Abstract
This study explores the dynamic relationship between the impact of coaching and mentoring on the performance of employees within the context of a carefully selected hotel group. As the landscape of the hospitality industry continually evolves, in response to changing market dynamics and guest expectations, the role of coaching and mentoring in enhancing employee performance and capabilities gains significance. The study employs a descriptive research design and is quantitative in nature. The surveys were designed meticulously to evaluate the impact of mentoring and coaching on the performance of employees within a selected hotel group. Distributed among employees, the surveys collected quantitative data on attitudes, perceptions, and performance metrics. The research investigates the multifaceted impacts of coaching and mentoring programmes on employee performance, considering factors such as job satisfaction, skill development and career progression, among others. Through a detailed exploration of coaching and mentorship dynamics, the study aimed to identify the specific strategies that yield ideal results in the hospitality industry. Additionally, this study examines how coaching and mentoring influence employee retention, revenue generation, employee engagement and overall organisational effectiveness. Findings from this dissertation contribute beneficial insights into both, academia, and the hospitality industry, uncovering the intricate ways in which coaching and mentoring can be leveraged to foster a culture of professional growth and continuous learning. Through a clear comprehension of the interplay between coach mentorship and employee performance, organisations within the hospitality sector can tailor their coaching and mentoring programmes to align them with the challenges and needs of their employees, ultimately ensuring unwavering success in a competitive market landscape and enhancing the overall quality of service. This research contributes to both the hospitality industry and academia by highlighting the intricate dynamics of coaching and mentoring and coaching in the industry. The findings not only furnish operational insights for professionals within hotel groups but also contribute to the broader academic dialogue on strategies for employee development. The study presents nuanced facets of coaching and mentoring that conclusively impact employee performance, furnishing a novel framework that can be implemented in diverse organisational settings. This study closes the gap between theory and practice, offering recommendations for optimising mentoring and coaching programmes, ultimately cultivating improved satisfaction and employee performance.
Keywords: coaching, COVID-19, employee performance, hospitality industry, mentoring