مقایسه در شناسایی و اولویت‌بندی عوامل مؤثر بر مربی‌گری در بهبود آموزش منابع انسانی سازمان تأمین اجتماعی با رویکرد فازی نوع 1؛ نوع 2 و نوع سه

محورهای موضوعی : مطالعات رفتاری در مدیریت

امیرعلی ستایش سرور ¹ , هادی همتیان ² , سید محمد زرگر ³

1 - گروه مدیریت دولتی، واحد سمنان،دانشگاه آزاد اسلامی، سمنان، ایران
2 - گروه مدیریت دولتی، واحد سمنان، دانشگاه آزاد اسلامی ، سمنان ، ایران
3 - گروه مدیریت دولتی، واحد سمنان، دانشگاه آزاد اسلامی ، سمنان ، ایران

تاریخ دریافت : 1401/08/07 تاریخ پذیرش : 1401/09/03 تاریخ انتشار : 1401/12/01

کلید واژه: سازمان تأمین اجتماعی, مربی‌گری, آموزش منابع انسانی, بهبود آموزش,

چکیده مقاله :

مقدمه: امروزه حداکثر بهره‌برداری از سرمایه‌های انسانی برای سازمان‌ها به دلایلی ازجمله پیشرفت شتابان فناوری‌های مختلف ر قابت روزافزون تقاضا برای افزایش تولید و کاهش هزینه‌ها، گریزناپذیر شده است. روش: این تحقیق بر اساس هدف در دسته تحقیقات کاربردی بوده و ازلحاظ ماهیت و روش در دسته تحقیقات توصیفی و ازنظر روش اجرا پیمایشی است. جامعه آماری‌‌‌‌‌ این تحقیق برخی متخصصان و خبرگان در سازمان تأمین اجتماعی و متخصصان فعال در زمینه مربی‌گیری و مدیریت نیروی انسانی بوده و از روش نمونه‌گیری گلوله برفی استفاده‌شده است. در این تخقیق از رویکرد دلفی فازی نوع 1 و 2 و 3 بهره گرفته شده است. یافته‌ها: نتایج تحقیق بیانگر این واقعیت است که از 31 متغیر مؤثر بر نقش مربی‌گری بر بهبود آموزش نیروی انسانی 16 شاخص برتر شناسایی و اولویت‌بندی شدند. بر اساس نتایج حاصله به ترتیب نقش مربی‌گری از کانال آموزش بر کاهش موانع اطلاعاتی و انگیزشی؛ کاهش موانع محتوایی و کاهش موانع ساختاری در رتبه‌های اول تا سوم قرار دارند.بحث: مهم‌ترین عامل در امکان به‌کارگیری این شیوه آموزش در سازمان تأمین اجتماعی، سطح پذیرش و تعهد مربیان و فراگیران است و این‌که کارکنان سازمان باور کنند که تغییر در شرایط کار و بهبود وضعیت موجود مستلزم تغییر در خود و افزایش ظرفیت‌ها و توانمندی‌های حرفه‌ای و تخصصی است که در موفقیت آنان برای اثرگذاری و تحقق اهداف سازمانی بیش از هر روش دیگری موفق خواهد بود.

چکیده انگلیسی:

Introduction: Nowadays, the maximum exploitation of human capital has become inevitable for organizations for reasons such as the rapid development of various technologies, the ever-increasing competition, the demand for increasing production and reducing costs. Based on this, in this research, we decided to identify and prioritize effective factors on coaching in improving human resources training in the social security organization.Method: Based on the purpose, this research is in the applied research category, and in terms of nature and method, it is in the descriptive research category and in terms of the survey implementation method. The statistical population of this research is some specialists and experts in the social security organization and professionals active in the field of training and human resource management, and the snowball sampling method was used. In measuring reliability, these closed questionnaires were used using Cronbach's alpha method and using SPSS22 software.Findings: The results of the research show the fact that out of 31 variables affecting the role of coaching on the improvement of human resources training, 16 top indicators were identified and prioritized. Based on the results, the role of coaching from the education channel on reducing informational and motivational barriers; Reducing content barriers and reducing structural barriers are ranked first to third.Discussion: The most important factor in the possibility of using this training method in the social security organization is the level of acceptance and commitment of trainers and trainees, and that the employees of the organization believe that changing the working conditions and improving the existing situation requires changing themselves and increasing their professional and specialized capacities. is that it will be more successful than any other method in their success to influence and achieve organizational goals. Considering the country's embargo conditions and the special conditions governing it, it is now more than ever necessary for managers at all levels to be genuinely involved in coaching their employees.

