Employee perceptions of coaching relationship quality: A change-over-time study of job satisfaction and turnover intentions

Abstract

To remain competitive, organisations increasingly rely on human resources (HR) to operate as a strategic business partner responsible for developing employee capability. Although prior research highlights the centrality of supervisor–employee relationships for effective coaching, little is known about whether employees' perceptions of the quality of the coaching relationship (PQECR) change over time and how such change shapes work outcomes. This gap is consequential for HR because organisations depend on HR systems, training and ongoing support to build and sustain coaching capability. Guided by social exchange theory, this study investigates whether within-person changes in PQECR correspond with changes in job satisfaction and turnover intentions, two outcomes of concern for HR. Using residual-change-modelling on two waves of data from 187 formally coached employees in New Zealand, results show that fluctuations in PQECR meaningfully predict changes in both work outcomes. The findings extend social exchange theory by positioning the coaching relation as a valuable yet dynamic relational resource. Practically, the study highlights a strategic opportunity for HR to strengthen employee wellbeing and retention by designing systems that enable supervisors to develop coaching expertise and sustain high-quality coaching relationships over time.