Evaluation of Performance of Robert Eaton- myassignmenthelp.com

Question: Discuss about theEvaluation of Performance of Robert Eaton as as Coach. Answer: Coaching is the method of instructing and training an individual or a group of individuals in order to achieve a certain goal. The process involves acknowledging and rewarding the employees and observing them to implement and improve their performances. Effectiveness of a coach initiates proper coaching. Analyzing the performance of Robert Eaton, his functional and behavioral nature is assessed. Examining whether Eaton was a good coach or not, it is found that Eaton was very diligent in advising his employees (Aguinis, 2009). He adopted various policies to communicate with his employees and provided various opportunities to them. Having his ears open to the requirements and clauses of the employees, he promoted better working environment. Understanding employees and rendering them with confidence led to positive motivations for the workers that resulted to greater productivity. Eaton trains his pupils to work as a team that initiate better participation and encourages them to be leaders in their field of expertise. This leads to positive peer relations and enhances quality production. Thus, no major functions were found to be missing from Eatons coaching skills. Eaton has many initiatives to promote good behavior in his company. However, he has no proper tool to diagnose the problems that employees face in their performances. Eaton also lacks tools to judge and provide feedback to the employees. Substandard performances remain unevaluated. There is a lack of proper documentation to survey the range of performances as a whole. Thus, a number of key behavior factors in Eatons coaching skills needs to be improvised. To be a more effective coach, Eaton could initiate the use of 360-evaluation process to improve documentation and provide feedback to the employees that would help them to improve their efficiency (Mone London, 2014). Eaton must also focus on the obstacles that bar performances such as deficit of resources or any others that hamper production. References: Aguinis, H. (2009).Performance management. Upper Saddle River, NJ: Pearson Prentice Hall. Mone, E. M., London, M. (2014).Employee engagement through effective performance management: A practical guide for managers. Routledge.