This model, which appeared in many Anglo-Saxon countries in the 1970s, has emerged as an alternative to welfare states because of far-reaching reforms of state administrations directly affected by the economic crisis. The very essence of this concept depends on a quest for rationalization and efficiency in government. Unlike Wébérien-style public bureaucracy, this approach places more importance on results than processes. By adapting management methods traditionally reserved for the private sector, New Public Management (NPM) has helped to break down the barriers between the public and private sectors and reduce management differences (Lhote, 2016).

The NPM aims to improve public performance through five key areas: strategic planning, quality management, the introduction of new technologies, management control, and participative management, which is a type of management based on the organization’s collective intelligence. According to Smola, (2022) strengthening cohesion and developing collective intelligence are two challenges of intergenerational cooperation.

Intergenerational cooperation means helping different generations work together within the same company or team. The aim is to help employees of different ages and backgrounds work together successfully to create cohesion and promote the team's well-being and performance. The challenges are as follows:

• Integrating the new generation, whose relationship to work is very different from that of other generations
• Managing a team composed of 3 generations (soon to be a fourth) who need to cooperate and innovate together
• Organizing the transmission of skills and knowledge (Smola, 2022)

The notion of performance, which is usually quite polysemous, is associated with output. Bourguignon's, (1995) model takes this polysemy as its starting point and highlights three meanings: as a representation of success, as the result of action and as the evaluation of a process (Pesqueux, 2020). Pesqueux sees it as a "strange attractor" in its ability to absorb several translations: economic (competitiveness), financial (profitability), legal (solvency), organizational (efficiency) and social.

In this paper, the paper studies organizational performance. The relations or interest groups model sees the organization as a political arena and recommends the creation of a framework conducive to maintaining a climate that satisfies collaboration within the organization and the needs of the various groups. In this model, the human factor is of importance. According to this theory, performance depends on an organization’s ability to function without significant tensions, ability based on stability and consensus, fundamental values, social climate and absence of conflict. Emphasis is on staff autonomy and individual involvement in decision-making, as well as on the organization’s flexibility in adapting to its internal environment or anticipating conflicts among personnel (Pesqueux, 2020).

This study aims to develop a conceptual and theoretical approach highlighting intergenerational cooperation's contribution to organizational performance in Cameroonian public administrations. The specific objectives of the paper include:

To develop a conceptual and theoretical approach to the concepts of intergenerational cooperation and organizational performance.

To highlight the contribution of intergenerational cooperation to organizational performance in Cameroonian public administrations.

The remainder of the paper is structured this way: After the introduction in Section 1, Section 2 delves into the literature evaluation by examining global intergenerational cooperation and organizational performance in Cameroonian public administration research. Section 3 provides the techniques that help to accomplish the specific objectives. After that, Section 4 discusses and analyses the survey results about the investigation's particular goals, and Section 5 presents the study's conclusion and suggestions in light of its results.

LITERATURE REVIEW

Intergenerational Cooperation and Organizational Performance: A Conceptual and Theoretical Approach

Intergenerational cooperation is an essential element of organizational performance in public administrations. Organizations encouraging collaboration and exchange between different generations of workers can better capitalize on each other's skills and experience, improve the retention of older workers, promote creativity and innovation, and ultimately improve their efficiency and productivity. However, before highlighting the impact of intergenerational cooperation on organizational performance in a public administration such as the Ministry of Commerce, it is first necessary to thoroughly examine these two critical concepts in this paper.

Theoretical Contours of Intergenerational Cooperation

Organizational management has long been concerned about how to consider task enrichment. Concerning human resources management, the challenge is to define the best strategies for motivating employees to be taken into consideration. According to Belmoeiti (2021), although intergenerational is not easily given attention in HRM, intergenerational cooperation is one of the main drivers of an organization’s performance.

Definition of generation notion

The concept of generation is not easy to grasp, and many definitions and understandings exist (Attias-Donfut, 1988). Parry & Urwin, (2011) refer to a group identifiable by birth year, age and life events. Mentré, (1920) quoted by Dejoux & Wechsler, (2011) develops a sociological understanding and perceives that the future of a generation is the creation of its subjective reality, psychology, emotions, values and art (Strauss & Howe, 1991). Devriese, (1989) specifies that a generation is a notion with variable geometry in which generational units coexist and exist by subgroups of individuals who confront their perception of reality (the plural generation). A division of the social world becomes effective when a link exists between individuals. Therefore, as a community of experiences of a group of individuals artificially captured in time. Grima, (2007) reinforced this understanding of shared experience from a managerial approach, stating that a generation is "individuals who share the same historical imprint, materialized by identical experiences and influences, and a common set of institutional rules governing their professional development before, during and after their entry into the world of work" (Grima, 2007). 28-29).

