Dissertation on Coaching and Mentoring: Workforce Productivity Impact

This dissertation investigates the impact of coaching and mentoring programs on workforce productivity, focusing on their introduction and implementation within a local government council. The study compares traditional and e-coaching/e-mentoring approaches, addresses challenges associated with these interventions, and employs a mixed-methods research methodology, including thematic analysis of interview data. Key findings highlight the positive effects of coaching and mentoring on employee morale, skills development, and overall service delivery. The research also acknowledges limitations and suggests future implications for enhancing human resource practices in similar organizations. The dissertation concludes by emphasizing the importance of tailored coaching and mentoring strategies to improve workforce competence and organizational performance.

Dissertation on Coaching and Mentoring 1
Coaching and Mentoring Impact on Workforce Productivity to Introduce and Implement
Coaching and Mentoring to a Local Government Council
B804 Dissertation (HRM) TMA1

Table of Contents
1CHAPTER ONE: INTRODUCTION............................................................................................5
1.1Background.............................................................................................................................5
1.2Problem or Issues....................................................................................................................6
1.3Rationale.................................................................................................................................6
1.4Research Aim and Questions..................................................................................................7
1.5Target Respondents for the program.......................................................................................8
1.6Research Method....................................................................................................................8
2CHAPTER TWO: LITERATURE REVIEW ...............................................................................9
2.1Introduction ............................................................................................................................9
2.2The Integration of Coaching and Mentoring Programme Positive Impact on Workforce
Productivity .................................................................................................................................9
2.3The Comparison between the Traditional Programmes and the E-Coaching and E-
Mentoring Approaches...............................................................................................................12
2.4The Challenges linked with the Intervention of Coaching and Mentoring Programmes.....16
3CHAPTER THREE: RESEARCH METHODOLOGY..............................................................22
3.1Introduction...........................................................................................................................22
3.2Research Philosophy.............................................................................................................23
3.3Research Approach...............................................................................................................25
3.4Research Design....................................................................................................................26

Dissertation on Coaching and Mentoring 3
3.5Types of Investigation...........................................................................................................26
3.6Sample Size and Target Audience........................................................................................27
3.7Sampling Technique.............................................................................................................28
3.8Research Instrument..............................................................................................................29
3.9Data Collection.....................................................................................................................29
3.10Data Analysis .....................................................................................................................30
3.11Ethical Considerations........................................................................................................31
3.12Gantt chart ..........................................................................................................................33
3.13Chapter Summary ..............................................................................................................33
4CHAPTER FOUR: RESULTS AND FINDINGS.......................................................................34
4.1Thematic Analysis................................................................................................................34
4.2Results and Findings ............................................................................................................37
4.3Discussion.............................................................................................................................41
4.4Chapter Summary.................................................................................................................47
5CHAPTER FIVE: CONCLUSION.............................................................................................48
5.1Summarized Findings ..........................................................................................................48
5.2Research Limitations............................................................................................................49
5.3Future Implications...............................................................................................................50
6References....................................................................................................................................51
7Appendices...................................................................................................................................60

7.1Appendix A – Interview Questionnaire ...............................................................................60
7.2Appendix B – Key Notes to the Research Study..................................................................60

Dissertation on Coaching and Mentoring 5
1 CHAPTER ONE: INTRODUCTION
Coaching is described as a development where an experienced person (called a coach)
trains the learners, clients, etc. so that they can achieve their both personal and professional
targets and goals within a shorter time span (Killion, Bryan and Clifton 2020). On the other
hand, mentoring is the process where two people who often possess the same professional goals
or targets help guide the less experienced person(s) to achieve their aims. (Waljee, Chopra and
Saint 2020).
Mentoring and coaching are development approaches depend on the usage of one to one
conversations for enhancing an individual's work performance, skills and knowledge. Coaching
focuses on producing optimal improvement and performance at work. It aims at particular goals
and skills, although it may also have an effect on personal attribute of an individual like
confidence or social integration. This is the procedure that lasts for a defined time duration and
assists in forming the basis of great management style. In simpler words, it is understood that
coaching may be referred as significant non-directive way of development and it focuses
improving and increasing performance. It develops an individual so that the assigned work could
be completed in effective and efficient manner. The activities of coaching are assigned and
formed with the motive of organisation as well as individuals. It offers individuals with the
opportunity of of assessing strenths and weaknesses so that development areas could be easily
determined.
Mentoring is referred as describing a relationship in which specialists and the person who
has great experience act as mentor and share their respective knowledge for supporting the
development of inexperienced and new individual who is new to the field. It focuses on the skills
of listening, questioning, reframing and clarifying that are also related with coaching.

Dissertation on Coaching and Mentoring 6
It is identified that coaching is more likely to be short term from 6 months to 1 year with
a prticular outcome in mind. Some coaching relationships could be of longer duration based
upon objectives achieved and wants to achieve. On the other hand, relatioship of mentoring is of
long term which lasts a year or two and in some cases more than two years. Coaching could be
referred as more performance driven that is specifically designed for improving on the job
performance of professionals whereas mentoring is focussed towards development, it just not
only focuses current job function of professionals but focuses on overall career development of
an individual.
Mentoring and coaching are two different concepts and their common differences are
explained below:
Mentoring Coaching
The structure of mentoring is very informal as
it is organised by informal meeting according
to the requirement of mentee.
The structure of coaching is more traditional as
it follows scheduled meetings like monthly,
weekly or bi-weekly.
The agenda of mentoring is established by
mentee. The mentor is responsible for
supporting the agenda.
The agenda of coaching is created by coachee
as well as coach in respect of meeting the
certain requirements of the coachee.
Structure of the research
Introduction:
Introduction is referred as foremost chapter of the dissertation because it gives
introductory data and facts in relation to the topic of the dissertation. In this part, investigator
provides proper time period to develop the project systematically, effectively and efficiently.

Dissertation on Coaching and Mentoring 7
Introduction is the face of the dissertation because it is the first section that is read by the reader.
It is important for binding whole data and information represented in the dissertation report from
the section of introduction because it provides impressive start as it would create great
impression in the reader's mind for the generated report.
Literature review:
Literature review is defined as second chapter for the dissertation project. In this
researcher has aimed towards addressing questions of the dissertation through journal articles.
The collected data by articles are shown in own words so that pre-defined objectives can be
easily attained. This specific section considers techniques of secondary data collection method to
collect apt fact and information related to the topic. This section involves data that is already
published by different authors and writers. This section also involves review of journals, articles
and books, newspapers, magazines, websites of organisations because all these sources have
great piece of information for achieving the pre-defined objectives of dissertation report in
systematic manner. Literature review always has great contribution in the research because it
provides great clarification about the study. It is one of the information holding and significant
sections of the dissertation as it provides great learning to researcher as well as reader.
Methodology:
This is the third important chapter of the dissertation, it is considered for presenting all
the material information and facts in the given report. The major purpose of the present chapter
in the dissertation is confirming the relevancy and authenticity of the research study. In the given
context, primary as well as secondary research method are being taken into consideration. It
includes appropriate data in relation to methodology and the examination that could be validated.
This chapter gives different methodologies that facilitate in gathering and analysing apt
information for meeting objectives of the investigation without taking longer period of time. The
current investigation is based upon quantitative research that focuses on collection of statistical
in relation to the topic of dissertation report.
Results & Findings:
Results & Findings is the fourth chapter of investigation that covers research findings and
data interpretation. Basically, it is the summary of research findings and data interpretation. It is
the section that covers all material and statistical data and facts with pre-determined questions of
investigation with research objectives and aim. Hence, this section in the whole investigation is

Dissertation on Coaching and Mentoring 8
significant because reader could easily analyse all the related information and facts presented in
the dissertation.
Discussion, conclusion and recommendations:
It is the last chapter of the dissertation report, in the discussion chapter data collected
through primary and secondary resources are being discussed and analysed. This discussion
chapter gives the whole synthesis of gathered data through primary as well as secondary sources.
After that there is conclusion chapter that includes summary of the whole collected information
in proper and systematic manner. After giving summary of whole investigation recommendations
are involved so that problems faced within the study can be resolved or mitigated completed. It is
significant to complete the whole dissertation report systematically and properly.
1.1 Background
In November 2018, I had the opportunity to travel on a family vacation to a city in Nigeria,
Ibadan, Oyo state, where I was born and decided to use the opportunity to walk into a local
government council office to obtain my birth certificate as I did not remember getting one in the
past. When I got to the office, I was directed to the help desk and eventually sat to be called
upon. It later dawned on me I had spent a better part of the day waiting to be attended to, despite
inquiring from the help desk when I got there earlier. I saw a staff member grumpily walk past
me to take a cigarette break; I ran after him to ask if he could assist me. I humbly greeted him
and requested I have a word with him; he responded then we got talking. He probably figured I
was not from his locality because of my British accent; he hesitated until I told him my mission
there. The outcome of our chat got me a seat in the duty manager’s office; while discussing with
her, I dared to ask to be allowed to engage their HR department to make the council function to
its full potential.
In February of last year, I discussed with the head HR department if I could do my dissertation
on implementing the coaching and mentoring process in the institution, and he said they would
be more than happy to help and assist with everything I need towards this. The entire case

Dissertation on Coaching and Mentoring 9
reflects the importance of mentoring while highlighting issues the behaviour has exhibited in
terms of engagement as the usage of the right-mentoring method would have mitigated the issue,
and more importantly, it would have resulted in the development of the right-engaging
behaviour. This research aims to address how mentoring and coaching can be beneficial in
improving workforce competence in this regard.
1.2 Problem or Issues
The importance and implementation of the coaching and mentoring programmes within the
institution's framework provides civic service to the community in the state. The staff may face
challenges regarding the output of service delivery from both walk-in clients and other staff due
to low self-esteem and dampened general work morale. For example, a study conducted by Oku
et al. (2017) indicated that staff members often feel discouraged when they experience poor
behaviour from their mentors as their opinions is discarded and devalued. That is possible with
the help of specifically skilled professionals who will talk and air their opinion and voices like
coaches and/or mentors.
1.3 Rationale
These problems require to be addressed effectively and professionally for staff to overcome the
problem and their overall service output to be positively impacted. This will also have a ripple
effect on other stakeholders, i.e., the walk-in clients and the community. As the institution deals
directly in civic service, the ground workers must have the professional expertise and sense of
belonging like the other parastatals within the government that deals on a day-to-day with clients
and are up to the task because their morale is high, and they are well-coached to manage the
nature of the job.

