Can listening training empower service employees? The mediating roles of anxiety and perspective-taking
Abstract
Can improving employees’ interpersonal listening abilities impact their emotions and cognitions during difficult conversations at work? The studies presented here examined the effectiveness of listening training on customer service employees. It was hypothesized that improving employees’ listening skills would (a) reduce their anxiety levels during difficult conversations with customers, (b) increase their ability to understand the customers’ point of view (i.e., perspective-taking), and (c) increase their sense of competence. The two quasi-experiments provide support for the hypotheses. Study 1 (N = 61) consisted of a pre-post design with a control group and examined the effect of listening training on customer service employees in a Fortune 500 company. Study 2 (N = 33) conceptually replicated the results of Study 1 using listening training conducted in one branch of a company that provides nursing services compared to another branch of the company that did not receive training. The results indicated that listening training had lasting effects on employees’ listening abilities, anxiety reduction, and perspective-taking during difficult conversations. The discussion centers on the importance of interpersonal listening abilities to the empowerment and well-being of employees in the workplace.
Feeling torn and fearing rue: Attitude ambivalence and anticipated regret as antecedents of biased information seeking
Guy Itzchakova, Frenk Van Harreveld
Attitudes
Theoretical work on attitudinal ambivalence suggests that anticipated regret may play a role in causing
awareness of contradictions that subsequently induce a feeling of an evaluative conflict. In the present paper we empirically examined how the anticipation of regret relates to the association between the simultaneous pre-
sence of contradictory cognitions and emotions (objective ambivalence), and the evaluative conflict associated with it (subjective ambivalence), in the context of decision-making. Across three studies (Ns = 204,127,244), manipulating both objective ambivalence and regret, we consistently found that when a dichotomous ambiva-
lent choice had to be made, (objectively) ambivalent attitude holders for whom feelings of anticipated regret were made salient reported higher levels of subjective-attitude ambivalence than participants in the other
conditions. Moreover, in Studies 2 and 3 we found that the effect of anticipated regret on subjective ambivalence
had consequences on information processing. Specifically, anticipating regret made ambivalent participants
search for attitude-congruent information. This effect was mediated by the increase in subjective ambivalence. This work provides the first empirical evidence for the role of regret in the association between objective-and-
subjective attitude ambivalence, and its consequences.
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An Enumerative Review and a Meta-Analysis of Primed Goal Effects on Organizational Behavior
Xiao Chen, Gary P. Latham, Ronald F. Piccolo, Guy Itzchakov
Goal Setting
Drawing on results from 32 published and 20 unpublished laboratory and field experiments, we conducted an enumerative review of the primed goal effects on outcomes of organizational relevance including performance and the need for achievement. The enumerative review suggests that goal-setting theory is as applicable for subconscious goals as it is for consciously set goals. A meta-analysis of 23 studies revealed that priming an achievement goal, relative to a no-prime control condition, significantly improves task/job performance (d = 0.44, k = 34) and the need for achievement (d = 0.69, k = 6). Three moderators of the primed goal effects on the observed outcomes were identified: (1) context-specific vs. a general prime, (2) prime modality (i.e., visual vs. linguistic), and (3) experimental setting (i.e., field vs. laboratory). Significantly stronger primed goal effects were obtained for context-specific primes, visual stimuli, and field experiments. Theoretical and managerial implications of and future directions for goal priming are discussed.
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