Introduction
In today’s competitive business landscape, organizations face rapid changes, escalating customer and stakeholder demands, and heightened market pressure To stay ahead, companies recognize the importance of cultivating a skilled, motivated, and productive workforce, which serves as a unique and sustainable competitive advantage.
Organizations increasingly adopt coaching as an effective alternative to traditional employee development methods, as it helps improve self-confidence, self-efficacy, and drive meaningful results (Passmore and Fillery-Travis, 2011) Coaching focuses on enabling individuals to learn how to change and enhance their performance, rather than simply prescribing actions, making it a widely recognized and valuable development tool.
Coaching is a well-established practice recognized for its professional development benefits According to Smither (2011), coaching is a one-to-one learning and development intervention that leverages a collaborative, reflective, and goal-oriented relationship This approach helps individuals achieve meaningful professional outcomes that are valued by the coachee, making coaching an effective tool for personal and organizational growth.
According to Grant (2001), coaching is a collaborative, solution-focused, and result-oriented systematic process that enables coaches to facilitate the enhancement of coachees' performance across various domains This process also promotes self-directed learning, goal achievement, and personal growth, making coaching a powerful tool for development and success.
From a different angle, coaching is a term often related to the sports industry
Athletes often invest large sums in top coaches who focus on unlocking their full potential rather than direct management A coach's role is to support, guide, and motivate athletes by transforming their physical and psychological strengths into peak performance Through personalized guidance, coaches help athletes gain self-awareness and develop competencies that enable them to reach their highest capabilities (Whitmore, 2004).
Implementing this coaching philosophy in the workplace helps individuals identify their strengths and weaknesses, empowering them to discover what strategies work best for their personal development This approach encourages self-awareness and active problem-solving, rather than simply providing ready-made answers As a result, employees become more engaged, confident, and capable of achieving their goals through tailored solutions.
Coaching aims to empower people and help them to discover their potential abilities and talents instead of focusing on what they cannot do (Wright, 2005)
Coaching is centered on unlocking individuals’ potential to improve and maximize their performance (Whitmore, 2004) Unlike teaching, coaching focuses on guiding the coachee to learn rather than delivering direct instruction It can be a challenging process for both the coach and coachee, making it essential for coaches to understand their roles and responsibilities clearly Additionally, coaches should possess the desired behaviors and characteristics that enable all parties to have a positive and effective coaching experience (Grant, 2006).
The success of a coaching process relies heavily on building trustful relationships between the coach and the employee (Wu, Cheng, and Huang, 2010) It is essential for coaches to understand the cultural diversity of individual employees, including factors such as religion, race, color, belief systems, gender, and ethnicity, as these can significantly influence the coaching dynamic (Serrat, 2010; Wilkesmann & Fischer, 2009) Effective coaching leads to numerous positive outcomes for employees, including increased self-awareness, enhanced skills and knowledge, higher motivation and morale, clearer career direction, and greater innovation, all of which contribute to improved performance (Stolmack and Martin, 2011).
Despite the global popularity of coaching, there is a significant shortage of empirical research examining its impact on employee performance Notably, there is a lack of such studies conducted in Vietnam, particularly within the manufacturing sector Most existing research primarily surveys managers or coaches who deliver coaching sessions, rather than the coachees who receive them, highlighting a gap in understanding the direct effects of workplace coaching on employees.
This study aims to explore the key factors connecting workplace coaching to employee performance by analyzing the perceptions of both coaches and coachees The research focuses on the quality of the coach-coachee relationship, as well as the awareness, motivation, and support provided to employees Understanding these elements helps emphasize how effective coaching can enhance employee outcomes and organizational success.
The conclusion provided would offer the recommendations on how to better coach employees to enhance their performance.
About Nestlé Group, Nestlé Vietnam Company and Tri An Factory
Nestlé Group is a renowned Swiss-based company specializing in the manufacturing and trading of processed dairy and food products, including popular brands like NAN, Nescafé, Milo, Maggi, and KitKat Founded in 1866 by Swiss pharmacist Henri Nestlé, the company has grown to produce over 10,000 different products across nearly 500 manufacturing facilities in 130 countries Each day, Nestlé sells more than 1 billion units worldwide, reaffirming its position as a global leader in the food and beverage industry.
Nestlé has been present in Saigon since 1912, establishing its early footprint in Vietnam's beverage industry After ceasing operations in Vietnam in 1972, the company re-entered the market in 1992 through the formation of Lavie Company, a joint venture between Perrier Vittel of Nestlé and Long An Trading Company In 1993, Nestlé officially returned to Vietnam by opening a representative office in Ho Chi Minh City, reaffirming its commitment to the Vietnamese market and expanding its local presence.
Nestlé Vietnam was established in 1995, marking the beginning of its journey in the region The company's first manufacturing facility, the Dong Nai Factory (DNF), was constructed at that time Today, Nestlé Vietnam operates a total of four factories, with three located in Dong Nai Province and one in Hung Yen Province, showcasing its continued growth and commitment to local production.
Tri An Factory (TAF), located in Amata Industrial Zone, Bien Hoa City, Dong Nai Province, is a major manufacturing facility for Nestlé With a total investment of nearly 300 million USD, the factory began construction in March 2011 and commenced commercial production in December 2012 As one of only thirty-two Nestlé coffee plants globally, TAF is the largest in Southeast Asia and features some of the most advanced coffee production technology in the world.
TAF operates two processing lines: Pure Soluble Coffee Powder (PSC), launched in 2012, and Decaffeinated Green Coffee (DGC), commissioned in 2014, supplying semi-finished products to Nestlé factories both in Vietnam and globally In 2018, TAF expanded its manufacturing capacity with the addition of a Nescafé Dolce Gusto (NDG) production line, which now produces premium coffee capsule products for 13 countries across Asia and Oceania, including Vietnam.