Dissertation on Coaching and Mentoring 10
On the other hand, human-resource-related issues are prevalent in the Nigerian sector as
individuals from the average-income class are often demotivated and devalued. Civil Servants
tend to experience broader HR issues, and thus it demotivates them to carry their duties
righteously (Aworh, et al., 2013). The respective statement can be further approved by reviewing
the example where several complaints by some ground staff are made as they do not understand
how their predecessors handled the stress of the job that had been out in the open, which means
some of the older and experienced employees need to re-train the new ones.
With the current situation of the global pandemic (Covid19), e-coaching and e-mentoring are
new dimensions taken by the professional bodies to help support organisations and institutions
maintain these services' delivery when needed. Every session remains discreet and professional
and helps the staff member that is shy or not comfortable to speak publicly voice out issues that
are affecting their productivity.
Coaching is set to help in various aspects, i.e., it helps increase work /job satisfaction positively,
it helps to enhance skill in problem analysis and strategic thinking respectively, increases
employee’s self-confidence, and promotes career growth amongst. (Aworh, et al., 2013).
Mentoring programmes are set to help develop diverse areas in an organisation, i.e., the
experienced staff provides knowledge to the inexperienced staff, while the improved junior staff
encourages the newly joined staff who in turn gains recognition at the workplace, etc.
1.4 Research Aim and Questions
The preliminary questions are crucial for the development and compilation of any research as it
is the report/feedback that points to the path of the research. The preliminary question will help
acquire the target within the specific timeline and tackle the low morale and self-esteem that
affect their service productivity.

Dissertation on Coaching and Mentoring 11
The preliminary question that requires consideration is:
 Would the introduction of a coaching and mentoring programme positively benefit the
output of the workforce?
1.5 Target Respondents for the program
The institution has various employee/cadre levels and graded by their level of qualification and
longevity at work. This research will focus on a targeted category of employees because of the
volume of staff. Target respondents are.
 New entrant [level 1-4]
 Mid-level employees [level 5-9] and some senior manager
 Senior employees [level 10-14]
leaving the directors to other programmes of development)
1.6 Research Method
The research methods I have chosen to deliver this project are based on qualitative interviews.
Interviews will be conducted with four managers to assess their opinion on the importance of
mentoring and coaching to improve workers' performance. Moreover, the questionnaires for the
interview will be sent via email. However, significant consideration will be given to ethical
values by ensuring that consent from each manager is taken before conducting the interviews.

Dissertation on Coaching and Mentoring 12
2 CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
Literature review is described as the chapter that takes assistance of secondary sources
such as books, newspapers, articles, journals, websites, already filled surveys, interview etc. All
these sources effective in gathering relevant information so that objectives and questions of the
dissertation could be easily attained and achieved. Literature review is the section that holds
appropriate data to meet objectives in systematic manner.
In the present dissertation, relevant and reliable information has been collected about the
coaching and mentoring on productivity of workforce. With the assistance of secondary sources
valid data is taken out so that proper comparison between E-coaching and E-monitoring
approaches and traditional programmes. It is determined that coaching and monitoring is
significant because it assists in increasing and improving the knowledge and skills so that
assigned activities and tasks could be easily attained.
In this there are certain themes that are required to be met so that defined objectives and
goals could be attained. The following themes are targeted to achieve in the literature review.
◦ Integration of Coaching and Mentoring Programme Positive Impact on Workforce
Productivity
◦ Challenges linked with the Intervention of Coaching and Mentoring Programmes
◦ Comparison between the Traditional Programmes and the E-Coaching and E-
Mentoring Approaches

Dissertation on Coaching and Mentoring 13
The purpose of mentoring is to focus on the development, which is not limited to the
workforce organisational performance and productivity but accounts for functionality that is
beyond the specification of the current job description (Bachkirova, et al., 2020). In this chapter,
the previous studies related to the importance of coaching and mentoring have been analysed.
2.2 The Integration of Coaching and Mentoring Programme Positive Impact on Workforce
Productivity
According to Trullen, et al. (2016), most organisations face issues in managing workforce
productivity even having the utmost strategies and programmes for skills and learning
development. The identified reason is that the human resources specialists fail to understand the
difference between the coaching and the mentoring programmes. Thus, their integrations go
against the goals and objectives that need to be achieved in terms of workforce productivity
(Serrat, 2017), It referred to the conceptualisation of mentoring as the holistic approach. As the
holistic approach theory implies, human resources must consider the mentoring support for the
employees instead of addressing the needs or dimensions that are only limited to the employees'
job descriptions. The study is determine that HR professionals pay more attention in on the
coaching and also mentoring program so that managers can effectively enhance the productivity
level of their workforce. HR manager need to take the expert advice so that manager can
properly analyze specific problematic area which can provide the adverse impact on the
performance and productivity of the employees. With the proper guidance of experts and
specialists, employees can effectively improve their performance level and participate in
promotional activities order to develop their job position (Long, et al., 2018),
Coaching is considered as the high performance practice as compared to the mentoring. The
rationale to integrate the coaching is to improve the employees' professional skills that are

Dissertation on Coaching and Mentoring 14
mainly required to achieve the organisational goals and objectives (Dahling, et al., 2016). On the
basis of Kolb’s theory, there is a need to understand the experiences an organisation requires to
achieve its goals and objectives based on which the workforce's useable knowledge needs to be
transformed (Yamazaki, et al., 2018).
Coaching programs are helpful to improve the effectiveness of the employees so that we can
effectively perform their task in their own style the proper maintenance of the specific
guidelines which are provided by the HR professionals. Coaching programs are integrated with
the leadership training session which can develop the leadership quality of the workforce ( Grant,
2017). It also indicates the evaluation of the systematic problems that appear due to the lack of
expertise, skills, and knowledge required to fulfil the organisational task. On the other hand,
(Lacerenza, et al., 2017); claimed that perceiving the achievement of workforce productivity
through positive aftermaths of coaching and mentoring programs. There is a specific difference
between the coaching and mentoring. In context of coaching, it can be useful to measure the
performance, set specific standard which is useful to generalize the productivity level. Coaching
is useful to increase the awareness in each and every individual and pull out the solution. In term
of mentoring, it can increase the maturity and understanding level instead of skills, ongoing
process which can be last for the longer time period (Scerri, et al., 2020).
Similarly, along with narrowing the focus on the job description-based skills, the workforce’s
productive performance depends on the other priorities linked to the employees. (Singh &
Behera, 2016), consider these influences presented by Maslow’s Hierarchy of Needs Theory for
employees’ performance productivity improvements. This theory determine that effective
managerial practices include the identification of the employee needs and the differences occur
in those needs with respect to their organisational requirements. It has a direct impact on the

Dissertation on Coaching and Mentoring 15
mentoring program design. The research identifies that most managers fail to retain the employee
performance even though integration of the mentoring programmes is present. The identified
rationale is that while developing the mentoring programme the employees' motivational needs
are neglected or often ignored. Naim (2018) , mentioned an employee going through issues of
financial instability or the emotional phase might not be interested in the training and
development sessions, as they are positioned at the self-esteem or self-actualisation level of the
motivational hierarchy. In relevance, the managers are also suggested to intervene in the
performance appraisals and feedback through the one-on-one method that could also support in
evaluating the needs and the motivational patterns of the employees (Solomon & van Coller-
Peter, 2019)
Moreover, Özduran & Tanova (2017), coaching and mentoring providing positive impact on the
workforce and also improve their behavior to what their job role. With the help of both coaching
and mentoring, employees can effectively improve their working life balance and show their
active participation in the organizational activities. Coaching and mentoring both factors can
influence positive workforce in various ways such as improve the employee’s engagement,
enhance employee retention, leadership development, improve the value and beliefs of the
employees so in this way both factors can influence positively on workforce performance.
On the other hand, Marciniak (2018) while discussing the importance of the management’s
perceptions for integrating the coaching and mentoring sessions revealed that the programmes
achieved positive benefits when managers consider the presence of employees’ traits. Presence

Dissertation on Coaching and Mentoring 16
of effective communication, open flow of knowledge, the collaborative environment, emotional
intelligence and appreciation for creative skills, engagement, and empowerment are providing
positive impact in the effectiveness of the workforce.
Furthermore, Pousa, et al. (2017) declared that in the service sector, mainly addressing the
coaching programmes needs for the frontline employees, it is identified that managerial coaching
programmes contribute consistently to efficacious performance. However, these programmes
only remain valid for the initial stages of career development. In the long run, managerial
Coaching's efficacy becomes stagnant, delivering no further growth of productivity or change in
performance. In a distinctive perspective, Pousa, et al. (2018), determined that empowerment is
considered as the degree of the autonomy which can improve the self determination and only
work force so that they can appropriately improve their moral and become more responsible to
what their job role. With the help of proper coaching sessions, employees can improve their
skills and empower themselves as improve their productivity level and participate in the decision
making process of company.
The structured conclusion revealed that the female gender is more efficient in seeking
motivation and delivering positive aftermaths of managerial coaching. Comparatively, to males,
the females’ behaviour is more prone to change adaptability resulting in positive performances
after coaching. (Huszczo & Endres, 2017) while addressing the gender specifications in coaching
programme success evaluated that male’s gender self-evaluations, behavioural, and motivational
aspects are different from those of females. Thus, the Coaching or the mentoring programmes'
success is also dependent on the gender preferences the managers have considered while the
development of the programmes.

