Managerial Coaching Induces Psychological Engagement of Employees: Moderating Effect of Knowledge Management

Shahida Mariam, Farooq Ahmad and Muhammad Nawaz Qaisar
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Shahida Mariam: Librarian,Department of Business & Commerce,Government Institute of Commerce, Rawalpindi, Punjab, Pakistan.
Farooq Ahmad: Assistant Professor, Department of Management Science,SZABIST, Larkana, Punjab, Pakistan.
Muhammad Nawaz Qaisar: Independent Scholar.

Global Economics Review, 2019, vol. 4, issue 1, 60-73

Abstract: Project organizations are essential to economic development. In this context, we study the relationship of managerial coaching with psychological engagement at work and how to leverage this relationship through knowledge management. Data was collected from 463 managerial employees of different project-basedorganizations in Pakistan using existing reliable scales. The hypotheses were tested through regression analysis. Results showed a significant positive link among managerial coaching, psychological engagement, and knowledge management. Knowledge management turned a suppressing effect on the relationship between managerial coaching and psychological engagement. However, this effect diminishes when there exists an effective knowledge management system as knowledgeable employees may dislike frequent coaching. The findings suggest that to augment psychological conditions for employee engagement at work, the organizations can benefit from developing a balanced culture of managerial coaching and its appropriate convergence with a knowledge management system.

Keywords: Managerial Coaching; Psychological Engagement; Knowledge Management. (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:aaw:journl:v:4:y:2019:i:1:p:60-73

DOI: 10.31703/ger.2019(IV-I).07

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