TAF’s workforce comprises 248 employees, including 19 management-level professionals and 229 non-management staff Over half of the staff (54%) hold university degrees or higher, while 21% have completed college education, and the remaining employees graduated from vocational schools or high schools The workforce is predominantly male, accounting for 86%, with females representing 14%, mainly working in office environments or as clerks.
Since its inception in 2013, TAF has dedicated substantial resources to employee training and development, resulting in the accumulation of valuable knowledge and experience among its staff after more than five years of operation The factory's significant investment of time, money, and effort underscores its commitment to building a skilled, proficient workforce that drives growth and innovation.
2017, TAF has provided 69,297 man-hours for training, creating a favorable environment for people’s learning, working and development
Since the inception of TAF, workplace coaching has been integrated alongside traditional human resource development practices Coaching is a mandatory leadership competency for employees, particularly managers and supervisors, serving as a powerful tool to enhance employee development and boost performance Over 80% of TAF employees have received training in basic coaching skills, enabling many to act as both coaches and coachees in their daily routines, fostering a culture of continuous growth and leadership.
Coaching is typically conducted through face-to-face, one-on-one sessions between a coach and a coachee Managers frequently utilize coaching to motivate their employees to perform at their best and foster active participation in organizational changes This personalized approach helps enhance employee engagement, improve performance, and drive positive results within the workplace.
Coaching plays a vital role in enhancing employee self-awareness by helping them identify their strengths and weaknesses Understanding their potential capabilities boosts confidence, empowering employees to embrace challenges and seek innovative ways to improve their performance This focus on personal development fosters a motivated and proactive workforce, driving overall organizational success.
Coaching plays a crucial role in helping employees view issues and situations from diverse perspectives, enabling a broader understanding of challenges This approach encourages critical thinking and empowers employees to identify the most effective solutions, ultimately leading to increased business contribution Implementing coaching strategies boosts overall team performance and supports sustainable organizational growth.
During coaching sessions, coaches provide valuable feedback on employees’ behavior and performance, creating an opportunity to recognize outstanding work and motivate staff These sessions also serve as a platform for employees to share feedback about their roles and discuss any challenges they face By fostering open communication, coaches can build strong relationships with employees and offer support to help them overcome difficulties, ultimately improving overall performance and engagement.
Employees often mentor their colleagues to enhance their functional skills, such as operating specific machinery efficiently or troubleshooting work-related issues This peer coaching promotes continuous skill development and improves overall operational performance Providing guidance on practical tasks fosters a collaborative work environment and supports professional growth.
Problem statement
Coaching has been implemented at TAF for over five years since its inception, highlighting a longstanding commitment to professional development Despite this, coaching practices are not yet fully integrated into everyday routines, limiting their ongoing impact Managers often face challenges in dedicating sufficient time for coaching their subordinates due to busy schedules, which hampers consistent application Additionally, there is a lack of clear criteria to measure the effectiveness of coaching efforts, making it difficult to evaluate and improve coaching outcomes.
Besides that, from the strategy of Factory in year 2020 (F2020) introduced by Nestlé Group from early 2018, the approach regarding performance was changed
Historically, each company division focused on its specific operational goals: the Technical Division aimed to reduce Cost of Production (COP), the Supply Chain Division prioritized minimizing Cost of Delivery (COD), and the Commercial Division concentrated on managing Product Fixed Marketing Expenses (PFME).
With different goals for different divisions, they did not always support well the goal of Total Delivery Cost (TDC) – the most important goal of the whole organization
Focusing on its own goals, the Technical Division may insist on a long production run for each product to help factories reduce the Cost of Production (COP) However, implementing a long run can impose challenges on the Supply Chain Division, such as increased storage requirements and a higher risk of product write-offs due to unsold inventory before expiration Financially, a long production run can lead to higher working capital costs, while from a marketing and sales perspective, it may negatively impact product freshness and result in shorter remaining shelf life for customers.
To conclude, while one division can have benefit of a solution, losses may be suffered by other divisions and in overall, the organization could be negatively impacted
A new integrated approach unites all divisions—Technical, Supply Chain, Human Resources, Finance, and Marketing & Sales—toward a common goal: TDC Breaking down silo mentalities is essential, as isolated thinking can hinder organizational success The primary objective is to foster collaboration and teamwork across departments, ensuring everyone works cohesively to achieve shared business objectives Embracing this unified strategy enhances efficiency, promotes innovation, and drives overall growth for the organization.
Nestlé Group’s operational strategies are centered around a shared TDC (Total Delivered Cost) goal, guiding all decision-making across the organization To optimize efficiency, Nestlé has set an annual 5% TDC reduction target from 2018 to 2020, cascading this goal to all markets This initiative presents a significant challenge for all divisions, especially for Nestlé Vietnam and the TAF division, as the coffee product category faces intense domestic and international competition.
To remain competitive, TAF must sustain and improve its operations to deliver high-quality products while optimizing costs Achieving this requires employees, both individually and as a team, to discover smarter ways of working and adapt to change proactively It is crucial to enhance employee awareness of the company's strategic direction, motivating and convincing them to support this transformation Commitment and collaboration from all staff are essential to successfully implement these improvements and ensure long-term success.
The Management Board of TAF recognizes coaching as the key tool for motivating employees and maintaining high energy levels for optimal performance To achieve desired outcomes, it is essential to further promote and enhance coaching initiatives across the organization.
