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

Abstract

AbstractThe 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.