Title page for etd-0708118-183945


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URN etd-0708118-183945
Author Siew-Hong Png
Author's Email Address No Public.
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Department Human Resource Management
Year 2017
Semester 2
Degree Master
Type of Document
Language English
Title A Case Study on Coaching Culture in Jardine Restaurant Group, Taiwan
Date of Defense 2018-06-07
Page Count 77
Keyword
  • business performance
  • key success factor
  • Coaching
  • coaching culture
  • Abstract In this modern environment, the real asset for an organization is no longer tangible. The real asset is the people who are working for the organization. The human capital is a very important asset in the company. Organizations has to spend time on people issues because ultimately it is people who create business, invent and deliver value and create performances. As coaching is about people, it is about unleashing the potential of people, so coaching culture is an effective way to enhance the company assets – people.
    Many people would think coaches refer to sport coaches and are not appropriate for workplaces. Although using coaching in workplace is not common in Taiwan, such practices are common in United States and Europe for more than 20 years. Many foreign studies have shared about the influences and impacts of coaching in workplaces. With this study, the organizations can understand the benefits of coaching in workplace and the ease of implementing the coaching culture using the critical success factors.
    This case study uses interview as methodology to understand how Jardine Restaurant Group (JRG) in Taiwan uses coaching in their organization and the benefits they get from coaching. There were four findings in this study which provides practical implications to those who would like to create coaching culture in their organizations. One of the findings has identified four critical key success factors in ensuring successful implementation of coaching culture namely setting vision related to coaching, a full support from top management, grounding what have been learned and leaders taking the lead to start using coaching in their management styles. In addition, this study also found that building coaching culture does not need to be in sequence. Organization can find the types of coaching methodologies that are suited to be used as their standard mode of operation. This study also found that through continuous learnings and cascading learnings to every employees will strengthen the culture while successor’s belief in coaching plays a very important key role in sustaining the culture.
    Advisory Committee
  • Jin Feng Uen - chair
  • Shu-Yuan Chen - co-chair
  • Liang-Chih Huang - advisor
  • Files
  • etd-0708118-183945.pdf
  • Indicate in-campus at 1 year and off-campus access at 1 year.
    Date of Submission 2018-08-09

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