Academic literature on the topic 'Coaching,employee development, motivation of the employees, method of development'

Employee motivation is very important for a successful organization, so any company should focus on motivating human resources if they want to stay competitive on the market and to avoid issues, such as employee retention problems that will adversely affect the business. Thus, effective motivational techniques should be implemented in any company that wants to be successful. Following the implementation of motivation methods adapted to the organization's environment and its type of employees, the satisfaction of workers will increase, and they will feel more motivated to perform at the highest standards. Studies have shown that motivating factors, such as success at work, recognition, diversification of responsibilities and career advancement, play an important role in motivating employees at work. It is important to strike a fragile balance between the level of challenges that the job brings and the resources made available to the employee. Packages that combine financial and non-monetary motivation, with coaching and mentoring activities, investing in employee development, as well as the flexibility of the work schedule, are major components of stimulating work motivation.

The purpose of this research is to find out how to develop employees at UB Guest House, what obstacles are encountered, and how to overcome these obstacles. These employee development activities include: education and training, career education, and discipline education. This study uses a qualitative method using triangulation techniques. The results show that: the management of UB Guest House is expected to set a clear budget in an effort to support the financing of career development policies, where the development must be carried out for employees who have potential in terms of education and work experience; as well as providing motivation to employees and increasing organizational commitment. This can be achieved by carrying out various coaching such as: training, promotion, and transfer.

The article reveals innovative approaches to professional training, retraining and advanced training of employees, building their business careers for domestic organizations. The increase in the importance of human resources in modern conditions of hyperdeterminacy of the external environment of the organization is justified. The key barriers that prevent the implementation of the concept of self-learning organizations in domestic practice are identified: lack of competent specialists who have experience in implementing this concept in practice; lack of financial resources; lack of understanding and unwillingness on the part of management to implement this concept. Innovative methods of personnel training are described: case method, "Secondment" training, distance learning, training, coaching, "budding" training, virtual training, gamification (gamification), Lego serious play method. The article reveals innovative approaches to building a business career, implemented in conditions of increasing staff mobility through the use of the "secondment" method and horizontal promotion, which can contribute to the formation of multicompetence and increase the employee's competitiveness. The economic and social efficiency of investment in the development of human resources of the organization is justified. Economic efficiency is reduced to improving the quality of labor resources, generating additional profit, optimizing the workflow, and increasing competitiveness in the market. Social effectiveness is expressed in increasing employee satisfaction with the process of training and professional growth, their motivation to work and increasing loyalty to their organization. It is concluded that the use of innovative approaches to personnel development for Russian organizations will increase the expected economic and social effects even in conditions of instability of the financial situation of organizations and the economic crisis.

This research means to know qualification of human resources in BMT Prima Lubuk Seberuk in an effort increases the performance of the employees. This research used survey method by using qualitative data. The data collection technique which is used is direct interview with related one or informant. This research concluded that the development effort of the human resources quality of BMT Prima Lubuk Seberuk is dominated by the employee who is not syariah based. This thing provided BMT Prima lubuk seberuk to encrease the competence and the integrity of the employees by giving sustainable coaching to all of the employees for developing the competence and the integrity which is syariah based. The effort of developing the competence and the integrity in BMT Prima lubuk seberuk is using management assembling of human resources strategy among the are planning, recruitment process, giving motivation, education process and coaching. The result of the research showed that so far the development effort of human resources which is based on competence and integrity at BMT Prima Lubuk Seberuk went well. Observation result of researcher who found that the assets develompemnt is more and more and the trust phase of the customer at BMT Prima lubuk seberuk is more and more. This thing indicated that in order to fulfill the qualification standard of the employee which is competence and integrity based at BMT Prima Lubuk Seberuk for now is reputed to fulfill the service to the costemer in finances institute whic is syariah based like at BMT Prima.

