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Academic literature on the topic 'Employees Coaching of Victoria Case studies'

Author: Grafiati

Published: 10 December 2022

Last updated: 29 January 2023

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Journal articles on the topic "Employees Coaching of Victoria Case studies"

1

Smith, David. "The benefits of coaching the coach." Development and Learning in Organizations: An International Journal 32, no. 6 (November 5, 2018): 16–18. http://dx.doi.org/10.1108/dlo-06-2018-0073.

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings A study of the training programs offered to managers who coach employees has revealed how organizations could offer them far more support to develop their skills. The findings of the research indicated that although 58.7 per cent of the managers interviewed had received some support from their organizations, it was often short-lived, and less than a quarter (22.9 per cent) felt they did not need any further support. There was strong demand for longer, more in-depth training that took place on an ongoing basis. Some managers (about 5 per cent) even suggested they wanted formal qualifications in how to coach the staff. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Werk, Lilly Paulin, and Beate Muschalla. "Coaching bei Erschöpfung und Überarbeitungsgefühlen." ASU Arbeitsmedizin Sozialmedizin Umweltmedizin 2022, no. 09 (August 30, 2022): 578–82. http://dx.doi.org/10.17147/asu-1-217703.

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Coaching for exhaustion and feelings of overload Introduction: Symptoms of exhaustion can be part of a mental disorder, but can also arise in mentally healthy people as a reaction to work overload. Work-related coaching sessions were undertaken with employees in various sectors, and the coaching topics and processes for mentally healthy and ill participants were compared. Methods: A total of 110 coaching courses of three sessions were conducted by a behaviour therapist experienced in rehabilitation and social medicine. 64 participants reported exhaustion without pre-existing or accompanying mental disorders, while 46 participants had lifelong mental disorders. Coaching topics were categorized using a taxonomy of work-related stressors, and two case studies of prototypical coaching processes for mentally healthy and ill participants are qualitatively contrasted. Results: Mentally healthy participants most frequently desired help with social interaction problems (31 %), work overload (25 %), and role stress (13 %). Mentally ill participants reported problems with social interaction (39 %), work overload (13 %), careers (13 %), and working conditions (13%). In the coaching processes, healthy participants often focused on coping with workload by improving their own work structuring, whereas participants with mental disorders in many cases needed treatment coordination. Conclusions: Work-related coaching can be used as an intervention for exhaustion and feelings of overload, but requires different topics and techniques for mentally healthy and mentally ill participants. Expertise in mental disorders and different types of work-related exhaustion is needed to ensure adequacy of diagnosis, coaching aims and content. Keywords: coaching – work overload – mental health at work

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Taylor, Maurice, and Karen Evans. "Formal and Informal Training for Workers with Low Literacy: Building an International Dialogue." Journal of Adult and Continuing Education 15, no. 1 (May 2009): 37–54. http://dx.doi.org/10.1177/147797140901500105.

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The purpose of this exploratory study was to investigate some of the kinds of formal and informal workplace training activities that workers with low literacy engage in from different parts of Canada and the United Kingdom. The study employed a multi-site case study research design with 31 employees and 18 instructors from seven different types of workplace literacy programmes in various regions of Canada and 42 employees and six supervisors/tutors from four workplace basic skills programmes in the north and south of Greater London, England. Data sources from each country were developed and were used for comparable purposes following a within case and cross case analysis. The findings are described under three main themes. The first theme depicts the range of formal workplace programmes in both countries that employees with low literacy have participated in. The second pattern highlights the main types of informal learning activities that emerged from the data which included: observing from knowledgeables; practicing without supervision; searching independently for information; focused workplace discussions and mentoring and coaching. The third theme describes some of the determining factors of the informal learning process. Implications of the study suggest that company sponsored workplace and essential skills programmes act as catalysts for further learning at work. As well, findings also seem to indicate that various forms of self-directed learning and the organisational context may play an important role as these workers engage in and shape everyday workplace practices. Suggestions for continuing the cross nation studies are also discussed.

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Crews, Derek. "Reinventing Performance Management." Archives of Business Research 9, no. 6 (June 11, 2021): 1–12. http://dx.doi.org/10.14738/abr.96.10267.

