The perceptions of executive coaching for career progression by public service departments in Gauteng

Abstract

Aim: This research was aimed at investigating perceptions about the contribution of executive coaching to career progression, by public service departments in Gauteng. It specifically targeted a sample of six Human Resource Management and Development managers (HRM&D) managers, as suitable primary sources of the data that was sought to respond to the research topic. Research context: The context of the research was the perceived senior management incompetence within the South African public service, concomitant with the dearth of career management practices, to ensure that promotions are merit- based. In the same context, studies show that executive coaching in general, and for career progression in particular yields positive outcomes for both the employee and their employer. It was against this background that this research investigated the perceptions of public service departments, through a sample of six HRM&D managers, regarding the contribution of executive coaching to career progression. Research Methodology: The research approach was qualitative, with semi- structured interviews being conducted with a sample of six participants. Findings: According to this research, the HRM&D managers perceived executive coaching as potentially beneficial for career progression. Moreover, the research also found that these participants had limited understanding of both the career concept and theories, as well as the executive coaching concept and theories. These findings were determined by contrasting and comparing the participants’ responses to the outcomes of the literature review on these concepts and their associated theories. However, it was found that despite their limited conceptual and theoretical understanding vis-à-vis the literature, these participants explicitly acknowledged that executive coaching could improve career progression.