Strategic Human Resource Management
_______________________________________________________________________________________
Werkgroep 1 | Basic conversation skills 2
Werkgroep 2 | Performance evaluation interview 4
Werkgroep 3 | Breaking bad news 9
Werkgroep 4 | Conflict management 12
Werkgroep 5 | Negotiating 15
,Werkgroep 1 | Basic conversation skills
Book ‘Communication in Organizations´
Chapters 1, 2, 3 and Appendix A Exercises, and Appendix B Role play
Article
Jonsdottir, I. J., & Fridriksdottir, K. (2020). Active listening: Is it the forgotten dimension in managerial
communication? International Journal of Listening, 34(3), 178-188.
_______________________________________________________________________________________
1 | Preparatory Re ection Assignment
The topic of this week is ‘basic conversation skills’, which is not as basic as one would assume. For
example, I have often found it hard to give feedback constructively. During my professional path as a
salesmanager, where I had to train, supervise and guide people during their shift, I have found myself in
situations where giving feedback led to an escalation. For instance, when I’ve had to give feedback on
someone’s behaviour in my role as a salesmanager, I’ve encountered problems, where the conversation
would not work out as expected. I sometimes had to address people about their behavior at work, and this
was often not well received or taken seriously, particularly because of my young age. However, these
moments helped shape my communication style as well as made me understand the value of being
assertive during di cult conversations. Thus, my communication style has undergone a transformation
towards a more assertive way of communication. This led to me being too assertive, so I still could not
manage to have smooth feedback conversations. I sometimes unknowingly slipped into the “you’re doing it
wrong” mode instead of “I’m having di culty with this”.
My learning objective is to provide criticism positively. This requires me to develop a balance between
assertiveness and empathy. This week, I will focus on giving constructive criticism by using “I” statements to
ensure that my feedback is clear, constructive, and non-accusatory, while remaining open to receiving
feedback in a calm and understanding manner. Additionally, the article on active listening by Jonsdottir &
Fridriksdottir (2020) emphasizes the importance of active listening, especially when it comes to criticism.
This relates to my learning point of giving feedback e ectively and the need to truly understand the other
person’s point of view before responding. From previous experiences, I’ve learned that not listening actively
could lead to a misunderstanding or an escalation. My focus will be to practice active listening during our
working group discussions and to ensure that I listen before reacting.
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, 2 | Active listening: Is it the forgotten dimension in managerial communication?
Introduction
The article explores how managers perceive active listening as a management tool and how they describe
their own execution of it. Communication is essential in management, especially in volatile and challenging
situations. Traditionally, the focus has been on spoken communication and the transmission of information,
but active listening is often underestimated. This study focuses on how managers integrate active listening
into their practices.
Active Listening – a Two-Sided Phenomenon
Active listening is described as the ability to accurately perceive the internal experience of another,
including emotional components. It requires both a certain attitude and technical skills. Mineyama et al.
(2007) de ne active listening as based on the listener’s attitude, characterized by interest and empathy,
combined with technical aspects such as eye contact, asking open-ended questions, and the use of
silence.
The Stages of the Active Listening Process
Brownell (2010) developed the HURIER model, which describes six stages of active listening:
1. Hearing: Focusing on what is being said.
2. Understanding: Absorbing the entire message and interpreting it correctly.
3. Remembering: Retaining information using memory strategies.
4. Interpreting: Analyzing the message and non-verbal cues.
5. Evaluating: Judging the accuracy and reliability of the message.
6. Responding: Responding appropriately to the message.
Drollinger et al. (2006) outline three stages:
1. Sensing
2. Interpreting
3. Responding
Responding was found to be the most di cult aspect for managers, where they often felt less skilled and
con dent.
Method
A qualitative study was conducted with eight line managers from di erent organizations. Semi-structured
interviews were used to gain insights into their perception and execution of active listening. Thematic
analysis was employed to interpret the data.
Findings
• The Meaning of Active Listening to Managers: Active listening was seen by managers as essential for HR
management and interpersonal relationships. Three themes emerged: focus, respect, and objectivity.
Managers believed that active listening showed respect and gave others the space to express themselves
without interruptions.
• Bene ts of Active Listening: All respondents emphasized the importance of active listening for the
organization and their own well-being. Active listening helped them stay better informed and feel in
control of situations, which increased their job satisfaction.
• What Managers Do When They Practice Active Listening: They eliminate distractions, use body language,
ensure mutual understanding, and try to "read between the lines" to capture hidden meanings. However,
maintaining objectivity proved challenging, especially in di cult situations.
Discussion
The article concludes that active listening is often underestimated in management, but it is a crucial element
in e ective communication and promotes the well-being of both managers and employees. Although
managers demonstrated good technical skills in the early stages of active listening, they struggled with the
nal stage—responding. The researchers suggest that organizations would bene t from strategic training
programs to improve managers’ listening skills.
