dc.contributor.author | Siti Durrah | |
dc.contributor.author | Irza Hanie, Abu Samah | |
dc.contributor.author | Junaidah, Yusof | |
dc.contributor.author | Amalina, Ibrahim | |
dc.contributor.author | Nur Rifhan, A. Rahim | |
dc.contributor | School of Human Resource Development and Psychology, Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia, Johor | en_US |
dc.contributor | Faculty of Business and Management, Universiti Teknologi MARA (UiTM) Johor Branch, Segamat, Johor | en_US |
dc.creator | Nur Syafiqah, A. Rahim | |
dc.date.accessioned | 2023-08-16T07:49:59Z | |
dc.date.available | 2023-08-16T07:49:59Z | |
dc.date.issued | 2023-06 | |
dc.identifier.citation | International Journal of Business and Technopreneurship, vol.13(2), 2023, pages 185-192 | en_US |
dc.identifier.issn | 2231-7090 (printed) | |
dc.identifier.issn | 2232-1543 (online) | |
dc.identifier.uri | http://dspace.unimap.edu.my:80/xmlui/handle/123456789/79086 | |
dc.description | Link to publisher's homepage at https://ijbt.unimap.edu.my | en_US |
dc.description.abstract | An organisation with a large workforce from a variety of backgrounds collaborates on various
projects with different groups of individuals in order to achieve specific goals. Employers who
develop coaching relationships with staff members may create high-quality results. According
to this viewpoint, an employee who is receiving excellent training or coaching will be able to
interact with the tasks assigned successfully in order to meet the organisational aim. The
objective of this study is to examine how managerial coaching, executive coaching, and group
coaching relate to work engagement in artificial intelligence during the COVID-19 season. It is
obvious that the best coaching methods, including managerial coaching, executive coaching,
and group coaching, will boost employee involvement, excitement, drive, and motivation while
producing great results. 110 personnel of the artificial intelligence business are involved in this
study. For data gathering in this study, a survey was used as a quantitative method. In order
to analyse the data for this study, Pearson's correlation coefficient and the Statistical Package
for the Social Science (SPPS) version 29.0 were both employed. The findings indicated that
executive coaching has a high mean average of 3.96 and a significant link (r=0.856, p=0.01)
between executive coaching and work engagement. Despite the study's shortcomings, the
empirical findings contribute to our understanding of job engagement and purpose in public
organisations. Consequently, training is essential in an organisation. | en_US |
dc.language.iso | en | en_US |
dc.publisher | School of Business Innovation and Technopreneurship, Universiti Malaysia Perlis (UniMAP) | en_US |
dc.subject.other | Coaching styles | en_US |
dc.subject.other | Executive coaching | en_US |
dc.subject.other | Managerial coaching | en_US |
dc.subject.other | Group coaching | en_US |
dc.subject.other | Work engagement | en_US |
dc.title | A study on the relationship between coaching styles towards work engagement in artificial intelligence industries | en_US |
dc.type | Article | en_US |
dc.contributor.url | nursyafiqaharahim@utm.my | en_US |