Henshaw examines the ways in which measurement makes sense or creates nonsense.

It's one of the thorniest management problems around: dealing with unmotivated, low-performing employees. It's easy to point the finger of blame at them. But in most companies, it's the reward system, not the workforce, that's causing poor attitudes and performance: many reward systems actually discourage desired behaviors while rewarding the very actions that drive executives crazy. In Reward Systems: Does Yours Deliver? Steve Kerr describes the steps you must take to create an effective reward system: - Clarify what you mean by "performance" -- in ways that help employees understand how they can support what you're trying to accomplish - Devise an effective performance-measurement system that distinguishes between metrics used for control and those used for employees' development - Design a reward system that motivates people to do what you want them to do while also meeting their needs To get the most from employees, you don't need to add headcount, upgrade your IT capabilities, or hire consultants. You do need to develop the right reward system. This book shows you how. From our new Memo to the CEO series -- solutions-focused advice from today's leading practitioners.

Leading consultants argue that few areas are as important as measurement, yet it remains one of the weakest areas in management today. Based on discussions with managers from a broad range of industries in the US and Europe, this book shows managers how to: Measure what is important to their customers. Motivate their organizations. Identify and eliminate waste of both time and resources.

Master Math applies the Singapore Math teaching method to the math curriculum. With a simple and engaging format, including guidance for parents and teachers, this is a valuable resource for learning length, weight size and capacity.

In the spring of 2010, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply his wisdom to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life, which led to this now-classic article. Although Christensen’s thinking is rooted in his deep religious faith, these are strategies anyone can use. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

This step-by-step approach allows students to master testing and measurement concepts through practical exercises and feedback. Using humor, cartoons and real-world examples, Sharon E. Robinson Kurpius and Mary E. Stafford guide the reader through the essential components of measurement, starting with measurement scales and ending with reliability and validity. The authors show that everyone can learn testing and measurement concepts, and they make the learning process fun and non-threatening. For those who want to challenge themselves beyond the self-instructional exercises included throughout each chapter, data sets are provided as an aid to further learning. The book is invaluable for all introductory courses in measurement and testing at undergraduate and lower-level graduate level in the social and behavioral sciences.

For use in schools and libraries only. When Mouse and Elephant decide to go on the seesaw, Mouse needs a lot of help from other animals before they can go up and down.