Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry

Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A... Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching behavior and employee performance. This survey study integrates the perceptions of supervisors and their respective employees to examine supervisory coaching behavior in an industrial context and to assess its association with employee job satisfaction and performance. Findings suggest that supervisory coaching behavior is positively associated with employees' job satisfaction and performance. Implications for research and practice are presented. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Development Quarterly Wiley

Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry

Download PDF
24 pages

Loading next page...
 
/lp/wiley/supervisory-coaching-behavior-employee-satisfaction-and-warehouse-pUS1dX5GHQ
Publisher
Wiley
Copyright
Copyright © 2003 Wiley Periodicals, Inc.
ISSN
1044-8004
eISSN
1532-1096
DOI
10.1002/hrdq.1078
Publisher site
See Article on Publisher Site

Abstract

Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching behavior and employee performance. This survey study integrates the perceptions of supervisors and their respective employees to examine supervisory coaching behavior in an industrial context and to assess its association with employee job satisfaction and performance. Findings suggest that supervisory coaching behavior is positively associated with employees' job satisfaction and performance. Implications for research and practice are presented.

Journal

Human Resource Development Quarterly – Wiley

Published: Dec 1, 2003

References

  • Structural equation modeling in practice: A review and recommended two‐step approach
    Anderson, Anderson; Gerbing, Gerbing
  • Making coaching your management metaphor
    Armentrout, Armentrout
  • The myth of the generic managers: New personal competencies for new management roles
    Bartlett, Bartlett; Goshal, Goshal
  • The relationship among perceived coaching behaviors, perceptions of ability, and motivation in competitive age‐group swimmers
    Black, Black; Weiss, Weiss
  • Mentor or manager: What is the difference? A case study in supervisory mentoring
    Booth, Booth
  • Forty things every manager should know about coaching
    Burdett, Burdett
  • Dimensions of leader behavior in sports: Development of a leadership scale
    Chelladurai, Chelladurai; Saleh, Saleh
  • Teaching: The heart of leadership
    Cohen, Cohen; Tichy, Tichy
  • HRD tasks of first‐level managers
    de Jong, de Jong; Leenders, Leenders; Thijssen, Thijssen
  • Latent variables in business logistics research: Scale development and validation
    Dunn, Dunn; Seaker, Seaker; Waller, Waller
  • Antecedents and consequences of coaching behavior
    Ellinger, Ellinger
  • Managerial coaching behaviors in learning organizations
    Ellinger, Ellinger; Bostrom, Bostrom
  • An examination of managers' beliefs about their roles as facilitators of learning
    Ellinger, Ellinger; Bostrom, Bostrom
  • Managers as facilitators in learning organizations
    Ellinger, Ellinger; Watkins, Watkins; Bostrom, Bostrom
  • Coaching and the art of management
    Evered, Evered; Selman, Selman
  • Career coaching: What HR professionals and managers need to know
    Feldman, Feldman; Moore, Moore
  • A conceptual model of coaching efficacy: Preliminary investigation and instrument development
    Feltz, Feltz; Chase, Chase; Moritz, Moritz; Sullivan, Sullivan
  • The emerging role of the internal coach
    Frisch, Frisch
  • Manager as learning champion
    Gilley, Gilley
  • Leadership that gets results
    Goleman, Goleman
  • Manager coaching skills: Development and application
    Graham, Graham; Wedman, Wedman; Garvin‐Kester, Garvin‐Kester
  • Manager coaching skills: What makes a good coach?
    Graham, Graham; Wedman, Wedman; Garvin‐Kester, Garvin‐Kester
  • Letting go or holding on—The devolution of operational personnel activities