Dissertation on Coaching and Mentoring 17
2.3 The Comparison between the Traditional Programmes and the E-Coaching and E-
Mentoring Approaches
With the continuous changes demanded by the external environment competitiveness in the
business arena, it is identified that the organisation has shifted to the higher quality practices of
the strategic human resources. It is claimed that the internationalisation and continuous aspects
of diversity have led to the change adaptability in the working environments and workforce,
which although exhibits substantial performance productivity, also depicts the challenges the
management and the workforce must go through. E - coaching and E- mentoring is become
trending now a days and after the adaptation of digitalization, most of the organization and
people are continuously connecting with the online platforms in which they can effectively
attend coaching sessions and get effective mentoring anytime and anywhere. E coaching and E
mentoring are influence positively on employee’s performance (Tweedie et al., 2019).
While explaining the significance of traditional methods of skill development, i.e., training,
mentoring, or Coaching, Shen & Benson (2016) managers were responsible for developing the
specific climate that could motivate the employees to pursue the learning of skills and career
development positively. Besides, Woo (2017) witnessed that the organisational human resources
that focus on the innovative procedures for employees coaching, and mentoring achieves highly
transformed results. It is identified that the innovative strategies encourage the engagement and
enhance the employees' empowerment that motivates them to consider collective learning,
individual learning, and understanding the importance of the change methods of coaching and
mentoring. Song, et al. (2018) coaching sessions are useful to improve the skills and
competencies of the employees so that they can appropriately improve their performance and

Dissertation on Coaching and Mentoring 18
develop their self learning process. Through proper coaching and mentoring, employees can
improve their behavior and adopt a positive mindset so that they can forcibly don't with other
workers employed and employer (van Coller-Peter & Manzini, 2020)
Addressing the change of e-mentoring and e-coaching, it is identified that these are the methods
that deliver the flexibility of learning, accessibility, and openness to the workforce, promoting
collaboration among the teams.
Another significance of e-coaching or e-mentoring is that these innovative online considerations
provide ease of accessibility for the employees during the busy working hours. It also means that
digital platforms are also delivering the efficiency of real-time communications and discussions,
which enhances the validity of competitive knowledge sharing and skills learning.
(Lytovchenko, 2019), claimed that in comparison to the traditional methods, e-mentoring and e-
coaching are substantial as they enhance employees' motivation to attend the online sessions due
to freedom and flexibility. Further, evaluating e-mentoring, it is revealed that the conscious and
unconscious levels of employee understanding are more opted to social networking and digital
grounds, such as e-chatrooms or e-classrooms, compared to the traditional methods. Perhaps, in
e-mentoring, there is also an advantage of instant messaging and unconscious emotional
reflection towards the digital portal engaged for the employees to get themselves skilled
(Lawrence, 2017).
On the other hand, referring to e-coaching, (Sitko-Lutek & Jakubiak, 2020), provides diversity in
the context of innovative knowledge learning. The traditional coaching method intervenes in a
hierarchical manner that limits the flow of knowledge, exempts the requirements of the
instructions, and either neglects or completely avoids the requirement of experiential knowledge

Dissertation on Coaching and Mentoring 19
sharing. On the comparative paradigm, e-coaching is identified as the non-hierarchical
partnership that through virtual and analogical modes intervenes an assorted level of knowledge,
through sharing innovative experiences and skills from around the world. (David, et al., 2018),
framed it as the achievement of real-time substantiality of the coaching practice that confirms the
achievement of competitiveness through a well-informed and high-knowledge workforce panel.
There are some specific challenges of e- coaching and e- mentoring such as lack of
organizational culture, lack of value of coaching, lack of management support, low level of
skills, lack of the time & resources. Traditional approach of coaching and mentoring are also
effective and improve the effectiveness of the workforce. Through traditional approach, it can
enhance the direct interaction and improve communication process.
(Alhadlaq, et al., 2019); (Fowler, et al., 2019), highlighted that the current working environment
that demands collaborations, diversity, effective communication, and active learning exhibits
implications of the Social Exchange Theory. In terms of e-mentoring, the Social Exchange
Theory of E- mentoring presents the knowledge exchange process method. It delivers the
essential benefit of operational cost minimisation that is linked with mentorships while offering
the benefits of developing behavioural understanding through direct communications and
collaborations. (Naim, 2018), explored and stated that e-mentoring practices through one-on-one
sessions or virtual group sessions deliver psychosocial benefits. It includes balancing the self-
esteem and self-recognition motivational level of employees, with the building of confidence.
Also, the initiation of the e-mentoring is comparatively preferred more than the traditional
method because it reduces the presence of partiality while training employees (Adams, et al.,
2016). Furthermore, (Bishop, 2016); favouring the e-mentoring, articulated that along with cost-
efficiency, it delivers time efficiency and connects the departments, even across the borders

Dissertation on Coaching and Mentoring 20
within a real-time sharing the information and knowledge that can be ultimately and
spontaneously used in the mitigation of productivity risk levels. Mentoring factor considered
various strength such as employee feel supported, employee can see the new opportunities,
employees can get rapid feedback system which can enhance their performance. There are some
weaknesses containing by the mentoring such as mismatch pair, frustration, heavy reliance,
unveiling monitoring by senior manager (Lindsay, et al., 2017).
Sallaz (2017) while discussing the diverse workforce negativities explained that still there are
employees that hold derogatory perceptions when it comes to gender, cultural, or behavioural
differences within the working environment or teams, mainly in customer services domain.
Under such circumstances, it is identified that there are fewer chances of coaching to remain
effective if performed manually (Walter, et al., 2017). On the contrary, the integration of e-
coaching supports the elimination of the derogatory practices, retaining the interest of the
employees solely for the purpose of coaching .E - coaching and E - mentoring patience are
useful for those employees who are not able to attend in the centre. With the help of this session,
employees can appropriately get proper direction and guidance at their own native place so that
they can adapt all the consideration of these sessions and improve their profession and personal
development.
. It is mainly because the electronic modes of communication, delivering the flexibility to access
the digital coaching haul, avoids the unconscious intervention of differentiation and
discrimination. Kiffin-Petersen & Soutar (2020) discussed the personality traits of employees in
customer services and highlighted the difference between introverts and extroverts. It is

Dissertation on Coaching and Mentoring 21
identified that the traditional modes of coaching and mentoring still hold the knowledge gaps for
the introverts as they remain unclear of the commands or the skills being coached to them,
exhibiting the obscurity towards the strategic features or skills that need to be learned.
Comparatively, in an e-coaching environment, there are consequential options, such as the
rereading of threads created by the coach, the non-hierarchical chats, and the element of
questioning (Barnová, et al., 2019) , praising the e-coaching domain as the strategic human
resources efficiency mentioned that e-coaching the users is comparatively more active than in the
traditional method. The rationale is instead of physically present in the room and searching for
the route to ask the query, the e-coaching platform delivers interactive efficiency as the
employee is connected to the computer-mediated interface, instead of the hierarchical coach. It is
said that these systems of e-coaching and e-mentoring makes employees more viable, interactive,
reliable, and accountable in terms of their skills and performances, as the obscurity decreases
albeit the personality traits remained unchanged, yet ineffective to the organisational productivity
(Hunt, et al., 2019) determined that E- coaching are beneficial for the employees because with
the help of e-coaching, employees can effectively attend the coaching fashion on their
convenient time period and improve their effectiveness with the help of proper working life
balance. Coaching sessions constantly improve their professionalism and increase the decision
making power of the employees (Stray & Moe, 2020).
2.4 The Challenges linked with the Intervention of Coaching and Mentoring Programmes
3 Khumalo (2019) addressed issues of the employees belonging to the government service
firms. It is critiqued that there is a lack of focus on career management that causes low
motivational grounds for the employees to perform. Besides, it negatively impacts customer
services. It is identified that the absence of professional human resources management lacks

Dissertation on Coaching and Mentoring 22
in mentoring, coaching, and feedback mechanism, causing the employee to suffer in terms
of career growth and corporates in terms of lacking performance.
4 However, Townsend, et al. (2017) claimed that there are negative ailments that lead to the
low morale of the employees. It is identified that the government's financial instabilities and
the leadership's inability to avoid the derailment factors impose restraint on the employees’
growth and development (Rui, et al., 2017), suggested that still, the governmental firms are
practicing the bureaucratic or authoritarian leadership styles that are blocking the path of
employees to seek opportunities. Similarly, organisational productivity remains stressed and
subjected to low standards as the failure of the participative or transformational leadership
occurs. (Wallin, et al., 2020), claimed that in the coming future the technology will further
boost the diversity, as the online streams will intervene in the working culture. With the help
of advanced technologies, employees can effectively adopt improve their skills and adapt
latest trends in order to boost their performance level and also improve their effectiveness.
Organization need to adopt high level of technologies and software system so that
employees can get technological environment in which day can effectively and easily access
all the working operations via proper mentoring of their supervisors.
5
6 On the other hand, Adisa, et al. (2017) research evaluations claimed that Nigeria being an
underdeveloped country still faces the issues of adequate recruitment and selection
processes. It is critiqued that the human resources in the country are still lacking the
understanding of its strategic responsibilities. Meanwhile, the continuous practice of
favouritism, gender, age, and ethnic discriminations further increases the challenges of
delivering adequate Coaching and mentoring to the hired employees. (Okuboyejo, 2016),

Dissertation on Coaching and Mentoring 23
also claimed that the organisational performance suffers because leaders instead of
considering the Coaching and mentoring the employees as the whole workforce indulge the
personal preferences to the individuals, exhibiting the high levels of favouritism and
discrimination within the working environment. In relevance, (Hetland, et al., 2018),
stressed the intervention of charismatic or transformational leadership in the organisational
premises that could be coherent to the importance of the Coaching and mentoring of the
entire workforce. It is witnessed that leadership is the core domain that could acknowledge
the joint ambition, inspire the workforce, and deliver the understanding of innovative and
motivated services to be delivered to the communities. Also, keeping the self-interest aside.
With the help of proper leadership, employees can get proper direction toward their duties
and responsibilities so that they can show their more interest in the every operations of the
company. With the help of proper monitoring and coaching, employees can enhance their
self element and development and attain their goals successfully.
7
8 (Karambelkar & Bhattacharya, 2017), contradictions revealed the distinctive level of
challenges that are faced by the leadership or the senior management panels. organisational
dimensions are changing in relevance to the diversity appearing through the customer
market shares. Similarly, the digitalisation of the business services is also crossing the
national borders that demand the employees to be multi-talented and always open to new
approaches and knowledge. However, it is identified that employees initiate a critical level
of challenges when there is a need for change to be assimilated, and thus, coaching or
mentoring are necessary for the employees (Terblanche, 2020). In regards, (Turgut, et al.,
2016), quoting the implications of Person-Environment Fit Theory, stated that the

