When employees at work don't get it: A model for enhancing individual employee change in response to performance feedback
基于治疗文献中的Hanna个体改变模型，本文提出个体和组织的前因因素能加速员工对绩效反馈的响应，帮助管理者识别和促进那些“不开窍”员工的改变。
Executive Overview We often lament that certain individuals at work simply “don't seem to get it,” and therefore it is very difficult to get them to change. While everybody else may see a co-worker's incompetence, the employee is clueless about his or her serious development need. It may not be enough to provide feedback to this type of employee and hope that performance will improve. However, ignoring feedback has serious consequences for both the individual and the organization. Based on Hanna's individual change model from the therapeutic literature, we argue that individual and organizational factors, or precursors, enhance the speed of individual change in response to feedback. The individual precursors increase the likelihood that an employee will change in response to performance feedback, while the organizational precursors reflect how an organization's environment supports and rewards individual change. Individual change will occur more quickly and effectively to the extent that these precursors are present. This paper describes the precursors, provides a tool that managers can use to assess the precursors, and presents a case example to illustrate these points.