Employees are major assets of any organization. The active role they play towards a company’s success cannot be underestimated. As a result, equipping these unique assets through effective training becomes imperative in order to maximize the job performance. Despite the fact that training and development is well planned and systematic in the ministry of labour and social protection it still have issues of employees still not performing up to standard operating procedure in the work environment and labour turn over. Therefore, this study sought to determine the influence of training and development techniques on the performance of employees in the Ministry of labour and social protection. This study was guided by the following specific research objectives; to examine the influence of coaching, job rotation, role playing and apprenticeship on employee performance in the ministry of labour and social protection. This study was guided by goal setting theory and social exchange theory. The study used a descriptive design. The target population was 60 respondents comprising of 5 HRM managers and 10 supervisors and 45 Support staff. A census of 60 respondents was carried out. The study used questionnaires for the support staff and interviews for the HRM managers and supervisors. The qualitative data collected from the interviews was analysed using content analysis. Quantitative data was analyzed using descriptive statistics such as mean and standard deviation and presented using charts, figures, table and graphs. The study conducted a multiple regression analysis to test the relationship between independent variables and dependent variable. The study examined that coaching, job rotation, role playing and apprenticeship had a positive significant influence on employee performance. The study concludes that Coaching positively impacted employees careers as well as their lives by helping them to establish and take action towards achieving goals, Job rotation increased job satisfaction because employees were exposed to various work tasks that reduced constant physical or mental stress, which could create more motivation to continue in the position and reduce turnover, role playing brought together employees and or created a positive relationship among the employees in the work environment and apprenticeships are structured training programmes offered by the Ministry which gives their trainees a chance to work towards a qualification and offers them a vast experience that enable them to work elsewhere. The study recommends that The Ministry should devise clear goals that include benchmarks and deadlines, be prepared to help with time management, frame feedback in a forthright and positive manner, follow up on feedback, emphasize effort over ability and celebrate accomplishments. The Ministry should determine the critical positions or functions to include in the program, conduct a job analysis to determine the components of the job that are most important to learn during the job rotation, determine the ideal bench strength for each role, create job readiness assessments and an evaluation process, orient the employees, measure and reward success. The Ministry should identify the objective, need, experience of trainee, the issue or task for which role play method is selected. The focus should be on maximum involvement of individuals as participants so that an overall exposure and that The Ministry should have apprenticeship programs in every section which is in line the current needs of the organization and which comply with the ever changing organizational environment. This is an open-access article published and distributed under the terms and conditions of the Creative Commons Attribution 4.0 International License of United States unless otherwise stated. Access, citation and distribution of this article is allowed with full recognition of the authors and the source.

So the formulation of the problem is how the effectiveness of the performance in the field of development and community empowerment at the East Medan District Head Office, Medan City? What are the obstacles in the field of development and community empowerment at the East Medan District Head Office, Medan City? The research method used in this research is qualitative analysis. Data collection is obtained from interviews, documentation, and observations. With the results of research on the productivity performance of employees in the field of Community Development and Empowerment, the East Medan Sub-district Office, Medan City has been effective. This can be seen in providing services in the form of the Implementation of Village Development Planning Deliberations for Preparation of Work Plans every year. Service quality in the field of Community Development and Empowerment, Medan Timur Sub-district Office, Medan City has not been effective. Responsiveness in the field of Community Development and Empowerment, Medan Timur Sub-district Office, Medan City is considered quite effective in setting goals and objectives to be achieved. Responsibility for Community Development and Empowerment, Medan Timur Sub-district Office, Medan City has been running effectively from the existence of priority programs. The accountability of activities carried out for the community and employees is very responsible and effective. The performance barrier in the field of Community Development and Empowerment is Human Resources. That education has a significant influence on employee performance. The suggestion from this research is to improve the quality by participating in training or coaching in order to increase the insight and motivation of personnel or human resources.

