Something really has to change: ‘change management’ as an imperative rather than a topic

Whitmore, John

doi:10.1080/1469701032000154971

Cited by 25 publications

(10 citation statements)

References 3 publications

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“…Given the general emphasis in the workplace on the importance of workplace coaching skills (Whitmore, 2004), this finding is not surprising. Indeed, similar nonsignificant relationships between the perceived pros of change and individuals' stage of change have also been observed in prior studies which have examined the adoption of other performance-enhancing skills.…”

Section: The Benefits Of Coaching Are Obviousmentioning

confidence: 79%

It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills

Grant

2010

Journal of Change Management

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Although many managers receive training in workplace coaching skills in order to enhance employees' performance and facilitate organizational change, little is known about managers' perceptions of the costs and benefits of adopting workplace coaching behaviors. This study explored the relationships between workplace coaching skills and the perceived costs and benefits of adopting coaching skills from a Stages of Change perspective. This is the first study to examine these issues. Participants were 99 executives and managers from a range of occupations. Findings were broadly as predicated by the Transtheoretical Model of Change. Individuals in the early stages of adopting coaching behaviors had lower self-efficacy and lower coaching skills than those in the latter stages. The perceived benefits of adopting coaching behaviors did not differ across different stages of change. The perceived costs of adopting coaching behaviors were significantly lower in the latter stages of change, but findings suggest that it takes about six months before the perceived benefits of adopting coaching behaviors outweigh the perceived costs. Disaffected managers held higher perceptions of the benefits of coaching, and there was no relationship between coaching behaviors and workplace wellbeing. It is recommended that managers of coach training programs explicitly address ways to overcome barriers to adopting coaching behaviors, rather than primarily promoting the benefits of workplace coaching. Organizations should give ongoing learning support to those who have recently completed workplace coaching training, in order to help them persevere through the initial adjustment period as they consolidate and develop their coaching skills.

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Section: The Benefits Of Coaching Are Obviousmentioning

confidence: 79%

It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills

Grant

2010

Journal of Change Management

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“…Besides, Whitmore (2004, p.8) states that coaching is 'unblocking a person's potential to maximize their performance'. Certain researchers identify coaching as an uninterrupted learning process (Whitworth et al, 1998;Whitmore, 2002), and they agree that coaching does not teach employees; it rather induces them to learn. In this respect, researchers claim that learning occurs when management introduces coaching along with its encouraging approaches and interactive techniques unlike what takes place when directive methods are employed (Rich, 1998;Ellinger and Bostrom, 1999).…”

Section: The Value Of Coaching In the Existent Literaturementioning

confidence: 99%

The effect of coaching on employee performance in the human resource management field: the case of the Lebanese banking sector

Achi

Sleilati

2016

IJTGM

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Owing to the aggressive competition worldwide, companies are increasingly conscious of the HR prominence. Effective HR is furthermore perceived as a major source of competitive advantage leading companies to success. Thus, to improve organisational performance, HRM is investing in its human capital to develop their skills by implementing updated techniques, such as coaching. This paper explores the effect of coaching on employee performance in the Lebanese banking sector. It aims at filling the gap in the Lebanese market by examining coaching creative and motivational intervening mechanisms which lead to employee enhanced performance. A qualitative case study methodology within an exploratory framework is adopted in this research aiming at evaluating the effects of coaching on employee creativity and motivation, and consequently on employee performance. The results of this investigation will help managers and scholars to reveal coaching in the Lebanese banking sector, its effects, and its implications on employee performance.

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“…Antonioni (2000) argues that coaching is a kind of partnership between an employee and a trainer who is usually the manager of this employee and is intended to develop the skills of this employee and increase his potential. Whitmore (2004) states that coaching is the unlocking of human potential for improving his work. Some researchers define coaching as an uninterrupted learning process (Whitworth et al, 1998;Whitmore, 2002) and they agree that coaching does not teach employees; it rather prompts them to study.…”

Section: Theoretical Basismentioning

confidence: 99%

Prospects for use of coaching in Ukrainian banks

Brych¹,

Yazlyuk²,

Hudratian³

et al. 2018

Banks and Bank Systems

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Each bank manager should understand that the use of modern personnel management technologies is essential to motivate employees to work efficiently. Coaching is one of the ways to influence employees, it focuses on the formation of employee behavior in such a way as to maximize the independence and effectiveness of the decisions taken. To date, this kind of personnel management is becoming more relevant and significant. The purpose of the study is to determine the methods of coaching and its algorithm in personnel management, the possibility of borrowing the foreign companies experience, as well as its effective use as an innovative approach to personnel management. Scientific findings of leading scholars in personnel management, especially coaching, make the theoretical basis of the research. The research uses the methods of analysis, synthesis and comparison. The article describes the category of "coaching", defines its main characteristics, functions and tasks, examines the use of coaching in the Coaching Policy on the Central Bank of Ireland, analyzes the current implementation of coaching in Ukrainian banks and rationalizes the relevance and prospects for using coaching by Ukrainian banks. Vasyl Brych (Ukraine), Borys Yazlyuk (Ukraine), Saak Hudratian (Armenia), Khrystyna Snihur (Ukraine), Liudmyla Dermanska (Ukraine) BUSINESS PERSPECTIVES LLC "СPС "Business Perspectives"

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Something really has to change: ‘change management’ as an imperative rather than a topic

Cited by 25 publications

References 3 publications

It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills

It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills

The effect of coaching on employee performance in the human resource management field: the case of the Lebanese banking sector

Prospects for use of coaching in Ukrainian banks

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