often tested when we apply for a job and once we get a job. In spite of the pervasiveness and criticality of decisions made based on test scores, testing has been, and continues to be, a source of controversy. Is testing equally fair to all people? Are decisions based on tests fair to all members of society? Test-score banding is a method to interpret test scores that takes into account the fact that tests used in human resource selection are never perfectly accurate. This book analyzes the use of test-score banding from technical, legal, and societal points of view. It includes controversial arguments in favor and against the use of test-score banding, useful guidelines for practice, and innovative suggestions for research.For the past decade, organizations have relied on banding to select employees by forming groups of bands of applicants based on their scores on tests, interviews, and any other measure. Because test scores are never perfectly accurate, these bands render applicants within the same band indistinguishable. Secondary criteria, such as ethnicity and gender, then are used to break the tie, allowing organizations to increase diversity by increasing the proportion of employees who are members of underrepresented groups.