In this article, we draw on interdisciplinary research and theorizing to posit change in managerial active listening as a lever shaping change in affective job insecurity (AJI). Specifically, drawing on transactional theory, we argue that an increase (decrease) in active listening from one's manager should facilitate a dynamic coping process by strengthening (diminishing) perceived control. In turn, changes in perceived control should shape AJI. Using a longitudinal field study design, we collected three waves of survey data from 268 employees of a large real estate firm that was preparing for restructuring and layoffs. Consistent with our hypotheses, we found support for a mediation model in which an increase in active listening quality predicted a decrease in AJI, mediated by an increase in perceived control. Our findings suggest that in environments characterized by widespread change and impending job loss, an increase in active listening may have a ripple effect in increasing perceived control and decreasing AJI. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

中文翻译：

---

应对组织裁员：管理者加强积极倾听，通过感知情境控制减少工作不安全感。


在本文中，我们利用跨学科研究和理论，将管理主动倾听的变化视为影响情感工作不安全感（AJI）变化的杠杆。具体来说，根据交易理论，我们认为，管理者积极倾听的增加（减少）应该通过加强（减少）感知控制来促进动态应对过程。反过来，感知控制的变化应该会影响 AJI。我们采用纵向实地研究设计，对一家准备重组和裁员的大型房地产公司的268名员工收集了三波调查数据。与我们的假设一致，我们发现了对中介模型的支持，其中主动聆听质量的提高预示着 AJI 的下降，这是通过感知控制的增加来介导的。我们的研究结果表明，在以广泛变化和即将失业为特征的环境中，积极倾听的增加可能会产生连锁反应，增加感知控制和减少 AJI。 （PsycInfo 数据库记录 (c) 2021 APA，保留所有权利）。