طراحی مدل مربیگری سازمانی در سازمان‌های دولتی با رویکرد بهره‌وری نرم سازمانی
محورهای موضوعی : مدیریت(منابع انسانی)
محمد رأفتی
1
(دانشجوی دکتری گروه مدیریت دولتی ، واحد قزوین ، دانشگاه آزاد اسلامی ، قزوین ، ایران)
مرتضی موسی خانی
2
(استاد گروه مدیریت دولتی، واحدعلوم وتحقیقات، دانشگاه آزاد اسلامی،تهران،ایران)
محمد رضا ذبیحی
3
(استادیار، گروه مدیریت دولتی، واحد مشهد، دانشگاه آزاد اسلامی، مشهد،ایران)
محمود قربانی
4
(دانشیار، گروه مدیریت دولتی، واحد مشهد، دانشگاه آزاد اسلامی، مشهد، ایران)
کلید واژه: رویکرد کیفی, مربیگری, مربیگری سازمانی, بهره‌وری نرم,
چکیده مقاله :
مربیگری سازمانی یک ابزار یادگیری استراتژیک برای سازمان‌هاست. این پدیده به عنوان شکل جدیدی از توسعه رهبری به‌سرعت در حال رشد، به یکی از پرطرفدارترین ابزارهای توسعه فردی تبدیل شده است. از طرفی به‌عنوان حوزه‌ای مطرح شده که کارکرد اساسی آن تسهیل تغییر و توسعه است. مربیگری سازمانی از طریق بالفعل کردن استعدادهای بالقوه منابع انسانی سازمان که محرک‌های کلیدی موفقیت هر سازمانی هستند، موجب افزایش بهره‌وری سازمان می‌شود. هدف این پژوهش طراحی مدل مربیگری سازمانی در سازمان‌های دولتی است. ازآنجاکه کاوش در دنیای ذهنی و تجارب افراد و استخراج نگرش آنها مستلزم بهره‌گیری از روش‌های کیفی پژوهش می‌باشد، در این مطالعه با استفاده از رویکرد تحلیل محتوا با 12 نفر خبرگان که در زمینه مربیگری تألیفاتی داشته‌اند، مصاحبه نیمه ساختار یافته عمیق صورت گرفت. محقق برای دستیابی به لایه‌ها و ابعاد موضوع از شیوه تحلیل محتوای کیفی و به شیوه استقرایی استفاده کرد. در این تحقیق 80 کد اولیه استخراج گردید که پس از ادغام کردن آنها تعداد 51 کد اولیه تأیید شد پس از آن، کدهای اولیه در 10 مقوله دسته‌بندی گردید که مقولات در 3 مضمون اصلی ویژگی‌های مربی، ویژگی‌های متربی و ویژگی‌های سازمان، طبقه‌بندی گردید.
Organizational Coaching is a strategic learning tool which is rapidly growing as a new form of leadership development and has become one of the most popular personal development devices. It has been acknowledged as a field whose major function is to facilitate reform and development through unlocking the full potentials of organizational human resources that can trigger success in any company and boost organizational productivity. The purpose of this research was hence to design an organizational Coaching model for state organizations through exploration of mental concepts and personal experiences via elicitation of personal attitudes qualitatively. Therefore, employing a content analysis approach, we conducted detailed semi-structured interviews with 12 experts who had accredited publications in the field of training. Qualitative content analysis method was employed inductively to access various layers and dimensions of the concepts. Consequently, 80 primary codes were extracted and merged out of which 51 initial codes were approved. Subsequently, the resultant codes were sorted out into 10 major categories which were further categorized into 3 factors of trainer characteristics, trainee characteristics, and organizational characteristics.
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Agarwal, R.; Angset, C. M., & Magni. M. (2009). The performance effects of coaching: a multi level analysis using hierarchical linear modeling. International Journal of Human Resource Management, 20(10), 2110-2134.
Ahmadzadeh,S. Siyadi,S ,Salajqheh, S. (2017), Examining the Relationship between Manager- as-Coach and Employees Turnover: by Explaining the Mediating Role of Job Attitudes,Organizational Behaviour Studies Quarterly, 6(1), 57-80. [In Persian]
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Athanasopouloua.A, Dopsonb.S. (2018), A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29(1), 70–88.
