Workplace Job Satisfaction in Britain: Evidence from Linked Employer–Employee Data

The paper examines the nature of workplace job satisfaction in Britain using an ‘overall’ and domain‐specific job satisfaction outcomes from linked employer–employee data. A measure of aggregate job satisfaction alone might mask domain‐specific differences in satisfaction, something the combined approach in this paper addresses. As well as controlling for a rich set of correlates on employees and their workplaces, the paper deploys alternative empirical models that account for employee‐ and workplace‐level unobserved heterogeneity. The paper reports interesting results on the link between job satisfaction and observed as well as unobserved characteristics of employees and their workplaces.     

Die Zukunft der Coachingforschung

The article presents a brief summary of the current state of research findings regarding both effectiveness (outcome) and factors contributing to the outcome (process) of coaching. The findings are presented along the dimensions outlined in Greif??s (2008) ??structural model of coaching effects?? as well as Kirkpatrick??s (1994) four-level evaluation taxonomy. The current state of research is critically analyzed and challenges for future research are outlined. It is suggested that coaching research needs to draw on both psychotherapy research and training evaluation in order to do justice to the process nature of coaching and its embeddedness in the organizational context. Promising research scenarios, namely the collaboration between academic research groups and professional coaching associations, and selected research approaches are described.     

A Trojan Horse? The implications of managerial coaching for leadership theory

This article examines the behaviours associated with managerial coaching and assesses the implications for leadership theory. Survey data from 521 line managers are analysed to: (i) identify the behaviours associated with managerial coaching, (ii) examine factors that affect the propensity of managers to undertake coaching and (iii) discuss the implications of the manager as coach role for leadership theory and practice. First, the analysis indicates that workplace coaching is distinct from specialized coaching practices. Second, demographic characteristics of individual managers, such as their age, experience or level of management qualification are unlikely to affect their propensity to undertake managerial coaching. However, leader-team member relationships (leader-member exchange) and occupational self-efficacy (OSE) are predictive of managerial coaching behaviours. Third, managerial coaching challenges traditional leader-centric models of leadership and requires an acknowledgement of reciprocity, collaborative ‘meaning-making’ and a diminished ‘distance’ between leaders and team members.     

Coaching bei Burnout-Gef?hrdung: Nicht noch mehr Stress!

Based on the subject ??burnout??, conditions and approaches for successful individual executive coaching are addressed. Burnout phenomena are assigned to the more global field of work-related stress management. First, diagnostic criteria for adequate application of individual coaching are defined ?C as opposed to psychotherapeutic treatment of stress or burnout problems. Moreover, with regard to executives already suffering from strong emotional stress, it is demonstrated that especially in the initial stage the focus should be rather on client-centered and solution focused approaches than on traditional concepts of stress management with strong goal and action orientation.     

Ein Pl?doyer f��r Coaching vor dem Karrieresprung als fest installiertes Angebot in Organisationen

The occupational transitions of executives are considered in concerns of the conceptions ??Social Support?? and ??Sense of Coherence?? by a four structured model of a transition cycle. Furthermore the importance of a coaching that recognizes the specific needs during the single phases of a professional transition is described. After all the idea of a coaching is supported, which becomes a status of a fixed installation in organizations. The executives are accompanied through the transition in order to reduce the psychological and organizational costs and finally to commit them and their team members for a long-term employment. In addition the special change from an expert to an executive is taken into consideration.     

Coaching- und Beratungsanliegen von Hochschullehrenden

In the last few years, there has been an increase in coaching and training for teaching staff at institutions of higher education??universities and colleges??to provide them with the skills to develop their roles and meet professional demands upon them. These services are usually provided by the institution??s own human resource department or external higher education institutions with teaching services. This article focuses on the typical concerns of the target group of lecturers teaching at academic institutions about teaching and the higher education system. It has been structured chronologically, to provide a frame of reference for coaching and guidance counseling services and serves as a guideline for such services in general.     

Freiburger Erfolgsfaktoren-Coaching

Grawe??s consistency model provides a theoretical basis for a deeper understanding of coaching in general and the change process that successful coaching must create. The Freiburger Success Factor Coaching presents an approach that is committed to its scientific foundation. The four critical success factors are derived from the consistency model and neuropsychological research: resource activation including the coaching relationship, clarification, accomplishment and problem actualization.     

Coaching in Introvision für weibliche Nachwuchsführungskr?fte: Erste Ergebnisse

Besides external factors certain thoughts and emotions also constitute a difficulty for women??s career advancement competence. How these thoughts form mental blockades when clumping together and how they limit women??s freedom of action and career advancement is illustrated by the research study ??mental blockades??. This study was part of the integrated research project ??Aufstiegskompetenz von Frauen??Entwicklungspotenziale und Hindernisse??. The results show that mental blockades of female executives can be reduced with the help of introvision coaching.     

The Role of Positive Psychology in Enhancing Satisfaction,Motivation, and Productivity in the Workplace

Abstract

Positive psychology offers scope for enhancing satisfaction, motivation, and productivity in the workplace. Wiegand and Geller (2004, this issue) point to a number of strategies to enhance individuals' success orientation and conclude their discussion with the actively caring model which appears to be a useful means of representing pivotal facets of a positive and supportive workplace climate. The discussion in this article extends some of the concepts presented in their paper, adapts a model of motivation to develop the Occupational Motivation and Engagement Wheel, and also further discusses some particularly key strategies alluded to by Wiegand and Geller. These include a discussion of workplace resilience, authoritarian versus authoritative leadership/management styles, motivating workplace climates, personal bests, staff morale, flow in work, the value individuals attach to tasks and outcomes, and the centrality of relationships in the performance context. The article concludes with a multi-level “broaden and build” framework for enhancing satisfaction, motivation, and productivity in the workplace.     

