Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India

Abstract

PurposeBy integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees. Furthermore, the study examines whether employees would exhibit greater task and contextual performance when organizational learning is blended with a specific coaching behavior of their manager.Design/methodology/approachUsing primary data from 298 software engineers working in select information technology companies across India, the current study attempts to assess moderating effect of managers' coaching behavior in two relationships, including continuous learning and employees' task performance (CL-TP) and continuous learning and employees' contextual performance (CL-CP).FindingsResult of exploratory factor analysis suggests that managers of select organizations exhibit two major types of coaching behavior: inspiration-based coaching behavior and facilitation-based coaching behavior. On the moderating role of coaching behavior, it is documented that facilitation-based coaching behavior significantly positively moderates both stated (CL-TP and CL-CP) relationships, whereas inspiration-based coaching behavior of supervisors has positive significant effect on CL-TP relationship but negatively moderates the CL-CP relationship.Research limitations/implicationsThe extent to which the findings of this study can be generalized is constrained by the limited sample and organizational context.Practical implicationsThe most important managerial implication for all learning organizations is that both kinds of coaching behaviors help improving the task performance of the employees, but managers should prefer facilitation-based coaching style in order to generate higher contextual performance of employees.Originality/valueThis study contributes to practitioners and existing literature by explaining how individual performance of employees is affected by the investment made by organizations in facilitating continuous learning.

Developing Theoretical and Methodological Provisions for Improving the Mechanism of Labour Efficiency

“…Economic methods are indirect methods based on material incentives for employees. The essence of socio-psychological methods (methods of indirect action) is to regulate employees' value orientations (Budhiraja 2023).…”

Pengaruh Transformational Leadership Terhadap Employee Performance Dengan Learning Organization Sebagai Mediasi

“…Penelitian terdahulu mengungkapkan bahwa transformational leadership memiliki pengaruh terhadap employee performance, seperti penelitian yang dilakukan oleh Qalati (2022) Organisasi umumnya menerapkan learning organization pada lingkungan yang memiliki sistem yang terbuka dengan budaya belajar, memfasilitasi pegawai untuk terus belajar, penyebaran pengetahuan yang ada, dan mampu memanfaatkan pengetahuan untuk meningkatkan kinerja (Xie, 2020), dimana hal ini akan terwujud jika adanya dukungan dan keterlibatan dari pimpinan. Peran dan keterlibatan pemimpin sangat dibutuhkan bagi learning organization berupa keterlibatan pemimpin sebagai pelatih, pembina, dan pembimbing dalam meningkatkan partisipasi pegawai (Budhiraja, 2023). Selain itu, learning organization dibangun pada lingkungan kolaboratif guna memfasilitasi saling berbagi pengetahuan sebagai upaya merespon setiap tantangan yang dihadapi organisasi dengan terus berinovasi, hal ini juga dipengaruhi oleh kemampuan yang dimiliki oleh pemimpin (Chen & Cuervo, 2022).…”

“…Transformational leadership menurut Layaman (2021) merupakan gaya kepemimpinan yang memiliki kemampuan meningkatkan motivasi dan moralitas pegawai dengan cara saling berinteraksi sehingga mempengaruhi kemampuan pegawai dalam beradaptasi dan lebih proaktif di tempat kerja yang pada akhirnya dapat mempengaruhi employee performance. Hal ini sejalan dengan harapan dari penerapan learning organization yang menginginkan peran aktif dari pemimpin yang tidak hanya sekedar menggunakan kekuatan otoritas (Budhiraja, 2023). Lingkungan kolaboratif merupakan dasar awal dari pembentukan learning organization, dimana lingkungan seperti ini hanya akan terbentuk jika ada campur tangan dari kemampuan pemimpin (Chen & Cuervo, 2022).…”

Firm Size: The Role of Learning Organization

“…However, the capacity to engage in continuous learning seems to be contingent upon the presence of support systems that inform individuals about motivation, opportunity, and resources for learning (Chanani & Wibowo, 2019). Organisations that strategically allocate resources to enhance employee knowledge and implement interventions to foster continuous learning and empower employees, thereby improving task performance, are more likely to achieve sustained success in their operations (Budhiraja, 2022;Chukowry et al, 2021). While this kind of learning may include some formal training that offers credits and sometimes certifications, it is often seen as a mindset and an informal learning method.…”

“…Hence learning organization's is a slogan for achievement and sustainability in an organization. A lucrative organization is an organization that devote with utmost intentionality in continuous learning and job enrichment (Budhiraja, 2022). The wide deficiency broadly spread in Nigerian SMEs in employing and utilizing the dimensions of learning organization which has birthed below the benchmark achievement of their business hence the gap in the study.…”