Définition De Deux Systèmes Dialectiques De Reconnaissance Présents Au Sein Des Organisations

Requests for recognition have been developed during these last decades in the organizations regarding to the efforts requested from the employees. Moreover, variations of practices are more visible between countries, between organizations and between individuals. The need of an identity confirmation and the call of more equity in practices become crucial factors of employees' implication as well as their mental and physical health stability. The way in which the recognition is managed seems to impact positively or negatively the socio-economic performance of the organizations. The concept of recognition is a cross-disciplinary and transverse object of research. This concept is emergent in management sciences. Moreover, links between the concepts of recognition and performance are poorly explored in a global and systemic way. We are interested in this article in the identification of organizational systems of recognition, characterized by different practices, as well as their effects on the different components of performance (efforts made by individual in the organization, co-operation, mental health and physics). We explore, through two intervention-researches, the individuals practices that characterize the systems of recognition and we develop the concept of "activating recognition" i.e. practices of recognition stimulating the individual and collective performance. Lastly, we put into the light that practices anchored in the system of mutual recognition are more effective for a sustainable social and economic performance.