“Tit for Tat”—The Outcomes of Coaching in Service Companies

Abstract Workplace coaching has been established as a popular managerial development tool to support employees on all hierarchical levels. In service industries, coaching is underrepresented. This is rather surprising because more than in any other industry, the employees’ attitudes and personal job...
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Autor*in:	Feyertag, Christina-Franca [verfasserIn] Roschk, Holger

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2021

Schlagwörter:	Workplace Coaching Service Management Service Coaching Positive Outcomes Coaching Strategies

Anmerkung:	© The Author(s) 2021

Übergeordnetes Werk:	Enthalten in: Coaching - Theorie & Praxis - Berlin : Springer, 2015, 7(2021), 1 vom: 13. Apr., Seite 13-24
Übergeordnetes Werk:	volume:7 ; year:2021 ; number:1 ; day:13 ; month:04 ; pages:13-24

Links:	Volltext

DOI / URN:	10.1365/s40896-021-00050-8

Katalog-ID:	SPR046483489

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spelling	10.1365/s40896-021-00050-8 doi (DE-627)SPR046483489 (SPR)s40896-021-00050-8-e DE-627 ger DE-627 rakwb eng Feyertag, Christina-Franca verfasserin aut “Tit for Tat”—The Outcomes of Coaching in Service Companies 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2021 Abstract Workplace coaching has been established as a popular managerial development tool to support employees on all hierarchical levels. In service industries, coaching is underrepresented. This is rather surprising because more than in any other industry, the employees’ attitudes and personal job satisfaction have an impact on customers’ service perceptions. Thus, taking care of the service personnel should be a top concern for service firms. This position paper therefore presents the challenges service employees are confronted with, according to their distance to the customer, and describes how coaching may help them to overcome those challenges from a conceptual point of view. Service employees may be influenced by workplace coaching, affecting not only their work performance (i.e. skill-based outcomes), but also their attitude and personality (i.e. psychological outcomes). Theoretically, this study adds on previous research, by presenting a conceptual discussion of positive outcomes of coaching for service organizations, which is supplemented by considerations about negative or unwanted effects. Service practitioners learn that coaching can be widely applied to different employee groups and gain a differentiated perspective about conceivable positive and negative outcomes. Workplace Coaching (dpeaa)DE-He213 Service Management (dpeaa)DE-He213 Service Coaching (dpeaa)DE-He213 Positive Outcomes (dpeaa)DE-He213 Coaching Strategies (dpeaa)DE-He213 Roschk, Holger aut Enthalten in Coaching - Theorie & Praxis Berlin : Springer, 2015 7(2021), 1 vom: 13. Apr., Seite 13-24 (DE-627)833511416 (DE-600)2831562-5 2364-5148 nnns volume:7 year:2021 number:1 day:13 month:04 pages:13-24 https://dx.doi.org/10.1365/s40896-021-00050-8 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2086 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 7 2021 1 13 04 13-24
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allfieldsGer	10.1365/s40896-021-00050-8 doi (DE-627)SPR046483489 (SPR)s40896-021-00050-8-e DE-627 ger DE-627 rakwb eng Feyertag, Christina-Franca verfasserin aut “Tit for Tat”—The Outcomes of Coaching in Service Companies 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2021 Abstract Workplace coaching has been established as a popular managerial development tool to support employees on all hierarchical levels. In service industries, coaching is underrepresented. This is rather surprising because more than in any other industry, the employees’ attitudes and personal job satisfaction have an impact on customers’ service perceptions. Thus, taking care of the service personnel should be a top concern for service firms. This position paper therefore presents the challenges service employees are confronted with, according to their distance to the customer, and describes how coaching may help them to overcome those challenges from a conceptual point of view. Service employees may be influenced by workplace coaching, affecting not only their work performance (i.e. skill-based outcomes), but also their attitude and personality (i.e. psychological outcomes). Theoretically, this study adds on previous research, by presenting a conceptual discussion of positive outcomes of coaching for service organizations, which is supplemented by considerations about negative or unwanted effects. Service practitioners learn that coaching can be widely applied to different employee groups and gain a differentiated perspective about conceivable positive and negative outcomes. Workplace Coaching (dpeaa)DE-He213 Service Management (dpeaa)DE-He213 Service Coaching (dpeaa)DE-He213 Positive Outcomes (dpeaa)DE-He213 Coaching Strategies (dpeaa)DE-He213 Roschk, Holger aut Enthalten in Coaching - Theorie & Praxis Berlin : Springer, 2015 7(2021), 1 vom: 13. Apr., Seite 13-24 (DE-627)833511416 (DE-600)2831562-5 2364-5148 nnns volume:7 year:2021 number:1 day:13 month:04 pages:13-24 https://dx.doi.org/10.1365/s40896-021-00050-8 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2086 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 7 2021 1 13 04 13-24
