Olivier Saissi, Jocelyne Napoli



Purpose: The growing of the international exchanges and the liberalization of many economic sectors lead to the instability of the relation between employer – employee. At any time, this one is likely to be broken to allow the company to face economic or financial requirements. In such a context, how to have motivated employees in an organization which can rapidly exclude them? The aim of this analysis is to evaluate in which measurements the recognition of skills seems a suggestion for solution. Any worker invests himself in his work because he reinforces his employability. This factor will enable him to reinforce the probability of finding a new employment in case he has suddenly been laid off .

Methodology and approach: The starting point of this reflection rests on two hypothesis:

  1. Any organization needs motivated employees in order to get a competitive advantage.
  2. The motivation of the employees can be obtained even when the objectives of the employee and those of the company are divergent. The homogeneity of the methods used and the heterogeneity of the goals constitute the new challenge of the organizations to ensure their durability.

Considering the hypothesis and the aim of the analysis, a trans field study, including sociology/ management/labor law has been led to highlight a possible adhesion of the employees to the objectives of an organization evolving in an unstable environment.

Findings : The skills recognition and the reinforcement of the employability seem to reply to the problems posed. However, the implementation of such a process is conditioned with various elements among which an fair definition of the criteria allowing the employees to have the feeling of a right recognition.

Implications for further research : The validation of the study’s results could be get by the control of a comparative study between two similar organizations. One will implement a process of recognition of competences, the other preserving a more traditional way of human resources managing. For a better evaluation of the impact of the difference between the two ways of managing, the companies tested will be selected within service industry. 


complexity; crisis; employability; governance; management; skills recognition

Full Text:



Dalkir, K., J. Liebowitz, J. (2011), Knowledge Management in Theory and Practice, MIT Press, Cambridge.

Desouza, K., Paquette, S. (2011), Knowledge Management, Facet Publishing, London.

Eales-White, R. (2013), Maximize employability and career success, CreateSpace Independent Publishing Platform.

Hind, D. (2013), Employability Skills, Business Education Publishers Ltd, Sunderland.

Lumley, M., Wilkinson, J. (2013), Developing Employability for Business, OUP Editors, Oxford.

McInerney, C. (2010), Rethinking Knowledge Management: From Knowledge Objects to Knowledge Processes, Springer-Verlag, Berlin.

McQuaid, R., Green, A., Dawson M. (2013), Employability and local labor markets, Routledge, Oxford.

Prax, J.Y. (2011), Le manuel du knowledge Management, Dunod, Paris.

Roulleaux-Ducage, M. (2011), Organisation 2.0 Le Knowledge Management nouvelle génération, Eyrolles, Paris.

Rump, J., Sattelberger T. (2010), Employability Management 2.0, Wissenschaft & Praxis, Frankfurt.

Schwab, A. (2010), Managementwissen, Springer, Berlin. DOI:

Thom, M. (2011), Business Incubation –How to Manage the Know-how Transfer, Grin Verlag, Cambridge.

Treu , T. (2013), Employability per persone e imprese. Percorsi di outplacement, Guerini, Milano.

ISSN 2083-103X (print)
ISSN 2392-1412 (online)

Partnerzy platformy czasopism