EVALUASI COACHING MENGGUNAKAN KERANGKA MODEL KIRKPATRICK DALAM PELATIHAN KEPEMIMPINAN ADMINISTRATOR DAN PENGAWAS DI PUSAT PENGEMBANGAN SUMBER DAYA MANUSIA APARATUR, KEMENTERIAN ENERGI DAN SUMBER DAYA MINERAL
DOI:
https://doi.org/10.52596/ja.v4i2.10Keywords:
Leadership Training, Coaching, Evaluation, KirkpatrickAbstract
Coaching has become an integral part of organizing leadership training to improve learning effectiveness and generate self-awareness and individual change so they are ready to face organizational challenges. Coaching should be able to support the effectiveness of training so that it can achieve the desired learning goals in the curriculum. Although recognized as important, until now the evaluation of
the implementation of coaching in leadership training has not been carried out comprehensively. This research is expected to answer questions about the extent of the the effectiveness of coaching that has been carried out by Coach (Widyaiswara) to the participants of the Leadership Training at PPSDM Apparatus so far. Coaching evaluation will use the Kirkpatrick's four levels of evaluation model framework as a basis that is complemented by a multidimensional approach that considers all aspects that will influence. This research uses a descriptive quantitative approach through the study of literature and the distribution of questionnaires to respondents, namely alumni and coaches in the Leadership Training of Administrator and Supervisor (Diklatpim Level III and IV) in the Ministry of Energy and Mineral Resources in 2018. The
results showed that the training participants were satisfied and had felt the benefits and impacts of learning through coaching that has been done during the training.
Â
ABSTRAK
Coaching telah menjadi bagian integral dari penyelenggaraan pelatihan kepemimpinan untuk meningkatkan efektivitas pembelajaran dan menimbulkan kesadaran diri serta perubahan individu sehingga siap menghadapi tantangan organisasi. Pelaksanaan coaching seharusnya mampu menunjang efektivitas pelatihan sehingga mampu mencapai tujuan pembelajaran yang diinginkan dalam kurikulum. Meskipun diakui penting, sampai saat ini evaluasi pelaksanaan coaching pada pelatihan kepemimpinan
masih belum dilakukan secara komprehensif. Penelitian ini diharapkan mampu menjawab pertanyaan tentang sejauh mana tingkat efektivitas coaching yang telah dilaksanakan oleh Coach (Widyaiswara) terhadap para peserta Pelatihan Kepemimpinan di PPSDM Aparatur selama ini. Evaluasi coaching ini menggunakan kerangka Model evaluasi empat level Kirkpatrick sebagai basis yang dilengkapi dengan pendekatan multidimensi dengan mempertimbangkan semua aspek yang berpengaruh. Penelitian ini menggunakan pendekatan kuantitatif deskriptif melalui studi literatur dan penyebaran kuesioner kepada responden, yaitu alumni dan coach pada Pelatihan Kepemimpinan Administrator dan Pengawas (Diklatpim Tingkat III dan IV) di KESDM Tahun 2018. Hasil penelitian menunjukkan bahwa para peserta pelatihan merasa puas dan telah merasakan manfaat serta dampak pembimbingan melalui coaching yang
telah dilakukan selama pelatihan.Â
References
Andrea D. Ellinger, A. S. (2003). Supervisory
Coaching Behavior, Employee Satisfaction,
and Warehouse Employee Performance: A
Dyadic Perspective in the Distribution
Industry. Human Resource Development
Quarterly, 14, 435-458.
Annette Fillery, T. D. (April 2006). Does coaching
work or are we asking the wrong question?
International Coaching Psychology, 1(No. 1),
-36.
Baldwin, T. T., & Ford, J. (1988). Transfer of
Training: A Review and Directions for Future
Research. Personnel Psychology, 63-105.
Bates, R. (2004). A Critical Analysis of
Evaluation Practice: the Kirkpatrick Model
and the Principle of Beneficence. Evaluation
and Program Planning, 341-347.
Bozer, G., & Joo, B. K. (2015). The Effects of
Coachee Characteristics and Coaching
Relationships on Feedback Receptivity and
Self-Awareness in Executive Coaching.
International Leadership Journal, 36-57.
Bandura, A. (1991). Social Cognitive Theory of
Self-Regulation. Elsevier Inc., 248-287
Biggs, J., & Tang, C. (2007). Teaching for Quality
Learning at University. New York: McGraw-
Hill, The Society for Research into Higher
Education
Blackman, A. C. (2007). The Effectiveness of
Business Coaching: An Empirical Analysis of
The Factor That Contribute to Succesful
Outcomes. North Queensland: James Cook
University
Blackman, A. (2010, September). Coaching as a
Leadership Development Tool for Teachers.