Introduction. The implementation of progressive methods of human resource management is one of the most important vectors of enterprise development. The success of a business directly depends on how professional and responsible employees represent the company, how motivated they are and strive to apply management strategies in life, achieve the set goals and ensure results. The purpose of the paper is to form a toolset for human resource consulting as a factor of increasing the efficiency of personnel management in enterprises. Results. HR consulting is aimed at diagnosing the correspondence of professional and personal competencies of management personnel, improving the organizational structure and corporate culture of the enterprise, solving current problems related to improving production performance, and enhancing employee motivation. HR consulting is aimed at implementing policies in the field of personnel management based on the application of such fields as: HR audit, HR planning, HR strategy development, corporate culture formation, HR potential assessment, establishment of a motivation system, HR administration, improvement of the HR management system efficiency. Attracting external consultants to the personnel management system involves the formation and systematization of key tools for the implementation of personnel consulting, namely: coaching, recruiting, outsourcing, training, headhunting. The technology for the personnel consulting implementation at enterprises involves the realization of the following stages: pre-design, design, implementation and support. At each of the stages presented, the clarification and expansion of the functionality of the personnel consulting implementation takes place. Conclusion. People are an important element of business and the main source of its development. The correct personnel selection enriches the team with talented specialists of the required personal qualities, professional knowledge and skills. To improve staffing, the enterprise should search for employees both in the internal and external labor markets, combine various methods of personnel selection, and apply technologies of borrowed labor.

Formulation of the problem. The new philosophy of staff management involves the formation of employees’ favorable work perception in the company, encouraging the interaction culture, the use of powerful analytics tools and giving employees the opportunity to control their own careers. Modern organizational coaching technologies help to build the potential of the staff management function, helping to achieve the goals of the organization. The article examines the essence and prerequisites for the emergence of coaching technologies in the staff management system. The history of origin is analyzed. It has been found that the coaching paradigm as a special style of interaction has developed based on the search for advanced approaches in the field of mentoring, business counseling, psychological counseling and even psychotherapy. Options for the coaching application in staff coaching, business coaching and working with staff are considered. It has been found that coaching is a process aimed at achieving goals in various life spheres and activity. It arose at the junction of psychology, management, philosophy, logic and life experience. One of the equivalents of the coaching idea is “joint achievement” or “developmental counseling”. It has been proven that in Ukraine coaching has become the most widespread in the counseling field, and some managers use it as a method of staff management in order to effectively form motivation. It has been found that coaching technology includes the method of Socratic dialogue. Materials and methods. Solving the highlighted aim, a set of methods of scientific research adequate to them were used, theoretical: a comparative analysis of coaching technology in the mainstream development of the modern society; a systematic analysis of prerequisites for the coaching technologies emergence in the staff management system. The main coaching sources are singled out, namely: the method of Socratic dialogue, the psychoanalytic theory of S. Freud, K. Jung; humanistic approach in psychotherapy (K. Rogers, A. Maslow, A. Adler); methods of practicing effective sports coaches (T. Gallwey); D. Goleman’s concept of emotional intelligence (EQ). Results. Modern research in the psychology of leadership confirms that emotional competence is a much more important factor in achieving successful results in working with people than technical knowledge and skills. Understanding emotions, the ability to manage them, the ability to develop high motivation, correctly recognize the emotions of others and competently build relationships with them increases the modern leader effectiveness. In other words, coaching technology becomes a very promising method in the modern staff management system. Conclusions. The essence and preconditions study of the coaching technologies in the staff management system allows to conclude that the sources of coaching are considered Socratic dialogue method, psychoanalytic theory, humanistic approach in psychotherapy, methods of practicing sports coaches, the concept of emotional intelligence (EQ) D. Goleman. Coaching as a type of management focuses on the process of developing the employees’ potential, helps to maximize their personal productivity and the success of the company as a whole.

