Posted: October 23rd, 2023

Education Coaching And Mentoring Assignment

Education Coaching And Mentoring Assignment
Education Coaching and Mentoring Assignment – Abstract

Utilizing organizational development activities such as coaching and mentoring to nurture and enhance the capabilities of a company’s human resources can offer a significant competitive advantage. This research aims to objectively investigate the impact of coaching and mentoring on organizational performance. Additionally, it examines the influence of the researcher as a coach/mentor on individual and team performance and the effectiveness of various coaching/mentoring techniques. The review of literature demonstrates that coaching and mentoring have a substantial impact on organizational performance, particularly when they are effectively applied to enhance performance improvement initiatives.

The study reveals that mentors and coaches influence the performance of their mentees/protégés through the application of various theoretical frameworks in their roles. When applied effectively, theories such as Kram’s mentorship, strengths-based philosophy, and resource-based view have a significant positive impact on protégé performance. Furthermore, coaching and mentoring strategies are proven to be effective in enhancing organizational performance in a competitive environment, enabling organizations to make strategic decisions based on the experience and knowledge provided by mentors and coaches. As a result, mentoring is a valuable asset for an organization’s most crucial human resources.

Table of Contents

1.0 Introduction

In the ever-changing landscape of business, traditional strategies such as cost reduction, technological advancement, and automation no longer provide a sustainable competitive advantage due to the standardization of production and managerial capabilities on a global scale. To stay ahead, organizations are increasingly turning to sustainability-oriented technologies and leveraging their human resources through activities like coaching and mentoring (Marquez, 2020). These personalized approaches have proven to be catalysts for enhancing organizational performance and other benefits.

1.1 Coaching

Coaching serves as an essential tool in organizational development, primarily focused on strengthening the relationship between managers and subordinates. Academic literature offers a variety of coaching methods, including coaching leadership, peer coaching, and executive coaching (Cornett & Knight, 2009). While each coaching style has distinct objectives and coach-coachee dynamics, they all share the common goal of enhancing the competence and performance of individuals, groups, or organizations. Coaching and mentoring create opportunities to develop and refine essential management skills, ranging from improving communication skills to understanding how to provide effective feedback. These skills empower managers to lead and develop their teams more effectively, ultimately enhancing collective organizational performance. Collaborative, goal-focused, one-on-one coaching interactions, whether for executives or workplace employees, serve as learning and development interventions that help coachees achieve their professional goals (Smither, 2011).

Crucially, coaching relationships are built on agreements that outline the coachee’s personal development goals, which are fulfilled through a process addressing interpersonal and intrapersonal concerns (Smither, 2011). This approach offers a secure environment for coachees to reflect on feedback and work on their weaknesses. The coach’s suggestions for tools and techniques to aid coachees’ growth are influenced by the coach’s background and expertise in the subject matter. Unlike mentors, coaches are not expected to possess specialized knowledge in the coachee’s field, and the duration of the coaching relationship is determined by specific goals rather than an enduring partnership. The distinction between coaching and other workplace development approaches can have several benefits, including a more personalized and tailored coaching experience, honest feedback, and a confidential setting for coachees to focus on improving their areas of weakness.

1.1.1 Organizational Performance

Organizational performance is a crucial indicator of an organization’s success in achieving its goals, whether it operates in developed or emerging economies, within small and medium-sized businesses or large corporations (Chandrasekar, 2011). Organizational performance can encompass financial and non-financial aspects, with financial performance evaluating a company’s financial operations and policies, such as profits, return on assets (ROA), return on investment (ROI), and value-added. Product market performance assesses the success of a product or service in the market, considering factors like market share and sales growth, while shareholder value measures how a company rewards its stockholders, often reflected in market capitalization (Richard et al., 2009). Organizational performance evaluates the progress toward key objectives, spanning financial performance, customer service, corporate social responsibility, community engagement, and employee stewardship. These performance measures enable companies to respond effectively to challenges and facilitate innovation.

1.1.2 Ways in Which Coaching Can Improve Organizational Performance

Coaching can significantly enhance organizational performance through a structured approach. It starts with goal setting, a well-established strategy for performance improvement (Morisano et al., 2010). Coaching encourages experiential learning and practice directly related to workplace tasks, increasing the transfer of learning to actual performance, addressing the challenge of learning transfer. This personalized approach overcomes the common obstacles associated with training by directly focusing on the coachee’s unique needs and goals (Chiaburu, Sawyer, & Thoroughgood, 2010). Effective coaching also fosters a more profound sense of accountability among employees, improving information flow, stimulating creativity, and promoting diversity within the organization. Coachees become more resourceful in solving problems and contributing to the organization’s innovation through knowledge sharing (Gruber et al., 2020; Hollywood et al., 2016). Additionally, coaching assists in smooth onboarding, reducing the time coachees spend adapting to the corporate culture and allowing them to acquire necessary skills more efficiently. Furthermore, coaching helps coachees manage their strengths and weaknesses, develop confidence, and continuously learn and improve. This results in higher productivity and lower turnover, as it demonstrates the organization’s commitment to personal development and values the contribution of its employees (Chaudhuri & Ghosh, 2012).

1.2 Mentoring

Mentoring plays a pivotal role in helping employees acquire new knowledge and skills that enhance job performance, ultimately contributing to improved organizational performance. Mentoring involves the creation of an agenda by the mentee, driven by their increasing expectations, with the mentor guiding the mentee to achieve these goals (Marcinkus Murphy, 2012). Through mentoring, employees gain valuable insights into the business and become more accountable, facilitating information flow within the organization. This exchange of knowledge fosters creativity, bridges knowledge gaps, and nurtures leadership skills. A mentoring program encourages employees to share their knowledge effectively, promoting diversity and boosting productivity, especially in innovation-oriented organizations (Jones, Woods, & Guillaume, 2016). Moreover, mentoring facilitates a smooth onboarding process, enabling mentees to leverage their mentors’ networks to adapt to the corporate culture more efficiently. By providing guidance and knowledge that might not be acquired naturally, mentoring helps mentees become more resourceful problem-solvers and contributors to the organization (Gruber et al., 2020). Overall, mentoring enhances employee performance, increases knowledge sharing, and supports organizational

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