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Performance appraisals have traditionally been conducted annually or semi-annually. Recently, many companies are transitioning to ongoing feedback and coaching, either in addition to periodic appraisals, or lieu of them. There have also been calls for completely reinventing performance management systems, as the result of an abundance of research that indicates performance processes are over-engineered and time-consuming, and they tend to demotivate employees while hindering candid and honest conversations. This paper examines the common problems with attribution error and rater bias in traditional performance appraisal systems. Five mini-case studies are then presented by exploring how five large companies (Netflix, Adobe, Deloitte, IBM, GE), have reinvented the way in which performance management is implemented. The paper examines why these companies moved away from traditional performance appraisal and what processes replaced it. The paper also identifies emerging trends that will impact the future of performance management and offers suggestions for the road ahead.

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Huberty, Jennifer L., Hallie M. Espel-Huynh, Taylor L. Neher, and Megan E. Puzia. "Testing the Pragmatic Effectiveness of a Consumer-Based Mindfulness Mobile App in the Workplace: Randomized Controlled Trial." JMIR mHealth and uHealth 10, no. 9 (September 28, 2022): e38903. http://dx.doi.org/10.2196/38903.

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Background Mental health and sleep problems are prevalent in the workforce, corresponding to costly impairment in productivity and increased health care use. Digital mindfulness interventions are efficacious in improving sleep and mental health in the workplace; however, evidence supporting their pragmatic utility, potential for improving productivity, and ability to reduce employer costs is limited. Objective This pragmatic, cluster randomized controlled trial aimed to evaluate the experimental effects of implementing a commercially available mindfulness app—Calm—in employees of a large, multisite employer in the United States. Outcomes included mental health (depression, anxiety, and stress), sleep (insomnia and daytime sleepiness), resilience, productivity impairment (absenteeism, presenteeism, overall work impairment, and non–work activity impairment), and health care use (medical visit frequency). Methods Employees were randomized at the work site to receive either the Calm app intervention or waitlist control. Participants in the Calm intervention group were instructed to use the Calm app for 10 minutes per day for 8 weeks; individuals with elevated baseline insomnia symptoms could opt-in to 6 weeks of sleep coaching. All outcomes were assessed every 2 weeks, with the exception of medical visits (weeks 4 and 8 only). Effects of the Calm intervention on outcomes were evaluated via mixed effects modeling, controlling for relevant baseline characteristics, with fixed effects of the intervention on outcomes assessed at weeks 2, 4, 6, and 8. Models were analyzed via complete-case and intent-to-treat analyses. Results A total of 1029 employees enrolled (n=585 in the Calm intervention group, including 101 who opted-in to sleep coaching, and n=444 in waitlist control). Of them, 192 (n=88 for the Calm intervention group and n=104 for waitlist) completed all 5 assessments. In the complete-case analysis at week 8, employees at sites randomized to the Calm intervention group experienced significant improvements in depression (P=.02), anxiety (P=.01), stress (P<.001), insomnia (P<.001), sleepiness (P<.001), resilience (P=.02), presenteeism (P=.01), overall work impairment (P=.004), and nonwork impairment (P<.001), and reduced medical care visit frequency (P<.001) and productivity impairment costs (P=.01), relative to the waitlist control. In the intent-to-treat analysis at week 8, significant benefits of the intervention were observed for depression (P=.046), anxiety (P=.01), insomnia (P<.001), sleepiness (P<.001), nonwork impairment (P=.04), and medical visit frequency (P<.001). Conclusions The results suggest that the Calm app is an effective workplace intervention for improving mental health, sleep, resilience, and productivity and for reducing medical visits and costs owing to work impairment. Future studies should identify optimal implementation strategies that maximize employee uptake and large-scale implementation success across diverse, geographically dispersed employers. Trial Registration ClinicalTrials.gov NCT05120310; https://clinicaltrials.gov/ct2/show/NCT05120310

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Lancaster, Sue, and Lee Di Milia. "Developing a supportive learning environment in a newly formed organisation." Journal of Workplace Learning 27, no. 6 (August 10, 2015): 442–56. http://dx.doi.org/10.1108/jwl-08-2014-0061.

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Purpose – The aim of this study was to examine the factors that employees perceived were important in creating a supportive learning environment in a recently merged organisation. The study provides rich qualitative data from the employees’ perspective. Design/methodology/approach – This case study used a qualitative phenomenological constructivist approach. Data were collected through semi-structured interviews and analysed with the aid of NVivo. The study was conducted in a large government-owned organisation in Australia and the sample consisted of 24 recent graduates of leadership development programs. Findings – The results suggested that together with the organisation’s leadership, there are several distinguishing characteristics of a learning environment. These include learning with colleagues, openness to new ideas and change, building relationships, open communication, sharing the learning, coaching and reflection. Providing support for managers to gain confidence and self-awareness was important to their ability to apply their learning. The results also suggest that learning with colleagues from different regional and functional areas helps to reform subcultures and contributes to an overarching learning culture and hence to creating a supportive learning environment. Some hindrances were also discovered. Originality/value – This study gives voice to employee perceptions of the important factors required to create a supportive learning environment. The authors used a qualitative methodology in a field dominated by quantitative studies to provide rich data that extends the extant literature.