منابع و مأخذ:

رأفتی, محمد, موسی خانی, مرتضی, ذبیحی, محمد رضا, قربانی, محمود. (1400). طراحی مدل مربیگری سازمانی در سازمان‌های دولتی با رویکرد بهره‌وری نرم سازمانی. مدیریت بهره‌وری, 15(1(56) بهار), 77-106.

احمدزاده، سلیمان؛ سعید صیادی؛ سنجر سلاجقه؛ ایوب شیخی (1396). «طراحی الگوی پرورش مدیر به عنوان مربی در بخش دولتی ایران: رویکرد هم‌افزایی»، مدیریت تحول، 9(18)، صص 117 ـ 141.

بامبرگر، پیتر؛ ایلن مشولم (1389). تدوین، اجرا و آثار استراتژی منابع انسانی، مترجم: علی پارساییان و سید محمد اعرابی، چ 3، تهران، دفتر پژوهش‌های فرهنگی.

خدامی، عبدالصمد؛ علی‌رضا موغلی؛ علی‌اکبر احمدی؛ عادل آذر (1392). «طراحی و تبیین مدل سازمان مربی‌گرا (مورد مطالعه: صنعت بیمة ایران)»، رسالة دکتری رشتة مدیریت دولتی، دانشگاه پیام‌نور دانشکدة مدیریت.

رجب‌پور، ابراهیم؛ مهدی افخمی اردکانی؛ عزیزه حسینی‌اقبال (1394). «مربیگری الکترونیک؛ نوآوری مبتنی بر وب»، آموزش و توسعة منابع انسانی، 2(7)، صص 143 ـ 171.

سرلک، محمدعلی (1390). چهر‌ه‎های نوظهور سازمان در قرن بیست و یکم (تئوری‌ها، چالش‌ها و کاربردها)، تهران، مرجع دانش، ج 1.

سنگری، نگین؛ بهروز پورولی (1393). «تأثیر رفتار مربیگری مدیر بر نتایج مرتبط با عملکرد کارکنان»، فرایند مدیریت و توسعه، 27(89)، صص 147 ـ 171.

فتحی واجارگاه، کورش؛ اباصلت خراسانی؛ سمیه دانشمندی؛ مانی آرمان (1393). «بررسی و تبیین مدل مربیگری در آموزش منابع انسانی بر اساس نظریة داده‌بنیاد»، مدیریت فرهنگ سازمانی، 12(3)، صص 375 ـ 398.

فتحی واجارگاه، کورش؛ اباصلت خراسانی؛ سمیه دانشمندی (1393). مربیگری در آموزش و به‌سازی منابع انسانی، چ 2، تهران، مرکز آموزش و تحقیقات صنعتی ایران.

صفرزاده، حسین؛ محمود احمدی‌شریف؛ علی‌رضا ذاکری (1390). اصول و مبانی مربیگری در سازمان‎های پیش‌رو، چ 2، تهران، دانشگاه تربیت دبیر شهید رجایی.

مسچی، علی‌رضا؛ مریم کیانی؛ ایمان بهنام (1397). الفبای کوچینگ: هر آنچه که باید دربارة کوچینگ بدانید، تهران، طیف‌نگار.

موغلی، علی‌رضا؛ سید علی‌اکبر احمدی؛ عادل آذر؛ عبدالصمد خدامی (1392). «شناسایی عوامل مؤثر بر ایجاد سازمان مربیگرا»، مطالعات مدیریت (بهبود و تحول)، 22(71)، صص 161 ـ 185.

میردار، عزیز (1398). کوچینگ در سازمان‎ها، تهران، انتشارات آکادمی کوچینگ فارسی‌زبانان.

