Modelling Managerial Coaching During Pandemic: Strengthening Delivery System and Employee’s Well-Being

Abstract

This study investigates the impact of managerial coaching on employee well-being and training transfer during the ongoing COVID-19 pandemic. The study examines management using a managerial coaching approach within the public service sector using a qualitative approach that includes semi-structured interviews with 50 immediate supervisors (grades 36 to 54) with at least six months of divisional experience. The research aimed to achieve three primary objectives: firstly, to comprehend the impact of managerial coaching on employee well–being during the pandemic; secondly, to determine the connections between management coaching and employee self-efficacy; and third, to look at the function of employee self-efficacy as a mediator between managerial coaching and training transfer. The study’s findings show a positive relationship between managerial coaching and employee well–being, emphasising the need for good coaching methods in promoting mental and emotional health, particularly in remote work during the pandemic. The study additionally identifies a correlation between managerial coaching and employee self-efficacy, highlighting the role of coaching techniques in increasing workers' confidence in job performance and overcoming obstacles. Furthermore, the study reveals employee self-efficacy as a mediating factor in the relationship between management coaching and training transfer, emphasising the value of coaching for enhancing employees' confidence in implementing newly learned skills and information from training programs. In conclusion, this study emphasises the importance of managerial coaching in enhancing employee well-being, self-efficacy, and training transfer, providing useful insights for firms navigating the intricacies of the COVID-19 pandemic.