شناسایی موانع اجرای اثربخش مربی‌گری مدیریتی در یک واحد خدمات مرکز داده دربرابر عملکرد نامطلوب کارشناس
الموضوعات :گل نوش شریفان 1 , سید بابک علوی 2
1 - دانشگاه صنعتی شریف
2 - دانشكده مديريت و اقتصاد
الکلمات المفتاحية: مربی‌گری مدیریتی, موانع (مانع), مرکز داده, عملکرد نامطلوب.,
ملخص المقالة :
هدف این پژوهش، شناسایی موانع اجرای اثربخش مربی‌گری مدیریتی «در مواجهه مدیر با عملکرد نامطلوب کارشناس» و مکانیزم‌های اثرگذاری آن موانع، در یک واحد سازمانی خدمات مرکز داده بود. پژوهش با راهبرد نظریه‌پردازی داده‌بنیان انجام شد. جمع‌آوری داده از طریق مصاحبه‌های انفرادی نیمه‌ساختاریافته با هجده نفر، متشکل از هشت مدیر و ده کارشناس، و با نمونه‌گیری نظری انجام گرفت. نتایج متشکل از پنج مانع می‌شود که یکی از آنها ویژگی زمینه‌ای صنعت مرکز داده است و در تحقیقات قبلی تأثیر آن بر مربی‌گری در این صنعت بررسی نشده‌بود. دو مانع دیگر از پنج مانع نیز در مطالعات قبلی معرفی نشده‌بودند. عامل اصلی پیونددهنده موانع یافت‌شده این است که مدیر و یا کارشناس در مواقعی، موقعیت عملکرد نامطلوب را به عنوان موقعیتي براي مربی‌گری در نظر نمی‌گیرند. مکانیزم‌های اثرگذاری موانع در مطالعات قبلی بررسی نشده‌بود و در این تحقیق سه مکانیزم اصلی شناسایی شده‌است. اول اینکه عوامل شناسايي‌شده مانع بروز رفتارهای مربی‌گری از جانب مدیر در برابر عملکرد نامطلوب کارشناس می‌شوند. دوم اینکه برخي عوامل مانع یادگیری کارشناس با وجود بروز رفتارهای مربی‌گری مدیر می‌شوند. سوم اینکه موانع باعث تضعیف رابطه کاری مدیر و کارشناس با وجود بروز رفتارهای مربی‌گری مدیر می‌شوند. چند پیشنهاد به سازمان‌های ارائه‌دهنده خدمات مرکز داده ارائه می‌شود. اول اینکه مدیران و کارشناسان با تقویت خودآگاهی و ذهن‌آگاهی خود، با تشخیص هوشیارانه در لحظه، از موقعیت‌های عملکرد نامطلوب تا حد امکان به عنوان فرصت مناسبی برای مربی‌گری بهره ببرند و نیز سازمان رویکردهای هیجانی حامیانه مدیران را در برقراری ارتباط با کارشناسان در مواجهه با عملکرد نامطلوبشان ترویج کند. دوم اینکه مدیران و کارشناسان منابع انسانی جهت آموزش قابلیت‌های غیرفنی مورد نیاز کارشناسان، اقدام کنند. سوم اینکه روش‌های انگیزشي براي یادگیری کارشناسان به مدیران آموزش داده‌شود و سازوکارهای انگیزشی نیز در جهت تقویت انگیزش یادگیری در حوزه‌های مورد نیاز طراحی شود.
1. Downey M. Effective coaching. London: Orion Business; 1999.
2. Hamlin RG, Ellinger AD. Toward a profession of coaching? A definitional examination of ‘coaching’,‘organization development’, and ‘human resource development. In International Journal of Evidence Based Coaching and Mentoring 2009;7(1):13-38.
3. Pulakos ED, O’Leary RS. Why is performance management broken? Industrial and Organizational Psychology. 2011;4(2):146-64.
4. Feldman DC, Lankau MJ. Executive coaching: A review and agenda for future research. Journal of management. 2005;31(6):829-48.
5. Fillery-Travis A, Lane, D. Does coaching work or are we asking the wrong question? International Coaching Psychology Review. 2006;1(1):24-36.
6. Grant AM, Passmore J, Cavanagh MJ, Parker HM. 4 The State of Play in Coaching Today: A Comprehensive Review of the Field. International review of industrial and organizational psychology. 2010;25(1):125-67.
7. Gregory JB, Levy PE. Employee coaching relationships: Enhancing construct clarity and measurement. Coaching: An International Journal of Theory, Research and Practice. 2010;3(2):109-23.
