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Practice of Managerial Coaching and Employees Performance Behavior

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Empirical Economics Letters, 20 (Special Issue 2) (May 2021) ISSN 1681 8997

Practice of Managerial Coaching and Employees

Performance Behavior
Nursaadatun Nisak Ahmad*, Izmayani Sa’adin
Hazliza Haron and Shereen Noranee,
Faculty of Business and Management
Universiti Teknologi MARA
Selangor, Malaysia
Tuan Noorkorina Tuan Kub
Universiti Sains Malaysia, Kubang Kerian
Kelantan, Malaysia
Tuan Mohd Nor Hafiz Tuan Kub
Ministry of Housing and Local Government
Putrajaya, Malaysia
Abstract: Management Coaching is the management’s leadership style that links
the role of immediate superiors and employees in an organisation, particularly in
public service. The coaching characteristics and process effectiveness during
working hours have not been identified. Findings of a recently conducted study
highlight the relationship between coaching behaviour and coaching process is
able to influence employees’ behaviour. The third pillar in the Human Resource
Development Strategic Plan (PSKSM2016-2022) clarifies the importance of
managing quality employees through coaching methods for the purpose of
improving work performance. This study highlights the coaching practice and
process as important factors in improving employees’ behaviour.
Keywords: Managerial Coaching, Employees’ Behavior, Work Performance,
Public Service

1. Introduction
The working world is increasingly complex and challenging for managers, caring about
their organisational excellence. One of the real challenges is how organisations can
compete successfully, not only in the local market but also in the international or global
markets. The competitive challenges drive managers to question how organisations need
to be structured and how works can be done more effectively and efficiently (Ahmad et
al., 2018) It is even more challenging when organisations are operating in the 4th
Industrial Revolution (Industry 4.0) era, bringing together new computing and automation
technologies development. As a result, human dependence on these technologies also

*
Corresponding author. Email: nursa040@uitm.edu.my
Empirical Economics Letters, 20 (Special Issue 2) (May 2021) 156

increases. In short, no businesses can escape from embracing this technology.

The increasing technology introduction and utilisation, however, will not replace the
critical role of human resources in leveraging the computing and automation technologies
benefits. Although human resources depend on the technologies, the latter also depends on
human competencies and readiness for successful implementation (Mohamad et al., 2020).
Besides, employee’s reluctance to make changes, skills gap, and threats to unskilled
workers are essential issues concerning human capital in the Industry 4.0. Therefore, the
management must take appropriate actions in ascertaining and shaping significant human
capital that is highly knowledgeable and skilled, as well as ready to adopt the technologies
(Sung, 2018)
Besides that, the third thrust of human resources development strategy plan (PSKSM
2016-2020) emphasises the importance of managing quality human capital or employees
through coaching method to improve work performance in an organisation. In this regard,
several efforts have been initiated by the organisation management to ensure the human
capital performance quality is always at its best. Among others including providing
leadership development programmes targeted at leaders or those in the organisation
management level. This is to ensure the trained human capital is provided with guidance
and coaching from high performance and quality management, subsequently can coach
their supervised subordinates. This is consistent with the government's aspiration, as
outlined in the fifth thrust of Tenth Malaysia Plan (10MP) explaining the importance of
quality human capital in contributing to the country's economic and productivity
improvement. This goal is extended to the 11th Malaysia Plan (11MP) as recommended in
Chapter 9 of the focus B area, rationalising the public sector institution in increasing
productivity and performance.
Based on several previous feedback, it is found that the coaching practice is still not
practised consistently and systematically in the public service. The coaching
characteristics and process effectiveness during working hours have not been identified.
Nevertheless, despite the coaching practice already been in practice, it is still unclear due
to the lack of guidelines to follow. Besides, the organisation also clarifies only gaps
involving working skills (KSA) can be addressed through management coaching method,
the rest is through the personal and counselling method. This view also supports the study
conducted by McLean et al., (2016) explaining only problems caused by skills and
attitudes can be solved through the management coaching method, while the rest can be
solved through the career counselling management.
The situation is increasingly alarming when one of the 11th Malaysia Plan (11MP) agenda
is to introduce a segregation policy for low-performing employees. According to the 2014
Performance Evaluation Report (LNPT 2014-2015), performance categorised as
Empirical Economics Letters, 20 (Special Issue 2) (May 2021) 157

