Coaching Practices Within Three Thai SME Case Study

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1. Introduction
1.1 Background of the study
Coaching is seen as a key element in the success of individuals and organisations (Neale et al., 2009; Bueno, 2010), and in helping people generate new knowledge and conduct social transformation in today’s complex society (Stelter, 2014). Moreover, coaching has a widespread form of development which has attracted much attention from scholars and practitioners (Ellinger and Kim, 2014), and it has become prevalent worldwide in academia and the business world (Segers, et al., 2011). Coaching is one of the Human Resource Development (HRD) fields that has the potential to enhance individuals, teams, organisational growth, and learning development (Ellinger and Kim, 2014)
Meanwhile, talented people are
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Critically review the literature on the relationship between coaching for talent and business performance with a focus on SMEs within Thailand.
2. Examine the coaching practices within three Thai SME case study organisations.
3. Explore the perceived effectiveness of the coaching practices employed, from both an employer and an employee perspective.
4. Contribute to theoretical and practice knowledge filling an identified gap regarding the relationship between coaching for talent and business performance with a focus on SMEs within Thailand.

1.5 Research Questions
In order to achieve the aims of this study the following research questions have been set:
1. What theories and concepts are related to coaching for talent in SMEs and business performance?
2. What are the coaching practices within three Thai SME case study organisations in Thailand?
3. What is the perceived effectiveness of the coaching practices employed, from both an employer and an employee perspective for talent in Thai

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