Designing an Organizational Coaching Model in the Iranian Public Organizations Using a Grounded Theory Approach

Document Type : Research Article

Authors

1 PhD Student, Faculty of Management, Birjand Branch, Islamic Azad University, Birjand, Iran

2 Assistant Professor, Faculty of Management, Birjand Branch, Islamic Azad University, Birjand, Iran

3 Professor, Faculty of Economics, Sistan and Baloochestan University, Zahedan, Iran

Abstract

In modern human resource development, a human resource manager is faced with a paradigm where the manager acts as a coach, which is referred to as organizational coaching, in which the manager triggers the abilities, motivation, and job opportunities of employees. Accordingly, the purpose of this study was to propose a comprehensive organizational coaching model for governmental organizations of Iran. This qualitative study was conducted using the Grounded Theory approach in three stages including open, axial, and selective coding. Thirteen ICF international coaches with a minimum experience of five years in Iranian public organizations were selected through theoretical sampling. A semi-structured interview was carried out, which was continued until theoretical saturation was achieved, and the resulting data were analyzed. The data analysis generated 132 codes, 66 concepts, and 17 main categories. These were formed as a paradigmatic model that was comprised of organizational coaching as the core category, causal conditions (including the characteristics of the organization and the characteristics of the individual), contextual variables (including coaching culture building, the atmosphere of the organization, and organizational support), intervening variables (coach characteristics, client characteristics, and coaching models), strategies (changes in the behavior, changes in the approach, self-awareness, the role transparency, business agility, organizational confidence, and organizational learning), and consequences (individual development and organizational development).

