Coaching As Determinant of Job Performance: Co-working Support As Mediating Variable
Abstract
Employees become movers in all types of businesses. Good or bad depends on the job performance of its employees. Therefore, managers are currently starting to discuss investments that consist of coaching for employees. Intense inter-company relations, so that inter-company relations will affect his work and will have an impact on his Job performance. For the sake of hope is to improve employee performance and development. the purpose of the research is to find out the effect of coaching on the job performance that is moderated by co-worker support. This study discusses the relationship between providing coaching to XYZ employee job performance in a company that is moderated by co worker support. This study will explore the exploration of training provided to employees. The sample size of this study is 80 employees and author use PLS (Partial Least Square) to measure the research model. The results of the study explain significant coaching on job performance. However, mentoring is moderated by the support of coworkers is not significantly approved for job performance.
Keywords: Coaching, Co-working support and job performance
References
[1] Ahmad, A., Bibi, P., & Majid, A. H. A. (2016). Co-worker Support as Moderator on the Relationship between Compensation and Transactional Leadership in Organizational Commitment. International Journal of Economic Perspectives, 10(4), 695–709.
[2] Attiq, S., Wahid, S., Javaid, N., Kanwal, M., & Shah, H. J. (2017). The Impact of Employees ’ Core Self-Evaluation Personality Trait , Management Support , Co-worker Support on Job Satisfaction , and Innovative Work Behaviour, 32(1), 247–271.
[3] Badrinarayanan, V., Dixon, A., West, V. L., & Zank, G. M. (2015). Professional sales coaching: An integrative review and research agenda. European Journal of Marketing, 49(7–8), 1087–1113. https: //doi.org/10.1108/EJM-06-2014-0368
[4] Bateman, G. (2009). Employee perceptions of co-worker support and its effect on job satisfaction, work stress and intention to quit. Masters of Science in Applied Psychology, 1–61. https://doi.org/10.1300/ J043v12n02_05
[5] Bowles, S., Cunningham, C. J. L., Rosa, G. M., & Picano, J. (2007). Coaching leaders in middle and executive management: goals, performance, buy-in. Leadership & Organization Development Journal, 28(5), 388–408. https://doi.org/10.1108/01437730710761715
[6] Buljac-Samardzic, M., & van Woerkom, M. (2015). Can managers coach their teams too much? Journal of Managerial Psychology, 30(3), 280–296. https://doi.org/10.1108/JMP-12-2012-0380
[7] BWENG, E. B. (2015). THE PERCEIVED EFFECTS OF COACHING ON EMPLOYEE PERFORMANCE AT THE CO-OPERATIVE BANK OF KENYA, (November).
[8] Champathes, M. R. (2006). Coaching for performance improvement: The “COACH” model. Development and Learning in Organisations, 20(2), 17–18. https://doi.org/10.1108/14777280610645886
[9] Charoensukmongkol, P., Moqbel, M., & Gutierrez-Wirsching, S. (2016). The role of co-worker and supervisor support on job burnout and job satisfaction. Journal of Advances in Management Research, 13(1), 4–22. https://doi.org/10.1108/JAMR-06-2014-0037
[10] Dobrea, M., & Maiorescu, I. (2015). Entrepreneurial outcomes and organisational performance through business coaching. Amfiteatru Economic, 17(38), 247–260.
[11] Karatepe, O. M., & Aga, M. (2013). The effect of job resourcefulness on role stress , emotional exhaustion and overall performance : A study of frontline bank employees. Journal of Financial Services Marketing, 18(2), 91–105. https://doi.org/10.1057/fsm.2013.6
[12] Kelly, L., & Michelle, K. (1999). The influence of individual differences on reactions to co-workers ’ ingratiatory behaviors Reproduced with permission of the copyright owner . Further reproduction prohibited without permission .
[13] Kim, S., Egan, T. M., Kim, W., & Kim, J. (2013). The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions. Journal of Business and Psychology, 28(3), 315–330. https://doi.org/10.1007/ s10869-013-9286-9
[14] Longenecker, C. O. (2010). Coaching for better results: Key practices of high performance leaders. Industrial and Commercial Training, 42(1), 32–40. https://doi.org/10.1108/00197851011013698
[15] Pousa, C., & Mathieu, A. (2014). Boosting customer orientation through coaching: A Canadian study. International Journal of Bank Marketing, 32(1), 60–81. https://doi.org/10.1108/IJBM-04-2013-0031
[16] Pousa, C., Mathieu, A., & Trépanier, C. (2017). Managing frontline employee performance through coaching: does selling experience matter? International Journal of Bank Marketing, 35(2), 220–240. https://doi.org/10.1108/IJBM-01-2016-0005
[17] Strom, B. T. (1997). Stop managing, start coaching: How performance coaching can enhance commitment and improve productivity, by J. W Gilley and N. W Boughton. (1996). Burr Ridge, Il: Irwin. 224 pp., $25.00 cloth. Human Resource Development Quarterly, 8(2), 183–186. https://doi.org/10.1002/hrdq.3920080211
[18] Tee Ng, P. (2012). Mentoring and coaching educators in the Singapore education system. International Journal of Mentoring and Coaching in Education, 1(1), 24–35. https://doi.org/10.1108/ 20466851211231602
[19] Truijen, K. J. P., & van Woerkom, M. (2008). The pitfalls of collegial coaching: An analysis of collegial coaching in medical education and its influence on stimulating reflection and performance of novice clinical teachers. Journal of Workplace Learning, 20(5), 316–326. https://doi.org/10.1108/ 13665620810882923
[20] Utrilla, P. N. C., Grande, F. A., & Lorenzo, D. (2015). The effects of coaching in employees and organizational performance: The Spanish Case. Intangible Capital, 11(2), 166–189. https://doi.org/10. 3926/ic.586
[21] Wageman, R. (2001). How Leaders Foster Self-Managing Team Effectiveness. Organization Science, 12(5), 559–577. https://doi.org/10.1287/orsc.12.5.559.10097