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Cole, Graham. "A positive focus to lessen the stigma." Development and Learning in Organizations: An International Journal 29, no. 4 (June 1, 2015): 25–27. http://dx.doi.org/10.1108/dlo-04-2015-0038.

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Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – It is often stated that the workforce is a company’s most important asset. Many organizations seem to recognize this. That is perhaps why finding effective ways to develop employees occupies a prominent place on growth agendas. Various options are available where training and development is concerned. Coaching is among those growing in popularity both within firms and business education courses such as Master of Business Administration programs. It typically involves a one-to-one relationship whereby a professional coach seeks to enhance the capabilities of key personnel to benefit both individual and organizational performance. Firms clearly reap the rewards when the experience is able to help top-performers reach even greater heights. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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8

A Humala, Iris. "Typology on Leadership toward Creativity in Virtual Work." Interdisciplinary Journal of Information, Knowledge, and Management 12 (2017): 209–43. http://dx.doi.org/10.28945/3786.

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Aim/Purpose: This study aims to develop a descriptive typology to better identify leadership toward creativity in virtual work in different types of companies. Background: The study empirically explores how leadership toward creativity occurs in virtual work and uses the theoretical lenses of creativity-conducive leadership and heterarchy to generate a typology. Methodology : A multiple qualitative case study design, interpretivist approach, and abductive analysis are applied. Data is collected by interviewing 21 leaders and employees face-to-face in four companies in the ICT sector and one business advisor company. Contribution: The empirical evidence of this study enriches the understanding of leadership toward creativity in virtual work and contributes to the limited empirical knowledge on leadership that stimulates a virtual workforce to achieve creativity. Findings: The four different types of companies in the typology utilize various transitions toward leadership creativity in virtual work. The trend in leadership in the existing virtually networked business environment is toward the “collective mind” company, which is characterized by shared values, meaningful work, collective intelligence, conscious reflection, transparency, coaching, empowering leadership by example, effective multichannel interaction, and assertiveness. The findings empirically support applying a heterarchy perspective to lead a virtual workforce toward creativity and promote leaders who are genuinely interested in people, their development, collaboration, and technology. Recommendations for Practitioners: The typology helps professionals realize the need to develop leadership, communication, interaction, learning, and growth to foster creative interaction and improve productivity and competitiveness. Recommendation for Researchers: This study enables researchers to more rigorously and creatively conceptualize the conditions and relationships in leadership that facilitate creativity in virtual work. Impact on Society : The findings highlight humanistic values for developing leadership. The study strengthens the view that collective creativity in virtual work cannot emerge without virtual and physical interaction in appropriate spaces and caring for each other. Future Research: Future studies may focus on other fields, industries, networks, roles of materialities, and employees in fostering creativity and on theory development. Longitudinal studies are advisable.

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Agus Suharsono. "Desain Pengembangan Kompetensi Pegawai Provinsi Jawa Tengah Melalui Implementasi Jateng Corporate University." Jurnal Litbang Provinsi Jawa Tengah 20, no. 2 (January 4, 2023): 179–93. http://dx.doi.org/10.36762/jurnaljateng.v20i2.934.

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The direction of ASN competency development in the 2020-2024 RPJMN is world class government, one of which is the ASN competency development policy through ASN Corpu management institutions, in this case Central Java BPSDMD is an actor in implementing the Corpu strategy in developing the competence of Apparatus HR under the name Jateng Corpu. The implementation of Central Java Corpu needs to know whether the learning has been linked and matched with the needs through the 70-20-10 learning model and the Knowledge Management utility. The method used in this research is descriptive with data collection through document studies and processed logically-inductively. The findings in this study are that the implementation of training at BPSDMD Central Java has transformed on the principle of the Techno Training Center. Learning that can be applied in Central Java Corpu is 70% integrated learning at work, 20% coaching, counseling, and Community of Practice, 10% self learning. There is no post-training evaluation in Central Java Corpu, the alternative can be to use the Kirkpatrick model. The pillar of Central Java Corpu is Knowledge Management, so it is necessary to make rules related to Corpu governance so that employees can convert tacid knowledge into explicit knowledge as Knowledge Management material so that knowledge becomes the property of the institution.