'unsatisfactory' (59.99-50 per cent) and 'weak' (49.99-1 percent) was small at 0.28 per cent,
however, the government is of the view that a high prestige working culture needs to be
inculcated to enable the country accomplishing its target of becoming a high-income
nation by the year 2021. Nevertheless, the coaching practice assessment is still actively
being studied and discussed to date to ensure that the public service performance remains
at a set level.

2. Managerial Coaching Roles

The Management Coaching Role (MCR) is a multidimensional term and generally defined
as the roles and responsibilities held by immediate superiors as coaches or mentors to the
employees (Dewan, 2016). This practice involves two important elements, which are
feedback environment and management guidance (Kim et al., 2014; Sung, 2018). Ellinger
et al., (1999) have characterised effective management coaching practices as guidance
within the working hours and providing feedback to employees. However, in dealing with
dynamic organisations, managerial coaching measurement introduced by McLean et al.,
(2005) is deliberately appropriate. Nevertheless, they only focused on five coaching
characteristics. Therefore, by incorporating the feedback environment variable presented
by Steelman et al., (2004), is said to complement the effective managerial coaching
characteristics as proposed by Ellinger et al., (1999). In conclusion, MCR can be defined
as one of the effective management mechanisms and methods aimed at helping to improve
employees’ performance.
Taylor's Theory of Scientific Management (1911) suggested that a more efficient method
of work management especially in the selection of employees, training of employees,
giving rewards based on work achievements and the relationship of top management with
employees, would motivate employees to improve performance and commitment in an
organisation (Celik and Dogan, 2011; Mahmoud et al., 2010). Besides, the administrative
principles proposed by Fayol (1917) further emphasise that planning, coordinating and
controlling are important administrative functions for improving work performance (Aman
et al., 2012; Ehiobuche and Tu, 2012). All management activities discussed will be easier
to be implemented if their respective leaders or managers can play the role of a coach who
can coach employees during working hours and subsequently, working towards achieving
the expected performance.
In the organisational context, MCR is one of the management coaching styles practiced by
immediate superiors in coaching and facilitating employees towards enhancing
employees’ behaviour, such as motivation to carry out tasks and training transfers
(Ellinger et al., 2010). This coaching practise involves an indirect relationship between
immediate superiors and subordinates occurring continuously during working hours
Empirical Economics Letters, 20 (Special Issue 2) (May 2021) 158

(Hagen and Peterson, 2012). Hence, the immediate superiors’ role in the MCR context is
not merely giving instructions on tasks but also responsible in coaching and providing
adequate support, such as providing opportunities and useful resources to supervised
employees (Kim et al., 2014; Mohamad et al., 2020).
3. Managerial Coaching Practice
Coaching is a multidimensional term generally defined as immediate superiors’ roles and
responsibilities as coaches or mentors to employees (Dewan, 2016). The practice involves
two important elements, namely management coaching and coaching implementation
process (Kim et al., 2014).
Pousa and Mathieu (2015) described effective coaching practice at the workplace needs to
involve coaching during working hours and the provision of feedback to employees.
Nevertheless, in dealing with dynamic organisations, researchers used management
coaching measures introduced by McLean et al., (2005). In the organisational context,
coaching is one of the management coaching style practised by immediate superiors in
coaching and assisting employees towards improving employees’ behaviour, such as
transfer of training and motivation in performing tasks (Ellinger et al., 2010). The
coaching practice involves the indirect relationship between immediate superiors and
subordinates that occur continuously during working hours (Hagen 2012). As such, the
immediate superiors’ role in coaching during working hours context is not only to direct a
task but also responsible in coaching and providing adequate support, such as providing
opportunities and useful resources to supervised employees.
Based on the above discussion, management coaching is identified as an important
predicting variable of coaching process conducted in the organisation (Pousa and Mathieu,
2015; Kim and Min, 2015) and positively impact employees’ behaviour. In the
organisational context, management coaching refers to the immediate superiors’ role in
practising open communication, facilitating employees’ development, accepting diversity,
promoting teamwork and employee-oriented work (Pousa and Mathieu, 2015). Immediate
superiors in an organisation are the closest individuals to employees. Hence, immediate
superiors coaching and guidance can assist employees in improving work performance
over time.
Management coaching usually occurs informally, which is unplanned and unstructured,
especially in the relationship between immediate superiors and supervised employees.
Normally, this is known as on-the-job coaching during the occurrence of interpersonal
relationships between immediate superiors and employees. Based on the above discussion,
it can be concluded that effective management coaching involves immediate superiors’
behaviours, attitudes, and skills in coaching employees. Among the leadership
Empirical Economics Letters, 20 (Special Issue 2) (May 2021) 159

