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The International Journal of Human Resource Management Volume 20, 2009 - Issue 10
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Original Articles

The performance effects of coaching: a multilevel analysis using hierarchical linear modeling

Ritu Agarwal University of Maryland, Robert H. Smith School of Business, College Park, MD, USA
,
Corey M. Angst Mendoza College of Business, University of Notre Dame, Notre Dame, IN, USA
&
Massimo Magni Institute of Organization and Information Systems, Bocconi University, Milano, ItalyCorrespondence[email protected]
Pages 2110-2134 | Published online: 23 Oct 2009
 
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Abstract

Drawing on the conceptual foundations of feedback and behavior modeling we investigate the effects of managers' coaching intensity on the performance of those they supervise, at multiple levels of an organizational hierarchy. Data from 328 sales associates reporting to 114 middle managers, and 93 middle managers reporting to 32 executive managers are used to test the research hypotheses. Using hierarchical linear modeling we find that managers' coaching intensity influences the performance of their subordinates after controlling for job satisfaction, and this effect weakens at greater hierarchical levels. Surprisingly, we do not observe any cross-level moderating effects of coaching intensity on the satisfaction–performance relationship. We discuss the implications of our findings for future research and practice.

Notes

1. We are grateful to an anonymous reviewer for this explanation.

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