The emergent ‘coaching industry’: a wake-up call for HRD professionals

Hamlin, Robert G.; Ellinger, Andrea D.; Beattie, Rona S.

doi:10.1080/13678860802102534

Cited by 127 publications

(110 citation statements)

References 25 publications

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“…Technical work involves theorizing, standardizing, mimicry and education; developing theories, standards, models and world-views and providing education and training is more likely to be carried out by social scientists, consultants, academics and professional bodies. Cultural work involves the construction of normative networks and identities, and is likely to be carried out by journalists, public relations and advertising specialists, professional bodies and social movements, building normative networks and extending the jurisdiction of professional knowledge (perhaps in contestation with other professional groups), as well as constructing professional identities (eg, the current debate about the emerging coaching industry as a profession and its implications for HRD-see Hamlin et al, 2008). Such actors seek to "promote discourses that associate practices with widely accepted norms and values" (Perkmann and Spicer, 2008:829).…”

Section: Institutional Theory and Management Fashionmentioning

confidence: 99%

Talent management as a management fashion in HRD: towards a research agenda

Iles

Preece

Chuai³

2010

Human Resource Development International

175

131

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International, 2010, Vol. 13, No. 2, pp.125-145. ABSTRACTHRD practitioners have long shown concerns about the status and legitimacy of the occupation, and, arguably, this has not been unconnected to the range of titles HRD has been given over the years. Has there been an element of "management fashion" about this, or have they reflected some real change at the level of practice? The paper considers whether "Talent Management" (TM), as a recently-emerged area of interest for HRD, can be argued to display features of a management fashion. On the basis of a review of three main perspectives, we conclude that it is too early to say with regard to two of them, given TM"s recent emergence and the paucity of empirical material, but that TM displays features of institutionalism in TM talk in the business and professional literature. A research agenda, based primarily on institutional theory, is developed and a number of research questions outlined.

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Section: Institutional Theory and Management Fashionmentioning

confidence: 99%

Talent management as a management fashion in HRD: towards a research agenda

Iles

Preece

Chuai³

2010

Human Resource Development International

175

131

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“…Within organisations, coaching is also provided by internal human resource development (HRD) professionals, supervisors and managers, and by external HRD and management development (MD) consultants. Hamlin et al (2008) contend that professional coaching is substantially the same as many aspects of contemporary human resource development (HRD). This implies that the emergent field of coaching, rather than seeing itself as an independent profession, could fit within the existing and firmly established field of HRD study and practice (Hamlin et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

Journeys towards the professionalisation of coaching: dilemmas, dialogues and decisions along the global pathway

Gray

2011

Coaching: An International Journal of Theory, Research and Prac

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The term 'profession' derives from the Latin word 'profiteor' meaning to profess. Professionalisation, is the process whereby a gainful activity moves from the status of 'occupation' to the status of 'profession'. Claims for professional status and the emergence of standards and awards are typical of the journey that occupations make (or attempt to make) towards professionalisation. However, some occupations fall short of the mark or, at best, become semi-professions with shorter training, less specialised knowledge; and more societal (state) control. If coaching is to become a profession it must adopt criteria such as the development of an agreed and unified body of knowledge, professional standards and qualifications, and codes of ethics and behaviour. While some of these are already completed or in development, the continuation of a multiplicity (and growing) number of coaching associations suggests that the pathway of coaching to professionalisation may be at best bumpy, and at worst derailed.

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“…The articles (Bozer et al 2013;Moen and Federici 2012;Passmore and Fillery-Travis 2011;Stober 2008) were chosen from the academic peer-reviewed journals including: Coaching: An International Journal of Theory, Research and Practice, Journal of Management Development. In addition, books on coaching (Cox et al 2011;Cox 2013; Hamlin et al (2008) for their study into 'conceptualizations and definitions of coaching'. The definitions provided by Fournies (1987), Orth et al (1987), Evered and Selman (1989), Popper and Lipshitz (1992), Mink et al (1993), Hargrove (1995), Burdett (1998), Clutterbuck (1998), Hudson (1999), Redshaw (2000), Grant (2001Grant ( , 2006, Peterson (1996), Kampa-Kokesch and Anderson (2001), Parsloe (1995), Grant and Cavanagh (2004), Zeus and Skiffington (2000), Kilburg (2000), Peltier (2001), Orenstein (2002), McCauley and Hezlett (2001), Hall et al (1999), Caplan (2003, Plunkett et al (2004), Dingman (2006), Sanders (1996), Hill (1998), Storey (2003), Bacon and Spear (2003), Clegg et al (2003), Taylor (2007) were taken for the analysis to get a broader view.…”

Section: Methodsmentioning

confidence: 99%

The scope of coaching in the context of organizational change

Rosha¹,

Lāce²

2016

Journal of Open Innovation: Technology, Market, and Complexity

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The aim of this paper is to explore the scope of coaching in the context of organizational change considering peculiar issues associated with the use of coaching in Latvia and Lithuania. This two-stage study seeks to answer the following research questions. How is coaching defined? What is the aim of coaching? Who are involved in coaching? What coaching outcomes are expected? During the first stage, the definitions of coaching are extracted from the literature and analyzed to identify the distinctive features of coaching. During the second stage, the experts are interviewed to explore the views of practitioners in coaching about a place of coaching in organizations. Literature review, content analysis and comparative analysis are used for the purposes of this study. Triangulation of research results is obtained through cross verification from two sources. A total of 41 definitions of coaching were extracted from the literature and taken for analysis. Based on the established criteria for selection, nine experts participated in an interview. As a result, content analysis and comparative analysis have revealed that coaching is defined as a regular, synergetic, learning and development, goal-oriented process. Facilitation is a primary aim of coaching. Coaching is more beneficial for people who provide decisions. Achieved results and personal growth is considered as the key expected coaching outcomes. Coaching provides greater goal clarity, better alignment with the roles in the organization. However, the possible threats and challenges, such as stereotype and misunderstanding, lack of systematic approach to coaching engagements as well as its alignment with organizational change needs, have also been detected. It is difficult to explain how effective coaching can be because coaching is not homogeneous and it is difficult to measure the results of coaching.

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The emergent ‘coaching industry’: a wake-up call for HRD professionals

Cited by 127 publications

References 25 publications

Talent management as a management fashion in HRD: towards a research agenda

Talent management as a management fashion in HRD: towards a research agenda

Journeys towards the professionalisation of coaching: dilemmas, dialogues and decisions along the global pathway

The scope of coaching in the context of organizational change

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