Abstract
Associations, in France, are the only organizations able to engage benevolent workers, volunteers and employees. Close observation allows to identify that management practices are not the same for these different stakeholders. If there are practices that can only be used for some stakeholders, not all of them should be based on the statuts of the stakeholders. Doing that, associations leaders come down to consider that the status reveals a culture, motivation and specific needs that would require specific practices. However, status is only one component of one's individuality: his age, experience and skills are also constitutive of its individuality and human potential. A lack of investment in its potential would therefore lead to dysfunctions and reduced individual and collective performanceThe hypothesis this research proposes to verify is that there are links between management practices discrimination based on status of the stakeholders and the level of global socio-economic performance of the associations.Through two similar research-interventions carried out within associations that have different characteristics, the objective of the research is to compare the results, to identify the generic and specific aspects, to lead to the verification of the hypothesis.