共查询到20条相似文献，搜索用时 46 毫秒
1.
Andrea D. Ellinger 《Performance Improvement Quarterly》1999,12(4):45-70
Proponents of the learning organization acknowledge that leaders and managers must assume roles as coaches in organizations that aspire to become learning organizations. The concept of the manager as a coach is becoming increasingly popular as a way to facilitate learning and improve employee performance. Yet, despite the research that has been done on coaching, studies generally focus on characteristics of good coaches, requisite coaching skills, and employees' perceptions of the improvement in managers coaching skills following such training programs. This article describes some of the findings from a larger qualitative critical incident study. Specifically, the triggers for coaching and the outcomes of coaching interventions for the individual employee, manager, and organization are examined and reported here. This study identifies gaps and discrepancies, political, and developmental issues as the primary triggers for coaching. Additionally, this study suggests that managers' commitment to coaching has the potential to impact performance at the individual employee, manager, and organizational level. 相似文献
2.
Scott Casad 《Performance Improvement Quarterly》2012,25(2):27-41
Job rotations have existed as a means of developing individual knowledge and skills since the industrial revolution, and in today's dynamic global workplace, they afford organizations an opportunity to manage changing psychological work contracts and employee desires for self‐managed careers. Through the systematic mining of psychology, business, management, and educational databases, this literature review provides a summary of job rotation practices, individual and organizational benefits, likely costs associated with job rotations, and implications for practitioners. Findings indicate that while employees seek learning and marketability over job security and stability, organizations strive to maintain continuity and internal growth and development of their workforce. Job rotations can appease both individuals and organizations through enhanced knowledge and skills, facilitation of greater job satisfaction, and identification of individual strengths for optimal organizational performance. However, these benefits come at a price to the individual and the organization in the form of increased work/life conflict, potentially higher training costs, and possible lower work unit morale. Conclusions are presented on the practical implications and recommendations for implementing job rotations and integrating the practice into performance improvement models. 相似文献
3.
Stefan Hrastinski Anneli Edman Fredrik Andersson Tanvir Kawnine Carol-Ann Soames 《Interactive Learning Environments》2013,21(1):84-96
The aim of this study is to describe and explore how instant messaging (IM) can be used to support informal math coaching. We have studied two projects where university students use IM to coach K-12 students in mathematics. The coaches were interviewed with a focus on how informal coaching works by examining coaching challenges, how coaching can be organized, whether coaching should be anonymous or personal, which tools can be used and how informal math coaching supports learning. Research shows that generating and answering questions are important in the process of understanding and learning, which means that both the students and the coaches can learn math through this type of project. The coaches perceive informal math coaching as complementing online math forums. For students to learn effectively, the coaches need to be able to interpret the students' competence level in order to coach on a level that is within their development zone. It seems particularly challenging to coach at the right level when using IM and, therefore, it is important to establish a personal relationship with the students. 相似文献
4.
The career coaching profession is a dynamic field that has grown over the last decade. However, there exists a limitation to this field's development, as there is no universally accepted definition or empirically based competencies. There were three phases to the study. In the first phase, a conceptual model was developed that highlights four unique and distinct domains of the career coach. The model illuminates the triadic relationship between the client, the organization, and the coach. The second phase established a definition for career coaching, and the third phase involved using both the definition and conceptual model to create a list of skills and abilities, which was used to design a survey that was administered to 424 career coaches internationally. Through the use of factor analysis, an eight‐factor competency model emerged. Finally, it is hoped that these findings will lead to a vigorous academic and professional debate for the development of a universal, empirically based career coaching competency model. 相似文献
5.
Jennifer R. Ottley Shayne B. Piasta Christan Grygas Coogle Caitlin F. Spear Naomi L. Rahn 《Early education and development》2019,30(3):400-422
Research Findings: Bug-in-ear coaching implemented under highly controlled situations has a promising research base. Yet few researchers have examined its effects when implemented within less controlled environments using authentic professional development conditions. The purpose of this study was to examine the implementation and effects of bug-in-ear coaching when staff from a community organization served as community coaches for early childhood educators. We found that community coaches implemented bug-in-ear methods, but additional supports may be necessary to increase the intensity and quality of feedback provided. Effects of the intervention were observed for 1 of the 6 targeted outcomes for educators. However, effects did not translate to children’s communication outcomes. Practice or Policy: Bug-in-ear coaching is 1 method of providing early childhood educators with performance-based feedback. One benefit is that while community coaches observe educators live, they provide feedback that educators can immediately use to improve practice. However, bug-in-ear coaching poses challenges with respect to reviewing goals and reflecting on one’s performance. Community coaches and educators should systematically plan for reflection so that educators can create new implementation goals to improve their practice. Changing educator practice is a complex endeavor, but bug-in-ear coaching is a promising tool for doing so in a supportive manner. 相似文献
6.
