The new world of work requires managers to be performance coaches. Traditionally, coaching was viewed as one of the lesser responsibilities of a manager. With more emphasis being placed on the leadership role of managers, there has been a shift in the role of managers from controller to coach. On-the-job performance coaching remains a neglected management function in many organisations in South Africa. Coaching is imperative for the future success of an organisation because it helps employees build their competence and results in improved performance. The purpose of this study is to identify a core set of coaching values, knowledge and skills that underpin management practices amongst a sample of Eastern Cape managers. The literature review highlights the need for managers to become coaching managers. Five values (building trust, collaborating, learning, helping and empathy) and six knowledge/skills competencies (effective questioning, active listening, problem solving, giving feedback, motivating and reflecting) were identified as being used in best coaching practices. The research design used is predominantly quantitative. A survey questionnaire was designed around the eleven core coaching competencies identified in the literature review. A total of 72 questionnaires were distributed and 40 questionnaires were returned. The response data was analysed using descriptive statistics. The main value of the study is that it proposes a tentative coaching model that can be used by managers to help them function effectively in their new role of coaching manager. The research study has highlighted three broad competency areas (values, problem solving and facilitating) and their related competencies. At the core of the coaching model are five values (building trust, collaborating, learning, helping and empathy) that promote rapport and a coaching friendly environment. iii The model advocates a systematic problem solving process. When coaching opportunities arise on-the-job, the coaching manager uses facilitation skills (effective questioning, active listening, giving feedback, motivating and reflecting) to engage the employee in the problem solving process. / Human Resources / M.Tech. (Human Resources Development)

The new world of work requires managers to be performance coaches. Traditionally, coaching was viewed as one of the lesser responsibilities of a manager. With more emphasis being placed on the leadership role of managers, there has been a shift in the role of managers from controller to coach. On-the-job performance coaching remains a neglected management function in many organisations in South Africa. Coaching is imperative for the future success of an organisation because it helps employees build their competence and results in improved performance. The purpose of this study is to identify a core set of coaching values, knowledge and skills that underpin management practices amongst a sample of Eastern Cape managers. The literature review highlights the need for managers to become coaching managers. Five values (building trust, collaborating, learning, helping and empathy) and six knowledge/skills competencies (effective questioning, active listening, problem solving, giving feedback, motivating and reflecting) were identified as being used in best coaching practices. The research design used is predominantly quantitative. A survey questionnaire was designed around the eleven core coaching competencies identified in the literature review. A total of 72 questionnaires were distributed and 40 questionnaires were returned. The response data was analysed using descriptive statistics. The main value of the study is that it proposes a tentative coaching model that can be used by managers to help them function effectively in their new role of coaching manager. The research study has highlighted three broad competency areas (values, problem solving and facilitating) and their related competencies. At the core of the coaching model are five values (building trust, collaborating, learning, helping and empathy) that promote rapport and a coaching friendly environment. iii The model advocates a systematic problem solving process. When coaching opportunities arise on-the-job, the coaching manager uses facilitation skills (effective questioning, active listening, giving feedback, motivating and reflecting) to engage the employee in the problem solving process. / Human Resources / M.Tech. (Human Resources Development)