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RAHMAT, IHSAN, and LUCKY JUWANA. "WORKING ISLAMIC MANAGEMENT: SEBUAH BEST PRACTICE INTERNALISASI ISLAM DALAM ORGANISASI BISNIS KULINER." JEBI (Jurnal Ekonomi dan Bisnis Islam) 3, no. 1 (June 1, 2018): 103. http://dx.doi.org/10.15548/jebi.v3i1.148.

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This study aims to understand Islamic management works in business organizations. We intend to expand this area of study while affirming the main argument by raising studies in culinary organizations. Waroeng Group was appointed as a case. It was considered successful in internalizing Islam into the organization's work system. Reviewing the workings of the WG along with the criteria within it are the main focus. We follow the pattern of qualitative work, such as make observations and interviews early, perform data collection, and write the results of the field to the worksheet.The study found that initial emphasis should emerge from a leader (top Management). We call it by ‘the call of the heart’, not because of the encouragement of the other party or are profitable. So understanding that leadership is a reorientation intention readable work, building work paradigm for worship (to Allah), ukhuwah Islamiyah, and worship as the income base of the organization. Then bringing up a special team that is able to present the Islamic management program. WG restructures the organization chart by providing a special position for the department of the spiritual company (DSC).The DSC is led by a person who is able to integrate and interconnection of Islam and business, call it Ustadz. Organizing the needs of employees into a DSC workload. Coaching begins with recruitment and selection, then providing sufficient time for training. WG train new employees about 40 days prior to the employment contract. Furthermore, the paradigm of working for worship has spawned a new paradigm, working for da'wah.That is a special finding in this study. The working not to save oneself, but also to insiders and outside organizations. WG provides da’wah program from internal to internal, internal to external, external to external. This study provides the way of Islamic management work, so it is considered able to answer the needs of practitioners and academics, especially Islamic management consultants to bring the Islamic culture, especially in the context of business organizations.

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Dissertations / Theses on the topic "Employees Coaching of Victoria Case studies"

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Virgona, Crina. "Seeking convergence : workplace identity in the conflicting discourses of the industrial training environment of the 90s : a case study approach." Monash University, Faculty of Education, 2002. http://arrow.monash.edu.au/hdl/1959.1/7863.

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Raftery, David Jonathon. "Competition, conflict and cooperation : an ethnographic analysis of an Australian forest industry dispute." Title page, contents and abstract only, 2000. http://web4.library.adelaide.edu.au/theses/09ARM/09armr139.pdf.

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Bibliography: leaves 135-143. An anthropological analysis of an industrial dispute that occurred within the East Gippsland forest industry, 1997-1998 and how the workers strove to acheive better working conditions for themselves, and to share in the wealth they had created.

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Smith, Mary Eileen. "Fostering psychological safety through facework: the importance of the effective delivery of performance feedback." Thesis, 2006. http://hdl.handle.net/2152/2964.

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Raftery, David Jonathon. "Competition, conflict and cooperation : an ethnographic analysis of an Australian forest industry dispute." Thesis, 2000. http://hdl.handle.net/2440/110278.

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Books on the topic "Employees Coaching of Victoria Case studies"

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Lennard, Diane. Coaching models: A cultural perspective : a guide to model development for practitioners and students of coaching. New York: Routledge, 2010.

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Lennard, Diane. Coaching models: A cultural perspective a guide to model development for practitioners and students of coaching. New York: Routledge, 2010.

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Lennard, Diane. Coaching models: A cultural perspective a guide to model development for practitioners and students of coaching. New York: Routledge, 2010.

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Coaching models: A cultural perspective a guide to model development for practitioners and students of coaching. New York: Routledge, 2010.

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Lyons, Laurence. The coaching for leadership case study workbook. San Francisco, CA: Pfeiffer, 2012.

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Chantale, Lepage, and Persechino Franca, eds. Compétences professionnelles pour l'accompagnement d'un changement: Un référentiel. Québec, Québec: Presses de l'Université du Québec, 2008.

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Lafortune, Louise. Un modèle d'accompagnement professionnel d'un changement: Pour un leadership novateur. Québec, Québec: Presses de l'Université du Québec, 2008.

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Franca, Persechino, Aitken Avril, and Lepage Chantale, eds. Professional competencies for accompanying change: A frame of reference. Québec: Presses de l'Université du Québec, 2009.

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Lafortune, Louise. Professional competencies for accompanying change: A frame of reference. Québec: Presses de l'Université du Québec, 2009.

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Murrell, Audrey J. Intelligent mentoring: How IBM creates value through people, knowledge, and relationships. Upper Saddle River, NJ: IBM Press, 2008.

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