Amid the financial upheavals triggered by the COVID-19 pandemic and the ensuing instability across a rapidly evolving global economy, many workers will likely encounter job insecurity at various career stages.

A collaborative research effort by academics from Penn State, MacEwan University, and the University of Central Florida has delved into the impact of managers’ active listening on employees’ perceptions of job insecurity during challenging organizational periods. The study reveals that managers who engage in active listening can enhance employees’ feelings of control over their career paths, thereby mitigating their fears of potential job losses.

The phenomenon of job insecurity, characterized by the anxiety over potential redundancies, poses as much of a threat to employees’ mental health as actual job loss. The constant worry about being laid off can precipitate chronic stress, with numerous studies highlighting the detrimental effects of stress, such as sleep disturbances, unhealthy eating habits, and elevated blood pressure. In the workplace, this stress translates into reduced job satisfaction, reduced adherence to safety protocols, and diminished performance. Prolonged exposure to job insecurity progressively erodes an individual’s well-being over time, making it imperative for employees and employers to seek ways to minimize the duration of such experiences.

Phillip Jolly, the Elizabeth M. King Early Career Professor and assistant professor of hospitality management at Penn State, and his research partners conducted a study within a large corporation that had announced but still needs to implement layoffs. Their findings were published in the Journal of Occupational Health Psychology.

Jolly notes that managers often have limited control over layoff decisions or identifying employees to be laid off. Given their limited insight into future developments, the impending uncertainty surrounding layoffs can lead managers to retreat. However, managers can play a crucial role in supporting their employees’ well-being through increased active listening to their concerns.

Active listening involves three fundamental components: attention, comprehension, and acceptance. It requires the listener to pay careful attention to the speaker, often reflected through body language, demonstrate understanding by paraphrasing the speaker’s words, and exhibit openness to the speaker’s perspectives and concerns. This form of engagement fosters a deeper connection than passive listening, which is commonly encountered in everyday conversations.

Active listening benefits employees in several ways. It makes employees feel supported and valued, fostering optimism about their employment prospects. Furthermore, by offering a safe space for employees to express and process their thoughts and concerns, active listening enables them to recognize available resources, both within and outside the organization. This awareness can empower employees to feel more in control of their circumstances.

Mindy Shoss, an associate professor of psychology at the University of Central Florida, emphasizes that actively listening to employees reassures them of their value and counters feelings of helplessness amidst uncertainty.

The research highlights that while active listening is always crucial, its significance is magnified during periods of insecurity when it affects employees’ thoughts and emotions. According to Tiffany Kriz, an assistant professor at MacEwan University, employees are particularly attuned to even minor changes in their managers’ listening behaviours when their jobs are at stake, with a shift in listening quality sending a potent message and aiding in processing their current situation.

Originating from counselling psychology, the concept of active listening is touted as beneficial in any scenario where individuals confront anxiety.

Jolly concludes that active listening holds transformative potential in corporate settings and within families, non-profit organizations, and any group facing uncertainty. As the world anticipates post-pandemic changes, managers hope to acquire the necessary skills to support their employees through unpredictable times, recognizing the profound impact of listening across all walks of life.

More information: Kriz, T. D., Jolly, P. M., & Shoss, M. K. Coping with organizational layoffs: Managers’ increased active listening reduces job insecurity via perceived situational control, Journal of Occupational Health Psychology. DOI: 10.1037/ocp0000295

Journal information: Journal of Occupational Health Psychology Provided by Penn State