Workplace interaction as a pathway from Open-Plan office design to employee performance: Insights from Self-Determination Theory

Abstract

This study investigates the effects of open-plan office (OPO) design on employee performance, focusing on the mediating role of workplace interaction and the moderating influence of job autonomy, a core component of Self-Determination Theory (SDT). Using a quantitative approach, data were collected from 107 employees working in open-plan offices in Quebec, Canada, were recruited through convenience sampling, and analyzed using partial least squares structural equation modeling (PLS-SEM). The findings show that OPO design significantly enhances workplace interaction and directly improves employee performance. Workplace interaction also positively influences performance and partially mediates the relationship between OPO design and performance. Job autonomy further enhances performance and strengthens the positive relationship between workplace interaction and performance, indicating that employees with greater autonomy derive greater performance benefits from workplace interactions. Based on these findings, the study proposes the Integrated Workplace Interaction and Autonomy Framework (IWIAF), which conceptualizes employee performance as an outcome of the interaction among physical workplace conditions, social processes, and psychological resources. The framework provides a theoretical basis for understanding how workplace design, social interaction, and motivational resources jointly shape employee outcomes. Practically, the findings offer guidance for designing work environments that support both interaction and employee autonomy. Overall, the study demonstrates that performance in open-plan offices is shaped not only by physical workspace characteristics but also by the social and motivational mechanisms through which employees experience and utilize their work environment.