Soha El Achi is an assistant professor in human resources and the coordinator of marketing and human resources courses at the Arab Open University, Lebanon. She received her DBA from Grenoble School of Management, France, and her MSc in International Business from the CERAM European School of Business Management, France. Her current research fields of interest are mainly related to human resources; more precisely human resource development, OB, labor market, leadership, and entrepreneurship.
Due to the global competition and globalization, companies are more aware of the importance of HR as a significant source of competitive advantage. Therefore, managers are seeking to invest in their Human capital aiming to develop their skills and make them acquire new techniques in order to improve their performance. For this reason, coaching has gained a significant recognition as efficient HR practices in this regard. Yet, the lack of international studies examining the effect of coaching on employee performance and the absence of such researches in Lebanon are a matter to be treated.
As a result, this investigation aims to fill the gap in the Lebanese market by examining the effect of coaching on employee performance in the Lebanese banking sector and that by answering the research questions below;
1- Will coaching affect employees in the Lebanese banking sector? 2- How can coaching effects improve employee performance in the Lebanese banking sector?
The work begins by a detailed literature review that highlights on HRM and coaching theoretical framework and discloses the variables linking coaching to employee performance such as creativity, motivation, commitment, learning and organizational citizenship behavior. Later on, a qualitative methodology was adopted within an exploratory approach. For that purpose, two distinct open-ended surveys were prepared; the first one targeting the coaches and the second one the coachees. An exploratory model was the result showing the impact of coaching upon the performance of employees in the Lebanese banking sector. A multi-case study design was adopted. Thus, three different banks were chosen for the accomplishment of this research from which, one training and development manager, two heads of retail training,
and three sales managers were selected as coaches in addition to twelve customer service representatives selected as coachees.
Mainly coaches and coachees have agreed on the fact that coaching triggers employee creativity and pushes them to take initiatives. It motivates employees by making them enjoy their work more and by relieving them of the routine they were living in. Furthermore, coaching improves employees learning and enables them to acquire new skills. It strengthens their organizational commitment by increasing their feeling of belongingness. It also improves their organizational citizenship behavior by increasing their altruistic behavior, their sportsmanship, their civic virtue, and conscientiousness. Furthermore, the impact of age has been evoked by all the coaches who affirmed that young coachees are more influenced by coaching than older ones and as a result the performance of the former is much more enhanced.
This research has many limitations such as the lack of similar studies in the Lebanese context. Second, the need to examine other variables than the ones highlighted in this research which intervene during coaching interventions and affect employee performance.
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