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    Workplace coaching: context and challenges

    Access Status
    Fulltext not available
    Authors
    Cameron, Roslyn
    Date
    2014
    Type
    Book Chapter
    
    Metadata
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    Citation
    Cameron, R. 2014. Workplace coaching: context and challenges, in Short, T. and Harris, R. (ed) Workforce development: strategies and practices, pp. 211-224. Singapore: Springer.
    Source Title
    Workforce development: strategies and practices
    ISBN
    9789812870674
    School
    School of Management
    URI
    http://hdl.handle.net/20.500.11937/36496
    Collection
    • Curtin Research Publications
    Abstract

    Coaching is an emerging profession and human resource development intervention that draws upon an array of theoretical foundations, approaches and contexts; consequently defi ning the practical application of coaching techniques is not a straightforward exercise. Attracting, developing and retaining quality employees is a major issue for organisations who are seeking to increase organisational performance and maintain competitiveness. Coaching is one strategy that can assistorganisations to retain talented people who play critical roles. This chapter looks at the development and deployment of coaching in one industry sector where the need to facilitate performance, learning and improvement are ever-present in an environment of rapid and constant change. We discover how coaching can benefit individuals and organisations; how organisations can use coaching to develop leaders, stimulate change and align human resource development interventions to strategicorganisational goals; how to increase the professionalisation of coaching to safeguard any risk to participants; and approaches to evaluating the effectiveness of coaching.

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