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The influence of coaching on job effectiveness
Author
Phua, Peng Hwee
Supervisor
Wong, Siew Koon Philip
Abstract
With the advent of the knowledge-based economy, organizations are investing heavily in the continuous learning and development of their employees. They realize that their employees are the key drivers and enablers of their organizations' growth and competitive advantage in their market and they must therefore make a concerted effort to develop their employees.
Organizations want their key people to become world-class professionals. They are fighting in the global war for talents. They strive to get, develop and retain their best people so that they can achieve excellent results on their corporate scorecards. Many organizations are turning to coaching to unleash the full potential of their employees so that they can achieve their highest levels of organizational performance. They believe that the individualized attention of coaches will enable their key people to build better careers, happier lives and stronger relationship which will ultimately help to achieve organizational goals.
As a human resource practitioner, I am interested to gather empirical evidence to substantiate how coaching can help individuals to develop their special talents and attitudes. I would like to hear from participants who have actually gone through a coaching engagement and how the coaching process has affected their job effectiveness and whether there are any cascading effects on the individual's lives.
As many published literature on coaching are predominantly focused on organizations in UK, US and other European countries, I hope that this study will provide empirical evidence on the effectiveness of coaching in the Asian context and will be helpful to companies who are exploring coaching as a developmental tool for their employees vis--vis other developmental programmes.
Organizations want their key people to become world-class professionals. They are fighting in the global war for talents. They strive to get, develop and retain their best people so that they can achieve excellent results on their corporate scorecards. Many organizations are turning to coaching to unleash the full potential of their employees so that they can achieve their highest levels of organizational performance. They believe that the individualized attention of coaches will enable their key people to build better careers, happier lives and stronger relationship which will ultimately help to achieve organizational goals.
As a human resource practitioner, I am interested to gather empirical evidence to substantiate how coaching can help individuals to develop their special talents and attitudes. I would like to hear from participants who have actually gone through a coaching engagement and how the coaching process has affected their job effectiveness and whether there are any cascading effects on the individual's lives.
As many published literature on coaching are predominantly focused on organizations in UK, US and other European countries, I hope that this study will provide empirical evidence on the effectiveness of coaching in the Asian context and will be helpful to companies who are exploring coaching as a developmental tool for their employees vis--vis other developmental programmes.
Date Issued
2005
Call Number
HD30.4 Phu
Date Submitted
2005