International Professional Development in
Education, 36, 421-441.
Brian O. Underhill , K. J. (June 2008). Executive
Coaching for Results: The Definitive Guide to
Developing Organizational Leaders (1st ed.,
Vol. 45). San Francisco: Berrett-Koehler
Publishers, Inc.
Burns, M. K. (2014). What is Formative
E v a l u a t i o n ?
https://www.researchgate.net/publication/
, 1-7.
Campone, F. (2015). Executive Coaching
Practices in the Adult Workplace. Wiley
Periodicals, Inc. doi:10.1002/ace.20152
Carver, C. S., & Scheier, M. F. (1998). On the Self-
Regulation of Behavior. Cambridge, UK:
Cambridge University Press
Connor M. and Pokora J. (2007). Coaching and
Mentoring at Work, Developing effective
practice, McGraw Hill, England
Dingman, M. E. (2006). Executive Coaching:
Whats the Big Deal? International Journal of
Leadership Studies, Vol. 1 Iss. 2, 2006, 2-5
Ely, K., Boyce, L., Nelson, J., Zaccaro, S., Brome,
G., & Whyman, W. (2010). Evaluating
Leadership Coaching: A Review and
Integrated Framework. US: Institute For
Information Technology Applications US Air
Force Academy
Feldman, D. C., & Lankau, M. J. (2005).
Executive Coaching: A Review and Agenda
for Future Research. Journal of Management,
-848.
Federation, I. C. (1998). Client Survey Results and
Press Release: Analysis of the 1998 Survey
coaching clients by the International Coach
Federation. Retrieved February 1, 2019 from
http://www.coachfederation.org.
Fielden, S. (2005). Literature review: coaching
effectiveness a summary. Retrieved from
http://literacy.kent.edu/coaching/information/
Research/NHS_CDWPCoachingEffectiveness
Forum, T. E. (2015). The Executive Coaching
Handbook: Principles and Guidelines for a
Successful Coaching Partnership. Boston:
The Executive Coaching Forum
Francis A. Kombarakaran, J. M., & Pauline B.
Fernandes. (2008). Executive Coaching: It
Works! Consulting Psychology Journal:
Practice and research, 60(No. 1), 78-90.
Goldstein, I. L., & Ford, J. K. (2002). Training in
O rg a n i z a t i o n s : N e e d s A s s e s s m e n t ,
Development, and Evaluation. Belmont, CA
-2098 USA: Wadsworth-Thomson
Learning
Grosseck, M.-D. (2014). Teaching, coaching,
training crosswords for someone, keywords in
higher education for others. Procedia-Social
and Behavioural Sciences, 1243-1247.
doi:10.1016/j.sbspro.2014.01.376
Grover, S., & Furnham, A. (2016). Coaching as a
Developmental Intervention in Organisations:
A Systematic Review of Its Effectiveness and
the Mechanisms Underlying It. Plos One, 2
International Coach Federation . (2019, February
. A Chartered Chapter of the International
Coach Federation (ICF). Retrieved from
International Coach Federation (ICF):
https://icfwashingtonstate.com
Joyce E. Bono, R. A., & David B. Peterson.
(2009). A Survey of Executive Coaching
Practices. Personnel Psychology, 361-404
Kaiser, R. B., Hogan, R., & Craig, S. B. (2008).
Leadership and the Fate of Organizations. The
American Psychological Association, 96-110
Killburg, R. R. (1996). Toward a conceptual
understanding and definition of executive
coaching. Washington DC: Consulting
Psychology Journal: Practice and Research.
Kirkpatrick, D. L., & Kirkpatrick, J. D. (1998).
Evaluating Training Program The Four
Levels. San Francisco: Berret-Koehler
Publisher Inc.
Kirkpatrick, J., & Kirkpatrick, W. K. (2014).
Implement the Four Levels of Evaluation to
Demonstrate Value. In A. S. Development,
ASTD Handbook: The Definitive Reference for
Training & Development (pp. 471-487).
Alexandria, VA 22313-1443 USA: American
Society for Training & Development (ASTD)
Koonce, R. (2010). Executive coaching:
Leadership development in the federal
government. Public Manager, 44-51
Kristof-Brown, A., & Stevens, C. K. (2002). Goal
Congruence in Project Teams: Does the Fit
Between Members' Personal Mastery and
Performance Goals Matter? Journal of Applied
Psychology, 86(6):1083-1095
Kreiger, K., & Ford, J. K. (1993). Application of
Cognitive, Skill-Based, and Affective Theories
of Learning Outcomes to New Methods of
Training Evaluation. Jurnal of Applied
Phychology Monograph, 311-328.
