Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions
Abstract
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.
An Examination of the Moderating Effect of Core Self-Evaluations and the Mediating Effect of Self-Set Goals on the Primed Goal-Task Performance Relationship
Guy Itzchakov, Gary P. Latham
Goal Setting
An understudied issue in the goal priming literature is why the same prime can provoke different responses in different people. The current research sheds light on this issue by investigating whether an individual difference variable, core self-evaluations (CSE), accounts for different responses from the same prime. Based on the findings of experiments showing that individuals with high CSE have higher performance after consciously setting a task-related goal than individuals with lower CSE, two hypotheses were tested: (1) Individuals who score high on CSE perform better following a subconsciously primed goal for achievement than do individuals who score low on CSE, and (2) this effect is mediated by a self-set goal. Two laboratory experiments (n = 207, 191) and one field experiment (n = 62) provided support for the hypotheses. These findings suggest that personality variables such as the CSE can provide an explanation for the “many effects of the one prime problem”.
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Attitudes in an interpersonal context: Psychological safety as a route to attitude change
Guy Itzchakov, Kenneth G. DeMarree
Attitudes
Interpersonal contexts can be complex because they can involve two or more
people who are interdependent, each of whom is pursuing both individual
and shared goals. Interactions consist of individual and joint behaviors
that evolve dynamically over time. Interactions are likely to affect people’s
attitudes because the interpersonal context gives conversation partners a
great deal of opportunity to intentionally or unintentionally influence each
other.
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