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dc.contributor.authorHamlin, Robert G.
dc.date.accessioned2008-12-09T12:08:25Z
dc.date.available2008-12-09T12:08:25Z
dc.date.issued2008
dc.identifier.citationHuman Resource Development International, 11(3): 287-305
dc.identifier.issn13678868
dc.identifier.issn14698374
dc.identifier.doi10.1080/13678860802102534
dc.identifier.urihttp://hdl.handle.net/2436/42085
dc.description.abstractRecent years have seen the rapid growth of an emergent 'coaching industry' in many countries with some scholars calling for the development of a 'coaching profession' replete with its own clear identity, clear boundaries and unique body of knowledge. Yet, at the same time, coaching has also been conceived as a necessary area of expertise and skill set among contemporary HRD professionals. Therefore, this article reports the results of a comparative study of the different conceptualizations and definitions of 'coaching' and contemporary HRD as reported in the literature. Results suggest that the intended purposes and processes associated with both fields of practice are virtually the same. The challenge and dilemma posed by these results are described from both a coaching and HRD perspective, and are discussed in terms of seeing the findings of this comparative study as a wake-up call for HRD professionals.
dc.language.isoen
dc.publisherInformaworld: Routledge (Taylor & Francis)
dc.relation.urlhttp://www.informaworld.com/smpp/content~db=all?content=10.1080/13678860802102534
dc.subjectCoaching
dc.subjectHuman resource development
dc.subjectHRD
dc.subjectProfessionals
dc.subjectVariants
dc.subjectCommonalities
dc.subjectManagement practice
dc.titleThe emergent ‘coaching industry’: A wake-up call for HRD professionals.
dc.typeJournal article
dc.identifier.journalHuman Resource Development International
html.description.abstractRecent years have seen the rapid growth of an emergent 'coaching industry' in many countries with some scholars calling for the development of a 'coaching profession' replete with its own clear identity, clear boundaries and unique body of knowledge. Yet, at the same time, coaching has also been conceived as a necessary area of expertise and skill set among contemporary HRD professionals. Therefore, this article reports the results of a comparative study of the different conceptualizations and definitions of 'coaching' and contemporary HRD as reported in the literature. Results suggest that the intended purposes and processes associated with both fields of practice are virtually the same. The challenge and dilemma posed by these results are described from both a coaching and HRD perspective, and are discussed in terms of seeing the findings of this comparative study as a wake-up call for HRD professionals.


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