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How coaching aligns the psychological contract between the young millennial professional and the organisation

Published on 2019in Sa Journal of Human Resource Management
· DOI :10.4102/sajhrm.v17i0.1146
Chantelle Solomon (Stellenbosch University), Salome van Coller-Peter1
Estimated H-index: 1
(Stellenbosch University)
Abstract
Orientation: Coaching has the potential to align the expectations between young millennial professionals and their organisations as coaching in a business context should result in mutually beneficial outcomes valued by both the coachee and the organisation. Research purpose: The research reported in this article explored how coaching contributes to the alignment of the psychological contract between an organisation and the young millennial professional. Motivation for the study: The work-related preferences and expectations of millennials can result in misalignment in the psychological contract between organisations and young millennial professionals, negatively affecting their level of engagement; performance and tenure. There is a paucity of research into building psychological contract mutuality and the coaching of millennials. Research approach/design and method: A phenomenological approach within a qualitative research design was followed. This included semi-structured interviews with seven young millennial professionals who had been coached and email interviews with five coaches who had coached young millennial professionals. Main findings: Coaching can enhance the psychological contract between young millennial professionals and their organisations, particularly with regard to career development. Alignment in expectations regarding career development may result in improved performance; enhanced affective commitment and lower turnover. Practical/managerial implications: Coaching is a viable strategy for organisations to engage and retain their young millennial professionals by cultivating psychological contract alignment in the employer-employee relationship. Contribution/value-add: This research supplements the limited body of knowledge on building psychological contract mutuality and coaching efficacy for young millennials.
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References35
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