The literature on the subject is long-standing and abundant. In the 19^th century, Alexis De Tocqueville wrote, "In democracies, each generation is a new people". The notion of "generation" belongs to many scientific dimensions: psychology, psychoanalysis, anthropology, history, political science and, of course, sociology. There are as many disciplines as there are connotations and even ambiguities, according to Gérard Mauger3. The Littré dictionary distinguishes two usages, one applied to the family line and filiation and the other to the temporality of individuals "living in the same time or more or less", that is, a society as a whole (Lhote, 2016).

In the 19^th and early 20^th centuries, the generation was an instrument for measuring historical time. Since the 1950s, the notion of generation has diversified through several approaches. For a demographer, this means considering all the individuals in the same year; for a historian, this term represents the length of time men have been renewed in public life; for a genealogist, this means a relationship of filiation. In addition, individuals identify with a sense of belonging to their youth rather than to a specific year, as in the case of the 68th generation (Lhote, 2016).

However, in a given society, stratification by age and sex organizes the social status and roles of men and women. The individual is constructed through a learning process that enables him or her to pass from childhood to adulthood until social participation disappears through death. Biologicalisation is, therefore, the first approach to structuring individuals according to their age and social status. For Olivier Galland4, "the passage to adulthood is the relevant level for differentiating age groups". Age here is a complex social construct that depends on the cultural model and strategy of the society. While the passage to adulthood, combined with rites of passage, is an obvious development, does it represent the distinction between one generation and another? (Lhote, 2016).

Generational Typologies and Stereotypes

According to these definitions, a community of individuals with common influences (For example, experiences, history, contexts, events, age) would have similar values and develop common behaviors and attitudes. This proximity of influences, values and behaviors would justify the term generation to distinguish groups of individuals (Lhote, 2016).

There are debates about the importance given to each influencing factor in understanding the community of values and behaviors of a group of individuals. For example, in their critical review of the literature on the construction of the concept of generation, Parry & Urwin, (2011) mention that it is difficult to assess whether the impact of sociohistorical events is more significant than the impact of age (and associated specific traits) in distinguishing a generation. For example, will the values attributed to today's young people endure and represent a generation? Will it be possible to identify the same values for the same population at 10, 15 or 30 years of age, or will they evolve with what some describe as mature science about adolescence (Attias-Donfut, 1988; Marbot, 2005, 2007).

Although a question arises, it seems insignificant for human resources managers, whose objective is to distinguish between the values and behaviors of individuals to adapt individual management practices within organizations (Lhote, 2016). Indeed, as Parry & Urwin, (2011) note, managers need to know the differences in profiles to understand the expectations of different generations and to help them work together. Identifying specific values and behaviors now is the subject of a consensus in all Western economies and has led to categorizing individuals at work into four generations (Parry & Urwin, 2011; Lieber, 2010; Saba, 2009). For ease of understanding, this paper presents a reasonably widespread concept used by many authors, distinguishing the four generations by the following names: baby boomers, generation X, generation Y and the latest to join the workforce via the youth sections, generation Z (Lhote, 2016).

The first generation is the "baby-boomer" generation (1945-1965), or the more than 50 s or S for seniors, used to designate the oldest members of a company or administration. This term is often associated with old age, wear and tear on the job, demotivation and resistance to change. More generally, the prism of retirement births seniority. However, this generation is the first to experience the benefits of various policies to improve working conditions that have been underway for several decades. On the other hand, for individuals born after 1955, the contribution period and the limit for entitlement to pension rights increased, reaching the age of 62 for most of them (57 for the active category of civil service).

The second generation is "Generation X" (1965-1980), or the 35-50 age group. Anglo-Saxons are at the origin of this term; sociologists in the 1960s refer to people born from 1965 until the early 1980s. This generation was initially known as the "Baby-bust" generation because of the low birth rate compared to the baby-boom period. Later, the term Generation X was adopted and retained. Although this term was popularized late by the authors of the book "Generations X", it is no less well known than the other generations. Indeed, literature and the media prefer to talk about people in their forties to illustrate this second postwar generation, born just after the end of the baby boom, who experienced periods of uncertainty, particularly after the economic crises and the end of the boom years of the thirty glorious, the end of the USSR, the appearance of mass unemployment and the AIDS virus. Researchers believe that these significant changes have captured the imagination of the young people of Generation X without necessarily mobilizing them, in contrast to the carefree attitude of their elders at the same age. This generation is closer to a "transition" generation. There are far fewer studies on the subject, and this topic is less attractive to researchers or managers.