characteristics portrayed by immediate superiors are communication openly, stimulating

employee-oriented employees’ development, accepting diversity, and promoting
teamwork in any dealing (Kim and Min, 2015).
Most recent studies support immediate superiors’ ability in providing organised coaching
to perform daily tasks can improve employees’ performance behavior in organisations
(Baron and Morin 2010; Pousa and Mathieu, 2015). As such, it impacts change in
employees’ behaviour especially in terms of transfer of training (Shantz and Latham,
2012) and motivation in performing tasks (Pousa and Mathieu, 2015; Leh, Abdullah and
Ismail, 2014).

4. Managerial Coaching and Employees’ Behaviour

Effective coaching practice at the workplace needs to involve coaching during working
hours and the provision of feedback to employees. Nevertheless, in dealing with dynamic
organisations, researchers used management coaching measures introduced by McLean et
al., (2005). In the organisational context, coaching is one of the management coaching
style practiced by immediate superiors in assisting and coaching employees towards
improving employees’ behaviour, such as motivation to carry out tasks and transfer of
training (Ellinger et al., 2010). The coaching practice involves the indirect relationship
between immediate superiors and subordinates occurring continuously during working
hours (Hagen, 2012). As such, the immediate superiors’ role in coaching during working
hours context is not only to direct a task but also responsible in coaching and providing
adequate support, such as providing opportunities and useful resources to supervised
employees.
Based on the above discussion, management coaching is identified as an important
predicting variable of the coaching process conducted in the organisation (Pousa and
Mathieu, 2015; Kim and Min, 2014) and positively impacts employees’ behaviour. In the
organisational context, management coaching refers to the immediate superiors’ role in
accepting diversity, facilitating employees’ development, practising open communication,
and promoting employee-oriented work and teamwork (Beattic, 2006; Ellinger and
Bostrom, 1999). Immediate superiors in an organisation are the closest individuals to
employees. Hence, immediate superiors coaching and guidance can assist employees in
improving work performance over time.
Management coaching usually occurs informally, which is unplanned and unstructured,
especially in the relationship between immediate superiors and supervised employees.
Normally, this is known as on-the-job coaching during the interpersonal relationship
occurrence between immediate superiors and employees. Based on the above discussion, it
can be concluded that effective management coaching involves immediate superiors’
Empirical Economics Letters, 20 (Special Issue 2) (May 2021) 160

