Effect of Employee Coaching Practices on Universities’ Performance in Tanzania

Erick Buberwa; Joyce Nzulwa; Mary Kamaara

doi:10.51867/scimundi.4.1.6

Authors

Erick Buberwa Student, School of Business and Entrepreneurship Jomo Kenyatta University of Agriculture and Technology, Kenya https://orcid.org/0009-0006-9047-9175
Dr. Joyce Nzulwa Lecturers, School of Business and Entrepreneurship Jomo Kenyatta University of Agriculture and Technology, Kenya https://orcid.org/0009-0008-0402-2983
Dr. Mary Kamaara Lecturers, School of Business and Entrepreneurship Jomo Kenyatta University of Agriculture and Technology, Kenya https://orcid.org/0009-0007-7375-3205

DOI:

https://doi.org/10.51867/scimundi.4.1.6

Keywords:

Employee, Employee Coaching, Performance, Tanzania, University, University Performance

Abstract

This study assessed the effect of employee coaching practices on the performance of universities in Tanzania. It was guided by one alternative hypothesis; there is a significant positive linear relationship between employee coaching practices and performance of universities in Tanzania. The Human Capital Theory (HCT) anchored the study. It was underpinned by positivism philosophy. The study was a census and the design was descriptive. 379 academic staff from Tanzanian Universities constituted the study’s respondents. This study used a quantitative approach that made use of survey questionnaires in data collection. Data were collected from academicians in Tanzanian Universities (Mainland and Islands, Zanzibar) and analysed by using descriptive and inferential techniques. The study found that employee coaching practices had a significant positive effect on performance of Universities in Tanzania at r=0.834, and p<0.001, respectively. Universities should consider designing and implementing coaching programmes to help them perform better. To make this more effective, the need to show commitment to coaching practices should also be considered.

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