The mediating role of job motivation in relation to coaching competencies and organizational commitment: Evidence from a private bank

Document Type : Original Article

Authors

1 PhD Student in Public Management, Human Resources, Islamic Azad University, Saveh Branch, Management Department, Saveh, Iran

2 Assistant Professor and Faculty Member, Management Department, Islamic Azad University, Saveh Branch, Management Department, Saveh, Iran (Corresponding Author).

3 Assistant Professor and Faculty Member, Management Department, Islamic Azad University, Saveh Branch, Management Department, Saveh, Iran.

Abstract

Interest in coaching is growing among organizations. This has been proven by a large number of company leaders and managers at various coaching events. Despite this growing interest, coaching is not yet widespread and the concept of coaching is not fully understood. The aim of this study was to investigate the mediating role of job motivation in the relationship between coaching competencies and organizational commitment: Evidence from a private bank. The present study is descriptive-correlational in terms of applied purpose and in terms of data collection method. The statistical population of this study is the employees of one of the private banks in 1999. 250 people were selected by simple random sampling. 230 healthy questionnaires were used for analysis. The data collection tool was a standard questionnaire. In order to evaluate the validity and reliability of the measurement tools, the content validity and the results of the measurement model were cited and the validity and reliability results of the questionnaires were confirmed. Structural equation modeling using Smart PLS 3 software was used to analyze the data. The results of the hypothesis test showed that job motivation has a mediating role in the relationship between coaching competence and organizational commitment. Coaching competence affects organizational commitment. Job enthusiasm affects organizational commitment.

Keywords

References

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Journal of Sustainable Human Resource Management
Volume 2, Issue 3
October 2020
Pages 137-117

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