Is Geographical mobility a tool to optimise public management of human resources ?[La mobilité géographique pour optimiser la gestion des ressources humaines publiques ?]

Geographic mobility is a critical tool to optimize public HR management. In particular, in some main administrations, this implemental mobility is the main way to ensure an adequate balance between needs (job vacancies) and resources (work force). How is it possible to reconcile these management requirements with the reality of agents' individual, professional and family situations? The literature suggests two principles of action: on the one hand, to incite workers to move by creating attractive and incentive systems; and on the other hand, to make them respect their commitment to be geographically mobile. Based on a fundamental question on the rational nature of the mobility management tools, our paper seeks to point out their limits. In order to do that, we conducted a case study in a public organization particularly affected by this problem. The results show some contradictions between the way in which the principles are conceived and used, and the way in which the agents interprete and experience this principle. This can result in the organization losing a large proportion of its employees.