Axmith, M. (2004). Executive coaching: A catalyst for personal growth and corporate change. Ivey Business Journal, 1-6.
Albizu,E., Rekalde,I. Landeta,J & Fernández-Ferrín,P(2019). Analysis of executive coaching effectiveness: a study from the coachee perspective. Cuadernos de Gestión .19(2), 33-52.
Baron, L.& Morin, L.(2009). The coach–coachee relationship in executive coaching: A field study. Human Resource Development Quarterly, 20(1), 85–106
Bartlett II, J. E. (2007). Advances in coaching practices: A humanistic approach to coach and client roles. Journal of Business Research, 60(1), 91-93.
Bozer,G., Sarros.J., Santora.J.(2013). The role of coachee characteristics in executive coaching for effective sustainability. Journal of Management Development.32 (3), 277-294
Bell. B. Tannenbaum,S., Ford,J. Noe,R., Kraiger.K. (2017), 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305.
Burchardt, C. (2015). Business Coaching and Consulting–the Systemic Constellation Approach in Business. In Modelling and Management of Engineering Processes, Springer, Berlin, Heidelberg, 101-112.
Butterfield, B. (2008). Talent management: Emphasis on action. Talent Management Strategies for Attracting and Retaining at the Best and the Brightest. CUPA-HR Journal, 59(1), 34-40
Connor M. and Pokora J. (2007), Coaching and Mentoring at Work, Developing effective practice, McGraw Hill, England, 1-296.
Cuadra, E. (2010). Coaching and leadership at Volvo 3P(Doctoral dissertation, Master thesis, Chalmers University of Technology, Department of Civil and Environmental Engineering, Goteborg, Sweden), 1-93.
Crane, T. (2005). Creating a coaching Culture. Business Coaching Worldwide, 1(1), wabccoaches.com /bew/2005- v1, i1/ feature. Html.
Chen, G. Huang,W. Tang,Y.(2013), Predicting Managerial Coaching Behaviors by the Big-Five Personality Traits. Journal of Human Resource and Sustainability Studies, 1,76-84
Daft, R.L. (2010), Organization Theory and Design, Ali Parsayyan & Mohammad Arabi, Sixth Edition, Cultural Research Bureau. (in persian)
De Haan, E., Culpin, V., & Curd, J. (2011). Executive coaching in practice: what determines helpfulness for clients of coaching?. Personnel Review, 40(1), 24-44.
Ellinger, A. D.; Beattie, R. S., & Hamlin, R. G. (2014). The manager as coach. In E. Cox, T. Bachkirova & D. Clutterbuck (Eds.), The Complete Handbook of coaching (2nd Ed), London: Sage.
Esmaeili A, Rahimi F, Nadaf M(2017) Studying the effect of organizational coaching on workplace counterproductive behaviors: mediating role of positive organizational climate, IQBQ, 21(3), 167-191. [In Persian]
Fathi Vajargah, K.; Khorasani, A.; Daneshmandi, S., & Aramn, M. (2014). Examination and explanation of coaching model in educating human resource on the by Ground Theory. Journal of Organizational Culture Management, 12(3), 375–398. [In Persian]
Fathi Vajargah.K, Khorasani.A. & Daneshmandi.S(2016) A Study on the Areas and Conditions of Applying Coaching in Training and Development of Human Resource Activities., Journal of Management and Planning in Educational Systems, 8(15), 27-48. [In Persian]
Fraser S. and Greenhalgh T. (2001), Complexity science:coping with complexity, educating for capability, British Medical Journal,323, 799-803.
Grant, A. M. (2016). The third ‘generation’of workplace coaching: creating a culture of quality conversations. Coaching: An International Journal of Theory, Research and Practice, 10(1), 37-53.
Grant, A. M. (2014). The Efficacy of Executive Coaching in Times of Organisational Change. Journal of Change Management, 14(2), 258-280.
Gregory J. B. and Leavy P. E. (2012) “Employee feedback orientation: implications for effective coaching relationships”, Coaching-An International Journal of Theory, Research and Practice, 5(2), 86-99.
Gettman,H.,(2008). Executive coaching as a developmental Experience: a framework and measure of coaching dimensions.Doctoral Dissertation, University of Maryland.
