Coaching as a social exchange : examining the role of coaching in talent management

This study focuses on the role of coaching in the context of talent and leadership development programmes in a multinational financial services organisation. Coaching is often regarded as a core element of these programmes, and yet there have been few attempts to examine coaching within this specific organisational context and its contribution to the development and career progression of talented employees. To address this neglect, this study examines coaching utilised in four talent management programmes targeting talented employees at different seniority levels in a multinational firm in the banking sector. Drawing on 30 semi-structured interviews of talented employees, HR managers, and internal and external coaches, this qualitative single-case study argues that coaching plays a critical role within talent management programmes. From a theoretical perspective, this study examines coaching as a talent management practice through the lens of social exchange theory and the psychological contract. Overall, the findings indicate that talent coaching comprises a distinct practice blending a range of existing helping interventions used in organisations. By applying a social exchange theory lens, coaching may be perceived as a social reward mechanism whereby all participants benefit differently from the exchange. Specifically, it can strengthen the psychological contract between the talented employee and the organisation. Additionally, it enacts the employee’s talent status. Finally, coaching is viewed as an ambivalent practice, which may lead to ethical dilemmas due to imbalanced power dynamics between stakeholders, whose agendas may or may not align with the organisation’s talent management goals. As well as offering practical recommendations to HR professionals and coaches, the study demonstrates the importance of bringing context into our understanding and evaluation of coaching.

Grantor dc:publisher

Oxford Brookes University

Year dc:date

2020

Author dc:creator

• Mangion-Thornley, Karine

Contributors dc:contributor

• Gannon, Judie
• Wylie, Nick

Statement dc:rights

• All rights reserved

Language dc:language

en

DOI dc:identifier

https://doi.org/10.24384/8wa0-8b60

OAI identifier oai:identifier

tle:6f63da9a-0fe1-4f6b-9b5f-e3f7e8e89d72:d6bd9758-527a-46cd-bfe2-c433766e8fca:1