Therefore, this research is aimed to determine the coaching practices being applied at TAF and the level of its impacts on the performance of employees
Based on that, recommendations are proposed for further improvements.
Objective of the study
The success of an organization fundamentally relies on its employees and their performance Improving coaching effectiveness is essential for enhancing employee performance, which in turn contributes to the organization's success and sustainability Both organizational growth and individual development benefit from effective coaching strategies Therefore, this study aims to explore how coaching can be optimized to boost employee performance and support long-term organizational success.
To explore the effectiveness of workplace coaching at TAF
To determine the impacts of workplace coaching on employee performance
To evaluate the findings and identify the opportunities for improvement of workplace coaching practices in order to further promote its effect on employee performance.
Research questions
With the research objectives as a basis, the following questions were compiled to ensure that there was an alignment between the research objectives and the study
Is the coach building good relationship with coachee at TAF?
Is the employee awareness being enhanced as a result of coaching?
Is the motivation of employees being promoted as a result of coaching?
Does coach provide employees the needed support to help them perform better?
Is work performance of employees improving as the results of coaching?
Subjects of the study
The study was conducted at TAF, Nestlé Vietnam Company Employees from all departments who have delivered coaching and/or been coached were the target subjects of this research.
Scope and limitation of the study
There is a wide range of coaching types and the factors influencing the effectiveness of coaching as well as the employee performance
Within this study, the author will focus on:
- One-to-one coaching at workplace delivered by internal coaches of TAF, means from managers to their subordinates or from peer to peer
Effective coaching depends on evaluating four key factors that influence overall success These factors are essential for maximizing coaching outcomes and ensuring meaningful improvement By thoroughly assessing these areas, organizations can enhance coaching effectiveness and achieve their development goals Continuous evaluation and refinement of these factors are crucial for sustaining long-term success in coaching programs.
The relationship built-up between coach and coachee, The support that coach offers to coachees,
The enhancement of employee awareness (self-awareness and business awareness),
And the motivation of employees
- For employee performance, the author focuses on evaluating the impacts of workplace coaching on:
This study highlights the importance of working productivity, product quality, and customer satisfaction as key performance indicators While it emphasizes the significance of factors such as the coach-coachee relationship, employee awareness and motivation, and the support provided to employees, it does not re-test the causal relationships between these drivers and employee performance Instead, these relationships are based on previous research findings discussed in the literature review, serving as the foundation for this empirical investigation at TAF.
Framework of the study
The following variables have been identified and labeled as dependent variable and independent variable
Employee performance is the dependent variable, which depends upon workplace coaching effectiveness Literature review also reveals that employee performance is improved by providing effective workplace coaching
This research investigates the impact of workplace coaching as a key independent variable on employee performance at Tri An Factory, Nestlé Vietnam The study aims to understand how effective workplace coaching can enhance employee productivity and overall workplace efficiency within the company By analyzing the relationship between coaching practices and employee outcomes, the research seeks to provide valuable insights into how workplace coaching can drive organizational success at Nestlé Vietnam.
This research examines four critical factors that influence the effectiveness of workplace coaching: the coach-coachee relationship, employee awareness, employee motivation, and the support provided to employees Strengthening the coach-coachee relationship fosters trust and openness, which are essential for successful coaching outcomes Increasing employee awareness enhances their understanding of personal development needs and goals Motivated employees are more likely to engage actively in coaching programs, leading to better performance improvements Additionally, adequate organizational support plays a vital role in ensuring coaching initiatives are sustainable and effective Implementing strategies that address these four factors can significantly enhance workplace coaching success.
Research structure
The research is organized in five chapters as following:
This chapter introduces the dynamic business environment characterized by fierce competition and rapid change, emphasizing human capital as a key competitive advantage It highlights coaching as an essential development tool to enhance employee performance by unlocking their full potential Additionally, the chapter provides valuable context and background for the study, outlining its objectives and research framework.
This chapter reviews literature on workplace coaching, emphasizing its essential principles and positive impact on employee performance It identifies four key factors influencing coaching effectiveness: the coach-coachee relationship, employee awareness, motivation, and the support provided The literature underscores the causal link between effective workplace coaching and improved employee performance, demonstrating its importance for organizational success.
This chapter explains the research methodology, including the research design, sampling approach, and data collection procedures It details the research instrument used and outlines the statistical analysis methods applied to the data Additionally, the chapter discusses ethical considerations relevant to ensuring the integrity and confidentiality of the study.
Chapter Four: Analysis of results
In this chapter, the research findings of the study are presented in various graphical formats, namely figures and tables The research findings are interpreted
Figure 1.1 illustrates the relationship between dependent and independent variables, providing a foundational understanding of the research framework The study's objectives and research questions are thoroughly verified through key findings, ensuring the validity and relevance of the results This detailed analysis highlights the significance of understanding variable interactions to achieve accurate conclusions and deepen insights into the research topic.
Chapter Five: Conclusion and recommendations
This chapter summarizes the key conclusions and provides practical recommendations based on the study's findings It also addresses the limitations encountered during the research process and offers valuable suggestions for future studies to build upon these insights.
This chapter provides a comprehensive literature review on workplace coaching and its impact on employee performance It explores the theoretical frameworks and recent studies that highlight how effective coaching techniques can enhance employee skills, motivation, and productivity The review underscores the importance of workplace coaching as a strategic tool for organizational development and sustainable performance improvement.
Introduction
This chapter provides a comprehensive review of research materials on workplace coaching and its impact on employee performance Key sources include academic research studies, authoritative books, peer-reviewed journal articles, and reputable online resources The review highlights the positive correlation between coaching practices and improved employee performance, emphasizing the importance of effective coaching strategies in enhancing workplace productivity and engagement Incorporating these insights ensures a thorough understanding of how coaching contributes to organizational success and individual development.