مهدی‌بیگی، نجمه؛ امین‌رضا کمالیان؛ نورمحمد یعقوبی؛ علی‌اصغر پورعزت؛ محمدحسین رونقی (1398). «توسعة اصلاح ظرفیت نظام اداری در پرتو سازمان هوشمند با رویکرد داده‌بنیاد»، پژوهش‌های مدیریت منابع انسانی، 9 (3)، صص 111 ـ 132.

نیومن، ولی‌ام لاورنس (1396). شیوه‌های پژوهش اجتماعی (رویکردهای کیفی و کمی)، مترجم: حسن دانایی‌فرد و سید حسین کاظمی، چ 3، تهران، مهربان‌نشر، ج 1.

مظاهری، محبوبه،1400، طراحی مدل منتورینگ سازمانی براساس نقش منتورینگ در توانمندسازی کارکنان سازمان، هفدهمین کنفرانس بین المللی توسعه منابع انسانی، تهران

دستگردی, محسن, محمدی, محمد, یعقوبی, نورمحمد, محمودزاده, مهدی. (1400). طراحی مدل کوچینگ سازمانی در سازمان‎های دولتی ایران با رویکرد داده‎بنیاد. مجله علمی "مدیریت فرهنگ سازمانی", 19(3), 529-550.

Agarwal, R.; Angset, C. M., & Magni. M. (2009). The performance effects of coaching: a multi level analysis using hierarchical linear modeling. International Journal of Human Resource Management, 20(10), 2110-2134.

Agustriyana, D., & Pringgabayu, D. (2017). Improving Corporate Performance with the Effect of Human Capital Management and Corporate Values: A Case Study in Government-Owned Bank In Indonesia. International Journal of Academic Research in Business and Social Sciences, 7(2), 2222-6990.

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)

Ahmadzadeh,S. Siyadi,S ,Salajqheh, S. (2017), Examining the Relationship between Manager- as-Coach and Employees Turnover: by Explaining the Mediating Role of Job Attitudes,Organizational Behaviour Studies Quarterly, 6(1), 57-80. [In Persian]

Albizu,E., Rekalde,I. Landeta,J & Fernández-Ferrín,P(2019). Analysis of executive coaching effectiveness: a study from the coachee perspective. Cuadernos de Gestión.19(2), 33-52.

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.

Anderson, D., & Anderson, M. (2005). Coaching that count. Burlington, MA: Elsevier Butterworth-Heinemann.

Athanasopouloua.A, Dopsonb.S. (2018), A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29(1), 70–88.

Axmith, M. (2004). Executive coaching: A catalyst for personal growth and corporate change. Ivey Business Journal, 1-6.

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)

Baron, L.& Morin, L. (2009). The coach–coachee relationship in executive coaching: A field study. Human Resource Development Quarterly, 20(1), 85–106

Bartlett II, J. E. (2007). Advances in coaching practices: A humanistic approach to coach and client roles. Journal of Business Research, 60(1), 91-93.

Bell. B. Tannenbaum,S., Ford,J. Noe,R., Kraiger.K. (2017), 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305.

Bond, C. & Seneque, M. (2013). “Conceptualizing coaching as an approach to management and organizational development”, Journal of Management Development, 32(1), pp. 57-72.

Bozer,G., Sarros.J., Santora.J. (2013). The role of coachee characteristics in executive coaching for effective sustainability. Journal of Management Development.32 (3), 277-294

Burchardt, C. (2015). Business Coaching and Consulting–the Systemic Constellation Approach in Business. In Modelling and Management of Engineering Processes, Springer, Berlin, Heidelberg, 101-112.

Butterfield, B. (2008). Talent management: Emphasis on action. Talent Management Strategies for Attracting and Retaining at the Best and the Brightest. CUPA-HR Journal, 59(1), 34-40

Chen, G. Huang,W. Tang,Y. (2013), Predicting Managerial Coaching Behaviors by the Big-Five Personality Traits. Journal of Human Resource and Sustainability Studies, 1,76-84

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.

Connor M. and Pokora J. (2007), Coaching and Mentoring at Work, Developing effective practice, McGraw Hill, England, 1-296.

Crane, T. (2005). Creating a coaching Culture. Business Coaching Worldwide, 1(1), wabccoaches.com /bew/2005- v1, i1/ feature. Html.

