Date of Publication


Document Type

Insider Action Research

Degree Name

Master of Business Administration

Subject Categories

Training and Development


Ramon V. Del Rosario College of Business


Management and Organization

Thesis Adviser

Frances Jeanne L. Sarmiento

Defense Panel Chair

Benito L. Teehankee

Defense Panel Member

Ma. C.P. Assumpta C. Marasigan
Pia T. Manalastas


This action research presents the issue of ineffective performance review process particularly the conduct of feedback or coaching as manifested by the increasing number of quality errors in PH Bank’s Customer Care Center. As the bank gears towards quality management certification, we need to ensure that our operations abide to the prescribed standard of quality service. Several studies have stated the importance of conducting coaching to ensure that employees perform consistently towards achieving their individual and the organization’s goal. Coaching involves communication between staff and their superior to provide feedback on the former’s performance. According to Kilburg (2000), coaching is a:

“Helping relationship between employees and managers in achieving a mutually identified set of goals to improve his or her professional performance and personal satisfaction and, consequently, to improve the effectiveness of the organization within a formally defined coaching agreement”.

n the two cycles of this action research, we utilized different tools and frameworks that helped us in knowing the underlying issue of the increasing number of errors and developed interventions to strengthen the team’s coaching mechanism. This study is supported by Vesso’s (2016) Input – Process – Output Model for the coaching process and Whitmore’s (2002), GROW Model. We also used Prosci’s ADKAR Change Model and the prescribed continuous improvement tool of the Bank, the PDCA model as popularized by Dr. W. Edwards Deming. Through effective implementation of regular coaching we have minimize the errors committed by the Phonebankers and achieve outstanding overall average quality assurance rating. Ultimately, we created a culture of quality through enhanced relationship among supervisors and phonebankers. In addition, we have now deeper understanding on the connection between our function as customer service providers and the organization’s vision and mission.

Abstract Format






Accession Number



Employees—Coaching of; Customer services—Quality control; Banks and banking —Quality control

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