allfieldsSound	10.1365/s40896-021-00050-8 doi (DE-627)SPR046483489 (SPR)s40896-021-00050-8-e DE-627 ger DE-627 rakwb eng Feyertag, Christina-Franca verfasserin aut “Tit for Tat”—The Outcomes of Coaching in Service Companies 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2021 Abstract Workplace coaching has been established as a popular managerial development tool to support employees on all hierarchical levels. In service industries, coaching is underrepresented. This is rather surprising because more than in any other industry, the employees’ attitudes and personal job satisfaction have an impact on customers’ service perceptions. Thus, taking care of the service personnel should be a top concern for service firms. This position paper therefore presents the challenges service employees are confronted with, according to their distance to the customer, and describes how coaching may help them to overcome those challenges from a conceptual point of view. Service employees may be influenced by workplace coaching, affecting not only their work performance (i.e. skill-based outcomes), but also their attitude and personality (i.e. psychological outcomes). Theoretically, this study adds on previous research, by presenting a conceptual discussion of positive outcomes of coaching for service organizations, which is supplemented by considerations about negative or unwanted effects. Service practitioners learn that coaching can be widely applied to different employee groups and gain a differentiated perspective about conceivable positive and negative outcomes. Workplace Coaching (dpeaa)DE-He213 Service Management (dpeaa)DE-He213 Service Coaching (dpeaa)DE-He213 Positive Outcomes (dpeaa)DE-He213 Coaching Strategies (dpeaa)DE-He213 Roschk, Holger aut Enthalten in Coaching - Theorie & Praxis Berlin : Springer, 2015 7(2021), 1 vom: 13. Apr., Seite 13-24 (DE-627)833511416 (DE-600)2831562-5 2364-5148 nnns volume:7 year:2021 number:1 day:13 month:04 pages:13-24 https://dx.doi.org/10.1365/s40896-021-00050-8 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2086 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 7 2021 1 13 04 13-24
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author	Feyertag, Christina-Franca
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topic_title	“Tit for Tat”—The Outcomes of Coaching in Service Companies Workplace Coaching (dpeaa)DE-He213 Service Management (dpeaa)DE-He213 Service Coaching (dpeaa)DE-He213 Positive Outcomes (dpeaa)DE-He213 Coaching Strategies (dpeaa)DE-He213
topic	misc Workplace Coaching misc Service Management misc Service Coaching misc Positive Outcomes misc Coaching Strategies
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title_sort	“tit for tat”—the outcomes of coaching in service companies
title_auth	“Tit for Tat”—The Outcomes of Coaching in Service Companies
abstract	Abstract Workplace coaching has been established as a popular managerial development tool to support employees on all hierarchical levels. In service industries, coaching is underrepresented. This is rather surprising because more than in any other industry, the employees’ attitudes and personal job satisfaction have an impact on customers’ service perceptions. Thus, taking care of the service personnel should be a top concern for service firms. This position paper therefore presents the challenges service employees are confronted with, according to their distance to the customer, and describes how coaching may help them to overcome those challenges from a conceptual point of view. Service employees may be influenced by workplace coaching, affecting not only their work performance (i.e. skill-based outcomes), but also their attitude and personality (i.e. psychological outcomes). Theoretically, this study adds on previous research, by presenting a conceptual discussion of positive outcomes of coaching for service organizations, which is supplemented by considerations about negative or unwanted effects. Service practitioners learn that coaching can be widely applied to different employee groups and gain a differentiated perspective about conceivable positive and negative outcomes. © The Author(s) 2021
abstractGer	Abstract Workplace coaching has been established as a popular managerial development tool to support employees on all hierarchical levels. In service industries, coaching is underrepresented. This is rather surprising because more than in any other industry, the employees’ attitudes and personal job satisfaction have an impact on customers’ service perceptions. Thus, taking care of the service personnel should be a top concern for service firms. This position paper therefore presents the challenges service employees are confronted with, according to their distance to the customer, and describes how coaching may help them to overcome those challenges from a conceptual point of view. Service employees may be influenced by workplace coaching, affecting not only their work performance (i.e. skill-based outcomes), but also their attitude and personality (i.e. psychological outcomes). Theoretically, this study adds on previous research, by presenting a conceptual discussion of positive outcomes of coaching for service organizations, which is supplemented by considerations about negative or unwanted effects. Service practitioners learn that coaching can be widely applied to different employee groups and gain a differentiated perspective about conceivable positive and negative outcomes. © The Author(s) 2021
abstract_unstemmed	Abstract Workplace coaching has been established as a popular managerial development tool to support employees on all hierarchical levels. In service industries, coaching is underrepresented. This is rather surprising because more than in any other industry, the employees’ attitudes and personal job satisfaction have an impact on customers’ service perceptions. Thus, taking care of the service personnel should be a top concern for service firms. This position paper therefore presents the challenges service employees are confronted with, according to their distance to the customer, and describes how coaching may help them to overcome those challenges from a conceptual point of view. Service employees may be influenced by workplace coaching, affecting not only their work performance (i.e. skill-based outcomes), but also their attitude and personality (i.e. psychological outcomes). Theoretically, this study adds on previous research, by presenting a conceptual discussion of positive outcomes of coaching for service organizations, which is supplemented by considerations about negative or unwanted effects. Service practitioners learn that coaching can be widely applied to different employee groups and gain a differentiated perspective about conceivable positive and negative outcomes. © The Author(s) 2021
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