On the relationship between work contexts, mandates and compliance behaviours of supervisors

If we are to understand the inner workings of organizational life, the role of compliance with policies and its influence on organizational behaviour is an enlightening area of study. This is particularly true in the area of change management. This paper presents theoretical arguments and empirical evidence regarding supervisor compliance with a performance appraisal system in three different segments of a large state university. This study exposes the dynamic relationship between organizational mandates, organizational contexts, and compliance behaviours of individuals in organizations in the context of an organizational change. Results from 278 supervisors suggest that compliance varies by the work context rather than organizational mandate. The authors discuss future research avenues and implications for practitioners.