Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry

Abstract

Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching behavior and employee performance. This survey study integrates the perceptions of supervisors and their respective employees to examine supervisory coaching behavior in an industrial context and to assess its association with employee job satisfaction and performance. Findings suggest that supervisory coaching behavior is positively associated with employees' job satisfaction and performance. Implications for research and practice are presented.Recently, scholars have acknowledged that many human resource practices that have traditionally been performed by human resource professionals are being devolved to supervisors and line managers (de

Exploratory Study Examining the Joint Impacts of Mentoring and Managerial Coaching on Organizational Commitment

“…In comparison, managerial coaching is a differentiated concept that combines coaching and leadership and is defined as managers' coaching activities that lead their own subordinates to improve their performance [12]. Thus, managerial coaching is referred to as 'hierarchical coaching' or 'manager-as-coach' [7].…”

“…Although coaching is generally conducted to reveal the individual's potential in order to maximize his or her performance, it is not the same as teaching, per se. Managerial coaching is not the same as teaching the existing solutions directly but is targeted at encouraging the self-discovery of what the coachee wants to achieve and at facilitating learning [12,13,21]. Therefore, mutual respect and trust between the coach and the coachee are critical to the effectiveness of coaching [22].…”

“…Managerial coaching (i.e., coaching leadership or manager-as-coach) is even more prevalent than the other types of coaching in South Korea [5,10]. Managerial coaching means that line managers facilitate their employees' learning as coach in order to encourage the development of a high-performance work environment [11,12]. More than ever, managers can develop their subordinates within the organization by constructing horizontal and cooperative relationships.…”

Understanding Good Practice in Workplace Coaching

“…Coachees might feel uncertain or skeptical about coaching and therefore a coach's approach and manner should help ease the coachees concerns and make them feel comfortable in the coaching situation within a short space of time. If they feel comfortable then they will be willing to engage and continue with the coaching which could help them gain the desired outcomes [20], [22], [23] and [24].…”

“…Coachees might feel uncertain or skeptical about coaching and therefore a coach's approach and manner should help ease the coachees concerns and make them feel comfortable in the coaching situation within a short space of time. If they feel comfortable then they will be willing to engage and continue with the coaching which could help them gain the desired outcomes [20], [22], [23] and [24].Additionally, the coach needs to be effective in understanding both the organisation as well as the coachee in order to be able to comprehend the situation and support the coachee in the best way possible [25].A coach must be able to form a strong relationship, follow a clear coaching methodology/structure as well as being ethical [26] and [8]. Ethics in coaching is concerned with morality which in simple terms distinguishes what is right from wrong [27] and [28].…”