MacKie, D. (2007). Evaluating the Effectiveness
of Executive Coaching: Where Are We Now
and Where Do We Need To Be? Brisbane,
Queensland, Australia: The Australian Psych.
Society.
Mackenzie, H. (2007). Stepping off the treadmill:
a study of coaching on the RCN Clinical
Leadership Programme. International Journal
of Evidence Based Coaching and Mentoring,
Mark L. Dean, Ph.D., A. (2002). Executive
Coaching: In Search of a Model. Journal of
Leadership Education, 1-15.
Mary Devine, R. C. (2013). How Can Coaching
Make a Positive Impact Within Educational
Settings? Procedia-Social and Behavioral
Sciences, 1382-1389
McCauley, C., & Hughes-James, M. (1994). An
Evaluation of the Outcomes of a Leadership
Development Program. Center for Creative
Leadership. North Carolina
Milena Schalk, J. (2017). Internal versus external
executive coaching. An International Journal
of Theory, Research and Practice, 1-17
McDermott, M., & Levenson, A. (2007). What
Coaching Can and Cannot Do For Your
Organization. Human Resource Planning, 30-
Munro, C. (2016, August 27). Coaching in
education: an introduction. e-Leading:
Management Strategies for School Leaders, p.
M. Nyman, L. (2002). Coaching as a new
leadership development option. Supervision, 3-
ODell, J. (2011). An Evaluation of Coaching
E ff e c t i v e n e s s f r o m a P s y c h o l o g i c a l
Perspective. A Thesis. Faculty of Humanities
Pfeiffer. (2005). Best Practices in Leadership
Development and Organization Change: How
the Best Companies Ensure Meaningful
Change and Sustainable Leadership. San
Francisco: John Wiley & Sons
PPSDM Aparatur. (2018). Laporan Evaluasi
Pascadiklat Dikpim Tingkat IV. Bandung: Sub
bidang Evaluasi Diklat
Ritu Agarwal, M. C. (2009, October). The
performance effects of coaching: a multilevel
analysis using hierarchical linear modeling.
The International Journal of Human Resource
Management, 20, 2110-2134.
Salas, J.A.B., Tannenbaum, S., & Mathieu, J.
(1995). To w a rd T h e o re t i c a l l y B a s e d
Principles of Training Effectiveness: A Model
and Initial Empirical Investigation. Military
Psych., 141-164.
Schmidt, R. A., & Bjork, R. A. (1992). New
Conceptualizations of practice: Common
Priciples in Three Paradigms Suggest New
Concept for Training. Psychological Science,
-217
Sugiyono. (2014). Metode Penelitian Kuantitatif,
Kualitatif, dan Kombinasi (Mixed Methods).
Bandung: Alfabeta
Ting, S., & Scisco, P. (2006). The CCL Handbook
of Coaching: A Guide for the Leader Coach.
San Francisco: Jossey-Bass, A Wiley Imprint
& The Center for Creative Leadership.
Velsor, E. V., McCauley, C. D., & Ruderman, M.
N . ( 2 0 1 0 ) . T h e C e n t e r f o r C re a t i v e
Leadership: Handbook of Leadership
Development. San Francisco: Jossey-Bass, A
Wiley Imprint.
White, D. (2010). Executive Leadership
Coaching. In R. Doug Leigh (Ed.). Silver
Spring, Maryland 20910 USA: InternationalSociety for Performance Development.
Yuki, G. (2012). Effective Leadership Behavior:
What We Know and What Questions Need.
Academy of Management Executive, 66-85.
Zaccaro, S. J. (1996). Models and Theories of
E x e c u t i v e L e a d e r s h i p : A
Conceptual/Empirical Review and Integration.
U.S. Army Research Institute for the
Behavioral and Social Sciences.
K e p u t u s a n K e p a l a L A N N o m o r
/K.1/PDP.07/2019 tentang Kurikulum
Pelatihan Kepemimpinan Administrator
(PKA)
Keputusan Kepala LAN 1006/K.1/PDP.07/2019
tentang Kurikulum Pelatihan Kepemimpinan
Pengawas (PKP)
Keputusan Kepala LAN Nomor 1007 K.1
PDP 07 2019 tentang Pedoman Penyelenggaraan
Pelatihan Kepemimpinan Administrator (PKA)
Keputusan Kepala LAN 1005 K.1 PDP.07
tentang Pedoman Penyelenggaraan Pelatihan
Kepemimpinan Pengawas (PKP)