Cuadra, E. (2010). Coaching and leadership at Volvo 3P(Doctoral dissertation, Master thesis, Chalmers University of Technology, Department of Civil and Environmental Engineering, Goteborg, Sweden), 1-93.

Daft, R.L. (2010), Organization Theory and Design, Ali Parsayyan & Mohammad Arabi, Sixth Edition, Cultural Research Bureau. (in persian)

Dalton, D. R., Todor, W. D., & Krackhardt, D. (1982). “Turnover overstated: A functional taxonomy”, Academy of Management Review, 7, pp. 117−123.

De Haan, E., Culpin, V., & Curd, J. (2011). Executive coaching in practice: what determines helpfulness for clients of coaching?. Personnel Review, 40(1), 24-44.

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.

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.

Esmaeili A, Rahimi F, Nadaf M(2017) Studying the effect of organizational coaching on workplace counterproductive behaviors: mediating role of positive organizational climate, IQBQ, 21(3), 167-191. [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)

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.; Daneshmandi, S., & Aramn, M. (2014). Examination and explanation of coaching model in educating human resource on the by Ground Theory. Journal of Organizational Culture Management, 12(3), 375–398. [In Persian]

Fathi Vajargah.K, Khorasani.A. & Daneshmandi.S(2016) A Study on the Areas and Conditions of Applying Coaching in Training and Development of Human Resource Activities., Journal of Management and Planning in Educational Systems, 8(15), 27-48. [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).

Fraser S. and Greenhalgh T. (2001), Complexity science:coping with complexity, educating for capability, British Medical Journal,323, 799-803.

Gettman,H., (2008). Executive coaching as a developmental Experience: a framework and measure of coaching dimensions.Doctoral Dissertation, University of Maryland.

Godshalk. V, Sosik. J. (2003), aiming for career success: The role of learning goal orientation in mentoring relationships. Journal of Vocational Behavior, 63(3), 417–437.

Goleman, D. (2000). “Leadership that gets results”, Harvard business review, 78(2), pp. 4-17.

Grant, A. M. (2014). The Efficacy of Executive Coaching in Times of Organisational Change. Journal of Change Management, 14(2), 258-280.

Grant, A. M. (2016). The third ‘generation’of workplace coaching: creating a culture of quality conversations. Coaching: An International Journal of Theory, Research and Practice, 10(1), 37-53.

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.

Gregory J. B. and Leavy P. E. (2012) “Employee feedback orientation: implications for effective coaching relationships”, Coaching-An International Journal of Theory, Research and Practice, 5(2), 86-99.

Hamlin, Robert G., Andrea D. Ellinger, and R. S. Beattie. (2009), toward a profession of coaching? A definitional examination of „coaching, organization development, and, human resource development. International Journal of Evidence Based Coaching and Mentoring, 7(1), 13-38.

Haslinda, A. (2009). Evolving terms of human resource management and development. The journal of International social research, 2(9), 180-186.

Hermel-Stanescu, M. (2015). Effective Coaching: Key-Factors That Determine the Effectiveness of a Coaching Program. In Managing Intellectual Capital and Innovation for Sustainable and Inclusive Society: Managing Intellectual Capital and Innovation; Proceedings of the MakeLearn and TIIM Joint International Conference, 375-382.

Hill,G,. (2010). “Executive coaching: perspectives of effectiveness from executives and coaches”. Master dissertation. Queensland University of technology, 1-230.

Holliday M. (2001), Coaching, Mentoring and Managing, A coach guidebook, (second edition) The Career press, Franklin Lakes, NJ

Horne, K. A. (2008). An analysis of the coaching competencies of managers in the Eastern Cape. Master dissertation. University Of South Africa

Hsieh, H. F., & Shannon, S. E. (2005). Three approaches to qualitative content analysis, Qualitative health research, 15(9), 1277-1288.

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.

Hunt, J. M., & Weintraub, J. R. (2011). The coaching manager development top talent in business, Newbury, Sage Publications Inc, 1-360.

Hunt, J., & Weintraub, J. (2006). The coaching organization, Newbury Park: Sage Publication. Hunt, J. M., & Weintraub, J. R. (2002). How coaching can enhance your brand as a manager, Journal of Organizational Excellence, 21(2), 39-44.