Godshalk. V, Sosik. J. (2003), aiming for career success: The role of learning goal orientation in mentoring relationships. Journal of Vocational Behavior, 63(3), 417–437.
Hamlin, Robert G., Andrea D. Ellinger, and R. S. Beattie. (2009), toward a profession of coaching? A definitional examination of „coaching, organization development, and, human resource development. International Journal of Evidence Based Coaching and Mentoring, 7(1), 13-38.
Haslinda, A. (2009). Evolving terms of human resource management and development. The journal of International social research, 2(9), 180-186.
Holliday M. (2001), Coaching, Mentoring and Managing, A coach guidebook, (second edition) The Career press, Franklin Lakes, NJ
Hill,G,.(2010). “Executive coaching: perspectives of effectiveness from executives and coaches”. Master dissertation. Queensland University of technology, 1-230.
Horne, K. A. (2008). An analysis of the coaching competencies of managers in the Eastern Cape. Master dissertation. University Of South Africa
Hunt, J., & Weintraub, J. (2006). The coaching organization, Newbury Park: Sage Publication. Hunt, J. M., & Weintraub, J. R. (2002). How coaching can enhance your brand as a manager, Journal of Organizational Excellence, 21(2), 39-44.
Hunt, J. M., & Weintraub, J. R. (2011). The coaching manager development top talent in business, Newbury, Sage Publications Inc, 1-360.
Hermel-Stanescu, M. (2015). Effective Coaching: Key-Factors That Determine the Effectiveness of a Coaching Program. In Managing Intellectual Capital and Innovation for Sustainable and Inclusive Society: Managing Intellectual Capital and Innovation; Proceedings of the MakeLearn and TIIM Joint International Conference, 375-382.
Hsieh, H. F., & Shannon, S. E. (2005). Three approaches to qualitative content analysis, Qualitative health research, 15(9), 1277-1288.
Jarvis, J. (2004), Coaching and buying coaching services. London: Chartered Institute for Personnel and Development, 1-62.
Joo, B. (2005). Executive coaching: a conceptual framework from an integrative review of practice and research. Human Resource Management Review, 4(4), 462-488.
Kalkavan, S., & Katrinli, A. (2014). The effects of managerial coaching behaviors on the employees’ perception of job satisfaction, organisational commitment, and job performance: Case study on insurance industry in Turkey. Procedia-Social and Behavioral Sciences, 150, 1137-1147.
Kampa-Kokesch, S., & Anderson, M. Z. (2001). Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal: Practice and Research, 53(4), 205-228
Koroleva, N. (2016). A new model of sustainable change in executive Coaching: Coachees’ attitudes, required resources and routinisation. International Journal of Evidence Based Coaching and Mentoring, 10,84-97
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Kim,S. Toby M. Egan,T. Kim,W. Kim,J(2013) The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions. J Bus Psychol, 28, 315–330.
Kiani,N. Radfard,R(2016) Identifying and Ranking Factors Effective on Organizational Productivity by DEMATEL Model,The Journal of Productivity Management, 111-130. [In Persian]
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_||_Agustriyana, D., & Pringgabayu, D. (2017). Improving Corporate Performance with the Effect of Human Capital Management and Corporate Values: A Case Study in Government-Owned Bank In Indonesia. International Journal of Academic Research in Business and Social Sciences, 7(2), 2222-6990.
Agarwal, R.; Angset, C. M., & Magni. M. (2009). The performance effects of coaching: a multi level analysis using hierarchical linear modeling. International Journal of Human Resource Management, 20(10), 2110-2134.
Ahmadzadeh,S. Siyadi,S ,Salajqheh, S. (2017), Examining the Relationship between Manager- as-Coach and Employees Turnover: by Explaining the Mediating Role of Job Attitudes,Organizational Behaviour Studies Quarterly, 6(1), 57-80. [In Persian]
Anderson, D., & Anderson, M. (2005). Coaching that count. Burlington, MA: Elsevier Butterworth-Heinemann.
Athanasopouloua.A, Dopsonb.S. (2018), A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29(1), 70–88.
