[ Efficacité du système de reconnaissances-récompenses dans l’Administration Publique ]
Volume 29, Issue 3, June 2020, Pages 805–820
Marcelle Nathalie Elougou Ndinga1
1 Laboratoire d’Economie et de Management appliqué (LEMA), Université de Douala, Douala, Cameroon
Original language: French
Copyright © 2020 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Recognition at work, which is increasingly demanded by workers, is equally a significant topical issue but yet little explored in human resources management. The objective of this paper is evaluating the efficiency of recognition-reward practices implemented within the public administration from the perception officials make of it. The comprehensive approach adopted required a qualitative methodology and semi-direct interviews with 37 middle-level administrative managers. Data analysis was carried out through the general inductive method in three phases. Firstly, analysis of the contributions expected by public officials, secondly, expectations relating to the valuing of such contributions and lastly, identification of satisfaction based on current practices. Results show that there exist two types of recognition-reward according to the bearer. These are hierarchical and organisational recognition, with various forms. Such practices are generally dissatisfying due to numerous malfunctions hampering the attribution process, denials and perceived disregard for. Financial recognitions are more valued within this context as compared to non-financial ones. These recognitions should be based on more rational and objective criteria, necessary for a better efficiency.
Author Keywords: Recognition-reward, organisational recognition, hierarchical recognition, public administration, public agents.
Volume 29, Issue 3, June 2020, Pages 805–820
Marcelle Nathalie Elougou Ndinga1
1 Laboratoire d’Economie et de Management appliqué (LEMA), Université de Douala, Douala, Cameroon
Original language: French
Copyright © 2020 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
Recognition at work, which is increasingly demanded by workers, is equally a significant topical issue but yet little explored in human resources management. The objective of this paper is evaluating the efficiency of recognition-reward practices implemented within the public administration from the perception officials make of it. The comprehensive approach adopted required a qualitative methodology and semi-direct interviews with 37 middle-level administrative managers. Data analysis was carried out through the general inductive method in three phases. Firstly, analysis of the contributions expected by public officials, secondly, expectations relating to the valuing of such contributions and lastly, identification of satisfaction based on current practices. Results show that there exist two types of recognition-reward according to the bearer. These are hierarchical and organisational recognition, with various forms. Such practices are generally dissatisfying due to numerous malfunctions hampering the attribution process, denials and perceived disregard for. Financial recognitions are more valued within this context as compared to non-financial ones. These recognitions should be based on more rational and objective criteria, necessary for a better efficiency.
Author Keywords: Recognition-reward, organisational recognition, hierarchical recognition, public administration, public agents.
Abstract: (french)
La reconnaissance au travail qui est de plus en plus revendiquée par les travailleurs s’avère également être un thème d’actualité important mais encore peu exploré en gestion des ressources humaines. L’objectif de cet article est d’évaluer l’efficacité des pratiques de reconnaissances-récompenses en œuvre dans l’administration publique à partir de la perception qu’en ont les agents publics. L’approche compréhensive adoptée a nécessité une méthodologie qualitative avec des entretiens semi-directifs auprès de 37 responsables administratifs de niveau intermédiaire. Les données ont été analysées par la méthode d’analyse inductive générale en trois étapes: une analyse des contributions attendue des agents publics, les attentes relatives à la valorisation de ces contributions et enfin l’identification et la satisfaction liée aux pratiques en cours. Les résultats montrent qu’il existe deux types de reconnaissances-récompenses selon le porteur, organisationnelles et hiérarchiques aux formes diverses. Ces pratiques sont globalement insatisfaisantes du fait de nombreux dysfonctionnements plombant le processus d’attribution, ainsi que des dénis et des mépris perçus. Les reconnaissances financières sont plus valorisées dans ce contexte que les reconnaissances non financières. Pour plus d’efficacité il est nécessaire de baser les reconnaissances-récompenses sur des critères plus rationnels et objectifs.
Author Keywords: Reconnaissances-récompenses, reconnaissances organisationnelles, reconnaissances hiérarchiques, administration publique, agents publics.
How to Cite this Article
Marcelle Nathalie Elougou Ndinga, “Efficiency of the system of recognition awards in Public Administration,” International Journal of Innovation and Applied Studies, vol. 29, no. 3, pp. 805–820, June 2020.