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challenging behaviour of employees is termed as change resistance when there is the
presence of negative reciprocity existing between the employees and the working
environment. The theory determined that organisational success is dependent on change
adaptability, which demands Coaching and training; however, to make the workforce
mutually agreed, there is a need of developing the influential working environmental
settings that could shift their perception of change resistance. (Roberts, 2018), claimed that
employees ignore the Coaching and mentoring importance because there is a lack of
clarification of the purpose. Similarly, (Maree, 2019), discussed and suggested the
influences from Holland's Theory of Vocational Personalities, stating that the HR managers
while facing the challenges of bringing change through significant coaching methods should
first address the attributes of career stability employee expects, the positive and negative
outcomes of the Coaching and mentoring programmes, and the strategies that could
influence the employees revealing the benefit of a coaching session to their career growth.
Manager of the organization need to adopt appropriate strategies so that manager can
appropriately arrange coaching classes to their staff members which can useful to evolve
their competencies and enhance the effectiveness of the employees.
9
10 Nevertheless, (Stachová, et al., 2019), focused on the current era demands of organisational
success. Referring to Industry 4.0 conceptualisation, is considered as the latest technology
which are adopting why the most of the organization so that they can effectively improve
their working operation. With the help of this advanced technology, provide advanced level
of training sessions to their workforce and also provide various coaching specialist so that
they can develop the core competencies related to the advanced technology. it is asserted

Dissertation on Coaching and Mentoring 25
that innovations in the organisational business models are highly demanded. There is a
critical demand for the managerial functions and the proper management systems to work
competitively. However, to achieve the demanding standards, the challenge of identifying an
adequate educating or coaching system still seems void. In regards, considering human
resources responsible for assimilating adequate coaching programmes is crucial. The
rationale is online partnerships and collaborations stowaway the chance of HR professionals
to analyse the employee behavioural and motivational preferences. Professionals are helpful
to shape the career of the workforce so that they can appropriately perform their operation
and improve their working effectiveness in order to their productivity level. (Milner, et al.,
2018), focused on mitigation of the challenges the managers' faces while coaching or
mentoring the employees. In the diverse working settings, it is identified that the employees
either in the traditional methods or the online Coaching and mentoring sessions demand the
blended style strategies. It is perceived as the use of mixed approaches and styles that makes
an employee comfortable in collaborative activities in the discussions.
11 (Santini, et al., 2020), asserted that in the present era, the employees demand flexibility and
engagement, which they link to self-recognition and self-esteem motivational demands,
while attending to Coaching and mentoring sessions. (Smith, 2017), mentioned that the
challenges of time duration, cost investments, and the major issue of employee resistance
would be mitigated if there is the presence of 360-degree feedback practice within the
Coaching or mentoring styles, which is often neglected by the managers, considering the
profligate results. Comparatively, either coaching or mentoring, both are the continuity
processes in which managers must focus on the potentials of the employees and should
evaluate the cognitive and the behavioural demands of the attendees. It will support in

Dissertation on Coaching and Mentoring 26
moulding their coaching styles, exhibiting the mutually agreed coaching environment that
on completion will deliver the competitive organisational performance, while also
understanding and sustaining the well-being of the employees. Coaching and mentoring are
facing various positive and negative challenges which can right direct impact on their
effectiveness it is mandatory for the organization to provide both to their employees in order
to develop their skills and competencies.
Critical Review in Support of the Research Questions
Regarding identifying the validity and authenticity of the above structure literature review in
terms of answering the preliminary research questions, Along with that the diversity of the
available research material also incorporated the additional knowledge in terms of theoretical
illustrations and the exposing of the factors that could be further engaged for elongating and
strengthening the current research study or referring the factors for future research hypothesis
and evaluations. In relevance to the research question that would introduce coaching and
mentoring programme positively benefit the workforce's output. However, certain complexities
or paths need to be considered to achieve the positive benefits. Some of the significant directions
include the evaluated knowledge of the employee preferences, behavioural and attitudinal issues
in link to the Coaching and mentoring values, before investing in the programmes. The
clarification HR managers should deliver to the employees before initiating the sessions. Also,
understanding and creating the uprgency of the need, influencing the employees that the change
is beneficial for their career development.
Moreover, acknowledging the comparison of the E-Coaching and E-Mentoring as effective as
the traditional ones, it is evaluated that with respect to the current challenges and changes in the

Dissertation on Coaching and Mentoring 27
organisational business models and the diversity of management, the E-Coaching and E-
Mentoring methods are more valid and reliable, as compared to the traditional methods. The
identified factors of favouritism include the cost and the time efficiencies and require cost and
timein order to reach the broader knowledge pool as intervening cross border employees,
limiting the biased attitudes, and providing the employees to engage and collaborate. On the
other hand, referring to the challenges that the firms could face in implementing the Coaching
and mentoring for employee learning and development includes the acknowledgment of the
diverse employee motivational behaviour and preferences. It also includes the complexities of
identifying the adequate Coaching or mentoring methods and styles that could hold the interest
of the employees and assure the significance the learning investment can make to the growth of
their career. Overall, the integration of the various theories and the distinctive concepts has
resulted in enhancing the understanding that could be engaged in the future performance of the
research work.

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12 CHAPTER THREE: RESEARCH METHODOLOGY
12.1 Introduction
This research has an aim to provide an outcome for a question of the impact of coaching
and mentoring program in positive manner that will benefit the output of the work force. In order
to answer this question the researcher has adopted and effective research methodology to collect
the required data. Research methodology refers to research methods selected by the researchers
to achieve the core goal of any research report. Queirós, A., Faria, D. and Almeida (2017),
explained that research methods are the techniques selected by the researcher for answering the
research questions and meeting the main aim, designed previously by the researcher. However,
Saunders et al. (2015) have proposed a /research methodology especially for the research
purposes named as ‘Research Onion’, which is displayed below:

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The research onion starts from defining the research philosophies followed by the suitable
approach selected by the researcher in accordance with the topic and research aim. On the other
hand, research strategies, time horizons and data collection have also been defined with the help
of this research onion. In this section of the research, researcher has an aim to identifying the
methods that suit the selected topic best. However, the selection of research methods is based on
the aim of the research decided previously (in the first section of this research). Along with this,
the expected or estimated outcomes assumed by the researcher also worked potentially for the
selection of each research method. While defining and designing the entire methodology of this
research, the researcher continues justifying the selection of each method. In this way, the
researcher makes an appropriate and authentic choice with respect to the decided aim and
research objectives of this study. Hence, this section of the research is based on defining all the
suitable methods and techniques that are opted by the researcher for meeting the core goal of the
following study. This section also contains the importance of the use of the technique in this
research to develop an effective outcome.
12.2 Research Philosophy
Research philosophy is considered as system of assumptions for the knowledge development
based on the research aim and objectives. In accordance to the study of Žukauskas, Vveinhardt
and Andriukaitienė (2018) they defined research philosophy as “a system of the researcher’s
thought, following which new, reliable knowledge about the research object is obtained.” To
look at the kinds of research philosophies, Ryan (2018) enlightened that there are three different
types, namely positivist, interpretivist and pragmatic approach. Nonetheless, Kennedy (2017)
claimed that research philosophy is the set of knowledge that is particularly and mainly based on
the research aim set by the researcher in the initial phase of any study. This evidenced for the

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fact that research philosophy is selected on the basis of research aim and the objectives of the
study.
Positivism is the research philosophy in which the study revolves around the numerical analysis
based on quantitative information either fetched from primary or secondary sources. The
philosophy of positivism is best suited with the researches that is mainly based on the
quantitative analysis. For example, for the primary data collected from the survey sheets, the
responses are converted into numeric values. These conversion holds greater importance while
conducting a quantitative research. Hence for this sort of research, positivist philosophy suits
best.
Moving towards the study that is based on non-numeric data collection, interpretive philosophy
suits the situation well. Interpretivism can be defined as a philosophy that replicates the
qualitative research design based on the data obtained from the selected sources of data
collection. Nonetheless, data can be collected from two key sources, namely secondary and
primary. To define interpretive philosophy, the example of conducting interviews can be
considered for primary researches. While fetching the details or information relevant to the
research topic is catered from interviews, deep insight was taken from the respondents. In this
way, there is no conversion of the responses into the numeric values. Thereby interpretivism is
used for interpreting the detailed information obtained from the selected group of respondents.
In this particular research, the main emphasis is to evaluate the importance of mentoring and
teaching on the performance of workers. For meeting the aim, the researcher selected qualitative
research design through fetching information from primary data collection. In this way, the
results obtained from the respondents was qualitative in nature. Hence the best suited research
philosophy for the case was interpretivism by using interview responses. Interpretivism is

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selected to provide interview responses because this philosophy helps to replicate the qualitative
research design in which data has been collected with the help of selected sources. As this
philosopher kal position helps to replicate qualitative data it is best suited for the present
situation that is the reason it has been selected. The literature review provided in the research is
collected with the help of qualitative data which is replicated with the help of interpretivism
research approach and support the decision to select this approach.
12.3 Research Approach
In this particular piece of research, it has been intended to evaluate the importance of mentoring
and coaching the workers for their performance. The qualitative research design was selected to
meet the main aim. However, primary research method of interviewing the participants was
selected to gather the relevant information. In this way, the best suited research approach for this
study was inductive approach which started from assuming the situation and then generalise the
results for every situation. Research approach is defined as the plan for completing the entire
research based on assumptions, data collection, analysis and interpreting the collected data. As
defined by Alase (2017) research approach can be distinguished into two common types, namely
deductive and inductive. Pandey (2019) defined deductive approach as the most common
research approach that has been opted for the scientific studies. The basic definition of the
deductive approach is to evaluate the existing theories by deriving any hypothesis from those
theories. However, the hypothesis designed in the process provides guidance for the data
collection and analysis for the current research. On contrary, inductive approach is based on
designing a research question and assuming any situation for deriving a new concept or theory.
In comparison to these approaches, deductive basically tests the existing theory whereas
inductive approach a new theory is developed with the help of newly collected data. In other

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words, the deductive approach starts from generalising the concept and ends at specific results.
Contrariwise, inductive approach starts with specifying the situation and the results are then
generalised that can be used by any situation relevant to the selected research topic. As the topic
on which research has been conducted is general in nature and requires to start the research by
assuming that mentoring and coaching as a positive impact on the performance of the workers in
order to get positive outcomes in every situation. It shows that the research approach which
should be considered for the purpose of this research is the inductive approach as inductive
approach helps to specify the situation in the selected topic.
12.4 Research Design
Research design is considered as an overall strategy used by the researchers for conducting entire
research (Wright et al., 2016). Research design is mainly based on two different kinds, namely
qualitative and quantitative. However, the researchers can use both the techniques at once and
thereby the research design becomes mixed research. The selected research design for the study
was qualitative research by using primary data collection. The qualitative research is used to
design the research because it helps to collect the qualitative data so that authentic and reliable
outcome can be derived from the research. This allowed the evaluation of the situation well and
deep dive into the assessment of importance of coaching and mentoring for local government
council. In this study, main aspect is to analyse the importance of mentoring and coaching in the
local government council by using interview responses. In general, research design is selected by
researchers by viewing the research aim and core objectives of the study. In qualitative study,
most of the information are obtained through detailed information gathered in the form of non-
numeric data. On contrary, quantitative study is based on analysing data that are quantifiable.