Jerry W. Gilley 《Performance Improvement Quarterly》2000,13(4):87-105
According to Kissler (1991), performance management begins by determining why it should take place at all. He believes that performance management helps organizations sustain or improve performance, promote greater consistency in performance evaluation, and provide high‐quality feedback. Performance management helps organizations link evaluations to employee development and to a merit‐based compensation plan. Moreover, it forms a basis for coaching and mentoring, permits individual input during the evaluation process, and allows for a blend of qualitative and quantitative evaluations. Performance management is a process that helps manage employee expectations of job demands and factors that reveal how well the job is done. 相似文献
7.
Rachel E. Schachter Melissa M. Weber-Mayrer Shayne B. Piasta Ann O’Connell 《Early education and development》2018,29(6):852-872
Research Findings: This study investigated coaches’ interactions with educators in the context of a large-scale, state-implemented literacy professional development (PD). We examined log data and open-comment reports to understand what coaches found salient about their interactions with educators as well as how those reports aligned with the initial design of the PD. Coaches reported spending a large proportion of their interactions with educators completing administrative tasks. Our findings also indicate that coaches disproportionally targeted instructional content from the PD while also adding unrelated instructional content to their coaching. Although coaches reported focusing on relationship building, they reported using less efficacious coaching strategies (e.g., observation and discussion) more frequently than coaching strategies demonstrated to be more efficacious (e.g., modeling and coteaching). Practice or Policy: Our findings suggest an explanation for the mixed evidence around coaching, as coaches in the study seemed to move beyond the specifications of the PD in their coaching interactions. This work has implications for the design of PD for both improving coach training and allowing some flexibility to meet educators’ learning needs that may be secondary to the content of the PD. Findings also support the need for more nuanced mechanisms for investing in coaching and coaching outcomes. 相似文献
8.
Coaching has been identified as a key managerial behavior that organizations must promote to develop employees and achieve higher levels of performance. Despite this agreement and an increasing interest in coaching, there is still a paucity of studies exploring the impact of coaching on individual performance. This article presents an empirical investigation from two international field studies, one using business‐to‐business salespersons working in Latin America and the other one using business‐to‐consumer frontline employees from a service organization in Canada. Building on leader‐member exchange theory, we propose that coaching increases individual performance beyond the potential impact of sales experience and tenure. We find that coaching can explain between 2.9% and 6.2% of the variance in performance when controlling for tenure and experience. This article makes several scientific and managerial contributions, and also opens new avenues for research. 相似文献
9.
EPSS是为了提高工作绩效利用计算机技术开发的一种电子绩效支持系统,这种系统具有信息集成性、工作情境性、学习自主性、知识共享性等特点。职工利用它既可以实现在工作中学习,又可以实现在学习中工作的职业教育功能。在EPSS逐渐成为促进职业技能发展,提高企业组织或个人绩效的干预措施之后,EPSS的开发成为实现职业教育功能和绩效支持的关键。乔尼(Nguyen)和沃尔(Woll)创建了一种EPSS开发模型,该模型从绩效角度和学习角度提出开发EPSS要经过绩效分析、EPSS分析、EPSS设计、EPSS开发、EPSS的实施与评价等几个阶段。乔尼和沃尔创建的EPSS开发模型将职工培训、工作绩效以及技术支持有效地融合于整个开发过程中,对设计、开发EPSS的实践者提供了一个简洁、便于操作的参考模型。 相似文献
10.
11.
