The perceived effects of coaching on employee performance at the Co-operative Bank of Kenya
Abstract
The classroom can deliver the knowledge and theory, but the learning takes place
through supported problem solving, action planning, application and review that are
inherent in coaching. The coach provides the guided conversation, support and
challenge needed to enable the coachee to find solutions, change and improve in an
individualistic way that works for them. Coaching can have a positive impact on the
performance and development of employees and can impart significant competitive
advantage to an organization as a whole. This study sought to establish the perceived
effect of the coaching on the employee performance at Cooperative Bank of Kenya.
The study indeed found out that the employee performance at the bank as measured
through the quarterly performance reviews has improved since coaching was
commenced. Indeed this is reflected in the overall bank performance as measured
by the key performance indicators, has improved over the last four years. The
research was conducted during a period of intense organizational change at the Cooperative
bank and provides a unique perspective on the value of encouraging
coaching behavior by managers to stimulate sustainable organizational performance
and improvement. The research provides an insight as to whether managers at the
Co-operative bank of Kenya value the effectiveness of a coaching style and what
they consider to be the benefits to such a management approach. The study used
both primary and secondary data. Primary data was collected from line managers
and employees who report to the line managers by way of a questionnaire. This was
the most appropriate method of collecting data as it involved the key people
involved in coaching and managing employee performance. The study provided an
understanding to managers and coaches and supports the view that managers and
coaches are receptive to the benefits of a coaching style of management which has
the potential to transform workplace dynamics and productivity. Coaching requires
a behavioral approach which is relevant to all managers who should recognize this
as an integral activity to managing their employees. The effectiveness of coaching
is evaluated by the positive changes in behavior in its participants. The
implementation of coaching has not been smooth. It has faced challenges thus
making it difficult for all the staff to embrace coaching practice. Some of the
challenges include inadequate coaching skills, increased workload among the
employees and employees not fully embracing coaching. However, the bank has
made efforts to mitigate these challenges. The researcher recommends further
studies to be done to find out how coaching can be used to enhance employee
motivation and career growth. Further studies also need to be done to establish the
best coaching practices, how to measure coaching outcomes. The study exposed a
gap in evaluating the coaching program.
Publisher
University of Nairobi