However, this cohort has suffered from a gloomy labor market, overcrowding by baby boomers, pre-eminence of diplomas and direct competition with the massive entry of women.

This explains why some authors do not hesitate to speak of a 'sacrificed' generation that has not inherited the same wealth as the one that preceded it (Lhote, 2016).

The third generation is 'Generation Y' (1981-1995), or the 20-35-year-olds. The number of studies in professional literature and specialist management websites judges them. Known as the digital natives, the next, the millennials or the Internet generation, connected or disconnected from reality, the "why" generation, symbolized by the letter Y, supposed to represent the headphones to which they are permanently connected, was described in 1993 by an American magazine9 specializing in the subject. In 2015, this population of individuals born after 1980 represented almost 18% of the French population10 and 40% of the working population. They did not come into the world with the connection existing today, but they grew up with it, particularly during adolescence. For them, the world is relative and unstable; this generation has no borders and has already travelled a lot. These constitute the most qualified generation.

Finally, the fourth generation is 'Generation Z' (1995-2015) or the under20s. Unlike Generation Y, the literature does not or has yet to, abound in favor of this generation of individuals born from 1995 onwards. Not yet integrated into the professional world, they are beginning to form Generation Z, also known as Generation C for 'communicative' or 'social media natives', about tools such as smartphones, tablets and social media. As such, they are the true 'digital natives' because, unlike the Y generation, they have all grown up with technology at their fingertips. They are sometimes referred to as "emos" for emotional reasons, as specialists have noted that this generation is very attuned to their emotions.

The looks they give and the demonstrations they quickly post on networks no longer hide from the general public or their "friends". Collaborative tools such as Facebook, Twitter, YouTube, Instagram, WhatsApp and Snapchat are part of their lives, enabling them to stay connected in real-time, 24 h a day. For Thomas Tougard18, the relationship with the world radically separates the "Zs" from their elders. With the advent of social networks, the 'Z' generation is building its identity around a mode of communication that is very different from its predecessors. In 2010, in the USA, there was a 59% decrease in the number of emails sent by 12- to 17-year-olds in favor of instant messaging and social media. Social networks have become genuine modes of communication for generations that think it has the world at their fingertips and in their hands (Lhote, 2016).

Intergenerational Cooperation

Intergenerational cooperation means helping different generations work together within the same company or team. The aim is to help employees of different ages and experience levels work together successfully to create cohesion and thus promote the team's well-being and performance (Smola, 2022).

Raynaud, quoted by the General Directorate for Administration and the French Civil Service in a document on intergenerational cooperation, defines intergenerational cooperation as "the art of getting employees of different generations to live and work together effectively by capitalizing on their differences and on what connects them". It involves combining individual and organizational approaches to develop skills and maintain working capacity throughout working life. To achieve this, the paper applies a logic of interaction, reciprocity and complementarity to work groups and teams (Lhote, 2016).

Theoretical Analysis of the Concept of Organizational Performance

Kalika, (1988) defines organizational performance as "measures relating directly to the organizational structure and not its possible social or economic consequences. These indicators are interesting in that they make it possible to discern organizational difficulties through their first manifestations before their effects are felt from an economic point of view" (Ouatara, 2007). Kalika, (1988) suggested four factors in organizational performance:

Compliance with the formal structure: failure to comply with the structure announced by management can indicate dysfunction within the organization;

Relationships between the components of the organization: the search to minimize conflicts reflects a need for the coordination necessary for efficiency;

The quality of information: the organization must develop information systems that enable it to obtain reliable and exhaustive information, which is essential to the smooth operation of the organization;

The flexibility of a structure: its ability to change is a determining factor in adapting to environmental constraints (Ouatara, 2007).