Coach learning to help teachers learn to enact conceptually rich,student-focused mathematics lessons
Stein Mary Kay Russell Jennifer Lin Bill Victoria Correnti Richard Speranzo Laurie 《Journal of Mathematics Teacher Education》2022,25(3):321-346
The past decade has witnessed a strong, standards-based call for improving what mathematics is taught and how it is taught. In the USA, districts have hired instructional coaches to help teachers shift their teaching from algorithm-based instruction to instruction that is more student-centered and conceptually focused. The purpose of this study was to contribute to the field’s understanding of (a) the specific coaching practices that help teachers enact more conceptual-based forms of instruction; and (b) how coaches learn to enact those practices. Using a design-based implementation research approach, we trained coaches using a particular model for one-on-one coaching (Content-Focused Coaching); the coaches then worked with teachers to plan lessons aligned with the coaching model. Data consisted of videotapes of pre-lesson conferences that were transcribed and coded according to the model. Analyses of 32 coaches’ practice over a 2-year period suggest that each of the three components of our coaching model (attention to student thinking, pedagogy, and mathematics) demonstrated statistically significant improvement over time. An illustrative analysis of five coaching sessions of one coach revealed a progression over five sessions from planning discussions that stayed at the level of general strategies to more specific conversations about teaching a particular task and then to deeper discussions that integrate attention to mathematical concepts, student thinking, and pedagogical moves. We view this delineation of coach learning as an important first step in laying the groundwork for the design of future coach training.
相似文献12.
Research over the last decade has demonstrated that it is experience and the observation of other coaches that remain the primary sources of knowledge for coaches. Despite this, coach education and continuing professional development fail to draw effectively on this experience. Using the work of Pierre Bourdieu, this paper attempts to understand how the “art of coaching” can be characterized as structured improvisation and how experience is crucial to structuring coaching practice. An examination of current coach education and assessment demonstrates that coaching practice viewed as a composite of knowledge has not specifically addressed the pervasive influence of experience on coaching practice. Drawing on experiences from the educational field, we examine how coach education and continuing professional development can utilize mentoring and critical reflection to situate learning in the practical experience of coaching. 相似文献
13.
The Coaching of Teachers: Results of Five Training Studies 总被引：1，自引：0，他引：1
In this study, the results of five training studies evaluating the effects of a coaching program for use in Dutch primary and secondary schools are described. The coaches involved in these studies were: (1) school counsellors, (2) school principals, (3) mentors of beginning teachers, (4) mentors of teachers-in-training and (5) secondary school teachers. Coaching is a form of in-class support to provide (novice) teachers with feedback on their functioning and thereby stimulate the self-reflection and self-analysis needed to improve instructional effectiveness. Based on the pre- and post-training ratings of coaching conferences, a significant treatment effect was found for the coaching skills concerned with the development of autonomy (empowerment), feedback and business-like attitude. The pre- and post-training ratings from the coached teachers themselves showed a significant treatment effect for the coaching skills concerned with the planning of observational data collection. In addition, the teachers coached by trained coaches valued the coaching skills demonstrated significantly more than those teachers coached by untrained coaches. Inspection of the interactions for the adjusted post-test scores revealed different training effects for the five studies. 相似文献
14.
Cathy A. Toll 《Clearing house (Menasha, Wis.)》2018,91(1):14-20
Literacy coaches are most successful when they: develop strong, trusting relationships; provide clarity about their roles; communicate well; spend much of their time in coaching conversations; and monitor their perspectives about their work and those with whom they work. However, challenges still persist for literacy coaches, particularly in relation to administrators' understanding of literacy coaching, training for literacy coaches, and the amount of time allocated for literacy coaching. This article describes each of these successful practices and each of these challenges, based upon the author's experience over more than 12 years as an international consultant on literacy coaching and supported by research from the literature on coaching, with the goals of summarizing current knowledge, providing practical suggestions for improvement, and encouraging forward movement in the field of coaching. 相似文献
15.
In this study, we examined one model of coaching, Support for the Improvement of Practices through Intensive Coaching (SIPIC), which draws from both direct and responsive models of coaching with classroom teachers. We found the model to be effective in improving the comprehension instruction of teachers and in raising the reading achievement of students, including students who struggle with learning to read. Additionally, we found that the interactions between coaches and teachers were statistical associated with the instructional practices of the teachers, demonstrating empirically that coaches' behaviors do influence the professional practices of teachers. 相似文献
16.
Today, organizations are increasingly implementing assessment tools such as Personal Development Plans. Although the true
power of the tool lies in supporting the employee’s continuing professional development, organizations implement the tool
for various different purposes, professional development purposes on the one hand and promotion/salary raise/selection/accountability
purposes on the other (Smith and Tillema 2001). The study presented here aims at a better understanding of how the purpose of the Personal Development Plan (PDP), as perceived
by the employee, influences the extent to which s/he undertakes learning activities and consequently leads to improved performance.
