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.