METHODOLOGY

In 2004, following the break-up of the former Ministry of Industrial and Commercial Development (MINDIC), which had been split into three ministries: The Ministry of Mines, Industry and Technological Development (MINMIDT) and the Ministry of Small and Medium-sized Enterprises, Social Economy and Handicrafts (MINPMEESA). The Ministry of Commerce (MINCOMMERCE) is a department of the Cameroonian government responsible for developing and implementing its policy in the field of commerce. It is housed in the ministerial building known as the ¨IMMEUBLE ROSE¨, located in the administrative center in Yaoundé, the country's capital. Decree n 2012/513 of 12 November 2012 sets out its organization.

To better understand the contribution of intergenerational cooperation to organizational performance in Cameroonian public administrations, the paper conducted exploratory research in the Ministry of Trade. The choice of this administration is explained by the fact that the study had to conduct an internship there and observe dysfunctions relating to intergenerational cooperation.

The paper choses the qualitative approach to address the generational phenomenon at work, first because it is difficult to quantify but above all because it is still poorly understood and requires explanations from the people who are confronted with it on a daily basis.

In a study, it is rarely possible to interview the entire target population. Hence, a sample needs to be constructed. This was achieved by reaching the saturation point within the target population during the interviews.

The paper has interviewed a total of 14 people between 09/06/2023 and 20/06/2023. The interviews lasted between 14 and 74 minutes, for an average of 33 minutes per interview. This paper uses the WhatsApp social network (Voice-note) data via the iPhone 8+ telephone. The following table summarizes the information collected. However, it is essential to mention that the number of interviews was not defined a priori insofar as it was determined during the data collection by the principle of double saturation:

In a study, it is rarely possible to interview the entire target population. Hence, a sample needs to be constructed. This is achieved by reaching the saturation point within the target population during the interviews.

Therefore, interviewed a total of 14 people between 09/06/2023 and 20/06/2023. The interviews lasted between 14 and 74 min, for an average of 33 min per interview. All the data were collected via the WhatsApp social network (Voice-note) via the IPHONE 8+ telephone. The following table summarizes the information collected. However, it is important to mention that the number of interviews was not defined a priori insofar as it was determined during the data collection by the principle of double saturation:

Semantic and theoretical (Gavard-Perret, 2012). Semantic saturation occurs when new interviews add nothing to the information already collected; furthermore, the people already interviewed represent a sufficiently wide range of situations and players about the organizational context (Quivy& Van Campenhoudt, 2011). Theoretical saturation refers to the need to integrate new variables from the field into the analysis by interviewing new people (Table 1).

RESULTS, DISCUSSION AND RESEARCH

Developing a Conceptual and Theoretical Approach to the Concepts of Intergenerational Cooperation and Organizational Performance

The automated analysis of the question, which consisted of drawing out the different opinions of the interviewees on the relationship between the values of integrating recruits and generational diversity and the quality of information and relations between the components of the organization within their structure, produced the following word cloud: (Figure 1)

It is clear from this figure that all 14 respondents were in favor of the question. This is also illustrated in the verbatim comments below. At the same time, some went to great lengths to show the importance of this relationship from the point of view of information quality, "Yes. This approach would make it possible to access better-detailed information internally and externally. It would also improve the quality of interpersonal relations because as soon as new staff are integrated more efficiently, they will feel at ease and develop better within the organization.

On the other hand, if they are poorly integrated, they will withdraw into themselves. It is an asset. This people pooling should improve the quality of information, interpersonal relations and the social climate. However, because of certain constraints, the paper still cannot achieve these goals" (R6). The same is true for R12, R13 and R14, for whom it would be beneficial because it would promote and improve working conditions, especially when the information is conveyed correctly.

On the other hand, other respondents stress the importance of gender diversity for the quality of relationships: "YES, gender diversity helps to create a climate conducive to performance in terms of the objectives to be achieved" (R5). "Yes, of course. Bringing several people together on the same team allows them to talk to each other, creating special bonds. They're going to help each other, and if the relationship was limited to just saying hello, it is going to evolve because they now have a shared experience".

"It improves because each generation has its own experience and background, which is why it would be important to include all the generations to get a slightly broader view. Young people can also contribute new techniques, especially new technologies, making information more fluid. They are also dynamic and very available" (R10). "When new employees are well integrated, they will feel accepted and will blend in. They will not create their environment; on a scale of 0 to 10, I'm at 6" (R3). Based on the above, integrating recruits and the generational mix of individuals within the organization improves the quality of the information and relations between its components.

