The Impact of Coaching Management on Sustainable Performance in Red Crescent Organization of Sistan and Baluchistan Province

Subject Areas : Human resources management)

Mohammad Ghasemi ¹ , Zahra Omidvar ² , Fariba Sharifi arjmand ³

1 - Professor, Department of Public Administration, Faculty of Management and Accounting, University of Sistan and Baluchistan, Zahedan, Iran
2 - PhD Candidate, Department of Human Resources Management, Faculty of Management and Economics, Sistan and Baluchistan, Zahedan, Iran
3 - PhD Candidate, Department of Management, Emirates Branch, Islamic Azad University, United Arab Emirates

Received: 2022-11-23 Accepted : 2023-02-08 Published : 2024-03-20

Keywords: Red Crescent organization, sustainable performance, coaching.,

Abstract :

The purpose of this research was to develop practical knowledge in a specific field. This research was conducted with the intention of using the findings to solve specific problems within the organization and measure the impact of coaching management on sustainable performance in the Red Crescent Organization of Sistan and Baluchistan province. This study was descriptive-survey and cross-sectional in terms of data collection method. The statistical population included all the employees of the Red Crescent Organization of Sistan and Baluchistan Province, who were   1850 people based on the obtained information. The sampling method was stratified random sampling and the sample size of 318 was determined using Cochran's sampling formula with 95% confidence level and 5% error. The data collection tools included standard questionnaires. In order to measure the intensity of coaching through a two-item scale related to the effectiveness of the supervisor's coaching behavior and the extent of this behavior, it was operationalized by matching the items with the feedback of Ilgen et al (1979). Moreover, to measure the sustainable performance, a standard questionnaire (Steniski & Erbakiuskas, 2009) including 16 items was used. The results of the analysis using the structural equation method showed that coaching management, the effectiveness of the supervisor's coaching behavior and the extent of this behavior have a positive significant effect on sustainable performance.

 

Key Words: Red Crescent Organization, sustainable performance, coaching management

1. Introduction

In order to improve the performance of people at work, the word coaching was created in the years before 1960 which has been officially accepted and approved as an empowerment skill by various associations in Canada and Australia (Ali et al., 2018). In recent years, it coaching has been used to change optimal performance in different fields (Hobson et al., 2022). It has been used in business for more than 30 years, and its popularity and credibility are increasing day by day. It is common for business leaders to have a coach. According to studies, 80% of business leaders believe that coaching brings them incomparable benefits, and 96% of them believe that coaching lessons should be available to all employees. In 1996, 58% of British managers participated in coaching courses, and this figure reached 77% in 2000. According to the International Coach Federation (ICF), coaching is an intellectual and creative process that managers collaborate with their employees and encourage them to increase their personal and professional ability (International Coach Federation, 2020). In order for an organization to become a nomadic organization, it needs to pay attention to four cultural fields, business factors, human factors and human resources policies (Elinger, 2008). Hence, the present study aims to investigate the impact of coaching management on sustainable performance in the Red Crescent Organization of Sistan Province and Baluchistan. Accordingly, the following research question was posed:

What is the effect of coaching management on sustainable performance in Sistan and Baluchistan Red Crescent Organization?

2. Literature Review

The word "coach" refers to a village in Hungary where high-quality and expensive carriages are produced (Megginson et al., 2010). In the 19th century, the term "coaching" was used by students to describe the teaching method of some professors in the universities of England, who explained teaching issues to students in a very simple way, and their argument was that in coaches people are helped.

In the educational literature of the countries, the term coaching has a long history. The method of teacher-student training can perhaps be considered the most obvious and the most basic coaching method in education. The coaching model is known to us in the conceptual literature of human resource training at micro and macro level. Today, coaching is a process that is done consciously and is implemented with the aim of facilitating the conditions of the environment for the growth of people and access to continuous and sustainable progress (Gary, 2018).

One of the key aspects of effective coaching is that managers have sufficient skills to be coached and also show facilitating behaviors in coaching relationships (Stokes et al., 2021). Organizational coaching is a strategy for the development of human resources (Pudsen et al., 2013). Based on definitions and descriptions, coaching is divided into 4 categories: business coaching, personal coaching (life), career coaching and executive coaching.

3. Methodology

The purpose of this research was to develop practical knowledge in a specific field. This research was conducted with the intention of using the findings to solve specific problems within the organization and measure the impact of coaching management on sustainable performance in the Red Crescent Organization of Sistan and Baluchistan province. This study was descriptive-survey and cross-sectional in terms of data collection method. The statistical population included all the employees of the Red Crescent Organization of Sistan and Baluchistan Province, who were   1850 people based on the obtained information. The sampling method was stratified random sampling and the sample size of 318 was determined using Cochran's sampling formula with 95% confidence level and 5% error. The data collection tools included standard questionnaires. In order to measure the intensity of coaching through a two-item scale related to the effectiveness of the supervisor's coaching behavior and the extent of this behavior, it was operationalized by matching the items with the feedback of Ilgen et al (1979).

4. Results

The results showed that coaching management has a significant positive effect on the sustainable performance of the organization in the Red Crescent Organization of Sistan and Baluchistan province. This means that, for one unit of change in coaching management, 17.1 percent of sustainable organizational performance increases in Sistan and Baluchistan Red Crescent Organization. Also, the results showed that changes in the effectiveness of management coaching behavior change 42% of the amount of sustainable organizational performance in this organization. Moreover, the amount of management coaching behavior causes 32% change in the organizational stability in the Red Crescent Organization of Sistan and Baluchistan province. Finally, it was found that the three variables of coaching management, the level of behavior and the level of effectiveness of behavior with a determination coefficient of 0.454 at a strong level can predict the behavior of the sustainable performance variable.

 

5. Discusion

The results showed that coaching management has an effect on the sustainable performance of the organization in the Red Crescent Organization of Sistan and Baluchistan province. According to the conducted researches and available scientific and experimental data, the goal of life coaching is to improve individual behaviors, to transform reactions into appropriate behaviors, and to increase resilience and emotional regulation. Coaching as a management style improves the performance of teams and employees in an organization. It increases job satisfaction and reduces job challenges and conflicts in the work environment. A completely modern and scientific way, far from looking up and down and not understanding the challenges of employees, improves the relationship between managers and employees. Powerful questioning skills by managers, along with being an active listener, causes the growth and development of employees and the improvement of the organization.

 

 

 

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