Effects of Coaching and Mentoring on Employee Performance in the UK Hotel Industry

Ramesh Neupane

46 citations0/0 files storedInternational Journal of Social Sciences and Management

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Coaching Methods and Impact Employee Performance and Management Mentoring and Academic Development

Abstract

This research aims to examine the effects of coaching and mentoring on Employee performance in the UK hotel industry. It also examines the extent of employee performance in association to coaching and mentoring; and examines the effects of coaching and mentoring on overall organisational performance. This study is based on cross-sectional method, deductive and quantitative approach. A sample of 172 managers and supervisors who have already worked as coach or mentors in the respective hotels are chosen by using convenience sampling technique. The survey strategy by using structured questionnaires was used for data collection. The collected data was analysed by using arithmetic mean, correlation, regression with the help of SPSS 20. This research confirmed that coaching and mentoring are positively correlated to employee performance and both factors have significant effect on employee performance. As the regression analysis shows that coaching has significant effects on overall employee performance as β = 0.466 and P = 0.007 which is less than 0.05. Similarly, mentoring has also significant effects on overall employee performance as β = 0.457, and P = 0.008 which is less than 0.05. Similarly, coaching and overall organisational performance are positively and significantly correlated as r = 0.707; and mentoring and overall organisational performance are also positively correlated as r = 0.456. The regression analysis shows that coaching has significant effects on overall organisational performance as β = 0.700 and P = 0.002 which is less than 0.05. But, mentoring has not significant effects on overall organisational performance as β = 0.010 and P = 0.961 which is greater than 0.05.DOI: http://dx.doi.org/10.3126/ijssm.v2i2.12323 Int. J. Soc. Sci. Manage. Vol-2, issue-2: 123-138

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 46 citations exist upstream.

References

2003Research design: qualitative, quantitative, and mixed methods approaches 2003Research Methods for Business Students 1972Introduction to research in education 1994Marketing Research: An Applied Orientation 1992An Introduction to the Five‐Factor Model and Its Applications 1991A Theory of Goal Setting and Task Performance 1991A Theory of Goal Setting and Task PerformanceA Theory of Goal Setting and Task Performance, by LockeEdwin A. and LathamGary P.. Englewood Cliffs, NJ: Prentice-Hall, 1990.1999A Handbook of Human Resource Management Practice

Cited by

2018Impact of Talent Management Practices on Employee Performance 2025Coaching and Employee Performance: The Mediating Effect of Rewards & Recognition in Malaysian Corporate Context 2020Online or offline? Coaching media as mediator of the relationship between coaching style and employee work-related outcomes 2023Analysis of Work Environment, Attitude, Coaching, and Servant Leadership on Job Satisfaction Mediated by Career Development (Literature Review Study)2023Mentoring and Coaching Programs to Improve Performance Management

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.