8. Ladyshewsky RK. The manager as coach as a driver of organizational development. Leadership & Organization Development Journal. 2010;31(4):292-306.
9. Ellinger AD, Ellinger AE, Hamlin RG, Beattie RS. Achieving improved performance through managerial coaching. Handbook of Improving Performance in the Workplace. 2009;2: 275-98.
10. Ford RC, Latham GP, Lennox G. Mystery shoppers. Organizational Dynamics. 2011; 3(40):157-64.
11. Zaleska KJ, de Menezes LM. Human resources development practices and their association with employee attitudes: Between traditional and new careers. Human relations. 2007; 60(7): 987-1018.
12. Latham GP, Stuart HC. Practicing what we preach: The practical significance of theories underlying HRM interventions for a MBA school. Human Resource Management Review. 2007;17(2):107-16.
13. Longenecker CO, Neubert MJ. The practices of effective managerial coaches. Business Horizons. 2005; 48(6): 493-500.
14. Gilley A, Gilley JW, Kouider E. Characteristics of managerial coaching. Performance Improvement Quarterly. 2010; 23(1): 53-70.
15. Brandl J, Madsen MT, Madsen H. The perceived importance of HR duties to Danish line managers. Human Resource Management Journal. 2009; 19(2): 194-210.
16. Rafferty R, Fairbrother G. Factors influencing how senior nurses and midwives acquire and integrate coaching skills into routine practice: a grounded theory study. Journal of advanced nursing. 2015;71(6):1249-59.
17. Ellinger AD, Ellinger AE, Keller SB. Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry. Human resource development quarterly. 2003;14(4): 435-58.
18. Godinho R. What is data center? - Definition from WhatIs.com [Internet]. SearchDataCenter. 2010 [cited 2014Jul6]. Available from: http://searchdatacenter.techtarget.com/definition/data-center
19. Johnson B. How Data Centers Work [Internet]. HowStuffWorks. HowStuffWorks; 2013 [cited 2014Aug11]. Available from: http://computer.howstuffworks.com/data-centers.htm
20. Normandeau K. Building Mission Critical Data Centers [Internet]. Data Center Knowledge. 2010 [cited 2017Oct1]. Available from: http://www.datacenterknowledge.com/archives/2010/03/18/building-mission-critical-data-centers/
21. Mission critical [Internet]. Wikipedia. Wikimedia Foundation; 2014 [cited 2017Oct1]. Available from: http://en.wikipedia.org/wiki/Mission_critical
22. Data center [Internet]. Wikipedia. Wikimedia Foundation; 2018 [cited 2014Jul24]. Available from: https://en.wikipedia.org/wiki/Data_center
23. Neudorfer J. Keys to Successful Data Center Operations [Internet]. Data Center Knowledge. 2012 [cited 2017Oct1]. Available from: http://www.datacenterknowledge.com/archives/2012/03/08/keys-to-successful-data-center-operations/
24. Human errors most common reason for data center outages [Internet]. Pingdom Royal. 2007 [cited 2017Oct1]. Available from: http://royal.pingdom.com/2007/10/30/human-errors-most-common-reason-for-data-center-outages/
25. Sullivan E. Finding and Keeping Good Data Center Employees - Facilities Management Insights [Internet]. Facilitiesnet. 2008 [cited 2018Oct1]. Available from: http://www.facilitiesnet.com/outsourcing/article/Finding-and-Keeping-Good-Data-Center-Employees--10062#
26. Miller R. Human Error Cited in Hosting.com Outage [Internet]. Data Center Knowledge. 2012 [cited 2017Oct1]. Available from: http://www.datacenterknowledge.com/archives/2012/07/28/human-error-cited-hosting-com-outage/
27. Data Center Management: Trends and Challenges | Seagate US [Internet]. Seagate.com. Seagate; [cited 2017Oct1]. Available from: http://www.seagate.com/tech-insights/data-center-management-master-ti/
28. McClary R. Human Error, Downtime and Design [Internet]. Data Center Knowledge. 2014 [cited 2017Oct1]. Available from: http://www.datacenterknowledge.com/archives/2014/06/05/human-error-downtime-and-design/
29. Gómez JM, Mora M, Raisinghani MS, Nebel W, O'Connor RV, editors. Engineering and Management of Data Centers: An IT Service Management Approach. Springer; 2017 Nov 10.
30. Hunt JM, Weintraub J. How coaching can enhance your brand as a manager. Journal of Organizational Excellence. 2002; 21(2): 39-44.