Source: Author

Highlighting the contribution of intergenerational cooperation to organizational performance in Cameroonian public administrations

In response to how good knowledge transfer would help guarantee compliance with the formal structure and flexibility within the Ministry, the analysis of the verbatim reports showed that "Yes. I think so. If the knowledge is not blocked, respect for the formal structure and the company's flexibility would be guaranteed, or at least the ability to adapt. We are a structure that is obliged to adapt. The way we operate is not static. Naturally, the Ministry of Trade does not have fixed missions. We have to be flexible, adapt, and listen to what's going on in the world of trade, above and beyond the statutory duties of our ministry" (R2). Indeed, "Yes, because if we pass on knowledge badly, if we do not train others, it will be difficult to achieve our objectives" (R4). Furthermore, R7 thinks, "Of course, there's no doubt about that. If we do not pass on knowledge, there is a risk of a breakdown, which would call into question the principle of continuity that governs public administration.

In other words, for him, passing on knowledge from generation to generation guarantees that the structure will continue to function; this benefits the company. "If it is supervised, it guarantees respect for the formal structure because bad practices can distort the organization’s culture". For R12, "The quality of knowledge transfer is vital to the organization’s survival because this knowledge keeps the organization in sight and alive daily. It is therefore necessary to create channels so that knowledge can circulate and so that each member of staff can master it". This opinion is shared by most of the respondents.

The transmission of knowledge is undoubtedly a necessary condition, but more is needed to guarantee respect for the formal structure and flexibility of the organization. Other elements are required, such as satisfying the needs of the players to increase their motivation and improve working conditions within the department (R8, R14, R10).

Based on the above, the transmission of knowledge between generations guarantees respect for the formal structure and flexibility of the organization (Figure 2).

Figure 2. Word cloud illustrating the contribution of the intergenerational transmission of knowledge to guaranteeing respect for the formal structure and flexibility of the organization within MINCOMMERCE.

Source: Author

Stakeholders' General Assessment of the Contribution of Intergenerational Cooperation to MINCOMMERCE's Organizational Performance

Generally, the opinion of the interviewees is that intergenerational cooperation, as the main channel through which knowledge is conveyed to guarantee the continuity of public service over time within the PCA, is a powerful lever that can facilitate the achievement of organizational performance. "Yes. The transmission of knowledge will lead to performance in the sense that it ensures the continuity of service. As knowledge passes on, it is filtered at each stage; certain mistakes made by older staff can be avoided by younger staff. It is also a guarantee of efficiency, a guarantee of performance" (R7). R8 added that, "Yes, the long-term future of an organization depends on intergenerational cooperation. If one generation leaves with all its knowledge, the organization could die if the new generation is not inventive. For me, intergenerational cooperation is essential. The organization has a memory. If there is no cooperation, at some point, the memory will disappear, and we will have to recreate it. I would say that intergenerational cooperation is key to the survival of any organization. There are the elders who bring the organization up to a certain level, and then the younger ones arrive with the initial obligation of preserving the achievements of this organization before thinking about improvements. If the achievements are not preserved, there is an enormous loss. If it were a private organization, it would disappear.

Some, such as R1, go further by pointing to intergenerational cooperation as the root of all the problems that plague this institution, and not solving them is a brake on organizational performance. For this reason, R6, taking the army as a benchmark organization in terms of cooperation, believes that it is important to make managers aware of the importance of good cooperation between generations for the survival of a structure. "Awareness-raising is necessary. There is cohabitation, but when people do it, they are not aware of it, avoid stigmatization between generations, and consider the structuring of roles and positions. In the army, it is better organized; also training and education; we need to make all the generations present within the organization aware of the need for this cohabitation; emphasize staff motivation; be open to learning, talking about all the generations because each generation has its own values, we need to know how to share them; acceptance of others; show the need to be together" (Figure 3).

Figure 3. A Word Cloud Illustrating the Stakeholders' General Assessment of the Contribution of Intergenerational Cooperation to the Organizational Performance of MINCOMMERCE.

DISCUSSION OF RESULTS

The qualitative study confirms the first proposition that the integration of new recruits and the generational mix of individuals within the organization improve the quality of information and relationships between its components. This first result corroborates the results of previous research, particularly those of Belmoeiti (2021), Lhote (2016) and Pijoan et al. (2012). Indeed, this result corroborates that of Belmoeiti (2021), who believes that generational diversity is an opportunity for members of IT teams because the generational mix and diversity of profiles symbolize equality, mutual aid, tolerance and social cohesion. In addition, the findings of that study showed that intergenerational relationships between younger and older employees are of very high quality; they are professional but also friendly and relational and lead to mutual exchange and learning.