Axmith, M. (2004). Executive coaching: A catalyst for personal growth and corporate change. Ivey Business Journal, 1-6.
Albizu,E., Rekalde,I. Landeta,J & Fernández-Ferrín,P(2019). Analysis of executive coaching effectiveness: a study from the coachee perspective. Cuadernos de Gestión .19(2), 33-52.
Baron, L.& Morin, L.(2009). The coach–coachee relationship in executive coaching: A field study. Human Resource Development Quarterly, 20(1), 85–106
Bartlett II, J. E. (2007). Advances in coaching practices: A humanistic approach to coach and client roles. Journal of Business Research, 60(1), 91-93.
Bozer,G., Sarros.J., Santora.J.(2013). The role of coachee characteristics in executive coaching for effective sustainability. Journal of Management Development.32 (3), 277-294
Bell. B. Tannenbaum,S., Ford,J. Noe,R., Kraiger.K. (2017), 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305.
Burchardt, C. (2015). Business Coaching and Consulting–the Systemic Constellation Approach in Business. In Modelling and Management of Engineering Processes, Springer, Berlin, Heidelberg, 101-112.
Butterfield, B. (2008). Talent management: Emphasis on action. Talent Management Strategies for Attracting and Retaining at the Best and the Brightest. CUPA-HR Journal, 59(1), 34-40
Connor M. and Pokora J. (2007), Coaching and Mentoring at Work, Developing effective practice, McGraw Hill, England, 1-296.
Cuadra, E. (2010). Coaching and leadership at Volvo 3P(Doctoral dissertation, Master thesis, Chalmers University of Technology, Department of Civil and Environmental Engineering, Goteborg, Sweden), 1-93.
Crane, T. (2005). Creating a coaching Culture. Business Coaching Worldwide, 1(1), wabccoaches.com /bew/2005- v1, i1/ feature. Html.
Chen, G. Huang,W. Tang,Y.(2013), Predicting Managerial Coaching Behaviors by the Big-Five Personality Traits. Journal of Human Resource and Sustainability Studies, 1,76-84
Daft, R.L. (2010), Organization Theory and Design, Ali Parsayyan & Mohammad Arabi, Sixth Edition, Cultural Research Bureau. (in persian)
De Haan, E., Culpin, V., & Curd, J. (2011). Executive coaching in practice: what determines helpfulness for clients of coaching?. Personnel Review, 40(1), 24-44.
Ellinger, A. D.; Beattie, R. S., & Hamlin, R. G. (2014). The manager as coach. In E. Cox, T. Bachkirova & D. Clutterbuck (Eds.), The Complete Handbook of coaching (2nd Ed), London: Sage.
Esmaeili A, Rahimi F, Nadaf M(2017) Studying the effect of organizational coaching on workplace counterproductive behaviors: mediating role of positive organizational climate, IQBQ, 21(3), 167-191. [In Persian]
Fathi Vajargah, K.; Khorasani, A.; Daneshmandi, S., & Aramn, M. (2014). Examination and explanation of coaching model in educating human resource on the by Ground Theory. Journal of Organizational Culture Management, 12(3), 375–398. [In Persian]
Fathi Vajargah.K, Khorasani.A. & Daneshmandi.S(2016) A Study on the Areas and Conditions of Applying Coaching in Training and Development of Human Resource Activities., Journal of Management and Planning in Educational Systems, 8(15), 27-48. [In Persian]
Fraser S. and Greenhalgh T. (2001), Complexity science:coping with complexity, educating for capability, British Medical Journal,323, 799-803.
Grant, A. M. (2016). The third ‘generation’of workplace coaching: creating a culture of quality conversations. Coaching: An International Journal of Theory, Research and Practice, 10(1), 37-53.
Grant, A. M. (2014). The Efficacy of Executive Coaching in Times of Organisational Change. Journal of Change Management, 14(2), 258-280.
Gregory J. B. and Leavy P. E. (2012) “Employee feedback orientation: implications for effective coaching relationships”, Coaching-An International Journal of Theory, Research and Practice, 5(2), 86-99.
Gettman,H.,(2008). Executive coaching as a developmental Experience: a framework and measure of coaching dimensions.Doctoral Dissertation, University of Maryland.
