Learning to listen: downstream effects of listening training on employees' relatedness, burnout, and turnover intentions

Itzchakov, G. ORCID: https://orcid.org/0000-0003-1516-6719, Weinstein, N. ORCID: https://orcid.org/0000-0003-2200-6617 and Cheshin, A. (2023) Learning to listen: downstream effects of listening training on employees' relatedness, burnout, and turnover intentions. Human Resource Management, 62 (4). pp. 565-580. ISSN 1099-050X doi: 10.1002/hrm.22103

Abstract/Summary

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 after 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 for Relational Coordination Theory, High‐Quality Connections Theory, and Self‐Determination Theory are discussed.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/103063
Identification Number/DOI	10.1002/hrm.22103
Refereed	Yes
Divisions	Life Sciences > School of Psychology and Clinical Language Sciences > Department of Psychology
Uncontrolled Keywords	SPECIAL ISSUE ARTICLE, SPECIAL ISSUE ARTICLES, burnout, human resource management, listening, training, workplace relationships
Publisher	Wiley
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