Tone at the top is the most influential driver of corporate behaviour across all age groups, geographic locations and sectors. Financial and non-financial incentives come second, followed by rules and procedures and personal agendas.
The concept of 'tone at the top' describes the attitude of an organisation’s board of directors and senior management towards setting and promoting guiding values and an ethical culture.
Across geographic locations all respondents considered tone at the top to be most influential. However, for respondents in Africa and parts of Asia rules and procedures played a larger role than for respondents in Europe and America. In Europe and America personal agendas were a stronger driver.
Employees are motivated by:
- and challenge.
These three motivators are stronger than monetary rewards.
The research suggests that performance-related pay schemes may not fulfil their primary objective of fostering best performance. The fear is that these schemes lead people to exaggerate or otherwise falsify their measures in order to reach their targets.
Walking the talk
The most powerful way to promote functional behaviour at work is by senior leaders and managers 'walking the talk'.
Walking the talk means:
- sending consistent messages
- and displaying consistent behaviours.
These messages and behaviours must be aligned to the organisation’s expressed core values.
Respondents were asked what most influences corporate behaviour. 61% said tone at the top.
Cognitive bias can adversely affect good decision-making. People have to make judgements in uncertain conditions and are often prone to errors when doing so. This is cognitive bias.
Teams, including boards, should be better trained in recognising these. This would help them develop better, objective and critical decision-making skills.
Self- interest is the most influential factor in potentially causing people to override corporate procedures and rules.
This article is an overview of this topic.
"Understanding what motivates people is paramount in promoting functional behaviours. Irrespective of their age, industry or location, more than half of the respondents said that getting better recognition for their work was the most highly motivating factor."
Grow a healthy culture
Respondents recognised the role of communication and employee engagement as a foundation of healthy corporate cultures.
When asked about their co-workers’ awareness of organisational culture, around two-thirds of those surveyed said the people they work with on a day-to-day basis were well aware of the organisation’s culture.
59% of respondents agreed or strongly agreed that there were multiple cultures in their organisation.