Keywords

Main Subjects

References

Ahmadzadeh, S., Siyadi, S., Salajgheh, S., & Sheikhi, A. (2018). “Designing a Model for Developing Manager as a Coach in the Government Sector in Iran: A Synergic Approach”, Managment, 9(18), pp. 117-141. (in Persian)
Al-Nasser, A. & Behery, M. (2015). “Examining the relationship between organizational coaching and workplace counterproductive behaviours in the United Arab Emirates”, International Journal of Organizational Analysis, 23(3), pp. 378-403.
Bamberger, P. & Mashulem, I. (2010). Development, implementation and effects of human resources strategy, translated by Ali Parsaiyan & Seyed Mohammad Aarabi, third edition, Tehran, Cultural Research Office. (in Persian)
Bond, C. & Seneque, M. (2013). “Conceptualizing coaching as an approach to management and organizational development”, Journal of Management Development, 32(1), pp. 57-72.
Cho, Y. J. & Lewis, G. B. (2012). “Turnover Intention and Turnover Behavior: Implications for Retaining Federal Employees”, Review of Public Personnel Administration, 32, pp. 4-23.
Dalton, D. R., Todor, W. D., & Krackhardt, D. (1982). “Turnover overstated: A functional taxonomy”, Academy of Management Review, 7, pp. 117−123.
Dess, G. D. & Shaw, J. D. (2001). “Voluntary turnover, social capital, and organizational performance”, Academy of management review, 26(3), pp. 446-456.
Ellinger, A. D. & Ellinger, A. E. (2020). “Providing strategic leadership for learning: optimizing managerial coaching to build learning organizations”, The Learning Organization.
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.
Fathi Vajargah, K., Khorasani, A., Daneshmandi, S., & Arman, M. (2014). “Investigating and explaining the coaching model in human resource education based on data theory”, Organizational Culture Management, 12 (3), pp. 375-398. (in Persian)
Fathi Vajargah, K., Khorasani, A., & Scientist, S. (2014). Coaching in training and improving human resources, Tehran, Iran Industrial Training and Research Center, Second Edition. (in Persian)
Fernández, M. T. (2016). El proceso de coaching ejecutivo: evaluación de los factores que determinan su eficacia a través de un análisis de discurso (Doctoral dissertation, Universidad Complutense de Madrid).
Goleman, D. (2000). “Leadership that gets results”, Harvard business review, 78(2), pp. 4-17.
Graßmann, C., Schölmerich, F., & Schermuly, C. C. (2020). “The relationship between working alliance and client outcomes in coaching: A meta-analysis”, Human Relations, 73(1), pp. 35-58.
Hugill, K., Sullivan, J., & Ezpeleta, M. L. (2018). “Team coaching and rounding as a framework to enhance organizational wellbeing & team performance”, Journal of Neonatal Nursing, 24(3), pp. 148-153.
Hui, R. T. Y., Sue-Chan, C., & Wood, R. E. (2019). “Performing versus adapting: how leader’s coaching style matters in Hong Kong”, The International Journal of Human Resource Management, pp. 1-27.
International Coach Federation (2020). COVID-19 and the Coaching Industry. https://coachfederation.org/app/uploads/2020/09/FINAL_ICF_GCS2020_COVIDStudy.pdf
Ishak, N. A., Mohtar, N. M., Sa’adin, I., & Haron, H. (2017). “Strengthening Employee Performance: A Case Study of Maybank Berhad”, International Journal of Academic Research in Business and Social Sciences, 7(11), pp. 1410-1417.‏
Joo, B. (2005). “Executive coaching: A conceptual framework from an integrative review of practice and research”, Human resource development review, 4(4), pp. 462-488.
Junggren, S. E., Elbæk, L., & Stambulova, N. B. (2018). “Examining coaching practices and philosophy through the lens of organizational culture in a Danish high-performance swimming environment”, International Journal of Sports Science & Coaching, 13(6), pp. 1108-1119.
Khodami, A. S., Moghli, A., Ahmadi, A. A., & Azar, A. (2013). “Designing and Explaining the Model of Coaching-Oriented Organization (Case Study: Iran Insurance Industry)”, PhD Thesis in Public Management, Payame-Noor University, School of Management. (in Persian)
Longenecker, C. O. & Neubert, M. J. (2005). “The practices of effective managerial coaches”, Business Horizons, 48(6), pp. 493-500.
Mahdi-Beigi, N., Kamalian, A. R., Yaqubi, N. M., Pourezat, A. A., & Ronaghi, M. H. (2019). “Development of administrative system capacity reform in the light of smart organization with data foundation approach”, Human Resource Management Research, 9 (3), pp. 111-132. (in Persian)
Marsh, L. (1992). “Good manager: good coach? What is needed for effective coaching?”, Industrial and Commercial Training, 24(9).
McCarthy, G. & Milner, J. (2013). “Managerial coaching: challenges, opportunities and training”, Journal of Management Development, 32(7), pp. 768-779.
Meschi, A., Kiani, M., & Behnam, I. (2018). Coaching Alphabet: Everything you need to know about coaching, Tehran, Tayfnegar. (in Persian)
Moghli, A., Ahmadi, S. A. A., Azar, A., & Khodami, A. S. (2013). “Identify the factors affecting the creation of a coaching organization”, Management Studies (Improvement and Transformation), 22 (71), pp. 161-185. (in Persian)
Mirdar, A. (2019). Coaching in organizations, Tehran, Farsi Coaching Academy. (in Persian)
Newman, W. L. (2017). Social research methods (qualitative and quantitative approaches), Translation: Hassan Danaeifard & Seyed Hossein Kazemi, third edition, Tehran, Mehraban-Nashr, Vol. 1. (in Persian)
Novak, M. J. & Hammer, M. (2009). “Tacit Knowledge Transfer In a State Transportation Agency”, Ohio Transportation Engineering Conference, pp. 1-33.
Pak, K., Kooij, D. T., De Lange, A. H., & Van Veldhoven, M. J. (2018). “Human Resource Management and the ability, motivation and opportunity to continue working: A review of quantitative studies”, Human Resource Management Review. 
Pulakos, E. D. & O'Leary, R. S. (2011). “Why is performance management broken?”, Industrial and Organizational Psychology: Perspectives on Science and Practice, 4 (2), pp. 146-164.
Rajabpur, E., Afkhami Ardakani, M., & Hosseini Eqbal, A. (2015). “Electronic coaching; Web-based innovation”, human resource education and development, 2 (7), pp. 143-171. (in Persian)
Reed, S. (2017). “Human Resource Development”, In The HRCI Official Body of Knowledge.
Safarzadeh, H., Ahmadi Sharif, M., & Zakeri, A. (2011). Principles and foundations of coaching in leading organizations, second edition, Tehran, Tarbiat Dabir Shahid Rajaei University. (in Persian)
Sangari, N. & Puroli, B. (2014). “The Impact of Manager Coaching Behavior on Outcomes Related to Employee Performance”, Management Process and Development, 27 (89), pp. 147-171. (in Persian)
Sarlak, M. A. (2011). Emerging figures of the organization in the 21st century (theories, challenges and applications), Tehran, Danesh Reference Publishing, Vol. 1. (in Persian)
Simon, M., Muller, B. H., & Hasselhorn, H. M. (2009). “Leaving the organization or the profession a multilevel analysis of nurses’ intentions”, Journal of Advanced ursing, 66(3), pp. 616-626.
Strauss, A. and Corbin, J. (1998). “Basics of Qualitative Research: Grounded Theory Procedures and Technique (2nd Edition)”, Sage, Newbury Park, London.
Sweeney, T. (2008). “Coaching your way to the top”, development and learning in organization, 39(3), pp. 170-173.
Walker, C. A. (2002). “Saving your rookie managers from themselves”, Harvard business review, 80(4), pp. 97-111.
Wilson, C. (2007). “Best practice in performance coaching: A handbook for leaders, coaches”, HR professionals and organizations. Kogan Page Publishers.
 
Organizational Culture Management
Volume 19, Issue 3
October 2021
Pages 529-550

Files

Share

How to cite

Statistics