BUSI 755 adrp_prospectus assign.pdf

Running Head: ADRP PROSPECTUS

BUSI 755

ADRP Prospectus

Student name

ADRP PROSPECTUS 2

Abstract

This research is aimed at showing the relation between successful employee coaching and

turn over rate. There is a low turn-over rate as a result of this as the employees are empowered

and motivated to work. Coaching refers to the collaborative efforts between the team and the

management in empowering the team and pointing the team members towards their own insight

and resourcefulness. A study on Google managers revealed that the highest performing managers

in the company had a lower turnover and their employees were generally happier. The secret to

discover their own blind spots and opportunities.

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Employee retention makes the employees feel like they are invested in the company thus

boosting their productivity. Mentorship or internal coaching is one of the most popular methods

of coaching in an organization. A study by the Deloitte group in 2016 showed that 68% of the

millennial who stayed with their employers for more than 5 years were more likely to have

mentors within the organization (James & Mathew, 2012). Creation of mentorship circles is idea

for peer-to-peer mentorship as the members are able to have open discussions about various

topics that will boost their productivity. External coaching is useful in evaluating an individual’s

skills through setting independent goals and accountability of performance in a given area.

This paper seeks to show the relation between successful employee coaching and the

retention rate of employees in an organization. Some of the questions that this research sought to

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answer include; what is the effect of employee coaching on turnover rate? What methods of

coaching are important in improving employee morale?

The paper is based on the assumption that coaching is important for the improvement of

the performance of employees as well as organizational growth. Some of the benefits on

employee performance include; improvement of the skills and knowledge, employee confidence,

positive attitude, ability and professional development. Some of the benefits to the organization

include; employee retention, product quality, efficiency, teamwork and increased profitability.

There is a relation between employee turnover in an organization and coaching.

variables.

Qualitative methods of research involve the use of observation, questioning and

description. Quantitative methods of research involve the use of various tools in measuring and

counting the various identifiers in measuring the relation between performance of the

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organization and coaching. This research is based on the various assumptions of the deductive

approach. It is based on an analysis of the existing theories and models showing the relation

between coaching and employee retention. Observation is used to test the above assumptions to

the knowledge and performance in various organizations.

This research is based on the survey strategy which is related to the deductive approach

and is widely used in business management studies. This strategy is used to answer the how

much, what and where queries. It is efficient when collecting data from various numbers of

sources and a large population. This strategy provides control over the procedures of the research

and it is also easy to understand and explain. For best results, it is important to ensure that the

data is representative and instruments used for data collection are tested before they are used.

period, the questionnaires were picked from the managers and supervisors. The data collected

The questionnaires are distributed to supervisors and managers that have contributed in

the coaching process for their employees. Convenience sampling is used for the selection of the

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not by probability or judgment (Lueneburger, 2012). The participants interests and convenience

availability during the week was also factored in choosing of the participants for the research.

Data analysis

The data collected is analyzed through the use of various statistical tools that have been

coded depending on the various answers to the questions that are available in the questionnaire.

Some of the statistical tools used include; arithmetic mean, correlation and regression analysis.

Arithmetic mean is gotten through providing a sum of all the observation then dividing this by

the number of items (Ongori, 2009). Employee performance in relation to coaching is measured

through the arithmetic mean of the scores that had been received from the likert scale.

between coaching and the employee turnover rate. Regression analysis measures the effects of

the predictor variable on the dependent variable while also showing the relationship between the

Limitations

There are various limitations that are associated with the above study. One of the

limitations involved in the study is the need for a testing period of the various tools. This

required training which consumes time and is an expensive method for the provision of various

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approximately two weeks using the above statistical tools. It is difficult to measure the integrity

of the information that was provided by the various participants that were involved in the study.

The improvement of an individual is analyzed through various factors including; skills,

attitude, confidence, abilities and professional development. The organization benefits include

employee turnover. These variables are compared in relation to coaching. The questionnaires

were marked using the likert scale ranging from 1-strongly disagree to 5-strongly agree. The

expected results indicate that there is an improvement noted in the individual in all the different

factors as a result of coaching. The company also experiences n reduction in the employee

turnover rate as a result of coaching. The correlation analysis should indicate a positive

correlation between employee performance/retention rate and coaching. The regression analysis

should also show similar findings thus showing that the retention rate of employees in an

organization is positively attributed to the coaching of the employees by either use of internal or

external means.

Summary

organization. The study was conducted through a deductive approach and positivism which

used in the research is collected through survey strategy and the use of structured questionnaires.

The research focused on the effects of coaching on the employee turnover and the

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employee including; confidence, skills, professional growth and ability. The organization

benefits through the analysis of the retention rate of the employees. Arithmetic mean, correlation

and regression analysis were the methods chosen for the analysis of the data that was collected

from the questionnaires. The main finding is that the coaching is positively correlated to the

employee retention rate in the organization. This means that there is a lower turnover in the

organization as a result of coaching practices on the various employees by their managers.

Recommendations

This research indicated that there is a positive correlation between coaching and

employee retention rate in an organization. It is therefore clear that the organization should

conduct regular coaching on the employees in the organization to ensure that there is a lower

turnover rate. Regular coaching sessions will ensure that the employees focus on building

themselves as well as creating a positive work environment. This will also create a strong

workforce for the highly competitive business environment where the employees are able to

drive themselves to improve the profitability of the organization. Organizations should focus on

long term development through creation of coaching platforms and networking sessions or

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Hassan, W., Razi, A., Qamar, R., Jaffir, R., & Suhail, S. (2013). The effect of training on

employee retention. Global Journal of Management and Business Research.

https://globaljournals.org/GJMBR_Volume13/3-The-Effect-of-Training-on-

Employee.pdf

James, L., & Mathew, L. (2012). Employee Retention Strategies: IT Industry. SCMS Journal of

Indian Management, 9(3).

https://s3.amazonaws.com/academia.edu.documents/30315431/scms_

Kim, S. S., Im, J., & Hwang, J. (2015). The effects of mentoring on role stress, job attitude, and

turnover intention in the hotel industry. International Journal of Hospitality

Management, 48, 68-82. https://doi.org/10.1016/j.ijhm.2015.04.006

potential-talent-assessment-and-coaching-means-avoiding-mahna-mahna-effect

Neupane, R. (2015). Effects of coaching and mentoring on employee performance in the UK

hotel industry. International Journal of Social Sciences and Management, 2(2), 123-

138. https://doi.org/10.3126/ijssm.v2i2.12323

Ongori, H. (2009). Managing behind the scenes: A view point on employee empowerment.

http://www.academicjournals.org/app/webroot/article/article1381419810_Ongori.pdf

Sageer, A., Rafat, S., & Agarwal, P. (2012). Identification of variables affecting employee

satisfaction and their impact on the organization. IOSR Journal of business and

management, 5(1), 32-39. http://www.iosrjournals.org/iosr-jbm/papers/Vol5-

issue1/E0513239.pdf

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