Dissertation on Coaching and Mentoring 33
The qualitative research will be based on interviews that are be taken from the people who are
directly connected with the coaching and mentoring program. No one can provide better data
then the people who are actually going to do it. This is the reason that qualitative approach will
be helpful to evaluate the situation and importance of coaching and mentoring program.
Quantitative data helps to provide only quantifiable data and the benefits of coaching and
mentoring provides their quality in the workers and cannot be measured in the quantity.
12.5 Types of Investigation
Types of investigation refers to the ways of data collection and the type of information utilised
by the researcher for addressing any particular problem decided initially. Types of investigations
can be of three major kinds descriptive, explanatory and exploratory. All of these types of
investigation assisted the researcher to address the problem aptly and worked directly to meet the
target of any research study. Descriptive type of investigation is based on describing the
problem. Simply put, in the research studies that are based on descriptive type of investigation
then it only describes the factual information based on the selected topic of the study. On the
other hand, explanatory type of investigation is based on discussing, evaluating and interpreting
the existing theories. This basically starts with the generalised forms of research by using
research tools for applying the outcomes on future scenarios related to the field.
Moving towards the exploratory type of investigation, it is mainly used by the researchers for
exploring new information. In other words, if primary data collection is used then the best suited
method for the research is exploratory research. Conversely, if the secondary information is used
by the researchers in any study, which is basically second handed data then the best suited type
of investigation is explanatory research. In this particular research, the main emphasis is to
evaluate the importance of mentoring and coaching of the workers at local government council.

Dissertation on Coaching and Mentoring 34
However, to meet the requirement of this research, primary data collection was selected that is
the best suited type of investigation for primary nature of research is exploratory selected
exploratory investigation for this study. Exploratory investigation refers to the research in which
a problem has been investigated which is not clearly defined. As the benefits of mentoring and
coaching cannot be clearly defined as it can be filled in an organisation only it is essential to
select an exploratory investigation. To collect data for the research primary data collection has
been used and in order to collect primary data interview has been conducted. Primary data is the
data which is directly connected with the audience and is not reliable on the previously published
sources. This shows that the data which has been collected with the primary sources will be
based on the new and fresh experience of people and will provide authentic outcomes for the
research poster that is the reason primary sources of data collection is selected to investigate for
research so that exploratory investigation can be provided to the research.
12.6 Sample Size and Target Audience
In any research that is based on primary methods of data collection, selecting sample size is one
of the crucial steps to meet the desired goal or aim. For the selection of sample size, firstly it is
required to define the population. Sample is a subset of population. However, population is also
known as the targeted audience for the research study. The target audience selected by the
researcher involves the employees working at the local government council (that is the selected
institution for this study). The institution has many employee/cadre levels and is graded by the
level of qualification and longevity at work. This research focuses on some of them because of
the volume of staff. Target respondents are:
 New entrant [level1-4]
 Mid-level employees [level5-9] and some senior manager

Dissertation on Coaching and Mentoring 35
 Senior employees [level10-14]
Interviews will be conducted from the aforementioned people at work and for the selection of
sample size since the time constraint was present only 4 managers were selected. Interviews
were conducted with 4 managers to assess their opinion on the importance of mentoring and
coaching to improve workers' performance. Only 4 managers are selected for the interview
purpose as the short sample will save the time for research and also provide authentic and
effective responses for the research. Moreover, the questionnaires for the interview are sent to
them via email as it is safe to communicate with them personally and will also help to maintain
the required privacy. However, significant consideration are given to ethical values by ensuring
that consent from each manager has been taken before conducting the interviews. Nonetheless,
because of the limitation of this pandemic (covid-19), face to face interviews could not be
conducted. Hence the platform of Zoom is taken into consideration with the help of arranging
Zoom meetings.
12.7 Research Technique
In any research that is based on primary data collection, it is required to select the technique
through which the researcher can cater all the responses. Generally, sampling technique is the
way of recurring and selecting the samples for data collection. Sharma (2017) defined that
sampling techniques can be distinguished into two major kinds, namely probability and non-
probability sampling. Probability sampling can be defined as the process of sampling where
every participant is provided with the same or equal chances. On contrary, non-probability
sampling does not provide equal chances to the participants involved in the data collection. Prior
to the data collection, it is necessary for the researcher to opt a sampling technique either from
probability or non-probability sampling. Probability sampling is broken into four different kinds,

Dissertation on Coaching and Mentoring 36
namely simple random sampling, stratified random sampling, cluster sampling and systematic
random sampling. On the other hand, non-probability sampling has another three kinds, namely
purposive sampling, convenience sampling, and snowball sampling. The base of selecting
sampling technique is the research aim and objectives of the study. In this study, purposive
sampling is selected as it has intended to fetch the information purposefully for understanding
the importance of coaching and mentoring on the worker’s performance of a local government
council. The purposive sampling in this situation helps to collect the sample who has an effective
knowledge about the topic and will be able to provide reliable and authentic information about
the research topic.
12.8 Research Instrument
Research instrument is considered as a research tool that is utilised for collecting the data. It can
be selected on the basis of nature of data collection. For primary research, surveys, interviews,
questionnaires, focus groups, etc. are used as research instruments. Research instrument is a tool
used for the analysis, collection and measurement of the data relevant to the research aim and
objectives. In this research, the researcher is aimed on the assessment of importance of
mentoring and coaching of the workers at local government council by using interviews.
Therefore, the research instrument for this study was interviews which has been conducted
through zoom meeting in online mode. This helped the researcher to fetch all the detailed
information related to the importance of mentoring and coaching that can be utilised for affecting
the overall performance of the workers.

Dissertation on Coaching and Mentoring 37
12.9 Data Collection
In outlining research methods, the tactic of collecting data holds greater importance, as entire
analysis is based on the information being fetched from the selected sources. The process of data
collection can be distinguished into two main kinds, primary and secondary. Primary and
secondary are the two basic sources from which the researcher can fetch the information relevant
to the selected topic. Primary sources are the first handed data whereas secondary sources are
known as second handed data. Primary data can be collected either from surveys or interviews
while secondary data collection is done by fetching information from authentic previous articles
and databases. However, researchers have choice for recruiting qualitative or quantitative
information based on the research design selected previously. While looking at the research
design of this study, it can be seen that qualitative nature of study was selected. Also, it has been
intended to carry out a new information regarding the importance of coaching and mentoring.
The interview is conducted of the sample size of 4 managers which is a best source to collect
authentic and relevant data for the same. Hence, the data is collected from primary sources which
has not been published earlier.
12.10 Data Analysis
Analysing the data is considered as the major step for meeting the main goal of the research
study, as entire findings of the study is based on analysing process of the information fetched by
the researcher. The researcher cannot draw conclusions if the selected analysing technique is
obscure. Data analysing techniques can be selected on the basis of nature of research or the

Dissertation on Coaching and Mentoring 38
research design selected by the researcher. If the research is qualitative then either content or
thematic analysis is used. On the contrary situation, if the research design is quantitative then the
selected analysing technique should be based on statistical tools, tests and procedures. However,
if the study design is based on both qualitative and quantitative research designs then both the
analysing techniques will be applicable to the study. Commonly, for the analysis of qualitative
data, the researcher can either use thematic or content analysis. This research has used automatic
analysis because this analysis is useful to collect qualitative data. In order to collect qualitative
data for research thematic analysis helps to provide a proper theme to the collected data so that it
can be analysed in effective manner.
12.11 Ethical Considerations
In any research, ethics hold crucial place for maintaining the authenticity of the study.
For the primary study, researchers need to confirm the confidentiality of the responses obtained
from the participants. Ethical issues were considered while researching to increase the reliability,
validity, and authenticity of the research. However, the study also explained that if different
authors' information is used, then each material or research should be fully referenced and in-text
citations so that credit is given to the originator of the content. Moreover, for the secondary
study, the researcher maintained the authenticity by fetching information from the peer-reviewed
journals and articles. The exclusion of blogs and unauthentic research papers, work potentially
for sustaining the ethics of writing a research. In all these regards, the researcher confirmed to
manage the confidentiality of participants’ information shared while responding to the survey
questions.
While executing the research, the research needs to emphasise several ethical aspects
because ethical aspects in the research study play a significant role in increasing the reliability of

