The Influence of Managerial Coaching on staffs’ High Performance work within Education Criteria for Performance Excellence

SATIT CHUAYOUNAN

Abstract


The managerial coaching which is the action of supervisor to develop staff performance is the practice to improve human capital within The Education Criteria for Performance Excellence. The influence of managerial coaching on staffs’ high performance work depends on supervisors’ social support as emotion support and information support to the staffs. Some studies has founded a positive relationship between managerial coaching and performance improvement, task performance, and job performance thus we assume that managerial influence on staffs’ high performance work.

Keywords


Managerial Coaching Behavior; High-Performance Work

Full Text:

PDF

References


Agarwall, R., Angst, C. M., &Magni, M. (2009).The performance effects of coaching: A multilevel analysis using hierarchical linear modeling. International Journal of Human Resource Management, 20, 2110–2123.

Ellinger, A. D., Ellinger, A. E., & Keller, S. B. (2003).Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry. Human Resource Development Quarterly, 14, 435–458.

Feldman, D. C., &Lankau, M. J. (2005). Executive coaching: A review and agenda for future research. Journal of Management, 31(6), 829–848.

Feldman, D.C. &Lankau, m.J. (2005).Executive coaching: A review and agenda for future research. Journal of Management, 31(6), 829–848.

Gregory, J.b.& Levy, p.e. (2010). Employee coaching relationships: enhancing construct clarity and measurement. Coaching: An International Journal of Theory, Research and Practice, 3(2), 109–123

Hunt, J. M., &Weintraub, J. R. (2002). The coaching manager: Developing top talent in business. Thousand Oaks, CA: Sage.

Joo, B-K. (2005). Executive coaching: A conceptual framework from an integrative review of practice and research. Human Resource Development Review, 4(4), 462–488.

Liu, X., &Batt, R. (2010).How supervisors influence performance: A multilevel study of coaching and group management in technology mediated services. Personnel Psychology, 63(2), 265–298.

Li-yan, Z. (2008). Multidimensional managerial coaching behavior and its impact on employee performance. Proceedings of the International Conference on Management Science and Engineering, (pp. 977–983). Long Beach, CA.

McLean, G. N., Yang, B., Kuo, M. H. C., Tolbert, A. S., & Larkin, C. (2005). Development and initial validation of an instrument for measuring managerial coaching skill. Human Resource Development Quarterly, 16, 157–178.

Noer,D.M., Leupold,C.R., and Valle,M. (2007). An analysis of Saudi Arabian and U.S. managerial coaching behaviors. Journal of Management Issues, 19(2), 271-287.

Officer Higher Education Commission.(2009). Education Criteria for Performance Excellence 2009-2010. Pappim, Limited partnership; Bangkok.

Ole Michael Spaten& Winnie Flensborg. (2013).When middle managers are doing employee coaching. International Coaching Psychology Review, (8)2,18-39.

Park, S., Yang, B., & McLean, G. N. (2008).An examination of relationships between managerial coaching and employee development.(ERIC Document Retrieval No.ED 501 641.)

Persson, S. (2007).Coaching as a tool for learning: An interplay between the individual and organizational level. Studies in the Education of Adults, 39, 197–216.

Sarason, I. G., Levine, H. M., Basham, R. B., &Sarason, B. R. (1983).Assessing Social Support: The Social Support Questionnaire.Journal of Personality and Social Psychology, 44(1), 127-39.

Wenzel, L. H. (2000). Understanding managerial coaching: The role of manager attributes and skills in effective coaching (Unpublished doctoral dissertation).Colorado State University, Fort Collins.


Refbacks

  • There are currently no refbacks.