Integrating compliance with IT security policies into individual performance objectives is the most effective method for driving a cultural shift. This approach embeds security responsibility directly into each employee's role, making it a measurable and accountable part of their job performance. By linking adherence to performance reviews, compensation, and career progression, the enterprise creates powerful, ongoing incentives for compliance. This transforms security from a peripheral IT issue into a core business value shared by everyone, which is the essence of a true cultural change. This method directly aligns individual behavior with the strategic security goals of the enterprise, a key principle of effective governance.

A. Communicating on a regular basis is necessary for awareness but is insufficient on its own to drive a cultural shift, as messages can be ignored without tangible consequences.
B. Acknowledging and signing policies is a one-time administrative control for legal and HR purposes; it does not guarantee sustained behavioral change or cultural adoption.
C. Centrally posting policies ensures accessibility but is a passive measure that relies on individual initiative rather than actively motivating and enforcing compliant behavior.

1. ISACA, CGEIT Review Manual, 8th Edition (2020). Domain 4: IT Resource Optimization, Section 4.4, discusses the importance of performance management. It emphasizes that performance metrics should be linked to business objectives and that accountability for performance must be clearly defined. Integrating security compliance into performance objectives is a direct application of this principle, establishing clear accountability at the individual level to achieve the enterprise goal of a stronger security culture.

2. ISACA, COBIT® 2019 Framework: Governance and Management Objectives (2018). The management objective APO07 Managed Human Resources includes the practice APO07.03 Maintain the skills and competencies of personnel. A key activity is to "Periodically assess and evaluate competency and skill levels." When security policy compliance is defined as a required competency, its evaluation becomes part of the performance management cycle, thus driving behavior and culture. (p. 101).

3. Von Solms, B., & Von Solms, R. (2004). The 10 deadly sins of information security management. Computers & Security, 23(5), 371-376. https://doi.org/10.1016/j.cose.2004.05.002. This academic paper discusses failures in information security management. It implicitly supports the answer by highlighting that security is often seen as a grudge purchase and not part of core business. Making it part of performance objectives (the opposite of a "deadly sin") directly integrates it into the core business and individual responsibilities, thereby fostering a positive security culture.