Abstract
“Worthless,” “money burning,” or “black holes” is how media and professionals describe compliance practices today. Practitioners are unenthusiastic about control systems, codes of conducts, and systems for compliance management that are increasing in volume but not in effectiveness. In order to help practitioners clarify what actually makes employees comply with their compliance program, this study examines intrinsic and extrinsic motivators of 119 employees from procurement and sales. We contribute to the existing motivation literature, testing the self-determination theory in low and high hierarchical levels. Our findings show that intrinsic motivators are more strongly and positively related to compliance intention on higher hierarchical levels than the lower ones. However, employees from higher hierarchies show overall less compliance intention than employees from lower hierarchies. © 2015 The Authors. Human Resource Management published by Wiley Periodicals, Inc.
Highlights
Gender was measured by a dichotomous variable, while age was measured as a categorical variable asking participants their respective age range. Both control variables can be assumed to be important following a study of compliance to speed limits, where theory of planned behavior (TPB) variables mediated the influence of gender and age on compliance behavior (Elliott, Armitage, & Baughan, 2003)
Employees apparently do understand the importance of complying with the compliance program and perceive resulting impediments in their work as ethically justified, which could explain the nonsignificant relationship with the attitude toward compliance intention
The present study has examined motivational factors for compliance behavior in terms of compliance with the company’s internal compliance management system
Summary
The psychological motivation literature has predominantly focused on explaining the direction, persistence, and intensity of projected behavior (Deci & Ryan, 2000). The third need is Self-determination the need for relatedness, or feeling connected to others, and refers to suffers from the caring for and being cared for by introduction of others as well as having a sense of belongingness to groups, communi- external controls, ties, or organizations (Ryan & Deci, 2002) Experiencing satisfaction of such as monetary this need plays an important role in incentives. Integrating the compliance and motivation literature by applying SDT centers the compliance behavior on the autonomy of the individual as the driver of motivation In this regard, intrinsic motivators increase compliance motivation, while extrinsic motivators (e.g., control) reduce noncompliance motivation. Self-regulation approach which relies on legitimacy and value congruence between employees and a company They identify different determinants of steering correct behavior in a company depending on whether a company follows a command-and-control approach (focus on extrinsic motivation) or a self-regulatory approach. We suggest that both extrinsic and intrinsic costs predict
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