Purpose: The expansion of coaching in firms reflects its potential use as a tool to
improve the development of human capital and of the firm itself. Nevertheless, research
into the effects of coaching is lagging some way behind practice and there is a need to
establish a theoretical framework capable of explaining how the coaching process
proceeds and its outcomes. The goal of this research is to analyze the effects of
coaching in both, employees development, and organizational performance. Thus, we
extend Joo’s (2005) conceptual model by adding social exchange theory and the
resource-based view, so as to to develop a model that allow us to investigate coaching.
Design/methodology/approach: We test our model on a sample of 498 Spanish
firms. The hypotheses were analyzed using structural equations modeling.
Findings: Our results confirm that coaching has an influence on both individual
performance and organizational performance indicators. Besides, social exchange
theory and the resource-based view, are a proper frameworks so as to study the effects
of coaching.
Practical implications: Coaching also helps firms to improve their competitive
position. maximise benefits and minimise costs. We highlight several tips for
practitioners in order to develop properly coaching processes.Originality/value: Coaching helps firms improve their competitive position via effects
on organisational performance, sales increases and productivity growth.
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