2022 Fiscal Year Research-status Report
A Study of E-coaching and Work Performances under the New Normal: The Relational-cognitive Mechanism of Leader-member Exchange and Self-efficacy
| Project/Area Number |
21K01733
|
|---|
| Research Institution | Nagoya University of Commerce & Business |
|---|
Principal Investigator |
Hui Tak・Yin 名古屋商科大学, 経営学部, 准教授 (40895299)
|
|---|
| Project Period (FY) |
2021-04-01 – 2024-03-31
|
| Keywords | E-coaching / self-efficacy / work-role performance / leader-member exchange / social cognitive theory / COVID-19 pandemic / ICT |
|---|
| Outline of Annual Research Achievements |
Further data collection was carried out in China and Japan as originally planned, in addition to the data collected in the first year. In China, three waves of survey data from 116 pairs of managers and subordinates were collected by research collaborators, while survey data from 1,100 full-time employees were collected through an online platform.
The collected data from China, consisting of 290 manager-subordinate pairs, was subjected to analysis using structural equation modeling (SEM). The results of the SEM analysis revealed distinct relationships between the four e-coaching behaviors, self-efficacy, and work role performance. Specifically, learning and emotional self-efficacy were found to partially mediate the relationships between e-coaching and performance. Additionally, the results indicated that the quality of leader-member exchange (LMX) moderates the mediation effects of the three types of self-efficacy on the relationship between e-coaching and performance.
Similarly, the Japanese data from 1,100 full-time employees was also analyzed using SEM. The findings from the Japanese data are similar to those from the Chinese data. The SEM analysis demonstrated differential associations between the four e-coaching behaviors, self-efficacy, and work role performance. Similarly, only learning and emotional self-efficacy were found to partially mediate the relationships between verbal and non-verbal facilitation and the three dimensions of performance.
|
| Current Status of Research Progress |
Current Status of Research Progress
1: Research has progressed more than it was originally planned.
Reason
In the second year of my research project, I continued with data collection efforts in China (including Hong Kong) and Japan. In China, in addition to the data gathered in the first year, I collected data from 116 pairs of managers and subordinates, resulting in a comprehensive dataset comprising a total of 290 manager-subordinate pairs.
In Japan, after exploring various approaches, I ultimately opted to collect survey data from 1,100 full-time employees using an online platform. This successfully met the target number of participants outlined in my research proposal, which aimed for 350 units.
During the second year, I had the opportunity to present some preliminary findings at the 35th annual conference of the Australian and New Zealand Academy of Management [ANZAM] on December 7, 2022. Subsequently, I continued to update the dataset, leading to new insights from an expanded and more robust dataset. A conference paper detailing the findings from the Chinese data has been submitted to the 12th Annual Conference of the Japan Forum of Business and Society (JFBS), while I am currently in the process of writing a conference paper presenting the results from the Japanese data, which will be submitted to an international conference, specifically the ANZAM conference, in June.
|
| Strategy for Future Research Activity |
In the third year, my primary focus will be on finalizing all data analysis and dedicating significant effort to preparing the journal paper submission for this project. With that goal in mind, I have devised a plan to complete two papers and submit them to highly regarded international journals before the conclusion of the project.
|
| Causes of Carryover |
Due to travel restrictions in Hong Kong and Japan during 2021 and 2022, the allocated travel expenses for data collection and conference presentation were not fully utilized. However, these funds will be carried forward and utilized in the upcoming year. Regarding data collection expenditures, we found that collecting data through online platforms was more cost-effective than initially anticipated. Therefore, we plan to utilize the remaining budget to collect additional data in the coming year. In terms of personnel expenses, as data collection was carried out by collaborators in China/Hong Kong and through online platforms in Japan, we did not require research assistants. Instead, we allocated the funds towards hiring a translator to convert the questionnaire from English to Japanese.
Looking ahead to the next year, our budget will primarily focus on conference attendance, publishing journal papers, extending the license for data analysis software (SmartPLS and MPlus), covering expenses associated with potential follow-up studies, and addressing other administrative costs, including equipment fees such as printers.
|
