QUASI-EXPERIMENTAL STUDY ON COACHING AND IT'S IMPACT ON EMPLOYEES PERFORMANCE

Presented study deals with the verification of the effect of coaching on individual performance. It assumes that a large part of the company financial resources is currently invested in staff development, but it is not proven whether this investment brings profit to organizations in terms of increased performance (4th grade of Kirkpatrick Model). The study verifies the effect of coaching as an independent variable to the performance of sales representatives, which is a dependent variable. The test group performance was measured as a percentage of business plan achievement (KPI) four times for each participant and took place before the first coaching session, during the coaching period and 1 month, 2 months or 4 months after the end of coaching. The study included a total of 261 sales representatives of a multinational telecommunication company. They all went through six 60-minute coaching sessions with a minimum interval of 2 weeks. The data were collected in 2012, 2013, 2014 and 2015. Due to the nature of the data and its distribution, the differences were calculated using a paired t-test. The results showed a statistically significant difference (p <. 001, d = .45) in the performance of business representatives before the commencement of coaching and after commencement of coaching. Before the commencement of coaching and 1 month after last coaching session (p <. 001, d = .39) and before the commencement of coaching and 2, resp. 4 months after the last coaching session (p <. 001, d = .46). The main limit of the study is the absence of a control group.