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.‏

Jarvis, J. (2004), Coaching and buying coaching services. London: Chartered Institute for Personnel and Development, 1-62.

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.

Joo, B. (2005). Executive coaching: a conceptual framework from an integrative review of practice and research. Human Resource Management Review, 4(4), 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.

Kalkavan, S., & Katrinli, A. (2014). The effects of managerial coaching behaviors on the employees’ perception of job satisfaction, organisational commitment, and job performance: Case study on insurance industry in Turkey. Procedia-Social and Behavioral Sciences, 150, 1137-1147.

Kampa-Kokesch, S., & Anderson, M. Z. (2001). Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal: Practice and Research, 53(4), 205-228

K-Burr B. (2011), The God in coaching – the key to a happy life, Coaching and leadership International, Canada.       

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)

Kiani,N. Radfard,R(2016) Identifying and Ranking Factors Effective on Organizational Productivity by DEMATEL Model,The Journal of  Productivity Management, 111-130. [In Persian]

Kim,S. (2010), Managerial Coaching Behavior And Employee Outcomes: A Structural Equation Modeling Analysis. Doctoral Dissertation, University of Texas A&M, 1-361.

Kim,S. Toby M. Egan,T. Kim,W. Kim,J(2013) The Impact of Managerial Coaching Behavior on Employee Work-Related Reactions. J Bus Psychol, 28, 315–330.

Kinlaw, D.C. (1995), coaching: The ASTD trainer’s source book. New York: McGraw-Hill, 1st edition, 1-330.

Koroleva, N. (2016). A new model of sustainable change in executive Coaching: Coachees’ attitudes, required resources and routinisation. International Journal of Evidence Based Coaching and Mentoring, 10,84-97

Krippendorff, K. (1980), Content analysis, Houshang Naieb, Tehran: Publication of Ravesh, 1-266. [In Persian]

Ladegård,G. (2011), Stress management through workplace coaching: The impact of learning experiences. International Journal of Evidence Based Coaching and Mentoring,9(1), 29-43.

Lai, Y & Palmer,S (2019)Psychology in executive coaching: an integrated literature review,Journal of Work-Applied Management, 11(2), 143-164.

Lee, M. C. C., Idris, M. A., & Tuckey, M. (2018). Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention. Human Resource Development International, 1-26.      

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).

Maxwell,A.S. (2017), Essential Executive Coaching Competencies for Enhancing Executive On-the-Job Performance: A Modified Delphi Study. Doctoral Dissertation, University of Walden University

McCarthy, G. & Milner, J. (2013). “Managerial coaching: challenges, opportunities and training”, Journal of Management Development, 32(7), pp. 768-779.

McLean, G. N.; Yang, B.; Kuo, M. C.; Tolbert, A. S., & Larkin, C. (2005). Development and initial validation of an instrument measuring managerial coaching skill. Human Resource Development Quarterly, 16(2), 157-178.

Memarzadeh Tehran, Gh,; Mobini, M,; Golsanamlou, KH. (2016), Coaching (Ideas, Conceptsand Theories). Tehran. Publication of Andishehay Goharbar, 1-414. [In Persian]

Meschi, A., Kiani, M., & Behnam, I. (2018). Coaching Alphabet: Everything you need to know about coaching, Tehran, Tayfnegar. (in Persian)

Michael, A. (2008), Mentoring and Coaching. The Chartered Institute of Management Accountants, Topic Gateway Series, 50, 1-19.

Mirdar, A. (2019). Coaching in organizations, Tehran, Farsi Coaching Academy. (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)

Mosca,J.B., Fazzari,A.Buzza,J(2010).Coaching To Win: A Systematic Approach To Achieving Productivity Through Coaching. Journal of Business & Economics Research, 8(5), 115-131.

Moughli, A.; Ahmadi, S. A. A.; Azar, A., & Khodami, A. (2013), Model of coaching–oriented organization in Iran insurance industry on the basis of human resources factors, business space and mediating culture. Researches of Public Management Journal, 6(21), 25–48. [In Persian]

Murithi, C. (2016). "Effect of coaching on employee performance in Commercial Banks: A Case of standard chartered Bank Kenya limited". Chandaria School of Business in Partial, for the Degree of Masters of Business, 1-80.

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.