Dissertation on Coaching and Mentoring 39
the results. Therefore, the ethical consideration is intended to be followed in order to increase the
reliability and validity of the research. The researcher has ensured that the respondents'
information was kept confidential for privacy reasons in a password protected pen drive and
computer, and data collected from the survey should be interpreted without any biasedness.
Similar ethical considerations have been accounted for in the current research study. At first,
while collecting the data for the primary researcher, the researcher ensured the privacy and
confidentiality of respondents' identities included in the survey. A consent form was prepared to
confirm that the identities and information revealed by respondents have not been forwarded to
the third party without their permission.
12.12 Research Limitations
Limitations are constraints or shortcomings of the research that affects the reliability of
the study. For this reason, two limitations are identified: budget, sample size. The budget for the
research is low as compared to many other researchers’ studies’ budget. A lower budget affects
the quality of research in terms of limited access to facilities and services that could have been
achieved with a higher budget. Secondly, the research sample size is a limitation since the
sample size might not represent the population as a whole. Apart from the above-stated
limitations in the research process, specific factors restrict the research's scope and applicability.
12.13 Gantt chart
Following is the timeline that was followed by the researcher to complete the entire study:

Dissertation on Coaching and Mentoring 40
12.14 Chapter Summary
In this particular research, the main emphasis is to evaluate the importance of mentoring and
teaching on the performance of workers. For meeting the aim, the researcher selected qualitative
research design through fetching information from primary data collection. In this way,
interpretivism was selected. Moreover, the qualitative research design was selected by the
researcher to meet the main aim. In this study, main aspect is to analyse the importance of
mentoring and coaching in the local government council by using interview responses. Hence the

Dissertation on Coaching and Mentoring 41
selected research design for the study was qualitative research by using primary data collection.
However, primary research method of interviewing the participants was selected to fetch the
relevant information. In this way, the best suited research approach for this study was inductive
approach. The researcher intended to conduct interviews from the people at a local government
council and for the selection of sample size since the time constraint was present only 4
managers were selected. In this study, the researcher selected purposive sampling as he intends
to fetch the information purposefully for understanding the importance of coaching and
mentoring on the worker’s performance of a local government council. Also, the research
instrument for this study was interviews. In this research, for analysing the qualitative data
obtained from the interview responses of the selected participants, the researcher selected
thematic analysis.

Dissertation on Coaching and Mentoring 42
13 CHAPTER FOUR: Data analysis and discussion of findings
13.1 Thematic Analysis
The interviews have been conducted with the companies' four managers to assess their opinion
about the importance of the mentoring and coaching of the employees to improve performance
and productivity. For this purpose, the five questions have been asked from them. These five
questions are provided in the appendix.
The first question has been asked from the managers: "Are the human resources specialists
capable of understanding the difference between the coaching and the mentoring programs?" and
found multiple responses; the first manager responded that the human resource specialists can
understand the difference between coaching (performance-oriented improvement) and mentoring
(development-oriented improvement), the response of the second manager is similar with the
first one. At the same time, the third manager denies and responded that the human resource
specialists are not capable of understanding the difference between coaching (performance-
oriented improvement) and mentoring (development-oriented improvement); the third manager
further explains that the human resource specialists are not upgrading their method of coaching
according to with the new demand in the coaching and mentoring field. They are just following
the trend which was previously demonstrated and explained by their forefathers. Finally, the
fourth manager's response has been recorded, which responded that the human resource
capability is wholly and solely dependent on their experiences and education. Education in the
relevant field and more technical and innovative resources are essential. The fourth manager
further claimed that without having the background knowledge and understanding, the human
resource managers could not identify the difference between coaching (performance-oriented
improvement) and mentoring (development-oriented improvement). The analysis of the question

Dissertation on Coaching and Mentoring 43
"Are the human resources specialists capable of understanding the difference between the
coaching and the mentoring programs?" provide the conclusion that most managers believes that
the human resource specialists can understand the difference between coaching (performance-
oriented improvement) and mentoring (development-oriented improvement).
The second question has been asked from the managers "Is there a need for HR professionals to
focus on physical, social, emotional, and other distinctive well-being factors?" and found
multiple responses; the first manager responded that in every company, the human resource
professionals have hired to control the individuals who belong to the multiple and diverse
groups. One of them added that these diversified employees have different skills, talents, and
backgrounds, so human resource professionals must focus on physical, social, emotional, and
other distinctive well-being factors that motivate them, leading to increased productivity. In
addition to this, all the other three managers responded that there is a need for HR professionals
to focus on physical, social, emotional, and other distinctive well-being factors to increase the
employees' productivity, which is ultimately beneficial for the company.
The third question has been asked from the managers that "Are the internationalization and
continuous aspects of diversity have led to the change adaptability in the working environments
and workforce?" and found multiple responses; the first manager responded that every company
has diversified employees who have different skills, talent, and background, so, the company
must focus on the internationalization and continuous aspects of diversity. Again they added,
these internationalization and continuous aspects of diversity led to the change of adaptability in
the working environments and workforce as they must please all the workforces and maintain
equality. In addition to this, all the other three managers responded that the internationalization

Dissertation on Coaching and Mentoring 44
and continuous aspects of diversity have led to the change in adaptability in the working
environments and workforce.
The fourth question has been asked from the managers "What is the employee focus level on
career management that causes low motivational grounds for the employees to perform?" and
found multiple responses; the first manager responded that the employee focus level on career
management is low that causes low motivational grounds for the employees to perform. The
second manager responded that the employee focus level on career management is medium that
causes low motivational grounds for the employees to perform. The third manager also
responded the same that the employee focus level on career management is medium that causes
low motivational grounds for the employees to perform. On the other hand, the fourth manager
responded that the employee focus level on career management is high, which causes low
motivational grounds for the employees to perform.
The fifth question has been asked from the managers, "What would you recommend to human
resources to adapt for the future to increase employee productivity?" and found multiple
responses; the first manager responded that the human resources should adapt the offering of the
flexible working options which would increase the morale of the workforce. The second manager
responded that the human resource manager should adopt the technology, techniques, and tools
used in the mentoring and coaching of the employees to improve performance and productivity.
The third manager responded that the human resource manager should adopt employee
recognition and incentive to make an employee happy. If the employee is happy, it will perform
well for the company, which will ultimately benefit the company. The fourth manager replied
that the human resource manager should focus on its communication style with the company
workforce. They should regularly interact with the workforce to identify the problems they face

Dissertation on Coaching and Mentoring 45
during working hours and help reduce them. If the employee feels happy at their workplace, it
will perform well for the company, which will ultimately benefit the company in the future. This
is the most important factor for employee’s motivation. The feeling of employees happy to the
organisation depicts their motivation level which is due the interaction with the help of coaching
and mentoring program.
13.2 Discussions and Findings
This research's main strength was to identify the positive impact of coaching and mentoring
programme by the local government council of Nigeria. The civil servants and/or workers in the
Civil Services of Nigeria are facing significant issues due to lack of training and support from
senior officials. In this regard, this study emphasises how coaching and mentoring can be used as
the primary tool to improve the overall job experience and proficiency of the targeted population
to excel while serving in the Nigerian government sector.
Notably, coaching is designated as a development where a skilled person who is often called a
coach trains the learners to increase their capability to accomplish their personal and professional
goals and/or targets within a specified period. Moreover, mentoring is considered the course of
action. The results helps to analyse that both the coaching and mentoring is essential as coaching
helps to guide the working process whereas mentoring helps to provide the work to the
employees and also analysing their performance in the company. Two people who often possess
the same professional goals or targets help guide the less experienced individuals to achieve their
aims and objectives. It is vital to implement the coaching and/or mentoring programmes within
the institution's framework to provide civic service to the community in the state as the existing
staff might face problems regarding the output of service delivery to both walking clients and
other staff members because of low self-esteem and general work morale that is seen to be

Dissertation on Coaching and Mentoring 46
dampened. The managers helps to provide that these problems require to be addressed effectively
and professionally for staff to overcome the problem and their overall service output to be
positively impacted. This will also have a ripple effect on other stakeholders, i.e., the walk-in
clients and the community. According to the view of one of the manager, the institution deals
directly in civic service and the ground workers must have the professional expertise and sense
of belonging like the other parastatals within the government that deal on day-to-day with clients
and are up to the task because their morale is high. They are trained to oversee the nature of the
job duties and responsibilities.
Coaching is set to help in all aspects, i.e., it helps increase work /job satisfaction positively, it
helps to Enhance skill in problem analysis and strategic thinking respectively, increases
employee’s self-confidence, and promotes career growth amongst all. Mentoring programmes
are set to help develop multiple individuals in an organisation, i.e., experienced staff provides
knowledge to inexperienced staff, improves junior staff, encourages newly joined staff, gains
recognition at the workplace, etc. Nonetheless, it is also found out with the help of research that
various scholars and researchers believe that coaching and mentoring are effective and time-
consuming. In this concern, this specified research has been conducted with the primary
intention to refute this statement and identify the positive impact of coaching and mentoring.
The research method, which has been applied within this research to collect data concerning the
critical role of coaching and mentoring, is based on qualitative interviews. Interviews were
conducted with four managers from Nigeria to assess their opinion on the importance of
mentoring and coaching to improve workers' performance. Moreover, the questionnaires for the
interview were sent via email.

