Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry

TLDR

Coaching has received considerable attention as line managers increasingly take responsibility for employee learning and development, yet little empirical research measures specific coaching behaviors or links them to performance. The study aims to examine supervisory coaching behavior and its association with employee job satisfaction and performance. A survey of supervisors and employees in an industrial context was conducted to assess supervisory coaching behavior and its association with job satisfaction and performance. Results indicate that supervisory coaching behavior is positively associated with employees’ job satisfaction and performance.

Abstract

Abstract Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching behavior and employee performance. This survey study integrates the perceptions of supervisors and their respective employees to examine supervisory coaching behavior in an industrial context and to assess its association with employee job satisfaction and performance. Findings suggest that supervisory coaching behavior is positively associated with employees' job satisfaction and performance. Implications for research and practice are presented.