BUS 482 Chapter Notes - Chapter 9: Trait Theory, Job Performance, Negative Feedback
11 May 2016
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Chapter 9 readings: 9. 1 coaching (page 227) Coaching is a collaborative, ongoing process in which the manager interacts with his or her employees and takes an active role and interest in their performance. In general, coaching involves directing, motivating and rewarding employee behaviour. Establishing this helping and trusting relationship is particularly important when the supervisor and subordinate do not share similar cultural backgrounds, as is often the case with expatriates or when implementing global performance management system. In such situations, a helping and trusting relationship allows for what is labeled cultural transvergence, which means that cultural differences are discussed openly, and alternate practices, which enhance individual and team performance, are implemented. Although many theories on coaching exist, there are four guiding principles that provide a good framework for understanding successful coaching. The employee is the source and director of change. The coach is the facilitator of the employee"s growth. In more specific terms, coaching involves the following functions:
