نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشجوی دکتری مدیریت بازرگانی، گرایش رفتار سازمانی و مدیریت منابع انسانی، گروه مدیریت، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، ایران.
2 دانشیار گروه مدیریت، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، ایران.
چکیده
کلیدواژهها
عنوان مقاله [English]
نویسندگان [English]
Extended Abstract
Abstract
Coaching is one of the significant approaches in human resource development and the coach needs to get familiar with principles and rules of coaching to apply the appropriate educational patterns according to personal learning content and style. Therefore, this study has been conducted with the aim of designing and evaluating the coaching model in the workplace using a combined-exploratory approach and using a systematic design of grounded theory in the qualitative section. For this purpose, while conducting open interviews with 22 academic and executive experts, a set of basic topics were collected during the open coding process, and categories were extracted from them. Then, in the axial coding stage, the relationship between these categories in the form of titles (causal conditions, axial phenomena, strategies, intervening conditions, contextual conditions and consequences) was determined in the form of coding paradigm. Then, in the selective coding stage, each component of the coding paradigm was described and a theory was created. In the quantitative part, a researcher-made questionnaire taken from the qualitative part of the research was distributed among the managers and experts of Isfahan Mobarakeh Steel Company by stratified-random sampling method. The sample size was calculated 282 with using of the Tabachnik and Fidell formulas. To ensure that the required valid data is obtained, 499 questionnaires were distributed, of which, 372 questionnaires were returned and analyzed. Using the structural equation model by Amos24 software, the governing relations and fitting of all the main conditions of the designed quality model were evaluated and finally approved.
Introduction
Human resource development is one of the main strategies to achieve human capital and coaching is one of the staff training methods which results in human resource development with continuous learning upgrade. Coaching is a process of practical learning to create executive knowledge, ability, focus, and commitment for more effective achievement of professional and organizational goals .Coaching style has an optimistic view of individuals. It is a method based on optimism, self-efficacy, positive emotions, and learning. Its focus is on the employees who want to develop their potentials and to become the best. In the coaching process, the interaction between the coach and trainees is embedded in an organizational system, and the coach must be fully aware of the relevant cultural norms and be able to facilitate learning and internalize these norms. The coach must create and develop a learning environment based on trust and effective relationships and, thus, create learning through the reflection of experiences
Case study
This study aims to designing and evaluation of coaching model in the workplace in Isfahan Mobarakeh Steel Company
Materials and Methods
The present study in terms of purpose is developmental and practical, in terms of method, it is a combination (qualitative-quantitative) and in terms of data collection time, it is cross-sectional. The library method has been used to compile the theoretical foundations and research literature. In the qualitative part of the study, grounded theory has been used, and the statistical population includes managers and supervisors with coaching experience in Isfahan Mobarakeh Steel Company, as well as academic experts in the field of human resource management. The samples in this research were 22 people, and a semi-structured interview was used to collect the data. In the quantitative part of the study, the paradigm model presented in the qualitative part, through a 57-item questionnaire designed by the researcher, have been distributed among the managers and experts of Isfahan Mobarakeh Steel Company by stratified-random sampling method.
The sample size was estimated to be 282 people based on Tebachnik and Fidel's formula, to ensure that the required valid data was obtained, 499 questionnaires were distributed, of which, 372 questionnaires were returned and analyzed. The questionnaire is designed in the form of a 5-point Likert scale. The validity of the questionnaire was confirmed by both content and structural methods using structural equation model and SPSS24 and Amos24 software. The reliability of the questionnaire was also confirmed by Cronbach's alpha method.
Discussion and Results
The present study, while using the literature and theoretical framework and adopting a new approach to the subject, has opened a new window on the research problem. This research with a combined approach (qualitative and quantitative) in compare with other researches in the background has a good comprehensiveness and by reviewing previous models and analyzing the content of the participants' opinions in the present study, it plays an important role in explaining the model for establishing coaching and knowledge acquisition. Also, considering that the present study was tested through the structural equation model and confirmed with a reliability of 0.95, it can be a roadmap for the members of the organization. Researchers in future research can evaluate and critique the efficiency and effectiveness of the designed model in other organizations of the country with a comparative approach. However, the guidelines derived from this study, while having practical aspects, have provided an appropriate response to the current and future needs of the organization under study (Isfahan Mobarakeh Steel Company).
Conclusion
The results of the interview in the qualitative stage were explained in the form of six core categories: 1) phenomenon, 2) causal conditions, 3) context, 4) intervening conditions, 5) strategies, and 6) consequences and in the quantitative stage, the findings confirmed the accuracy of the proposed model. The results showed that the core category with an impact factor of 80% has the most impact and the contexts with an impact factor of 47% have the least impact on the strategies of the coaching model in the organization.
کلیدواژهها [English]
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