Subject area Food service management, human resource management, hospitality strategic management and, international business and management. Study level/applicability Graduate students. Case overview The purpose of this case study is to determine whether the practice of talent management serves to motivate fast food service employees. It aims to determine employees’ perceived level of awareness and importance of talent management practices; current practice of talent management within the fast food service sector; and to assess the level of motivation of employees from talent management practices. The survey method employing the use of questionnaires was used to ascertain data from a fast food service establishment in Jamaica, a developing island destination located in the Caribbean region (Sinclair-Maragh and Gursoy, 2015). Jamaica is chosen for the study, as there has been an increase in the number of both local and international fast food entities over the years (Collinder, 2014). The focus on fast food service is important, as they have been providing employment to a significant sector of the population. This type of business operation is classified as a tourism related hospitality area (Purcell, 1996) and as indicated by Christensen and Rog (2008), talent management presents an intriguing opportunity for hospitality organizations to attract employees with requisite skills and experience. The industry is also challenged in maintaining motivated employees (Baum, 2008). Talent management can assist organizations that have long-struggled with high turnover rates and the ability to attract and engage employees that are considered assets and not liabilities. Lockwood (2007) points out that engaged employees are loyal, hardworking and passionate about their work. Motivation theory is used to provide theoretical support for the findings of the study. This is because behavioral theorists such as Abraham Maslow suggested that survival, safety, belonging and self-esteem are factors that can be used to motivate employees and Sigmund Freud believes that people need to be rewarded to get work done (Nohria et al., 2008). This theory is plausible to the study, as it is postulated that talent management can enhance employee engagement, through highly motivated employees (Christensen and Rog, 2008). The study finds that majority of the employees understood the meaning of the term “talent management”. In terms of their personal and professional development, the employees believe that these are highly influenced by the organization’s culture. They pointed out that skills are usually developed through training, cross-training and succession planning. Financial assistance is given for further training and skill development. The performance evaluation process is used to identify employees’ specific skill. Although this is done, the majority has not been placed in other departments that would benefit more from their skills. Only 7.6 per cent reported that this was ever done. Employees’ emotional wellbeing is also important. Although majority of the employees (44.7 per cent) are happy about their work, they indicated that they could be motivated by coaching, mentorship and empowerment initiatives. Overall, the employees’ sense of belonging through their engagement and development, and self-esteem through their morale and competence are important to their motivation levels. They are also motivated when support is provided for training and skill development as explained by the motivation theory. Expected learning outcomes The learning outcomes are intended to guide the teaching-learning process and stimulate students’ understanding of the concepts of talent management specific to fast food service employees’ motivation. The case study is a useful resource for graduate students to enable and develop their critical thinking and solution-oriented skills. Students should be able to critically analyze the case and respond to the questions to garner and improve their understanding of talent management and its applicability in the fast food service sector. Further understanding of the concept can be derived from developing dimensions and measures of talent management that can be generalized to the food service sector. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.

The article explores and summarizes the approaches of scientists to the definition of "personnel management", forms the author's definition as a set of interrelated methods, principles and forms of organizational mechanism for the formation, reproduction, development and utilization of personnel, creating optimal work conditions and employee motivation. The application of personnel management methods in successful business entities is analyzed on the example of companies included in the rankings of the best employers of Ukraine, in particular, whose production facilities are located in Sumy region - "Mondelis Ukraine" (Trostyanets) and "Farmak" (Shostka). It is concluded that the successful implementation of personnel management strategy (HR-strategy) is possible only with the correct composition of tools of administrative and economic influence, which can be supported (depending on financial capacity, management sentiment, accepted business practices, etc.) by socio-psychological methods. According to Hay-McBerAssociates' approach, six leadership styles have been identified. The author's vision presents their evolution (from the use of mostly administrative to the most modern methods (including coaching). The personnel management system of the «Sumy Road Maintenance Department Branch» has been studied. An assessment of the capabilities of this company to improve the efficiency of the existing personnel management system was made. Proposals for modernization of personnel management policy within the framework of administrative and economic methods in their interconnection and effective interaction are given. The most appropriate style of personnel management at the current stage of development of the organization is "visionary", which contributes to the formation of a successful long-term development strategy and the creation of perspectives for staff. But in today's reality, this style must be abandoned with the prospect of moving to a democratic version, reducing the share of administrative methods and increasing the importance of economic methods as more progressive methods of stimulating labor. In addition, it is determined that to increase the efficiency of personnel management of the Branch it is proposed to use modern HR-software with the use of cloud technologies for application in management activities. The analysis of IT-operators and their products allowed to identify quite interesting proposals (Microsoft, SAP, Terrasoft), but the main limitation to the use of these programs in the activities of the Branch is the high cost of use (up to 50,000 UAH / month). That is why we offer to utilize the software product "PeopleHR" of the company "PeopleFource", which has not yet gained much popularity in the Ukrainian market. This is a fairly full-featured program aimed at medium-sized businesses. It was also decided to focus on the system of additional bonuses for staff depending on the length of service and compliance with labour discipline, as the most effective method of improving the efficiency of employees.

