In 1992, Professor Maurice Thévenet defined motivation as "an irrepressible strength which drive you to work." In the world of work, as in the private lives, we take action in one way or another for a specific purpose. This goal can emanate from our own desire and thus generate an extremely powerful motivation, but it can also be forced by another person, especially at work, making it our motivation more or less strong. In this case, involvement delivered to perform a task and motivation resented to accomplish it, are going to be guided by a host of other factors: craving for recognition, wage, fear of punishment, etc. That’s why, more an employee is motivated and involved in his work, more the company will be generated some positive outcomes from all points of view. Indeed, a company has many interests to promote motivation and involvement of its employees. At first, there is a productivity, performance and growth economic stake. That is also a representation and depiction stake towards outside (providers, customers, candidates, schools, public opinion, etc.) Finally, there is an important stake of inner cohesion. Nevertheless, in spite of significance of these stakes, it is not that simple to establish some tools and process which ensure strong motivation and involvement of all employees over the long term. Priorities are often somewhere else, and these approaches require time, investment and a perpetual renewal: what are very difficult to manage. However, in a very competitive economic environment, that is a capital stake to a company that wishes sustain its activity. We will see an example in Louvain-la-Neuve (Belgium), within the company Firmenich. ; En 1992, le professeur Maurice Thévenet a défini la motivation comme « une force irrépressible qui vous pousse à travailler. » Dans la sphère professionnelle, comme dans la vie privée, nous agissons de telle ou telle manière, dans un objectif précis. Ce but peut émaner de notre propre désir et donc susciter une motivation extrêmement puissante ; mais il peut ...