Culture of Compliance: The Foundation of an Ethical Infrastructure
For many employees, a job is a job. They arrive for their shift, go through the motions, put in the work, satisfy the requirements, and clock out. Repeat the following day.
For other employees, going through the motions isn’t enough. Workplace fulfillment goes beyond liking – even loving – what you do. For those “other” employees, workplace fulfillment is about making their mark, believing in their company’s mission, and being part of a workplace that supports its employees, recognizes their potential, and rewards them for a job well done. Employers have to find a strong foundation to build up from in order to appeal to the masses. That can be done in two interconnected ways: culture and compliance. And in the end, you build a culture of compliance.
“Research shows that companies that focus on creating happy, healthier, motivating, and appreciative workplaces are onto something profound – ,”an article published on the Forbes website states, “even, and maybe especially, during turbulent times.”
The workplace environment holds a high impact over employees. Productivity and engagement are at stake, so business leaders are expected to ensure that their company is providing employees with the bells and whistles. In that respect, however, there should be a main focus.
Mara Swan, the global leader of Right Management and executive vice president of ManpowerGroup, stated that “People are happy and engaged at work when they are inspired. Understanding employee career motivations and aspirations is key to creating a high performance that motivates individuals to do their best work.”
Research conducted by the Right Management’s Global Career Aspiration survey revealed that 45% of employees named work-life balance as their highest career aspiration, while only 17% ranked being the best at what they do as their top career aspiration. The survey findings go on to reveal that 53% of employees state that respect for their knowledge and experience is a top expectation for leadership within the company, followed by mutual trust (51%) and transparency (37%).
The same study revealed that 75% of employees do not feel engaged at work, which should be motivation for employers to rethink how they can incite individuals to meet performance goals – especially when only 1 in 10 employees defined workplace success as high performance. If that’s not the end goal for 9 out of 10 employees, what is? And outside of company culture, how can employers ensure their employees are happy and productive?
Commitment to Compliance
According to Tom Tyler’s The Ethical Commitment to Compliance: Building Value-Based Cultures, employees who feel respected and who receive fair treatment from their organization are more likely to reciprocate that behavior toward the company and its rules. In other words, the company gets what the company gives. The data shows that an organization that operates in a procedurally fair manner, “employees will believe in the legitimacy of management’s authority and believe that their values match the values of the organization.”
Based on the aforementioned data, employees are then more inclined to comply with their company’s rules voluntarily, which is “significantly more effective in eliciting rule compliance than an approach based on risk of punishment.”
Strong Compliance Culture, Necessary for Success
A strong culture isn’t just encouraged, it’s necessary for a company’s success. Check out Create a Compliance Culture for more information and guidance on how employers can achieve a culture of compliance.
The workforce is filled to the brim with diverse employees, each of whom want, expect, and aspire for something different in their professional career. In order to appeal to as many employees as possible, employers should consider what their employees want, what makes them satisfied with their role, and what gets them motivated to do good work. This helps build to a culture of compliance.