31. Marsh L. Good manager: good coach? What is needed for effective coaching?. Industrial and Commercial Training. 1992 1; 24(9).
32. Peel D. What Factors Affect Coaching and Mentoring in Small and Medium Sized Enterprises. International Journal of Evidence Based Coaching & Mentoring. 2008; 6(2):1-18.
33. Corbin J, Strauss A. Basics of qualitative research: Techniques and procedures for developing grounded theory. Thousand Oaks: Sage Publications Ltd; 2008 doi: 10.4135/9781452230153
34. Hagen MS. Managerial coaching: A review of the literature. Performance Improvement Quarterly. 2012; 24(4):17-39.
35. McAlpine TJ. The Creative Coach: Exploring the Synergies Between Creative Problem Solving: Thinking Skills Model and Non-Directive Coaching [Creative Studies Graduate Student Master's Projects]. Buffalo state; 2011. Available from: https://digitalcommons.buffalostate.edu/creativeprojects/140
36. Ellinger AD, Bostrom RP. Managerial coaching behaviors in learning organizations. Journal of Management Development. 1999; 18(9): 752-71.
37. Goleman D. Leadership that gets results. Harvard business review. 2000 Mar;78(2):78-93.
38. Walker CA. Saving your rookie managers from themselves. Harvard business review. 2002; 80(4): 97-111.
39. Daneshmandi S. Feasibility study of the application of coaching in human resource training and development activities of National Iranian Oil Company [M.Sc dissertation]. Shahid Beheshti University; 2012.
40. Sterman JD. Business Dynamics: Systems Thinking and Modeling for a Complex World. Boston: Irwin/McGraw-Hill; 2000.
41. Goulding C. Grounded theory: A practical guide for management, business and market researchers. Sage; 2002.
42. Pyöriä P. The concept of knowledge work revisited. Journal of knowledge management. 2005;9(3):116-27.
43. Joo BK, Sushko JS, McLean GN. Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring. Organization Development Journal. 2012; 30(1).
44. Suddaby R. From the editors: What grounded theory is not. Academy of management journal. 2006; 49(4): 633-642.
45. Corbin JM, Strauss A. Grounded theory research: Procedures, canons, and evaluative criteria. Qualitative sociology. 1990; 13(1): 3-21.
46. Creswell JW. Qualitative inquiry and research design: Choosing among five approaches. Thousand Oaks: Sage publications; 2007.
47. Patton MQ. Qualitative evaluation and research methods. SAGE Publications, inc; 1990.
48. Robbins SP, Judge TA. Organizational Behavior. 15th Ed .prentice Hall; 2013.
49. Heslin PA, Latham GP, VandeWalle D. The effect of implicit person theory on performance appraisals. Journal of Applied Psychology. 2005; 90(5): 842.
50. Heslin PA, Vandewalle D, Latham GP. Keen to help? Managers'implicit person theories and their subsequent employee coaching. Personnel Psychology. 2006; 59(4): 871-902.
51. Neuman JH, Baron RA. Workplace violence and workplace aggression: Evidence concerning specific forms, potential causes, and preferred targets. Journal of management. 1998; 24(3): 391-419.
52. Mayer RC, Davis JH, Schoorman FD. An integrative model of organizational trust. Academy of management review. 1995; 20(3): 709-34.
53. Yukl GA. Leadership in organization. 7th Ed. Upper Saddle River: Pearson Education; 2010.
54. Gagné M, Deci EL. Self‐determination theory and work motivation. Journal of Organizational behavior. 2005; 26(4): 331-62.
55. Liao WC, Tai WT. Organizational justice, motivation to learn, and training outcomes. Social Behavior & Personality: an international journal. 2006; 34(5): 545-556.
56. Rowold J. The impact of personality on training‐related aspects of motivation: Test of a longitudinal model. Human Resource Development Quarterly. 2007;18(1): 9-31.
57. Kontoghiorghes C. Predicting motivation to learn and motivation to transfer learning back to the job in a service organization: A new systemic model for training effectiveness. Performance Improvement Quarterly. 2002;15(3):114-29.
58. Ismail A, Bongogoh S, Segaran SCC, Tudin R, Ajis MNE, Ismail WKW. Supervisor communication and motivation to learn as a predictor of positive individual attitudes and behaviors: A study in one city-based local authority. Jurnal Kemanusiaan, 2009;13:19-29.
59. Foxon M. The influence of motivation to transfer, action planning, and manager support on the transfer process. Performance Improvement Quarterly. 1997;10(2): 42-63.