The scope of this chapter covers:
Coaching originated as a developmental approach focused on enhancing individual performance and personal growth It is defined as a collaborative process that facilitates self-awareness, goal-setting, and skill development by guiding employees through structured conversations Essential principles of coaching include active listening, powerful questioning, and fostering a supportive environment that promotes trust and openness The effectiveness of workplace coaching largely depends on key factors such as the strength of the coach-coachee relationship, the coachees’ awareness of their strengths and areas for improvement, and their intrinsic motivation to develop Additionally, organizational support—through resources, ongoing feedback, and a positive culture—plays a crucial role in maximizing coaching outcomes and driving employee engagement and performance.
The theories about employee performance The relationship between workplace coaching and employee performance.
Workplace Coaching
The origin and concept of coaching
The origin of the word "Coach" traces back to the Hungarian village of Kocs, renowned for producing high-quality horse-drawn carriages, which led to the term being used for all carriages In the 19th century, English university students adopted "Coach" as slang for exceptional tutors, suggesting that these educators transported their students smoothly through their academic journey, much like a carriage guided by a skilled driver.
During the 1880s, the term “Coach” was mainly used to describe a sport coach
Coaching has its origins in the world of sports, dating back to ancient Greece where coaches trained athletes for the Olympic Games This historical foundation highlights the long-standing importance of coaching in developing performance and achieving excellence.
The concept of coaching originates from Socrates, the renowned Greek philosopher, who emphasized that individuals possess their own answers and learn most effectively when they take ownership of their situation This approach fosters critical thinking and empowers individuals, reflecting the core principle of coaching As O’Connor and Lages (2007) state, “I cannot teach anybody anything, I can only make them think!”
Definitions and essential principles of coaching
Coaching can be understood in various ways, depending on the purpose ("why") and method ("how") of its implementation Its perception also varies among scholars and practitioners, shaping different approaches and definitions within the field.
According to Smither (2011), coaching “is a one-to-one learning and development intervention that uses a collaborative, reflective, goal-focused relationship to achieve professional outcomes that are valued by the coachee”
Grant (2001) defines coaching as a collaborative and solution-focused process that aims to improve the coachee’s performance across various domains This systematic approach encourages self-directed learning, goal achievement, and personal growth, with the coach facilitating these outcomes to support the coachee’s development.
Coaching is a collaborative partnership between the coachee, typically an employee, and their manager, with the goal of developing the employee's skills and unlocking their full potential (Antonioni, 2000) According to Whitmore (2004), coaching involves “unlocking a person’s potential to maximize their performance,” emphasizing its role in enhancing individual capabilities.
Coaching is more than just a process, technique, dialogue, or partnership; it is a comprehensive approach to managing and developing people According to Whitmore (2004), coaching is a way of thinking and being that influences leadership and organizational culture Rosinski (2003) further emphasizes that coaching is an art, highlighting its creative and nuanced nature Embracing coaching as a mindset can enhance leadership effectiveness and foster positive workplace relationships.
Coaching typically involves a one-on-one relationship between the coach and the coachee, focusing entirely on the individual's development It is a non-therapeutic relationship where the coachee's concerns are the primary focus, and the coach provides guidance without interference from others Coaching aims to enhance personal and professional growth, improve performance, and help clients achieve their specific goals.
Coaching aims to unlock human potential by enhancing awareness, self-belief, and personal responsibility, which are essential for change and goal achievement It involves helping individuals understand and clarify their thoughts, emotions, and actions, while expanding their perspectives and identifying unnecessary habits or gaps When individuals take responsibility for their decisions, they foster learning, engagement, and confidence—key factors that unleash their growth and potential.
Key coaching principles include maintaining a blame-free, solution-focused approach that emphasizes challenge and action A coach remains an objective, neutral observer rather than forming judgments about the coachee’s actions or thoughts, encouraging new perspectives in a supportive way (Wilson, 2007) Importantly, a coach is not an expert or mentor but facilitates the coachee’s self-exploration, helping them leverage their resources and develop their own solutions (McGovern et al., 2001) The coaching process is governed by a solution-focused mindset, prioritizing support, active listening, and guiding the coachee toward resolving issues while shifting focus from problems to future possibilities Ultimately, the goal is for the coachee to leave the session motivated and prepared to implement actionable changes based on clear goals and gained insights (Wilson, 2007).
Effective coaching creates an environment that promotes learning and behavioral change, ultimately enhancing an individual’s ability to achieve both long-term and short-term goals (Miller and Homan, 2002) The coaching process is fully coachee-led, allowing the individual to set the content and agenda, while the coach acts as a facilitator and guide to support their development This approach ensures personalized growth and maximizes the potential for meaningful performance improvements.
In the next section, we are going to focus on workplace coaching and some factors, which are critical for coaching effectiveness.
Why workplace coaching?
Coaching has experienced significant growth over the past few decades, driven by the evolving business environment The workplace offers a wide range of coaching opportunities and applications, making it an essential tool for corporate development As a result, workplace coaching has found fertile ground within organizations, allowing it to thrive and positively impact employee performance and leadership growth.
Workplace coaching is a vital tool for enhancing both individual and organizational performance, as it supports employees in reaching their full potential through targeted learning and development Research by Grant highlights that effective coaching facilitates personal growth, leading to improved productivity and overall business success Implementing workplace coaching can drive continuous improvement and foster a more engaged, high-performing workforce.