Özduran.A, Tanova.C. (2017), Coaching and employee organizational citizenship behaviours: Therole of procedural justice climate. International Journal of Hospitality Management, 60, 58–66.

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. 

Park, S, McLean, GN, & Yang, B (2008).Revision and Validation of an Instrument Measuring Managerial Coaching Skills in Organizations, Online Submission, 1-8.

Passmore,J(2007). An Integrative Model for Executive Coaching, Consulting Psychology Journal: Practice and Research, 59(1), 68–78.

Price, B. (2004). So what makes a good coach or mentor great? Management Today, 20(10), 65-68.

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.

Rahmani,M, Harutyunyan,V, Mortazavi,M,  RajabZadeh Qatari,A(2019) A Model of Main Challenges of Tehran Municipal Employees Productivity Enhancement: A Case Study of the Department of Urban and Environmental Services.The Journal of Productivity Management, 13(50),19-45. [In Persian]

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)

Rashidzadeh Davan, E, Ataee, M, Alvani, M &, Naser, H (2016). Identification of socio-cultural indicators of interactive coaching at the Ministry of Sports and Youth, Public Administration Mission, 17(8), 261-249. [In Persian]

Reed, S. (2017). “Human Resource Development”, In The HRCI Official Body of Knowledge.

Renard, L. (2005). Executive coaching for professional organizations (Doctoral dissertation, PHD thesis, School of Humanities, The American University of London).

Rosha, A., & Lace, N. (2018), Relevance analysis of factors enhancing coaching interactions in organizations. Entrep reneurship and Sustainability Issues, 5(3), 480-492.

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.

Skjerve, A. B, Karlstad, M., Storseth, F., Wero, L. and Groton, T. O. (2012), Planning for resilient collaboration at a new petroleum installation, A case study of coaching approach”, Safety Science Journal, 50(10), 1952-1959.

Sonesh, S. C., Coultas, C. W., Marlow, S. L., Lacerenza, C. N., Reyes, D., & Salas,E. (2015). Coaching in the wild: Identifying factors that lead to success.Consulting Psychology Journal:Practice and Research,67(3),189-217

Spencer, Linda. (2011), Coaching and training transfer: A phenomenological inquiry into combined training–coaching programmes, International Journal of Evidence Based Coaching and Mentoring Special Issue, 5, 1-18.

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.

Tobias, L. L. (1996). Coaching executives. Consulting Psychology Journal: Practice and Research, 48(2), 87-95

Trenner, L. (2013). Business coaching for information professionals: Why it offers such good value for money in today’s economic climate. Business information review, 30(1), 27-34.

Underhill, B., McAnally, K., & Koriath, J. (2007). Executive coaching for results: The definitive guide to developing organizational leaders. San Francisco: Jossey-Bass Published by Berrett-Koehler Publishers.

Utrilla, P. Grande, F. Lorenzo, D. (2015). "The effects of coaching in employees and organizational performance: The Spanish Case". Intangible Capital, 11(2), 166-189.

Walker, C. A. (2002). “Saving your rookie managers from themselves”, Harvard business review, 80(4), pp. 97-111.

Weinhardt, J. M., & Sitzmann, T. (2019), revolutionizing training and education? Three questions regarding massive open online courses (MOOCs), Human Resource Management Review, 29(2), 218-225.

Weiss, D.H. (1993), Coaching & counseling in the workplace. New York: American Management Association.

Wilson, C. (2004). Coaching and coach training in the workplace. Industrial and commercial training, 36(3), 96-98.

Wilson, C. (2007). “Best practice in performance coaching: A handbook for leaders, coaches”, HR professionals and organizations. Kogan Page Publishers.

Witherspoon, R., & White, R. P. (1996), Executive coaching: A continuum of roles. Consulting Psychology Journal: Practice and Research, 48(2), 124.

Woo, H. (2017). Exploratory study examining the joint impacts of mentoring and managerial coaching on organizational commitment. Sustainability, MDPI, Open Access Journal, 9(2), 1-15.

Yousefi, H R, Mashaali, B & Manti, H (2017), The Examination of Feasibility of Teaching Model in Teaching Human Resources of the Iranian National Tax Administration based on Data-based Theory,taxjournal.25(34). [In Persian]