Mahmoud Alabdali


Organizations do a lot in order to apply the learning and development outcomes. The ultimate end for the development agenda is the learning and increase the capabilities level. Usually, the satisfaction results don’t match the expectations. In some cases, blaming came that people don’t apply what they learn in the development programs. The hardest phase to measure is the post development program. After delivering, application is the key. People usually unable to remember the most of content is a fact that everyone exposed to. Applying coaching culture is a key idea to assure the application of the learning and development program. Actually, it increases the probability of information retention. To do so, organizations need to create a coaching culture that help the progress to activate learning and assure the application. Coaching culture could be linked to achieve the overall organization aims and purpose.


Article visualizations:

Hit counter



coaching, learning, development, training, information retention, knowledge application, learning ROI, capabilities, skills

Full Text:



Newby, D. (2017). Coaching and Emotions.

Whitmore, J. (2002). Coaching for Performance. Nicholas Brealey.

Stanier, M. (2016). The Coaching Habit. Box of Crayons Press.

Muller, M. (2009). The Manager's Guide to HR. AMACOM.

Downey, M. (2003) Effective Coaching. Cengage Learning.

Bacal, R. (2003). Performance Management. Mc-Graw Hill.

Starr, J. (2016). The Coaching Manual. Pearson.

Winstanley, D. Woodally, J. (2009). Ethical Issues in Contemporary HRM.

Employee relation, Retrieved December 9, 13, 14, 2019, from



  • There are currently no refbacks.

Copyright (c) 2020 European Journal of Human Resource Management Studies

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2017-2023. European Journal Of Human Resource Management Studies (ISSN 2601-1972) is a registered trademark. All rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.


Hit counter