We are living in a rapid and ever-changing era, where embracing change is essential for growth and success Coaching plays a crucial role in helping individuals accept and navigate these changes, which can ultimately lead to organizational transformation In today’s complex work environment, increased uncertainty and workplace pressures demand that managers and employees adapt quickly, learn effectively, and remain productive—making coaching the key to achieving these objectives The shift towards flat organizational structures has expanded the need for diverse managerial skills, particularly coaching, which fosters continuous learning and development Additionally, the social capital within organizations has become their most valuable competitive advantage; fostering trust, open communication, cooperation, inclusion, and empowerment requires effective coaching Ultimately, coaching facilitates stronger relationships and enhances performance by enabling organizations to meet evolving needs in a dynamic business landscape.
Some key factors for coaching effectiveness
Effective coaching is crucial for organizational success, but it may fail if applied incorrectly Key factors influencing coaching outcomes include the quality of the coach-coachee relationship, the level of support provided to employees, employee awareness, and employee motivation These critical elements determine whether coaching efforts will foster growth and add value to the organization, as discussed in the subsequent literature review.
2.2.4.1 Building the trustworthy coach-coachee relationship
An effective coach must develop strong rapport and build trust with their coachees, which are crucial for coaching success (Gwyther-Jones, 2011) Numerous studies highlight the essential role of trust in establishing effective coaching relationships (Hunt & Weintraub, 2002; Gyllensten & Palmer, 2007; Grant, 2014) Gyllensten and Palmer (2007) emphasize that a coach’s ability to foster trust is a key predictor of coaching success, with building mutual trust being a primary step in the coaching process.
Trust is arguably the most critical element in the coach-coachee relationship, serving as the foundation for effective coaching According to 2002, a trusting relationship between the coach and coachee is essential, as it facilitates open communication, mutual respect, and a productive coaching environment Establishing trust early on is key to achieving successful coaching outcomes.
Effective coaching relies on building strong, genuine relationships with coachees through active listening, thoughtful questioning, and demonstrating genuine attentiveness, making the coachee feel valued, relaxed, and confident Coaches should adopt an open, friendly, and approachable demeanor to encourage coachees to share personal experiences and open up Recognizing that each coachee is a unique individual is essential, as different approaches may be needed depending on the person and situation Flexibility and adaptability are crucial for coaches to effectively navigate various scenarios and tailor their methods to meet individual needs, ensuring successful coaching outcomes.
2.2.4.2 Providing needed support to employees
Along with building trustworthy relationship as mentioned above, giving employees the support is important to coaching effectiveness (Wilson, 2007; Grant,
Effective coaching begins with ensuring employees are properly supported, providing them with the necessary facilities, information, authority, and sanctions to perform their tasks successfully (Longenecker, 2010) A strong leader equips their team to succeed, demonstrating a commitment to employee development and setting the foundation for improved performance By prioritizing these supportive measures, managers send a clear message that they are invested in their employees' success, making the act of empowering staff one of a coach’s most vital yet often overlooked responsibilities.
Research shows that coaching outcomes are influenced by five key coaching behaviors, with one essential element being providing support to coachees (employees) (Grant, 2014) Effective coaching involves assisting coachees in implementing intended changes through techniques such as practice rehearsals during sessions and shadowing them as they apply new behaviors in the workplace (Grant, 2014) This supportive approach enhances the likelihood of successful behavior change and improved performance.
Active listening is essential for a coach to create a comfortable and motivating environment where the coachee feels valued and understood A skilled coach prioritizes understanding the coachee’s perspective over imposing their own opinions, fostering trust and open communication By genuinely listening, the coach helps the coachee express their issues, feelings, and challenges more effectively, leading to more meaningful coaching sessions.
Encouraging the coachee to share achievements they are proud of in their career can strengthen their engagement, especially if they initially hold a negative or guarded attitude towards coaching Highlighting positive experiences helps reduce suspicion and fosters a more comfortable environment, leading to increased openness and participation in the coaching process.
Challenging is a vital part of the coaching process, as it encourages the coachee to think critically and seek opportunities for growth beyond their comfort zone Effective follow-up questions, such as “How did you achieve success in these areas and how can you apply this knowledge?” or “What strengths can you leverage to address your current challenges?”, help the coachee explore new perspectives and options The goal is to help the coachee recognize their abilities and competencies, fostering self-awareness and development without focusing on negative aspects.
It is important to understand that there is no right or wrong answer and that different people have different backgrounds, experiences, values and expectations
A good coach learns to understand and manage their coachees' behaviors without judgment, recognizing that perceived weaknesses can be transformed into strengths For example, a person who changes their mind frequently can be seen as creative rather than indecisive Understanding that individuals adapt at different rates, a supportive and patient coach fosters an environment where coachees can confidently work on behavioral changes without feeling discouraged Patience and encouragement are key to helping clients develop and grow effectively.
Coaching plays a crucial role in helping employees unlock their full potential (Whitmore, 2004) For coaching to be effective, it is essential for coaches to provide unwavering mental and physical support to employees Creating a safe and supportive environment encourages employees to take the necessary risks for learning and development, ultimately enhancing their growth and performance.
Awareness is a fundamental concept in organizational literature, emphasizing its significance in business operations This study explores two key dimensions of awareness: employee self-awareness and broader business awareness Understanding these concepts is crucial for improving organizational effectiveness and fostering a proactive, informed workforce.
