Fostering employee autonomy through rewards: a self-determination theory perspective

Purpose This paper aims to explain and determine the effect of rewards on employees’ autonomy by investigating the mediating effect of enabling controls on their relationship. Design/methodology/approach A three-wave survey strategy has been used to collect data from the alumni of a French business school. Structural equation modelling has been used for measures validating and hypotheses testing. Findings The study reveals a positive relationship between rewards and autonomy, mediated by enabling controls. Practical implications The study guides the process of administrating rewards to employees in a way that maximizes their autonomy, highlighting the crucial role of supervisors through enabling controls. Originality/value The study strives to create consensus regarding the long-existing debate on the effect of rewards on employees’ autonomy with the help of organizational theory literature. By considering the role of enabling controls, it provides a unique, cohesive framework to illustrate the intertwined relationship between the constructs.

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