A Meta‑analytic Systematic Review and Theory of the Efects of Perceived Listening on Work Outcomes
Abstract
The quality of listening in interpersonal contexts was hypothesized to improve a variety of work outcomes. However, research
of this general hypothesis is dispersed across multiple disciplines and mostly atheoretical. We propose that perceived listening improves job performance through its efects on afect, cognition, and relationship quality. To test our theory, we
conducted a registered systematic review and multiple meta-analyses, using three-level meta-analysis models, based on 664
efect sizes and 400,020 observations. Our results suggest a strong positive correlation between perceived listening and work
outcomes, r = .39, 95%CI=[.36, .43], 휌 = .44, with the efect on relationship quality, r =.51, being stronger than the efect
on performance, r =.36. These fndings partially support our theory, indicating that perceived listening may enhance job
performance by improving relationship quality. However, 75% of the literature relied on self-reports raising concerns about
discriminant validity. Despite this limitation, removing data solely based on self-reports still produced substantial estimates
of the association between listening and work outcomes (e.g., listening and job performance, r = .21, 95%CI=[.13, .29], 휌
= .23). Our meta-analyses suggest further research into (a) the relationship between listening and job knowledge, (b) measures assessing poor listening behaviors, (c) the incremental validity of listening in predicting listeners’ and speakers’ job
performance, and (d) listening as a means to improve relationships at work.
Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions
Guy Itzchakov, Netta Weinstein, Arik Cheshin
Listening
The present work focuses on listening training as an example of a relational human resource practice that can improve human resource outcomes: Relatedness to colleagues, burnout, and turnover intentions. In two quasi-field experiments, employees were assigned to either a group listening training or a control condition. Both immediately after training and 3 weeks later, receiving listening training was shown to be linked to higher feelings of relatedness with colleagues, lower burnout, and lower turnover intentions. These findings suggest that listening training can be harnessed as a powerful human resource management tool to cultivate stronger relationships at work. The implications of Relational Coordination Theory, High-Quality Connections Theory, and Self-Determination Theory are discussed.
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Avoiding harm, benefits of interpersonal listening, and social equilibrium adjustment: An applied psychology approach to side effects of organizational interventions
Guy Itzchakov, Justin B. Keeler, Walter J. Sowden, Walter Slipetz, and Kent S. Faught
Listening
Creating positive change in the direction intended is the goal of organizational interventions.
Watts et al. (2021) raise this issue of “side effects,” which include changes that are unintended and often in the opposite direction of the organizational intervention. With our expertise in applied psychology, military psychiatry/neuroscience, organizational behavior, and corporate safety, we argue for three additional factors for consideration: avoiding harm, the benefits of high-quality interpersonal listening, and a discussion of side effects as a natural part of the change process. We offer these as a means of extending the conversation begun by Watts et al.
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