Self-awareness is a multifaceted concept with various definitions Hofstadter (2007) equates self-awareness to consciousness, highlighting its role in our overall awareness Wikipedia (2016) describes it as the capacity for introspection and recognizing oneself as an individual distinct from the environment and others Pathway to Happiness (2015) emphasizes that self-awareness involves having a clear understanding of your personality, including strengths, weaknesses, thoughts, beliefs, motivations, and emotions This awareness enables better understanding of others, how they perceive you, and how you respond to social situations—key components for personal growth and improved interpersonal relationships.
Self-awareness is the foundational skill that enables employees to enhance their personal and professional growth It allows individuals to make wiser decisions by understanding their thoughts and feelings, leading to better judgment and problem-solving According to scholars and practitioners, developing self-awareness is essential for continuous improvement and effective decision-making in the workplace.
When facing failure, it’s common to blame external factors as an easy justification However, reflecting on different perspectives and learning from the experience is essential for growth Self-awareness—understanding who we are, what we think, and what we do—is invaluable for personal development This consciousness leads to self-recognition, paving the way for meaningful change and resilience.
Employee performance
Performance is a concept describing how a person can use his own potential or real knowledge, skills and abilities in order to reach his own goals or expectations
Employee performance refers to the effective utilization of an individual's capacity to complete tasks within a specified period, reflecting both the quality and quantity of work achieved (Yıldız et al., 2008; Mangkunagara, 2001) It is recognized as an evaluation of how well an individual fulfills assigned responsibilities, incorporating both qualitative and quantitative aspects (Bilgin et al., 2012) According to George and Jones (2008), employee performance is essentially an assessment of the outcomes of a job, indicating the degree of success or failure in task execution.
Employee performance is crucial to the success of any business, as high-performing employees significantly contribute to organizational goals and customer satisfaction To enhance employee performance, it is essential to recognize staff and distinguish between successful and unsuccessful employees (Pınar, 2012) Performance evaluations also serve to provide constructive feedback, set clear goals, identify business objectives, and address development needs Additionally, performance appraisal aims to improve overall organizational performance and guide underperforming employees toward improvement (Grote, 2001).
Employee performance measurement generally falls into two criteria: results-based performance evaluation, which focuses on assessing employees based on their final outcomes, and behavior-based performance evaluation, which emphasizes evaluating the actions and conduct of employees (Gomes, 2003).
Measurements based on results assess whether an organization has achieved its goals or merely reflect final outcomes Goals are established by management, and employee performance is evaluated based on goal attainment, aligning with the management by objectives (MBO) approach While clear and measurable targets facilitate quantitative assessment, many roles within organizations are inherently non-quantifiable, making it challenging to evaluate performance solely through measurable results (Gomes, 2003).
Behavior-based measurements focus on the methods and processes used to achieve goals, emphasizing the importance of actions over just end results These measurements tend to prioritize qualitative aspects of performance rather than solely quantitative metrics While they are often considered subjective, they enable employees to evaluate their own and their coworkers’ effective performance A comprehensive assessment of performance should include behavioral indicators to capture broader aspects of work performance.
In this study, the employee performance is measured on behavior-based measurements with three dimensions: Work productivity, product quality and customer satisfaction, which are perceived by employees through coaching practices at workplace.
Relationship between workplace coach and employee performance
Today, firms are working on developing their human capital skills to improve their performance and effectively compete in the market Thus, by introducing coaching, they are targeting to promote the performance of their employees Rider
Coaching is highly valued for its ability to help managers and employees learn and develop, ultimately enhancing both personal and organizational effectiveness (2002, p.234) To differentiate itself in the competitive landscape, a company must possess the capability to implement meaningful changes, build and sustain long-term relationships, and uphold integrity and consistency that align with core responsibilities and values (Selman, 2012) Fundamentally, coaching creates the right conditions for individuals to perform at their highest potential.
Effective coaching provides employees with instant feedback on their performance, reinforcing successes and enabling quick correction of mistakes It fosters an environment where coaches can bring out the best in employees, encouraging critical thinking and proactive engagement As a result, employees at all levels take greater ownership and accountability for their work and relationships, requiring less direct supervision from managers This development accelerates their skill growth and helps them reach their full potential, ultimately enhancing organizational performance.
In a business context, it is imperative that managers have solid coaching skills
These skills are essential for enhancing employee performance and helping organizations achieve their goals (Demarco, 2013) Developing these competencies enables employees to contribute effectively to organizational success and fosters continuous improvement in the workplace.
Demarco (2013), a manager who is able to coach is able to make a profound improvement in the performance of employees while keeping them motivated
Numerous studies highlight that effective employee coaching positively impacts organizational profitability Organizations implementing a combination of training and coaching see a significant increase in productivity—up to approximately 88%—compared to just 22.4% with training alone (Demarco, 2013) A survey of 5,700 HR specialists revealed that 84% believe workplace coaching improves employee performance, 79% agree it enhances the utilization of individual talents, and 69% contend it boosts overall organizational productivity (Wilson, 2004) Additionally, Longenecker's (2010) research found that 93% of managers agree employees desire and benefit from coaching to improve performance, underscoring the vital role coaching plays in workplace development.
Summary
In this chapter, literature related to coaching, employee performance and the correlation between these two variables has been critically reviewed
For workplace coaching effectiveness, the author has focused on the four key elements, which are used as the inputs for the survey They are:
Building a strong coach-coachee relationship is essential for effective coaching, as rapport serves as the foundation for success A coach who is open, friendly, and approachable can foster trust and create a safe environment, encouraging the coachee to share personal experiences freely Developing this genuine connection enhances communication, leading to more meaningful coaching sessions and better overall outcomes.
Without trustful relationship, all efforts of the coach could be useless
Coaching plays a vital role in supporting employees to unlock their full potential by providing both mental and physical support Demonstrating wholehearted support from coaches fosters employee confidence, encouraging them to take risks in learning and development This commitment to employee growth enhances overall success and creates a safe environment for continuous improvement.