Dissertation on Coaching and Mentoring 47
The findings obtained from the literature review revealed that most organisations tend to face
significant issues and tribulations in workforce productivity management. For example, it has
been appraised that certain human-resource-related issues are predominant in the Nigerian sector
as individuals from the average-income class are often discouraged and undervalued. Civil
Servants tend to experience wide-ranging HR issues, and thus it demoralises them to execute
their duties uprightly. The findings revealed that some ground staff complaints are made as they
do not understand how their predecessors handled the stress of the job that had been out in the
open, which means some of the older and experienced employees need to re-train the new ones.
Therefore, it is considered essential for Nigeria's local government to develop strategies,
practices, and programmes for employees' skills and learning development. The identified reason
is that the human resources specialists fail to understand the difference between the coaching and
the mentoring programmes. Thus, their integrations go against the goals and objectives that need
to be achieved in workforce efficiency.
In this concern, the research study's findings revealed that coaching is considered one of the most
significant paradigms and/or attributes, which is vital to be used in the organisation set to train
employees to improve their overall productivity and efficiency. Coaching mainly emphasises
giving theoretical-based knowledge, practical knowledge, and awareness that can play a crucial
role in allowing employees to become more proficient and competent in their different
professional fields.
On the other hand, the research findings also explain that mentoring is also equally important.
Therefore, Nigeria's local government should focus on using coaching and mentoring to improve
employee experience and job performance. The main purpose of mentoring will be based on
focusing on development, which is not limited to the workforce organisational performance and

Dissertation on Coaching and Mentoring 48
productivity but accounts for functionality beyond the specification of the current job description
referred to the conceptualisation of mentoring as the holistic approach. In this way, it has been
established through this research study that the local government of Nigeria should prefer
coaching and mentoring programs for the employees instead of addressing the needs or
dimensions that are only limited to the employees' job descriptions. The findings also indicate
that coaches and mentors must be used to give employees awareness regarding the physical,
social, emotional, and other distinctive well-being factors of employee preferences to achieve the
workforce's positive productivity levels.
It has further been revealed in the research findings that the achievement of workforce
productivity through positive aftermaths of coaching and mentoring programmes is entirely
dependent on the adequate analysis and the time invested in identification of the resource’s gaps
with link to the requirements of the organisational tasks and goals. Nonetheless, it has been
appraised that with the current situation of the global pandemic (Covid19), e-coaching and e-
mentoring are new dimensions taken by the professional bodies to help support organisations and
institutions maintain these services' delivery when needed. Every session remains discreet and
professional, and the staff that is shy or not comfortable voice out their issues that are affecting
their productivity.
Today, the mentoring method has become quite relevant and in demand since it allows you to get
the prospects for excellent staff training. At the same time, the minimum amount of time is spent
on such training. The work of specialists continues to be carried out, and the new employee
receives exactly the knowledge that will be useful to him in practice. Now, many large
enterprises are resuming the mentoring structure as an element of personnel training. As a rule,
young specialists come to work who have received incomplete knowledge, and all the knowledge

Dissertation on Coaching and Mentoring 49
gained is exclusively theoretical. That is, in practice, they still do not know how to do anything,
and cannot carry out the tasks assigned to them. It is for this reason that various training options
are formed that can teach a specialist to apply the knowledge gained at school in practical
activities.
13.3 Discussion
The first question has been asked from the managers: "Are the human resources specialists
capable of understanding the difference between the coaching and the mentoring programs?" and
found that most managers believes that the human resource specialists can understand the
difference between coaching (performance-oriented improvement) and mentoring (development-
oriented improvement). The literature review indicates that most organisations face issues in
managing workforce productivity even having the utmost strategies and programmes for skills
and learning development. The identified reason is that the human resources specialists fail to
understand the difference between the coaching and the mentoring programmes. Thus, their
integrations go against the goals and objectives that need to be achieved in terms of workforce
productivity. The purpose of mentoring is to focus on the development, which is not limited to
the workforce organisational performance and productivity but accounts for functionality that is
beyond the specification of the current job description referred to the conceptualisation of
mentoring as the holistic approach. As the holistic approach theory implicates, human resources
must consider the mentoring support for the employees instead of addressing the needs or
dimensions that are only limited to the employees' job descriptions. The performed research
implies that HR professionals must focus on physical, social, emotional, and other distinctive

Dissertation on Coaching and Mentoring 50
well-being factors of employee preferences for achieving the positive productivity levels of the
workforce.
The second question has been asked from the managers: "Is there a need for HR professionals to
focus on physical, social, emotional, and other distinctive well-being factors?" and found that
there is a need for HR professionals to focus on physical, social, emotional, and other distinctive
well-being factors to increase the employees' productivity, which is ultimately beneficial for the
company. The literature review indicates that along with narrowing the focus on the job
description-based skills, the workforce’s productive performance depends on the other priorities
linked to the employees. (Singh & Behera, (2016), integrates the illustration of the influences
presented by Maslow’s (date) Hierarchy of Needs Theory for employees’ performance
productivity improvements. It is directed those effective managerial practices include the
identification of the employee needs and the differences occur in those needs with respect to
their organisational requirements. It has a direct impact on the mentoring program design. The
research identifies that most managers fail to retain the employee performance even though
integration of the mentoring programmes is present. The identified rationale is that while
developing the mentoring programme the employees' motivational needs are neglected or often
ignored. (Naim, 2018); (Solomon & van Coller-Peter, 2019), mentioned an employee going
through issues of financial instability or the emotional phase might not be interested in the
training and development sessions, as they are positioned at the self-esteem or self-actualisation
level of the motivational hierarchy. In relevance, the managers are also suggested to intervene in
the performance appraisals and feedback through the one-on-one method that could also support
in evaluating the needs and the motivational patterns of the employees.

Dissertation on Coaching and Mentoring 51
The third question has been asked from the managers: "Are the internationalization and
continuous aspects of diversity have led to the change adaptability in the working environments
and workforce?" and found that the internationalization and continuous aspects of diversity have
led to the change-adaptability in the working environments and workforce. The literature review
indicates that the internationalisation and continuous aspects of diversity have led to the change
adaptability in the working environments and workforce, which although exhibits substantial
performance productivity, also depicts the challenges the management and the workforce must
go through. While explaining the significance of traditional methods of skill development, i.e.,
training, mentoring, or Coaching, Shen & Benson (2016) managers were responsible for
developing the specific climate that could motivate the employees to pursue the learning of skills
and career development positively. Besides, Woo (2017) witnessed that the organisational
human resources that focus on the innovative procedures for employees coaching, and mentoring
achieves highly transformed results. It is identified that the innovative strategies encourage the
engagement and enhance the employees' empowerment that motivates them to consider
collective learning, individual learning, and understanding the importance of the change methods
of coaching and mentoring.
The fourth question has been asked from the managers: "What is the employee focus level on
career management that causes low motivational grounds for the employees to perform?" and
found that the employee focus level on career management is medium (average) that causes low
motivational grounds for the employees to perform. The literature review indicates that there are
negative ailments that lead to the low morale of the employees. It is identified that the
government's financial instabilities and the leadership's inability to avoid the derailment factors
impose restraint on the employees’ growth. (Rui, et al., 2017), suggested that still, the

Dissertation on Coaching and Mentoring 52
governmental firms are practicing the bureaucratic or authoritarian leadership styles that are
blocking the path of employees to seek opportunities. Similarly, organisational productivity
remains stressed and subjected to low standards as the failure of the participative or
transformational leadership occurs. (Wallin, et al., 2020), claimed that in the coming future the
technology will further boost the diversity, as the online streams will intervene in the working
culture. Under critical circumstances, the underdeveloped countries are at substantial risk of
making extensive changes in their workforce efficiency levels through adequate levels of
integrating mentoring and coaching.
The fifth question has been asked from the managers: "What would you recommend to human
resources to adapt for the future to increase employee productivity?" and found that the human
resources should adapt the offering of the flexible working options which would increase the
morale of the workforce, the human resource manager should adopt the technology, techniques,
and tools used in the mentoring and coaching of the employees to improve performance and
productivity, the human resource manager should adopt employee recognition and incentive to
make an employee happy and the human resource manager should focus on its communication
style with the company workforce. They should regularly interact with the workforce to identify
the problems they face during working hours and help reduce them. If the employee feels happy
at their workplace, it will perform well for the company, which will ultimately benefit the
company in the future.
This research aims to introduce and implement coaching and mentoring programs for Nigeria’s
Local Government Councils. Nigerian citizens are currently facing colossal challenges due to
lack of training. In this regard, the findings obtained from the literature review and thematic
analysis collectively emphasizes how to use coaching and mentoring as the best tools to improve

Dissertation on Coaching and Mentoring 53
employee’s work experience, management, and intelligence while serving in the public sector.
Coaching is considered to cultivate talents, usually referred to as the programme to train
employees to achieve their personal and/or personal goals within a specified time. It is essential
to implement a coaching and mentoring programme within an institutional framework to provide
community services to community members. The lack of self-esteem and the full-featured spirit
seems to be weakening across Nigeria. These problems can be solved effectively and
professionally, so team members can overcome them and fully work more proficiently. This will
also affect other stakeholders, namely direct customers, and the community.
The training is intended to help in many ways, i.e., it helps positively increase job
satisfaction/fulfillment, improves skills in analyzing different problems and ideas, individually,
builds self-confidence of employees, and promotes job growth., among many others. The
research findings revealed that the coaching program is designed to help open a lot of things in
the organization i.e., a group of knowledgeable people who provide new perspectives, improve
small group members, encourage new members, gain workplace information, etc. However, it is
also important to note that specified researchers in both the literature review and response
collected from the interview articulated that coaching is effective, but time-consuming.
The results of the literature reviews show that many companies often face problems and nuisance
in managing the work of their employees. For example, it has been observed that some aspects of
human activity are spreading in the Nigerian sector, where employees from average-income class
working in the civil services and/or local government are often discouraged and degraded. Public
sector employees often get discouraged and restricted from performing their duties properly.
Moreover, in many cases, it has also been appraised that employee are less trained as Nigeria’s
professional sector is not advanced and progressive like the western countries. Therefore, it has

Dissertation on Coaching and Mentoring 54
been considered that employees apparently have less experience and awareness regarding the
course of actions, practices, and behaviours that they are required to implicate to handle pressure
and work proficiently and competent in the professional setting. These issues and challenges
professed by the scholarly authors and interviewees mainly reflect the significance of introducing
coaching and mentoring programme on a government level to ensure that all employees are
trained to work more professionally and handle different complicated situations in a righteous
manner.
With this concern, research studies have shown that training delivery is considered one of the
most important and/or most important characteristics, which is particularly important to use in
planning to train employees to improve their performance and enactment. The emphasis on
providing knowledge, expertise, and uniqueness is essential in helping employees be more
effective in their careers.
On the other hand, Nigeria's local government should focus on using coaching and mentoring to
improve workers' work experience. The guide's primary purpose will be to focus on
development, which is not limited to employee performance, organization, and enactment, but to
consider work beyond the scope of current job descriptions by referring to the concept of
disciplinary discipline as a complete system. In other words, it was established by this research
study that the HR department of the government organisation of Nigeria should appoint a
training and mentoring system for workers, rather than rejecting needs or aspects that are limited
only by the workers' job description. The results show that educators and leaders need to be more
aware of employees' physical, social, emotional, and other well-being and the skills needed to
achieve a better work environment.