Die Bedeutung von Vertrauen im internen Coaching

This article addresses the interface of personal trust and trust in the organization in internal coaching taking particular account of the fact that the coach is part of the organization. The consequences of the mode of assignment, i.e. the circumstances under which the coaching is initiated, the importance of neutrality, discretion, voluntariness and the importance of the coachee??s previous experience with the organization are discussed. The article also explains which aspects affect trust development and how trust building in internal coaching can be improved.     

Wirksames Karriere-Coaching: Ein Grundlagenmodell

This paper presents a theory- and research-based model for career coaching. It distinguishes four main areas of career coaching contents: (1) self-knowledge; (2) occupational and career knowledge; (3) career decision-making and career planning skills; (4) attitudes towards oneself and one??s career. The four content areas are addressed in a four-phase process (1) communication: problem analysis and establishment of coaching relationship; (2) analysis: working on the causes of the career concern; (3) synthesis/evaluation: developing and evaluation courses of action; and (4) execution: development of plans and strategies for goal implementation. The paper describes core elements of this model and shows how it can be applied in coaching practice.     

Kirche coacht F��hrungskr?fte

In the paper we investigate whether coaching, which is carried out by qualified coaches of the Church, can provide the customers with added value. The survey results are based on interviews with managers of small and medium-sized organizations. It turns out that the interviewed persons have a very strong interest in coaching, which is carried out by representatives of the church. The customers point out, that coaches can talk with a Christian background new perspectives such as ethics, morals and values. It is also clear that coaching should not be intended by religious instruction, but must attach to problems that result from the marketing economic environment of the customers. It is shown in conclusion to note that variables with a possible implementation of coaching as a business area within the study area ??Church and economy??.     

Kann denn Coaching Führung sein?

May coaching be leadership? An analysis of literature on the term coaching. An analysis of the German-speaking literature about coaching shows for what the term Coaching or rather the title coach is used in actual publications dealing with the leading manager as a coach. It becomes apparent, that coaching is not seen as a specialized advisory profession. Instead the term is used as an alternative expression for leadership vocabulary as management style or managerial functions. The elaboration of terms and concepts concludes, that semantically it is meant leadership when it comes to the concept of the coaching manager. To be an exception, the management by systemic approach forms a brand-new perspective about organizations. However, to give respects to the German-speaking coaching community there should be a difference between leadership and coaching as well as notions and titles should be used more accurate among professional management coaches.     

Einführung von Internem Coaching in die Organisation eines Handelsbetriebes

This paper deals with the requirements analysis of an internal coaching concept in the organisation of a merchandising company and its following implementation. The aim is to offer the advantages of coaching to the middle and lower management as the top management already receives benefit from individual coaching. The requirements analysis was based on interviews with nine department managers using a pre-structured questionnaire. Based on these interviews a customised coaching concept for this company was defined: coaching is an optional, temporary, individual, method conducted, trust-based, internal consulting service for new leaders.     

Übungsformen in Coaching-Weiterbildungen – Ergebnisse einer Online-Befragung

Coaching training research has up to now, from an evaluative perspective, mainly considered the participants’ satisfaction and competence development. The present study, however, focuses on the conceptualization of trainings, specifically the practical parts and the exercise forms which are used in coaching trainings. In the course of an online-survey, data from 209 coaching trainers could be obtained.     

Do Human Resource Practices Enhance Organizational Commitment in SMEs with Low Employee Satisfaction?

This paper considers a large matched employee–employer data set to estimate a model of organizational commitment. In particular, it focuses on the role of firm size and management formality to explain organizational commitment in British small and medium‐sized enterprises (SMEs) with high and low levels of employee satisfaction. It is shown that size ‘in itself’ can explain differences in organizational commitment, and that organizational commitment tends to be higher in organizations with high employee satisfaction compared with organizations of similar size with low employee satisfaction. Crucially, the results suggest that formal human resource (HR) practices can be used as important tools to increase commitment and thus, potentially, effort and performance within underperforming SMEs with low employee satisfaction. However, formal HR practices commonly used by large firms may be unnecessary in SMEs which benefit from high employee satisfaction and positive employment relations within a context of informality.     

Gruppen leiten und beraten

Coaching and leading of groups is on one hand a basal competence in higher education, on the other hand it makes high demands to academic developers, who as ??new professionals?? support the development of this competence. The following contribution is concerned with a continuous education for professional academic developers, which places with this objective coaching as consultation format and methodology for leading groups in the center. This program, conceptualized by the authors, is the first of its kind in Germany. It started at the center for higher education of the Technical University Dortmund in April 2011 and will be completed in June 2012.     

Perceived Nuclear Risk, Organizational Commitment, and Appraisals of Management: A Study of Nuclear Power Plant Personnel

This study examined to what extent nuclear risk perceptions, organizational commitment (OC), and appraisals of management are associated with each other among nuclear power plant personnel. The sample consisted of 428 nuclear power plant workers who completed a questionnaire at their workplace. Perceived nuclear risk and OC were most closely related to the appraisals of the top management of the organization. As the trust in and satisfaction with the top management increased, perceived nuclear safety and acceptance of the organizational goals and values heightened. This result is discussed in the context of industrial safety management.     

Konfliktcoaching und Mediation, Ergänzung oder „Konkurrenz“?

Conflict-coaching and mediation: complement or competition? The author illustrates mediation and conflict-coaching as methods of conflict management of particular importance. Mediation acts as current conflict management in organization, conflict coaching performs more an advisory function. Additional increases coaching as method of personnel development the competence of conflict management of executives. The lines between mediation and coaching are often blurred.