Enhancing employee awareness through strong self-awareness and business understanding enables employees to grasp the organizational strategy and external environment, fostering a comprehensive "big picture" perspective This insight encourages greater commitment and autonomous performance with minimal supervision Coaches play a vital role by helping employees perceive their viewpoints and perceptions about work and the organization, providing constructive feedback and challenging them to reflect, leading to deeper insights and improved engagement.
Employee motivation is the essential "fuel" that drives successful performance, as motivated employees are more likely to deliver optimal results Maintaining high motivation levels is crucial for boosting employee performance and overall productivity Coaching plays a vital role by focusing on encouragement and support, helping employees discover their own solutions rather than simply directing them This approach fosters a sense of recognition and enhances job satisfaction, ultimately leading to professional growth and positive organizational change.
By practicing well the above four factors, the workplace coaching effectiveness will be improved and as the outcome, it has positive effect on employee performance
A review of the literature clearly demonstrates that workplace coaching is essential and offers significant benefits It positively impacts individuals by enhancing personal development and performance, which in turn leads to improved organizational outcomes Implementing effective workplace coaching strategies can therefore drive both individual growth and overall business success.
Introduction
This chapter outlines the research methodology, including the research design, target population, and sampling procedures It details the data collection methods employed and explains the data analysis techniques used to generate meaningful insights for the study.
Research Design
This quantitative study aims to collect data describing the characteristics of individuals, events, or situations A survey strategy was employed to gather comprehensive quantitative data efficiently According to Sanders (2007), surveys are typically associated with a deductive approach and are most effective for answering questions such as who, what, where, how much, and how many This method enables researchers to collect large amounts of data from sizable populations, ensuring robust and generalizable findings.
Target Population
The study targeted all 248 permanent employees of TAF, focusing specifically on those who have participated as coaches and/or coachees in coaching sessions Only these employees were invited to participate in the survey to ensure relevant insights into the coaching process This targeted approach aims to gather meaningful data from individuals directly involved in coaching activities within the organization.
Sample Size and Sampling approach
Bryman & Bell (2007) posit that the decision about the sample size is multifaceted and that there is no single correct answer
Choosing an appropriate sample size involves balancing precision, time constraints, and costs to ensure effective research outcomes (Bryman & Bell, 2007) The size of the sample is heavily influenced by the type of data analysis planned and the specific conclusions the researcher aims to draw from the data (Davies).
For descriptive or exploratory surveys, a sample size between 60 and 120 participants is generally acceptable, ensuring sufficient data for analysis When testing a hypothesis, however, a larger sample size is necessary to detect meaningful differences between key variables (Davies, 2007) This research was conducted at TAF, which has a total of 248 employees, and the researcher aimed to gather feedback from as many respondents as possible A single random sampling method was employed to include participants across all departments, considering that many employees work in shifts, to ensure a representative and unbiased sample.
Questionnaire
Common sources of error
In the instance that survey errors do occur, there are some common sources that contribute to the occurrence of these errors (Bryman & Bell, 2007) These common sources are:
Questions that are inappropriately or poorly worded The manner in which the interviewer poses the question The interviewee misinterpreting the question
The interviewee is experiencing difficulties recalling past experiences, which can impact the accuracy of the data collected The way the interviewer records this information is crucial to ensure reliable results Additionally, flaws in data processing—such as during coding or data entry—can compromise the integrity of the research Proper handling of interview data is essential for achieving valid and trustworthy findings in any study.
Construction of the questionnaire
According to Bhattacharyya (2006), a well-designed questionnaire serves two key functions: accurately translating research objectives into specific questions and motivating respondents to provide truthful and complete information The process of constructing an effective questionnaire involves nine essential steps, ensuring clarity and reliability in data collection By following these steps, researchers can enhance respondent cooperation and improve the overall quality of research outcomes.
1) Determine what information is required
2) Determine the type of questionnaire that will be utilized (personal interview, email)
3) Formulate the content of each question
4) Determine the type of questions that will be used in the survey (open- ended, ranking, closed etc.)
5) Decide the approach you will use to word each question
6) Establish a suitable sequence for the questions
7) Create a suitable layout for the questionnaire, as well as a format for reproduction
8) Create a draft questionnaire and test the questionnaire
9) Make the necessary amendments to the questionnaire and prepare the final questionnaire
The questionnaire for this study was developed in a systematic manner based on the insights gained from the literature review
The author created both the questionnaire and the scales that were applied to the questions The questionnaire consisted of the following questions:
Relationship between the coach and coachees (employees) (coded as CR) with 5 questions,
This study assesses key aspects of employee engagement, including employee awareness (CA) through five targeted questions that evaluate staff understanding and perception within the organization Employee motivation (CM) is analyzed using seven questions designed to measure intrinsic and extrinsic factors driving performance Support provided to employees (CS) is examined through five questions focusing on organizational assistance and resources that enhance employee effectiveness Additionally, employee performance (EP) is evaluated with eight questions to determine productivity levels and work quality The demographic profile of respondents was collected via seven questions, providing context for interpreting the findings Overall, these insights aim to identify areas for improvement to foster a more motivated and high-performing workforce.
In order to reduce the possibility of errors occurring, the posed questions were kept both short and unambiguous The questionnaire comprised of only close questions.
Pre-testing and validation
Pre-testing the questionnaire is crucial for identifying design weaknesses and enhancing its validity and reliability (Cooper and Schindler, 2003) To ensure accuracy, 10 participants from various departments were randomly selected to provide feedback during this process Their insights allowed for necessary adjustments in question wording to improve clarity and understanding Additionally, considerations were made for translating the questionnaire from English to Vietnamese to ensure it is comprehensible for local employees.