attitudes, behaviours, and skills in coaching employees. Among the leadership

characteristics portrayed by immediate superiors are accepting diversity, communicating
openly, promoting teamwork in any dealing, and stimulating employee-oriented
employees’ development.
According to Ling and Abdullah (2016), the feedback environment is also one of the key
factors promoting changes in employees’ behaviour in an organisation. It is a form of
support provided by the management to help employees to improve their performance
over time. According to Hagen (2012), feedback is one of the important things that need to
be emphasised when an immediate superior finished coaching an employee. An effective
feedback environment can make it easier for employees to improve their performance and
subsequently, motivate employees to achieve the expected organisational goals and
strategies (McLean et al., 2007; Hagen, 2012). The impact of management guidance on
work performance has been identified and has been demonstrated by previous scholars.
However, there is still a lack of research that discusses the impact of the PKP on employee
motivation in carrying out task (Sari and Bayazit, 2017).
Coaching is a multidimensional term generally defined as immediate superiors’ roles and
responsibilities as coaches or mentors to employees (Dewan, 2016). The practice involves
two important elements, namely management coaching and coaching implementation
process (Kim et al., 2014; Evelyne, Muathe and Kilika, 2018).
Ahmad et al., (2019) described effective coaching practice at the workplace needs to
involve coaching during working hours and the provision of feedback to employees.
Nevertheless, in dealing with dynamic organisations, researchers used management
coaching measures introduced by McLean et al., (2005). In the organisational context,
coaching is one of the management coaching style practised by immediate superiors in
coaching and assisting employees towards improving employees’ behaviour, such as
transfer of training and motivation in performing tasks (Ellinger et al., 2010). The
coaching practice involves the indirect relationship between immediate superiors and
subordinates that occur continuously during working hours (Hagen, 2012). As such, the
immediate superiors’ role in coaching during working hours context is not only to direct a
task but also responsible in coaching and providing adequate support, such as providing
opportunities and useful resources to supervised employees.
Based on the above discussion, management coaching is identified as an important
predicting variable of the coaching process conducted in the organisation (Pousa and
Mathieu, 2015; Kim and Min, 2015) and positively impacts employees’ behaviour. In the
organisational context, management coaching refers to the immediate superiors’ role in
practising open communication, facilitating employees’ development, accepting diversity,
promoting teamwork and employee-oriented work (Sung, 2018). Immediate superiors in
Empirical Economics Letters, 20 (Special Issue 2) (May 2021) 161

an organisation are the closest individuals to employees. Hence, immediate superiors

coaching and guidance can assist employees in improving work performance over time.
Management coaching usually occurs informally, which is unplanned and unstructured,
especially in the relationship between immediate superiors and supervised employees.
Normally, this is known as on-the-job coaching during the occurrence of interpersonal
relationship between immediate superiors and employees. Based on the above discussion,
it can be concluded that effective management coaching involves immediate superiors’
behaviours, attitudes, and skills in coaching employees. Among the leadership
characteristics portrayed by immediate superiors are communication openly, stimulating
employee-oriented employees’ development, accepting diversity, and promoting
teamwork in any dealing (Ahmad et al., 2018)
Most recent studies support immediate superiors’ ability in providing organised coaching
to perform daily tasks can improve employees’ self-efficacy in organisations (Baron and
Morin, 2010; Pousa and Mathieu, 2015). As such, it impacts change in employees’
behaviour especially in terms of transfer of training (Shantz and Latham, 2012) and
motivation in performing tasks (Pousa and Mathieu, 2015; Leh, Abdullah and Ismail,
2014).

Figure 1: Conceptual Framework

Independent Variable Dependent Variable

Coaching Process

Managerial coaching Employee’s Behavior

5. Conclusion
This study highlights the coaching practice and process as important factors in improving
employees’ behaviour, especially in enhancing their performance. Through coaching and
feedback practiced by immediate superiors in an organisation, it can influence employees’
behaviours towards more positive behaviours. This will be most effective when employees
feel confident in their ability to perform assigned tasks (Mohamad et al., 2020).
Subsequently, the study findings are expected to provide input to the organisational
management, especially to the public service sector under the federal government, in
Empirical Economics Letters, 20 (Special Issue 2) (May 2021) 162

identifying immediate superiors practice and role helping improve employees’ motivation
in performing tasks. Through the identification of the predicting factors, it can
subsequently improve the training needs analysis (TNA) content in preparing appropriate
training and development program designs for organisational leaders or superiors (Nur
Mohamad et al., 2020). This will not only enhance immediate superiors’ competencies and
skills in coaching employees but also reduce training expenses when employees no longer
need to attend external training.

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