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    The impact of formal workplace coaching on employee outcomes: a matched sample analysis
    (Taylor and Francis Group, 2025-08-21) Mowat JW; Haar J; Forsyth D
    The manager-as-coach model, where supervisors enhance the development and performance of their direct reports (employees) by adopting a ‘coaching’ leadership style, has grown in popularity. For human resource development (HRD), the purported benefits include improved employee performance, organisational commitment, and reduced turnover intentions. Guided by Social Exchange Theory and Leader-Member Exchange Theory, we compared a matched sample (n = 412) of New Zealand-based employees across diverse sectors and industries, half who received formal workplace coaching from their supervisor (coached group) and half who did not (no-coach group). After conducting a multi-group confirmatory factor analysis and comparing latent means, we found that the formally coached group experienced stronger meaningful work and organisational citizenship behaviours (individual and organisational). Unexpectedly, turnover intentions and counter-productive work behaviours (CWB) did not differ between groups. This suggests that whilst formally coached employees felt obliged to improve positive work-related outcomes (i.e. meaningful work and OCB), the effect was too weak to reduce negative work-related attitudes and behaviours (i.e. turnover intentions and CWBs). Consequently, we discuss alternative explanations to account for this inconsistency, along with recommendations for HRD practitioners and future research.
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    The effect on mail survey response rates of covering letters and questionnaire cover design : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Marketing at Massey University, Palmerston North
    (Massey University, 2003) Gendall, Philip John
    High response rates are important in survey research because they reduce the potential for nonresponse bias. The objective of this research was to determine whether survey response rates could be increased by modifying the content, tone or appearance of covering letters, or by manipulating the design of questionnaire covers. The theoretical basis of the research was social exchange theory, a general explanation of survey participation that asserts that an individual's actions are motivated by the return these actions are expected to bring from others, and that a particular action depends on the balance between rewards, costs and trust- The research also incorporated ideas from direct marketing and advertising research. The research confirms that an altruistic cover letter appeal appears to be more effective than an egoistic appeal for university-sponsored surveys of the general public. The same conclusion seems likely to apply to any non-commercial survey sponsor. However, there was no evidence that simplicity, a friendly tone, or the presence of graphics increases the effectiveness of survey covering letters. Similarly, a personalised covering letter had no effect on response rate, response speed, or data quality. This result is contrary to the findings of a number of previous studies. The suggestion that likeability, a predictor of advertising effectiveness, might predict the effectiveness of questionnaire cover design in a mail survey, was weakly supported. In five out of six studies of questionnaire covers involving graphic designs, the more 'likeable' covers produced an average increase in response rate of approximately 2%. Some evidence was also found that, in the absence of an accompanying questionnaire, a highly contrastive cover design is more effective than a barely contrastive design. However, the most effective strategy is to include a questionnaire with every wave of a mail survey. Overall, it appears the effect of covering letters and questionnaire cover design on response rate will be marginal in a well-conducted mail survey. Nevertheless, these elements may reinforce other survey factors, and, in some circumstances, 'tip the balance' between response and nonresponse.