Validity
According to Treiman (2009), a research instrument like a questionnaire is only valid if it accurately measures the intended concept Since there is no specific technical method to assess scale validity, validity is primarily established through strong theoretical links between the concept and the instrument, as well as between the concept and related variables For this study, the questionnaire questions were developed after an extensive review of relevant literature, ensuring they are grounded in a solid theoretical foundation, which enhances their validity.
Reliability
Reliability refers to the consistency of a measurement over time, ensuring that the same results can be obtained through repeated testing (Treiman, 2009) In this study, the research instrument was straightforward, requiring participants only to select their preferred answer with a tick The use of exclusively close-ended questions meant that participants did not need to provide open-ended responses, simplifying data collection and analysis.
This research instrument demonstrated high consistency in data collection across different times and stages of the study The pre-test results aligned closely with the actual study findings, further confirming the instrument's reliability and validity These factors collectively ensure the robustness and trustworthiness of the data collected throughout the research process.
Data Collection Method
Researchers can gather data through questionnaires or interviews, depending on the study’s needs (Krishnaswamy et al., 2006) The choice between using a single method or multiple data collection procedures depends on the specific research design Data sources for research are categorized into primary sources, which involve original data collection, and secondary sources, which rely on existing data.
Krishnaswamy et al., (2006) state that three methods exist for collection of secondary data:
Data that is obtainable from published research journals, in books, reports and publications that are available to the public
A researcher often conducts searches for existing data within an organization, including organizational reports, meeting minutes, and other internal communications These sources provide valuable information essential for research and decision-making processes Accessing and analyzing such internal data helps uncover insights and supports informed organizational strategies Utilizing these internal records ensures comprehensive understanding and aids in identifying patterns or trends relevant to the research objectives.
A researcher can perform a search for data on various databases that are found on the World Wide Web
Krishnaswamy et al (2006) highlight that primary data can be collected through questionnaires, interviews, or observation Using observation as a primary data collection method allows researchers to directly monitor and analyze specific phenomena in their subjects, providing valuable firsthand insights Incorporating various data collection tools like surveys, interviews, and observations enhances the accuracy and comprehensiveness of research findings.
Despite the existence of many possible methods for primary data collection, the author chose to use a paper questionnaire for the purpose of data collection based on the following reasons:
Providing hard copies of questionnaires is more convenient and faster for employees to respond, as they do not need to access a computer like with electronic forms This approach simplifies the data collection process, ensuring higher response rates and more accurate results Using traditional paper questionnaires can be especially beneficial in environments where digital access is limited.
The survey supporters can explain to respondents in case they have any questions in a timely manner
This method of data collection was both cost and time-effective as all employees are in the same location
To ensure the success of the survey, the researcher contacted Heads of Departments and supervisors either in person or via email to explain the study's purpose and request their support.
The survey supporters, carefully selected and trained, personally distributed questionnaires to employees, offering assistance if needed They began by asking employees if they had participated as a coach or coachee in any coaching sessions, subsequently providing the questionnaire only to those who responded “Yes.” Participants took approximately 15 minutes to complete the survey during their breaks or at shift start or end times The questionnaire employed a five-point Likert scale, ranging from 1 (strongly disagree) to 5 (strongly agree), to measure agreement levels Conducted between April 9th and 20th, 2018, the survey distributed 214 questionnaires across all departments of TAF, with 190 completed responses received, ensuring a comprehensive data collection.
Methods of Data Analysis
Once the data has been collected, the next process was to meaningfully analyze the data The original data of this study were first captured into Microsoft Excel
The data were exported from Microsoft Excel to SPSS version 20.0 for analysis, with all 190 completed questionnaires deemed suitable for use Descriptive statistics, including percentages and frequency distributions, were employed to summarize the primary data The analysis of individual variables involved calculating frequency counts and percentages, which were visually represented through bar graphs and charts Additionally, cross-tabulation analysis was conducted using two-way frequency tables to examine relationships between demographic variables and other variables of interest in the study.
Ethical Considerations
Ethical considerations are integral to every stage of research, guiding not only data collection and presentation but also influencing overall research design To ensure comprehensive ethical compliance, the author intentionally undertook specific activities aimed at addressing all critical ethical aspects responsibly and thoroughly.
The relevant consent was obtained from Tri An Factory, Nestlé Vietnam Company to conduct this study
Participants received comprehensive information about the study's background and purpose, ensuring they understood the research objectives Clear instructions were provided regarding how to complete the questionnaire, enhancing respondent engagement Additionally, a cover letter accompanied the questionnaire, outlining the details of the study to promote transparency and encourage participation.
Participants were clearly informed that their involvement in the study was entirely voluntary and that they could withdraw at any time if they felt uncomfortable or intimidated.
The study did not require participants to furnish their names or contact details, thus providing assurance that their submissions would remain confidential.
Summary
This study employed a quantitative research design to analyze the impact of workplace coaching on employee performance at TAF The sample was selected using simple random sampling from the TAF population to ensure representativeness Data collection was conducted through a carefully designed questionnaire that captured respondents' perceptions of how coaching has been implemented and its effects The choice of a quantitative approach was ideal for managing a large sample size, facilitating effective data collection and robust statistical analysis The chapter discusses the data collection methods and the statistical techniques used to interpret the findings, providing a comprehensive understanding of workplace coaching practices at TAF.
CHAPTER FOUR ANALYSIS OF RESULTS