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_______________________________________________________________________________________
Werkgroep 1 | Basic conversation skills 2
Werkgroep 2 | Performance evaluation interview 4
Werkgroep 3 | Breaking bad news 9
Werkgroep 4 | Conflict management 12
Werkgroep 5 | Negotiating 15
,Werkgroep 1 | Basic conversation skills
Book ‘Communication in Organizations´
Chapters 1, 2, 3 and Appendix A Exercises, and Appendix B Role play
Article
Jonsdottir, I. J., & Fridriksdottir, K. (2020). Active listening: Is it the forgotten dimension in managerial
communication? International Journal of Listening, 34(3), 178-188.
_______________________________________________________________________________________
1 | Preparatory Re ection Assignment
The topic of this week is ‘basic conversation skills’, which is not as basic as one would assume. For
example, I have often found it hard to give feedback constructively. During my professional path as a
salesmanager, where I had to train, supervise and guide people during their shift, I have found myself in
situations where giving feedback led to an escalation. For instance, when I’ve had to give feedback on
someone’s behaviour in my role as a salesmanager, I’ve encountered problems, where the conversation
would not work out as expected. I sometimes had to address people about their behavior at work, and this
was often not well received or taken seriously, particularly because of my young age. However, these
moments helped shape my communication style as well as made me understand the value of being
assertive during di cult conversations. Thus, my communication style has undergone a transformation
towards a more assertive way of communication. This led to me being too assertive, so I still could not
manage to have smooth feedback conversations. I sometimes unknowingly slipped into the “you’re doing it
wrong” mode instead of “I’m having di culty with this”.
My learning objective is to provide criticism positively. This requires me to develop a balance between
assertiveness and empathy. This week, I will focus on giving constructive criticism by using “I” statements to
ensure that my feedback is clear, constructive, and non-accusatory, while remaining open to receiving
feedback in a calm and understanding manner. Additionally, the article on active listening by Jonsdottir &
Fridriksdottir (2020) emphasizes the importance of active listening, especially when it comes to criticism.
This relates to my learning point of giving feedback e ectively and the need to truly understand the other
person’s point of view before responding. From previous experiences, I’ve learned that not listening actively
could lead to a misunderstanding or an escalation. My focus will be to practice active listening during our
working group discussions and to ensure that I listen before reacting.
ffi fl ffi ff
, 2 | Active listening: Is it the forgotten dimension in managerial communication?
Introduction
The article explores how managers perceive active listening as a management tool and how they describe
their own execution of it. Communication is essential in management, especially in volatile and challenging
situations. Traditionally, the focus has been on spoken communication and the transmission of information,
but active listening is often underestimated. This study focuses on how managers integrate active listening
into their practices.
Active Listening – a Two-Sided Phenomenon
Active listening is described as the ability to accurately perceive the internal experience of another,
including emotional components. It requires both a certain attitude and technical skills. Mineyama et al.
(2007) de ne active listening as based on the listener’s attitude, characterized by interest and empathy,
combined with technical aspects such as eye contact, asking open-ended questions, and the use of
silence.
The Stages of the Active Listening Process
Brownell (2010) developed the HURIER model, which describes six stages of active listening:
1. Hearing: Focusing on what is being said.
2. Understanding: Absorbing the entire message and interpreting it correctly.
3. Remembering: Retaining information using memory strategies.
4. Interpreting: Analyzing the message and non-verbal cues.
5. Evaluating: Judging the accuracy and reliability of the message.
6. Responding: Responding appropriately to the message.
Drollinger et al. (2006) outline three stages:
1. Sensing
2. Interpreting
3. Responding
Responding was found to be the most di cult aspect for managers, where they often felt less skilled and
con dent.
Method
A qualitative study was conducted with eight line managers from di erent organizations. Semi-structured
interviews were used to gain insights into their perception and execution of active listening. Thematic
analysis was employed to interpret the data.
Findings
• The Meaning of Active Listening to Managers: Active listening was seen by managers as essential for HR
management and interpersonal relationships. Three themes emerged: focus, respect, and objectivity.
Managers believed that active listening showed respect and gave others the space to express themselves
without interruptions.
• Bene ts of Active Listening: All respondents emphasized the importance of active listening for the
organization and their own well-being. Active listening helped them stay better informed and feel in
control of situations, which increased their job satisfaction.
• What Managers Do When They Practice Active Listening: They eliminate distractions, use body language,
ensure mutual understanding, and try to "read between the lines" to capture hidden meanings. However,
maintaining objectivity proved challenging, especially in di cult situations.
Discussion
The article concludes that active listening is often underestimated in management, but it is a crucial element
in e ective communication and promotes the well-being of both managers and employees. Although
managers demonstrated good technical skills in the early stages of active listening, they struggled with the
nal stage—responding. The researchers suggest that organizations would bene t from strategic training
programs to improve managers’ listening skills.
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