PurposeThis study investigates whether the increased attention given to coaching as a training technique is affecting performance, while taking into consideration the mediating effect of organisational citizenship behaviour (OCB).Design/methodology/approachData is collected from Lebanese employees in the field, using a quantitative method and a confirmatory survey.FindingsThe study suggests that the creation of a supportive organisational behaviour in the organisation does provide a higher benefit from coaching.Research limitations/implicationsThe outcome of the study could have significant implications on the HR departments' managerial decision-making on the process of implementing novel tools and training techniques in services facilities.Practical implicationsThis study helps HR managers to assess the desirability of investing in coaching and orient the planning of their firms' HR strategy.Originality/valueThis research is based on a large sample collection from different business sectors in Lebanon. The quantitative survey results highlight a number of correlations that affect employees' performance. It further moves the responsibility from coaching as a tool to being part of a complete program of behavioural management and change.

Owing to the aggressive competition worldwide, companies are increasingly conscious of the HR prominence. Effective HR is furthermore perceived as a major source of competitive advantage leading companies to success. Thus, to improve organisational performance, HRM is investing in its human capital to develop their skills by implementing updated techniques, such as coaching. This paper explores the effect of coaching on employee performance in the Lebanese banking sector. It aims at filling the gap in the Lebanese market by examining coaching creative and motivational intervening mechanisms which lead to employee enhanced performance. A qualitative case study methodology within an exploratory framework is adopted in this research aiming at evaluating the effects of coaching on employee creativity and motivation, and consequently on employee performance. The results of this investigation will help managers and scholars to reveal coaching in the Lebanese banking sector, its effects, and its implications on employee performance.

The purpose of this study is to first identify the predominant factors shaping frontline employee engagement and then to explore the outcomes of the employees’ engagement within the context of the service sector in Lebanon. The main theory used to ground the research is the explanatory power of the Social Exchange Theory (SET). A qualitative ethnographic method was used to explore the salient drivers and outcomes of employees’ engagement. The qualitative approach was implemented by observing and informally interviewing frontline employees, and by gathering documentary data for a greater understanding of this phenomenon. Findings show that supervisor support, organizational support, training, distributive justice and procedural justice appeared to be significant drivers of employee engagement. It was also evident that personal resources and self-efficacy have a significant moderator effect between supervisor support, distributive justice and employee engagement. Moreover, employee organizational commitment, intention to quit and organizational citizenship behaviors revealed to be the direct outcomes of employees’ engagement. This study is among the first undertaken in the Lebanese context. The findings shall help to close the gap in the reported literature about the topic and will serve HR decision makers as new knowledge for future endeavors.

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