The effective practise of managers as coaches can have a positive impact on the performance and development of employees, and provide an organisation with a significant competitive edge. The implementation of manager-coaches in South African organisations is slowly gaining traction, and this study examines this approach in a large financial institution. The primary objective of this research was to identify the roles and skills needed by line managers to become successful performance coaches, as well as the key benefits to the organisation as a whole. Descriptive, qualitative methodology was selected to conduct this study. The population sample was drawn from a large financial services organisation, with approximately 45 000 employees across Africa. The research participants are all line managers working in different business areas, with varying years of experience. A research questionnaire was used to conduct face-to-face, semi structured interviews with respondents. Data collected was then transcribed and analysed by means of content and thematic analysis. The interviews confirmed that the line managers understood performance coaching as a process to address and close the performance gaps of their employees. Some managers equated performance coaching to performance management or mentoring. The manager-coaches identified their primary roles as: to enable performance, motivate and inspire, and provide support. The key skills required were highlighted as communication; listening; interpersonal skills; emotional intelligence; empathy; questioning skills, and goal setting. It emerged that good performers are coached less frequently than poor performers. Some managers have a set frequency such as monthly or weekly, whilst others use it as required, in line with their normal leadership style. This finding is considered to be very important to answer the research question: if managers were conducting performance coaching informally and in an ad hoc fashion, did they believe in the benefits and did they see this as a priority in developing their staff?

The purpose of this study is to collect data on the current practices of coaching as applied in an incubated environment to report on the influence of coaching on entrepreneurial goal-setting behaviour. Previous research has indicated that much criticism has been lobbied at government programmes aimed at providing entrepreneurship development and support, some recognition has been given to some of these government initiatives as well as the progress achieved by some. It is further stated in the Global Entrepreneurship Report (2012) that a number of national experts commend the existence of business support agencies (such as the Small Enterprise Development Agency). A number of significant findings materialized from the current study where it was found that coaching influences entrepreneurial behaviour and that a need exists for more in-depth coaching sessions specifically focused on entrepreneurship in the South African context. Further to this it was found that a need exists for entrepreneurs to be coached by other entrepreneurs and that the role of a coach should be clarified to set realistic expectations from the onset of the intervention. These findings are in agreement with some of the key recommendations from South African national experts as cited in the GEMS 2012 report. The current research adds to the body of research on coaching in general. It also contributes specifically entrepreneurial development programmes in the South African context. The outcome from this research has implications for business coaches, entrepreneurs and entrepreneurial development/support agencies as well as those who provide training and incubation programmes for entrepreneurs.
Industrial & Organisational Psychology
M. Com. (Industrial and Organisational Psychology)

High company performance can be achieved if all elements in the company are well integrated, and are able to carry out their roles according to the needs of employees. The purpose of this study is to analyze and determine (1) competence, (2) work motivation, (3) employee performance, and (4) the effect of competence and work motivation on employee performance. This type of research is descriptive and verification using explanatory survey research methods, and to test the hypotheses of this research will be analyzed using a structural equation model (Structural Equation Model, SEM) with the Partial Least Square (PLS) alternative method using SmartPLS 3.0 software. The results of testing the first hypothesis show that there is a significant correlation between competence and work motivation at the Ariyanti Education Foundation. The results of the second hypothesis show that competence has a positive and significant effect on employee performance at the Ariyanti Education Foundation. The third hypothesis shows that work motivation has a positive and significant effect on employee performance at the Ariyanti Education Foundation. The fourth hypothesis shows that competence and work motivation together have a positive and significant effect on employee performance at the Ariyanti Education Foundation. So it is clear that competence, work motivation and employee performance are interrelated. This must be considered because there is a mutually influencing relationship between the three. So that the development of competence and good work motivation will be able to improve the performance of these employees.