Exploratory study on the introduction of performance coaching skills, for first-line team supervisors in a manufacturing organisation

Mnisi, Shirley Moshikidi (2014-04)

Thesis (MPhil)--Stellenbosch University, 2014.

Thesis

ENGLISH ABSTRACT: The concepts of performance management and coaching are of key importance to businesses globally. Various studies have been conducted on the link between the concept of performance management and coaching within business organisations, specifically where coaching seeks to align the activities and objectives of individuals to business objectives and goals. The purpose of this study was to further explore this relationship between these two processes and in so doing, explore the application of coaching skills as introduced for the first-line team supervisor leadership process. The study involved the direct participation of first-line team supervisors. A qualitative research design was used to answer the research question in order to explore the processes, patterns of behaviour and themes that emerged out of the coaching skills application process. The research findings gave an indication that the coaching process could play a critical role in the development of first-line team members as well as the first-line team supervisors’ leadership skills. The results indicated a rewarding process in both instances. It was evident that the modern first-line supervisor would want to be equipped with skills for understanding and managing the behavioural patterns of the people they lead, i.e. over and above the technical expertise required to perform in their jobs. The study further gave rise to a new dimension of approaching the team performance conversations where the first-line supervisors used the GROW model in conducting individual performance discussions. The GROW model improved understanding and acceptance of the process amongst the people reporting into their roles. The broader finding is that coaching can enable more collaborative teamwork and this may lead to improved conversations on performance and goal clarification for first-line production teams; specifically in clarifying goals, providing feedback, listening actively and following up on tasks to be carried out. Results and conclusions may be limited by the fact that the study was conducted in a single industry. Additional studies from a variety of industries with large numbers of participants would be helpful to fully understand the ways in which performance coaching skills and first-line team leadership development programmes can best be developed and deployed in organisational settings.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/97413
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