Godshalk. V, Sosik. J. (2003), aiming for career success: The role of learning goal orientation in mentoring relationships. Journal of Vocational Behavior, 63(3), 417–437.
Hamlin, Robert G., Andrea D. Ellinger, and R. S. Beattie. (2009), toward a profession of coaching? A definitional examination of „coaching, organization development, and, human resource development. International Journal of Evidence Based Coaching and Mentoring, 7(1), 13-38.
Haslinda, A. (2009). Evolving terms of human resource management and development. The journal of International social research, 2(9), 180-186.
Holliday M. (2001), Coaching, Mentoring and Managing, A coach guidebook, (second edition) The Career press, Franklin Lakes, NJ
Hill,G,.(2010). “Executive coaching: perspectives of effectiveness from executives and coaches”. Master dissertation. Queensland University of technology, 1-230.
Horne, K. A. (2008). An analysis of the coaching competencies of managers in the Eastern Cape. Master dissertation. University Of South Africa
Hunt, J., & Weintraub, J. (2006). The coaching organization, Newbury Park: Sage Publication. Hunt, J. M., & Weintraub, J. R. (2002). How coaching can enhance your brand as a manager, Journal of Organizational Excellence, 21(2), 39-44.
Hunt, J. M., & Weintraub, J. R. (2011). The coaching manager development top talent in business, Newbury, Sage Publications Inc, 1-360.
Hermel-Stanescu, M. (2015). Effective Coaching: Key-Factors That Determine the Effectiveness of a Coaching Program. In Managing Intellectual Capital and Innovation for Sustainable and Inclusive Society: Managing Intellectual Capital and Innovation; Proceedings of the MakeLearn and TIIM Joint International Conference, 375-382.
Hsieh, H. F., & Shannon, S. E. (2005). Three approaches to qualitative content analysis, Qualitative health research, 15(9), 1277-1288.
Jarvis, J. (2004), Coaching and buying coaching services. London: Chartered Institute for Personnel and Development, 1-62.
Joo, B. (2005). Executive coaching: a conceptual framework from an integrative review of practice and research. Human Resource Management Review, 4(4), 462-488.
Kalkavan, S., & Katrinli, A. (2014). The effects of managerial coaching behaviors on the employees’ perception of job satisfaction, organisational commitment, and job performance: Case study on insurance industry in Turkey. Procedia-Social and Behavioral Sciences, 150, 1137-1147.
Kampa-Kokesch, S., & Anderson, M. Z. (2001). Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal: Practice and Research, 53(4), 205-228
Koroleva, N. (2016). A new model of sustainable change in executive Coaching: Coachees’ attitudes, required resources and routinisation. International Journal of Evidence Based Coaching and Mentoring, 10,84-97
Krippendorff, K. (1980), Content analysis, Houshang Naieb, Tehran: Publication of Ravesh, 1-266. [In Persian]
Kim,S. (2010), Managerial Coaching Behavior And Employee Outcomes: A Structural Equation Modeling Analysis. Doctoral Dissertation, University of Texas A&M, 1-361.
Kim,S. Toby M. Egan,T. Kim,W. Kim,J(2013) The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions. J Bus Psychol, 28, 315–330.
Kiani,N. Radfard,R(2016) Identifying and Ranking Factors Effective on Organizational Productivity by DEMATEL Model,The Journal of Productivity Management, 111-130. [In Persian]
Kinlaw, D.C. (1995), coaching: The ASTD trainer’s source book. New York: McGraw-Hill, 1st edition, 1-330.
K-Burr B. (2011), The God in coaching – the key to a happy life, Coaching and leadership International, Canada.
Ladegård,G. (2011), Stress management through workplace coaching: The impact of learning experiences. International Journal of Evidence Based Coaching and Mentoring,9(1), 29-43.
Lai, Y & Palmer,S (2019)Psychology in executive coaching: an integrated literature review,Journal of Work-Applied Management, 11(2), 143-164.
Lee, M. C. C., Idris, M. A., & Tuckey, M. (2018). Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention. Human Resource Development International, 1-26.
Maxwell,A.S. (2017), Essential Executive Coaching Competencies for Enhancing Executive On-the-Job Performance: A Modified Delphi Study. Doctoral Dissertation, University of Walden University
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