Essays on Effectiveness of Workplace Coaching Literature review

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The paper "Effectiveness of Workplace Coaching" is a great example of a literature review on human resources. There is growing evidence to suggest that workplace coaching is an effective human resources development (HRD) intervention for improving individual and organizational performance. Coaching seems to be the new buzzword in relation to the issue or essence of development. Professional coaches are springing up in great numbers, as well as diverse guises with reference to executive coaches, business coaches, performance coaches, and so on. These people come from diverse backgrounds with reference to training, human resource, psychology, and sports coaching, thus the perfect platform for integration and incorporation of diverse approaches.

From this perspective, coaching is increasingly becoming a popular tool or technique towards offering substantial support to the achievement or realization of personal development. In the course of understanding the influence and implication of coaching in HRD, it is ideal to focus on assessing elements or characteristics of workplace coaching. In the first instance, workplace coaching tends to exploit a one-on-one development platform while aiming to help employees develop in specific ways such as improvement of performance (Burke & Linely, 2007).

In addition, workplace coaching is an approach, which allows the employee to experience coaching with the intention of gaining awareness and insight rather than direct imparting of knowledge or information on what to do or learn (Bowles & Picano, 2006). In this context, coaches do not offer direct advice in relation to the growth and development of the employees in pursuit of competitive advantage, effectiveness, and efficiency within the market and industry of operation. Workplace coaching tends to focus on helping individuals to achieve or realize specific or particular goals within the relevant action in the company or business entity.

Coaching incorporates the needs and preferences of the target audience rather than the person imparting the essential information or knowledge for the development of the employee.  

References

CIMA, 2002, “Mentoring and Coaching: an Overview.” Technical Briefing; pp 1-8.

Lundrigan et al, 2012, “Coaching a Diverse Workforce: The Impact of Changing Demographics for Modern Leaders.” International Journal of Humanities and Social Science, 2 (3); 1-9.

Theeboom et al, 2013, “Does coaching work: A meta-analysis on the effects of coaching on individual level outcomes in an organizational context.” The Journal of Positive Psychology; 1-18.

Billett S, 2003, “Workplace Mentors: Demands and Benefits.” Journal of Workplace Learning, 15 (3), 105-113.

AMA, 2008, “Coaching: A Global Study of Successful Practices.” Current trends and future possibilities: 2008-2018, 1-87.

Grant et al, 2009, “Executive coaching enhances goal attainment, resilience, and workplace well- being: a randomized controlled study.” The Journal of Positive Psychology, 4 (5), 396- 407.

Grant MA, 2009, “The Evidence for Coaching.” Harvard Medical School, 1-41.

Gyllensten 2005, “Can coaching reduce workplace stress?” in the Coaching Psychologist, 17-46.

Passmore J & Gibbes C, 2007, “The state of executive coaching research: what does the current literature tell us and what’s next for coaching research?” International Coaching Psychology Review; 2 (2), 116-128.

Billett SR, 2001, “Learning in the Workplace: Strategies for Effective Practice.” Allen and Unwin, Sydney.

Billett SR, 2000, “Guided learning at work.” Journal of Workplace Learning, 12 (7), 272-285.

Bowles SV & Picano JJ, 2006, “Dimensions of coaching related to productivity and quality of life.” Leadership & Organization Development Journal, 28 (5), 388-408.

Burke D & Linely PA, 2007, “Enhancing goal self-concordance through coaching.” International Coaching Psychology Review, 2 (1), 62-69.

Wilson C, 2007, “Best Practice in Performance Coaching: a Handbook for Leaders, Coaches, HR Professionals and Organizations.” London, Kogan Page.

Wilson C, 2011, “Developing a Coaching Culture.” Performance Coach Training, 1-9.

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