Self-determination theory explains the effects of autonomous motivation on work engagement and job performance. We use a self-determination theory framework to examine the interaction between distributive justice and autonomous motivation in the context of the allocation of pay to employees. We performed an empirical study in France that took place over three time periods to examine this relationship. Our findings show that when autonomous motivation is high employee perceptions of distributive justice are viewed as a source of control and results in decreased levels of autonomous motivation, work engagement and performance. As such, practical implications for human resource management are proposed to manage the prominence of attention given to employee perceptions of distributive justice of their rewards so that it should not be too high. In a context of high autonomous motivation in the workplace, managers could use ex post rewards.
Cette recherche présente le concept de « Performance RH » au sein du contexte public local. La performance RH, mesurée par un baromètre composé d’échelles de mesure de huit attitudes au travail et perceptions de l’organisation, vise à approfondir la réflexion sur les pratiques organisationnelles et attitudes individuelles influençant la performance organisationnelle. Une méthodologie quantitative par équations structurelles, auprès de deux échantillons, permet d’affirmer que le concept de Performance RH est tridimensionnel : une dimension organisationnelle, une dimension individuelle et une dimension d’adéquation individu-environnement. Le concept de Performance RH, ainsi spécifié, permet aux collectivités, en opérationnalisant le baromètre, d’orienter leur réflexion sur des points de tension précis et d’envisager des actions correctrices, incitant des attitudes positives de la part des agents territoriaux. Des apports théoriques sont aussi dégagés en montrant la pertinence du concept de Performance RH en contexte public local.
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