    Hall, Hall; Torrington, Torrington
  • In support of evidence‐based management and research‐informed HRD through HRD professional partnerships: An empirical and comparative study
    Hamlin, Hamlin
  • New developments in supervisor training
    Hankins, Hankins; Kleiner, Kleiner
  • Preparing people for the future: The next agenda for HRM
    Hiltrop, Hiltrop
  • Everyday experiences are opportunities for learning
    Honey, Honey
  • Skills for the 21st century supervisor: What factory personnel think
    Hotek, Hotek
  • How coaching can enhance your brand as a manager
    Hunt, Hunt; Weintraub, Weintraub
  • The 21st century supervisor
    Humphrey, Humphrey; Stokes, Stokes
  • Managers as developers: Some reflections on the contribution of empowerment in Britain
    Hyman, Hyman; Cunningham, Cunningham
  • Executive coaching (Special issue)
    Kilburg, Kilburg
  • Facilitating intervention adherence in executive coaching: A model and methods
    Kilburg, Kilburg
  • Coaching for results
    King, King; Eaton, Eaton
  • Type C workplace interventions
    Kirk, Kirk; Howard, Howard; Ketting, Ketting; Little, Little
  • Managing work‐related learning for employee and organizational growth
    Lang, Lang; Wittig‐Berman, Wittig‐Berman
  • Do high‐flyer programmes facilitate organizational learning?
    Larsen, Larsen
  • The supervisor as facilitator of informal learning in work teams
    MacNeil, MacNeil
  • Good manager: Good coach? What is needed for effective coaching?
    Marsh, Marsh
  • A little leadership please?
    McGill, McGill; Slocum, Slocum
  • Human resource management on the line?
    McGovern, McGovern; Gratton, Gratton; Hope‐Hailey, Hope‐Hailey; Stiles, Stiles; Truss, Truss
  • As the HRD world churns
    McLagan, McLagan
  • Coaching your employees: Applying sports analogies to business
    McNutt, McNutt; Wright, Wright
  • Mentoring and coaching help employees grow
  • Devolving training and development to line managers
    Mindell, Mindell
  • Employee development through coaching, mentoring and counseling: A multidimensional approach
    Minter, Minter; Thomas, Thomas
  • Judge not: How coaches create healthy organizations
    Mobley, Mobley
  • Measuring the process of managerial effectiveness
    Morse, Morse; Wagner, Wagner
  • The manager's role as coach and mentor
    Orth, Orth; Wilkinson, Wilkinson; Benfari, Benfari
  • Executive coaching at work: The art of one‐on‐one change
    Peterson, Peterson
  • Putting people first for organizational success
    Pfeffer, Pfeffer; Veiga, Veiga
  • Coaching for higher performance
    Phillips, Phillips
  • Coaching for higher performance
    Phillips, Phillips
  • Coaching on leadership
    Popper, Popper; Lipshitz, Lipshitz
  • Do we really understand coaching? How can we make it work better?
    Redshaw, Redshaw
  • Repositioning the human resource function: Transformation or demise?
    Schuler, Schuler
  • A system for the behavioral assessment of athletic coaches
    Smith, Smith; Smoll, Smoll; Hunt, Hunt
  • Leadership behavior in sport: A theoretical model and research paradigm
    Smoll, Smoll; Smith, Smith
  • Selecting employees for fit: Personality and preferred managerial style
    Stevens, Stevens; Ash, Ash
  • Coaching the star: Rationale and strategies
    Sussman, Sussman; Finnegan, Finnegan
  • What if line managers don't realize they're responsible for HR? Lessons from an organization experiencing rapid change
    Thornhill, Thornhill; Saunders, Saunders
  • What's so new about the new economy?
    Webber, Webber
  • The influence of leader behaviors, coach attributes, and institutional variables on performance and satisfaction of collegiate basketball teams
    Weiss, Weiss; Friedrichs, Friedrichs
  • Line managers as career developers: Rhetoric or reality?
    Yarnall, Yarnall
  • The corporate coach
    Zemke, Zemke
  • Modification and revision of the leadership scale for sport
    Zhang, Zhang; Jensen, Jensen; Mann, Mann