1. Coaching and Performance Management
Chapter 10
Werner, J. & DeSimone, R. (2009). Human Resource Development. (5th ed.). Mason, OH: South-Western Cengage Learning.
Emily Vande Loo

2. Learning Objectives Describe needs for coaching Define coaching
Describe two main coaching activities
Define poor performance
Describe deviant workplace behaviors

3. Need for Coaching Sometimes employees know how to effectively
do their jobs.
However, sometimes they simply don’t know.
Page 314

4. Need for Coaching
Some managers “choose to ignore poor performance.” They may reassign work or just do it themselves rather than address the problem.
Page 314

5. Need for Coaching
“If superior performance is neither noticed nor rewarded, a climate may exist in which effective performance is actually discouraged.”
Page 314

6. Managers and Performance
Positive and Active
Negative and Reactive
Based on the pictures, how would you describe their management styles?
Page 315

7. Managers and Performance
Positive and Active
Negative and Reactive
Empowers employees
Informs employees of job-related changes and provides
opportunities for training
Provides
feedback
regularly and
rewards
effective
performance
when it occurs
Controls employees
Sink or swim approach to job-related
changes
Provides
feedback or
intervenes
only to
correct
problems or
increase production
Page 315

8. Two Ways to Provide Feedback
Performance appraisal: annual formal evaluation using a standardized rating system to “evaluate various aspects of employee performance”
Performance management: “goes beyond annual appraisal ratings and interviews
and incorporates goal setting, feedback,
rewards, and individual developments”
Pages

9. What is Coaching?
Ferdinand Fournies: “a face-to-face discussion between a manager and a subordinate to get the subordinate to stop performing undesirable behaviors and begin performing desirable ones.”
Dennis Kinlaw: “a mutual conversation between a manager and an employee (or between colleagues) that follows a predictable process and leads to superior performance, commitment to sustained improvement, and positive relationships.”
Kirkpatrick & Zemke and Evered & Selman: liken managerial coaching to coaching athletics because they have similar responsibilities such as: “gathering data, providing feedback, recruiting, motivating, ensuring results, [and] working with individuals and the team.” Management should be seen as “empowering or enabling employees” rather than “controlling” them.
Pages

10. What is Coaching?
Coaching is “a process used to encourage employees to accept responsibility for their own performance, to enable them to achieve and sustain superior performance, and to treat them as partners in working toward organizational goals and effectiveness.”
Coaching Analysis
Coaching Discussions
Page 318

11. Coaching Activities Coaching Analysis Coaching Discussions
“Analyzing performance and the conditions under which performance occurs”
“Face-to-face communication between employee and supervisor to solve problems and to enable the employee to maintain and improve effective performance”
Page 318

12. Role of Manager in Coaching
Establishes Standards
Monitors Performance
Delegates Assignments
Possesses information, opportunity, and authority necessary to serve as COACH
Page 318

13. Defining Poor Performance
Poor performance: “specific agreed-upon deviation from expected behavior”
Standard behaviors defined by measuring against other behaviors
Acceptable exceptions to the standard must be explicit
Page 320

14. Establishing Standards
The situation:
expectations about attendance and shortened work days (coming in late/leaving early) have never been established in your workplace
you are attending a meeting either as a manager or an employee to establish standard expectations about attendance at work
all stakeholders must agree upon the standards
the standards should align with the company’s goal of productivity

15. Establishing Standards
The process:
read your entire role to yourself
take turns reading your role to the group
as a group, complete the task steps
The task:
define standard of acceptable attendance
define deviations and additional exceptions (if any exist)

16. Establishing Standards
Red = Manager
Blue = Employee with Attendance Issues
Green = Employee
Yellow = Employee

17. Deviant Workplace Behavior
“Voluntary behavior that violates significant organizational norms, and in doing so threatens the well-being of an organization, its members, or both.”
Page 321

18. Deviant Workplace Behavior
Production Deviance
Page 321

19. Deviant Workplace Behavior
Property Deviance
Page 321

20. Deviant Workplace Behavior
Political Deviance
Page 321

21. Deviant Workplace Behavior
Personal Aggression
Page 321

22. Responding to Poor Performance
Figuring out why there is deviant behavior and using an appropriate solution is key.
One behavior “may be caused by different factors at different times.”
Page 321

23. Responding to Poor Performance
Causal attribution theory: “process by which people assign causes to their own and others’ behavior”
Internal:
1. Effort
2. Ability
External:
3. Task difficulty
4. Luck
Page 321

24. Responding to Poor Performance
Fundamental attribution error: “tendency to overattribute a behavior to a cause within a person rather than to a situation”
Person –effort and ability
Manager bias yields toward focus on employee
Situation –task difficulty and luck
Employee need to maintain self-esteem yields to focus on situation
Page 322

25. Responding to Poor Performance-Coaching Process
Coaching Analysis
Coaching Discussion