Data were collected from 286 employees working in a regional Dutch governmental office and 81 experts from an international
organization that is specialized in medical technology (N = 367). Data were analyzed by conducting hierarchical regression analyses. Results indicate that perceiving the PDP either
as a learning and development tool or as a promotion and selection tool, positively predicts the undertaking of learning activities
and the employee’s performance. Follow-up regression analysis indicated that the most powerful predictor of undertaking learning
activities and a high-quality performance is the extent to which employees perceive PDPs as serving learning and development
purposes. The results of this study suggest that if an organization wants their employees to learn by undertaking learning
activities and in turn perform better, the tool should in the first place be introduced and used as a learning and development
tool. 相似文献
17.
Linda Shidler 《Early Childhood Education Journal》2009,36(5):453-460
Coaching for increased teacher efficacy (both instructional and self) has been an essential component to various educational
reforms such as No Child Left Behind; Reading First projects and Early Reading First Projects. Those seeking to improve teacher
performance leading to enhanced student outcomes on various state assessments have also incorporated coaching into the methodology.
The purpose of this study was to look at the linkage between hours spent coaching teachers in the classroom for efficacy in
content instruction and child achievements/outcomes. A significant correlation was seen in year one between the time coaches
spent in the classroom and students’ alphabet recognition scores. The coaching model for year one was one that focused coaching
for instructional efficacy in specific content and teaching methods and saw the coaches directly facilitate and support theory
to practice. In year two and three, no significant correlation was found. Year two and three used a coaching model which was
less specific in focus and increased time spent on site with teachers. The implications for coaching practice includes balancing
time between four components to effective coaching; (1) instructing for specific content, (2) modeling techniques and instructional
practices, (3) observing teacher practices and (4) consulting for reflection. 相似文献
18.
Ramazan Yirci Tuncay Yavuz Özdemir Seçil Eda Kartal İbrahim Kocabaş 《School Leadership & Management》2014,34(5):454-469
The purpose of this study was to find out teachers' perceptions about school principals' coaching skills. The study was carried out within qualitative research methods. The study group included 76 teachers in Elazig and 73 teachers in Kahramanmara? provinces of Turkey. All the data were processed using Nvivo 9 software. The results indicate that teachers' perceptions about their principals' coaching skills do not differ according to the age, marital status, sex and education status variables. The teachers think that their principals are successful at some coaching skills such as being experienced and knowledgeable, being an effective listener and setting achievable targets. Principals fail to show empathy, communicate effectively, praise, give feedback, motivate and have effective inquiry coaching skills. According to teachers' opinions, being a role model, showing empathy, praising, effectively communicating and motivating are important coaching skills that they would show if they were to sit in the principal chair. 相似文献
19.
Research grounded in role theory and occupational socialization theory point to the potential consequences of occupying the roles of physical education teacher and athletic coach concurrently. Specifically, time constraints and inconsistencies in role requirements, organization, rewards, and modes of accountability in teaching and coaching create challenges and may force some teacher/coaches to choose one role as primary to the detriment of the other role. However, most of this research has diminished or altogether neglected the impact of individual identity and social context on the experience of role conflict. The purpose of this paper is to review research related to role conflict in the dual role of teacher/coaches and to propose a conceptual model for viewing teacher/coaches role conflict from a multidimensional perspective. Finally, a case is made for a revitalization of teacher/coaches role conflict research in physical education. 相似文献
20.
Effective coaching is a mixture of pedagogy and principles of sciences, e.g., motor skill acquisition, sociology, and physiology, often referred to as the science of coaching. Instinctive or intuitive coaching has often been incorrectly viewed as the art of coaching. More important should be how coaches develop knowledge, how they access that knowledge at the appropriate times and how this affects their decision-making process. The study of expert coaches should allow inferences to be drawn from their development and applied to coach education. This article intends to clarify coaching expertise and examine the role of tacit knowledge within coaching. The lack of a clear development pathway for aspiring expert coaches is a clear indicator that the current coach education system needs review. Any effective education system should be based on knowledge and understanding rather than mimicry and the implications for the future of coach education are considered. 相似文献