Dissertation on Coaching and Mentoring 55
It has been discussed that, along with the current global disease situation (Covid19), e-coaching
and e-mentoring are a new part of professional staff that is believed to help members and
companies plan to provide these services when available. In this regard, it has been considered
that the Government of Nigeria must focus on using this specific attribute to deal with the issue
concerning poor employee morale and deprived performance by introducing e-coaching and e-
mentoring facilities. The respective strategic plan will be a safer way of delivering training to
employees. More importantly, it will help offer a cost-effective approach to train employees to
become more competent and proficient in completing their job duties while serving customers in
Nigeria's governmental institutions.
13.4 Chapter Summary
Based on the above analysis, it has been considered that it is vital to implement a coaching
and mentoring programme by the local government council of Nigeria as civil servants and/or
workers in the Civil Services of Nigeria are facing significant issues due to lack of training and
support from senior officials. In this regard, this study emphasises how coaching and mentoring
can be used as the primary tool to improve the overall job experience and proficiency of the
targeted population to excel while serving in the Nigerian government sector. This training and
mentoring should be positive in order to get beneficial results otherwise it can result in negative
outcomes.

Dissertation on Coaching and Mentoring 56
14 CHAPTER FIVE: CONCLUSION
14.1 Summarized Findings
Coaching and mentoring are the focal points behind the success of failure of any person, society,
organisation, or any entity. Nonetheless, these two concepts are slightly interlinked but have a
prominent and dominant effect on the progression of anyone. In the light of understanding the
importance of both techniques, coaching and mentoring, this study was based on analysing its
relevance towards workforce productivity. Mentoring is the process where two people who often
possess the same professional goals or target help guide the less experienced person whereas
Coaching is described as a development where an experienced person (called a coach) trains
other. Hence, this research was aimed at defining the relationship between workforce
productivity and mentoring/coaching. For this, the primary research question was: would the
introduction of a coaching and mentoring programme positively benefit the output of the
workforce?
For meeting the aim, the researcher selected qualitative research design through gathering
information from the primary data collection method. However, the primary research method of
interviewing the participants was selected to gather the relevant information. Interviews were
conducted with 4 managers to assess their opinion on the importance of mentoring and coaching
to improve workers' performance. Significant consideration was given to ethical values by
ensuring that consent from each manager was taken before conducting the interviews. However,
the researcher opted for purposive sampling as he intends to gather the information purposefully
for understanding the importance of coaching and mentoring on the employee performance of a

Dissertation on Coaching and Mentoring 57
local governmental council. The obtained data was being analysed through thematic analysis by
designing relevant themes.
This research's main tenacity was to introduce and implement a coaching and mentoring
programme by the local government council of Nigeria as civil servants and/or workers in the
Civil Services of Nigeria are facing significant issues due to lack of training and support from
senior officials. It has been found from this study that coaching is designated as a development
where a skilled person who is often called a coach trains the learners to increase their capability
to accomplish their personal and professional goals and/or targets within a specified period.
Moreover, mentoring is considered the course of action. The literature review indicates that most
organisations face issues in managing workforce productivity even having the utmost strategies
and programmes for skills and learning development. In this regard, it has been concluded from
the study that mentoring and coaching both have their various places for workforce performance.
14.2 Research Limitations
Limitations are constraints or shortcomings of the research that affects the reliability of the
study. For this reason, two limitations are identified: budget, sample size. The budget for the
research is low as compared to many other researchers’ studies. A lower budget affects the
quality of research in terms of limited access to facilities and services that could have been
achieved with a higher budget. Secondly, the research sample size is a limitation since the
sample size might not represent the population. Apart from the above-stated limitations in the
research process, specific factors restrict the research's scope and applicability.

Dissertation on Coaching and Mentoring 58
14.3 Future Implications
This research was based on collecting primary qualitative information via interviewing 4
managers (the lowest quantity). However, the reason behind the selection of only 4 managers
was the limitation of covid-19. Since most of the workforce handles the business remotely, the
researcher was unable to reach them. In future, this research can be conducted by collecting
secondary information. In this way, the researchers will have the opportunity to get a deeper
insight towards the topic and hence can derive several connections between mentoring/coaching
and workforce productivity. This research can also be helpful for understanding the current state
of business and how the workforce performance can be managed.

Dissertation on Coaching and Mentoring 59
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16 Appendices
16.1 Appendix A – Interview Questionnaire
1. Are the human resources specialists capable of understanding the difference between the
coaching and the mentoring programs?
2. Is there a need for HR professionals to focus on physical, social, emotional, and other
distinctive well-being factors?
3. Are the internationalization and continuous aspects of diversity have led to the change-
adaptability in the working environments and workforce?
4. What is the employee focus level on career management that causes low motivational
grounds for the employees to perform?
5. What would you recommend to human resources to adapt for the future to increase
employee productivity?
16.2 Appendix B – Key Notes to the Research Study
Coaching and mentoring in an organisation are of great importance due to the new knowledge
and skills that training provides to the employee as required by his profession, or through his
acquaintance with the best solutions to the problems he faces while practicing his profession,
which increases his ability to perform his work and helps him to avoid mistakes, thus reaching
the desired level that an entity seeks for advancement and progress. Mentoring combines
elements of coaching and teaching. The mentor first sets out the theoretical foundations of the
studied process, then explains what is stated in a practical example, after which he gives the task
to his students and monitors its implementation.

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Mentoring as a method of personnel training is carried out according to the “Tell - Show - Do”
model. The main divisions of the objectives of employee training are provided below:
This model contains 3 main steps:
Step 1 - Tell. The mentor explains the task to the trainee in stages, its main points, and features.
With the help of questions, he finds out how much the mentor understands what he needs to do.
Step 2 - Show. The mentor shows you what to do and how to do it. Explains in detail the entire
order execution algorithm.
Step 3 - Do it. The ward completes the task. The mentor monitors, identifies errors, along the
way explaining their reasons and asks to redo poor-quality stages.
Currently, training is one of the main directions in the field of personnel management. The
importance of purposeful employee training in the West has been recognized for a long time. It is
generally accepted that vocational training is focused on preparing the organization's personnel
to successfully fulfill the tasks facing them. There are many ways to achieve this goal. They can
be conditionally divided into two groups:
on-the-job training (briefing, rotation, mentoring).
training outside the workplace (for example, in the classroom).
In this article I would like to consider many forgotten, but especially useful in practice methods
of mentoring:
Specifications of a successful trainer for his employees
Training is an art and a talent for some, which is a study, refinement and practice, and the art of
training also needs a qualified and educated trainer not only in his field but in other fields. The
successful coach has many cultural, human, and psychological characteristics that reflect the

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sensitivity of his role in carrying out his mission. The most prominent of these characteristics
are:
Desire to teach; Desire to give without limits, and to make as much knowledge and experience
as possible in management and even life.
Innovating and looking for new ways to break the training routine; it turns into an obsession and
an ongoing challenge.
Personal experience: A trainer cannot succeed in performing his mission unless he has personal
experience that makes him profoundly familiar with all the stages that the trainees go through, as
well as his experience of their abilities and capabilities and the limits of improving and
developing them.
Sensitivity to individual needs; to discover good qualities in every field, use and develop them, a
successful trainer is someone who has a general plan for his work, along with sub-plans for you,
according to his understanding of the trainees’ abilities and capabilities.
Directions for proper coaching
To be the leader that the trained employees aspire to, one must have the qualities of the ideal
leader whose distinction stems from his self-confidence, not from his powers, by being able to
create success and derive it not only from yourself but from others, so do not forget that you are
a group leader and not a god of the parish. Twelve directives for a successful trainer in training
his employees.
Here are twelve directives identified by Dr. Ibrahim bin Hamad Al-Qaid, to be the trainer more
effective and successful:
First: Preparing for employee training:

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The coach should also have a contingency plan. For example, it became clear from my
experience that the time quotas estimated by the trainer for the various units of the course are
inaccurate, and that the trainer should be able to plan in the course materials, contents and
accompanying exercises.
Second: Setting the objectives that the training seeks to achieve in the performance of
employees:
Knowing the main points to be covered in the course is an effective way to clarify the objectives
of the course. These points can be announced and published in the training package in the form
of a table of contents or in a separate sheet or in front of each unit, or in the accompanying
exercises. These points should make it clear which new knowledge or skill must be acquired
because of the training.
Third: Fully involve the trainees in the training process:
The trainees, who are usually elderly people, do not retain information unless they have the
opportunity to learn it through experience, effective discussion and serious participation, and you
can demonstrate it to the efficiency of training, by finding a way to enable them to use the new
information during the course, and this can be done by answering questions and solving group
exercises And dive into the depths of the contents that the session aims to achieve.
Importance of Mentoring
The mentoring method can be focused on performing the following tasks that are significant for
the organisation. Considering the responses obtained through interview, the importance of
training can be clarified through the following elements:
 Improving the quality of training new and experienced employees in accordance with the
standards and norms adopted by the organization.

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 The rapid development of corporate culture, the formation of a positive attitude to work
and, as a result, loyalty to the company is due to an attentive attitude towards newcomers
and the creation of situations of success for them. In addition, often an employee "raised"
in a company works much longer in it, because feels an inner need to thank those who
"raised" him.
 Implementation of corporate standards and ensuring their continuity, tk. mentors initially
demonstrate acceptable standards of conduct to their mentees.
 Providing mentors with career opportunities. In this case, we mean horizontal career
development, when the employee's work is enriched within the framework of his
position. At the same time, a successful mentor may well be included in the number of
personnel reservists to fill a vacant leadership position.
 Reduced staff turnover and associated financial problems. First, we are talking about a
probationary period. It is known that dismissals of interns are often associated with
insufficient attention to newcomers and, accordingly, poor-quality training. Also, a well-
organized mentoring system can be a way to prevent emotional "burnout" in experienced
employees: exercising the functions of a mentor creates a sense of the importance and
usefulness of work, fills the activity of a professional employee with new meaning.
 Formation of a close-knit competent team due to the inclusion of experienced company
employees in the adaptation process.
 Labour productivity growth: it has been observed that mentors try to do their best because
newcomers look at them, take an example from them, and this, in turn, stimulates an
increase in the effectiveness of work.

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