![]() Which means that listening competency can avoid job burnout by reducing role stress of human resource managers. (3) The role stress had a significant mediating role in the relationship between listening competency and job burnout. Among them, listening skills were conducive to reducing the degree of depersonalization of human resource managers, and empathy was more conducive to improving their personal sense of accomplishment. (2) Those are good at listening could easily avoid job burnout. ![]() Emotional exhaustion was the most serious. (1) 34.5% of the respondents reported mild burnout, while 3.0% respondents showed serious burnout. Correlation analysis, multiple linear regression and mediating effect analysis were employed to test the relationship between listening competency and job burnout, as well as the mediating effect of role stress. Descriptive statistical and one-way ANOVA were used to explore the status of job burnout among human resource managers in China. This study adopted a cross-sectional method to randomly select 500 human resource managers from China’s top ten human resource management cities to conduct an online questionnaire survey, and 232 valid samples were obtained. This study aims to analyze the impact of listening competency on job burnout among human resource managers, and examine the mediating effect of role stress. Understanding the background experience or perspective that your team member brings will help to give you the insight you require to develop the communication into the most productive interaction that is possible.įor more information and support with your leadership skills please consider the executive coaching approach used at the Stress Education Center which is found at is an important responsibilities of human resource managers, whether it will bring role stress to human resource managers, or lead to the risk of job burnout. Keeping an open mind as you listen will assist the process. Good listening requires that your self-interests, self-needs, or self-distractions are kept to a minimum which is easier said than done. A reputation of good leadership will help advance an executive’s career especially when the good results and successes of their teams continue to polish their leadership image. This creates further motivation and builds trusting relationships that will endure into future projects. Good leaders will share the glory, the rewards, and the recognition with key team members as the goals are reached. Good leaders will trust their team members to come up with positive solutions and answers when challenges occur. “Bullies” by their nature are not good leaders or listeners. In the short term, they may get progress through intimidation but then sabotage and burnout will develop and the cost of this negative leadership will reduce cost benefits. Managers who are “bullies” will not have long term success. These managers will not be good leaders and it often starts with poor listening skills. If there are challenges and resistance to change then a good leader will listen, understand the issues, and be able to address these difficulties to help keep the positive movement toward the end goal on target.Įxecutives or managers who do not really trust or respect their team will micro-manage so they will still “feel” they are in control but they will not be able to develop the strength of a high performance team. ![]() With good listening and good communication a good leader will not only be able to develop the most successful course toward the goal but will be able to motivate the various team members to perform their roles with the highest level performance that they have available. Good leadership involves good communication and so these management techniques are linked. All good communication training begin with the principle that to have a good communication you must first be ready to listen and to understand what your communication partner is attempting to convey. ![]() Both words begin with the letter “L” but these two concepts are tied together by more. ![]()
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