[ Reconnaissance et Contradictions Managériales: Une Étude de Cas Tunisienne ]
Hanen CHERIF1 and Imen MZID BEN AMAR2
1 Docteure, Université de Sfax, Laboratoire PRISME-FSEG-SFAX, Tunisia
2 Professeure, Université de Sfax, Laboratoire PRISME-FSEG-SFAX, Tunisia
Original language: French
Copyright © 2026 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.
This article examines how managerial contradictions shape employees’ perceptions of recognition within a Tunisian small and medium-sized enterprise operating in the agri-food sector. Although the company promotes a discourse centered on autonomy, responsibility, and employee participation, actual managerial practices remain governed by a rigid hierarchical structure and strong centralized control. This inconsistency generates confusion, weakens trust, and undermines authentic recognition at work. The purpose of this study is to explore how discrepancies between managerial discourse and daily practices influence employee motivation, engagement, and perceived value. The research is based on a qualitative approach, involving forty semi-structured interviews conducted with employees from different hierarchical levels. The thematic analysis reveals three main findings: (1) a persistent gap between the managerial intentions communicated by the leadership and the organizational routines that prevail, (2) a significant deficit of recognition resulting from structural rigidity and the absence of sincere and constructive feedback, and (3) adaptive strategies developed by employees to cope with managerial ambiguity while maintaining a minimal form of engagement. The study concludes that recognition can only be effective when embedded in a coherent managerial system where discourse and practices are aligned. The article highlights the crucial role of managerial consistency as a determinant of sustainable employee engagement in Tunisian organizations.
Author Keywords: workplace recognition, managerial contradictions, employee engagement, organizational practices, autonomy at work, manager-employee relations.
Hanen CHERIF1 and Imen MZID BEN AMAR2
1 Docteure, Université de Sfax, Laboratoire PRISME-FSEG-SFAX, Tunisia
2 Professeure, Université de Sfax, Laboratoire PRISME-FSEG-SFAX, Tunisia
Original language: French
Copyright © 2026 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
This article examines how managerial contradictions shape employees’ perceptions of recognition within a Tunisian small and medium-sized enterprise operating in the agri-food sector. Although the company promotes a discourse centered on autonomy, responsibility, and employee participation, actual managerial practices remain governed by a rigid hierarchical structure and strong centralized control. This inconsistency generates confusion, weakens trust, and undermines authentic recognition at work. The purpose of this study is to explore how discrepancies between managerial discourse and daily practices influence employee motivation, engagement, and perceived value. The research is based on a qualitative approach, involving forty semi-structured interviews conducted with employees from different hierarchical levels. The thematic analysis reveals three main findings: (1) a persistent gap between the managerial intentions communicated by the leadership and the organizational routines that prevail, (2) a significant deficit of recognition resulting from structural rigidity and the absence of sincere and constructive feedback, and (3) adaptive strategies developed by employees to cope with managerial ambiguity while maintaining a minimal form of engagement. The study concludes that recognition can only be effective when embedded in a coherent managerial system where discourse and practices are aligned. The article highlights the crucial role of managerial consistency as a determinant of sustainable employee engagement in Tunisian organizations.
Author Keywords: workplace recognition, managerial contradictions, employee engagement, organizational practices, autonomy at work, manager-employee relations.
Abstract: (french)
Cet article analyse la manière dont les contradictions managériales influencent la reconnaissance au travail dans une PME tunisienne du secteur agroalimentaire. Alors que l’entreprise affiche un discours valorisant l’autonomie, la responsabilisation et la participation des employés, les pratiques réelles restent marquées par une structure hiérarchique rigide et un contrôle organisationnel omniprésent. Cette incohérence crée un climat de confusion et fragilise la perception de reconnaissance des salariés. L’objectif de cette recherche est d’examiner comment ces contradictions entre discours et pratiques managériales affectent la motivation, l’engagement et la valorisation perçue des employés. L’étude repose sur un dispositif qualitatif comprenant quarante entretiens semi-directifs menés auprès de différentes catégories socioprofessionnelles. L’analyse thématique révèle trois résultats principaux: (1) un décalage persistant entre les intentions affichées par la direction et les pratiques de gestion quotidiennes, (2) un déficit de reconnaissance lié à la rigidité structurelle et à l’absence de feedback authentique, et (3) des stratégies d’adaptation développées par les salariés pour faire face à l’ambiguïté managériale et préserver leur engagement minimal. Les conclusions montrent que la reconnaissance ne peut être effective que si elle s’inscrit dans un système managérial cohérent, où les discours et les pratiques sont alignés. L’article met en évidence l’importance de la cohérence managériale comme condition essentielle à l’engagement durable des employés dans les organisations tunisiennes.
Author Keywords: reconnaissance au travail, contradictions managériales, engagement des salariés, pratiques organisationnelles, autonomie et contrôle.
