The influence of coaching on employee performance: Results from two international quantitative studies.
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Coaching has been identified as a key managerial behavior that organizations must promote to develop employees and achieve higher levels of performance. Despite this agreement and an increasing interest in coaching, there is still a paucity of studies exploring the impact of coaching on individual performance. This paper presents an empirical investigation from two international field studies, one using B-to-B salespersons working in Latin America and the other one using B-to-C frontline employees from a service organization in Canada. Building on Leader-Member Exchange Theory we propose that coaching increases individual performance beyond the potential impact of sales experience and tenure. We find that coaching can explain between 2.9% and 6.2% of the variance in performance when controlling for tenure and experience. The paper makes several scientific and managerial contributions, and also opens new avenues for research.
Pousa, C. and Mathieu, A. (2014), The Influence of Coaching on Employee Performance: Results From Two International Quantitative Studies. Performance Improvement Quarterly, 27(3), 75–92. doi:10.1002/piq.21175