This result also corroborates that of Lhote, (2016) who states that the generational dimension has an impact on several aspects of the organization of an SDIS: relations between players and living together, hierarchical relations, transmission of knowledge, synergies of action and performance. He also stresses that the integration of new recruits is a lever for bringing different generations together. The second lever, closely linked to the previous lever, is the transmission of knowledge between generations. These two approaches are as much a factor of success for the atmosphere and collective performance as they are valued by management and included in the managerial approach.

This finding corroborates that of Pijoan, (2012). For these authors, one of the aims revealed by the analysis of the logic of intergenerational cooperation identified within companies is to mobilize individuals of all generations to improve the social climate. Tutoring and the creation of mixed teams are the means of achieving this improvement.

This study partially confirms the second proposition, according to which the transmission of knowledge between generations guarantees respect for the formal structure and flexibility of the organization. The results of this study are thus close to those of Belmoeiti, (2021), Haynes, (2010) & Lamari, (2010).

These findings are similar to those of Belmoeiti, (2016) who states that many respondents prefer to work with people from a different generation, as this encourages collaboration and intergenerational or interpersonal sharing of experiences and culture. Then, the multigenerational team enables young apprentices or graduates to pass on the new knowledge they need to develop their skills to older staff, particularly in the digital sector, which is constantly evolving and changing. Finally, working with people from different generations not only enables us to acquire new skills but also to learn new working methods and new ways of operating.

These findings also corroborate those of Haynes, (2010). Indeed, this author emphasizes that a healthy approach to knowledge management, organizational learning and the construction of organizational memory will at the same time be able to balance retirements, organize the training of new employees and encourage communities of practice and teamwork, which will be made up of workers of different ages and expertise.

Finally, these results are in line with the work of Lamari, (2010) who states that intergenerational skills are a topical issue for many organizations exposed to real risks of breaking the chain of intergenerational transmission of tacit knowledge, risks generated by the mass retirement of experienced employees and by the inexperience of a young succession whose skills are conveyed essentially by explicit knowledge. This situation alters the continuity of operations and the performance of organizations. Furthermore, betting on the continuity of the intergenerational transfer of tacit knowledge means acting in an integrated, cohesive, modulated and concomitant way on the conditions for successful organizational innovation.

CONCLUSION AND RECOMMENDATION

Conclusion

This study examined the contribution of intergenerational cooperation to organizational performance in Cameroonian public administrations, focusing on the case of the Ministry of Trade. This work was based on two main themes: first, a presentation of the conceptual and theoretical approaches to the notions of intergenerational cooperation and organizational performance against a backdrop of theoretical and empirical comparisons; second, the intrinsic contribution of intergenerational cooperation to improving organizational performance.

Using a qualitative constructivist study based on semi structured interviews with 14 staff members of this ministerial department, our study showed that the integration of new recruits and the generational mix of individuals within the organization improved the quality of the information and relations between its components. These initial results corroborate the findings of previous studies, particularly those of Belmoeiti, (2021), Lhote, (2016) & Pijoan, (2012). In addition, the intergenerational transmission of knowledge partially guarantees respect for the formal structure and flexibility of the organization. These results corroborate the findings of previous studies, particularly those of Belmoeiti, (2021), Haynes, (2010) & Lamari, (2010). All these elements are essential for achieving the organizational performance desired by the organization.

Consequently, the scope of this study is multiple. From a theoretical and academic point of view, this allows us to understand the role played by intergenerational cooperation in improving organizational performance in PCAs such as MINCOMMERCE. This study complements previous work and thus contributes to the literature on intergenerational cooperation. From a managerial point of view, this study contributes to the identification of new practices to be put in place to facilitate and encourage intergenerational cooperation, thus enabling savings to be made on training costs. In addition, this study is fully in line with the prospects of Cameroon's National Development Strategy (NDS 30), particularly in the section aimed at improving the management of the State's human resources. To this end, it can be seen as a call to the various managers of these organizations to be more zealous in applying the intergenerational deal and, more specifically, cooperation between generations.

This work is not without its limitations, which need to be clarified to understand the significance of the results.

The first limitation relates to the size of the sample and the specific nature of the study. In fact, the study was carried out only in a single public administration, mincommerce. This limited number can be explained by the fact that we have reached the double saturation criterion, i.e., theoretical and semantic.

The second limitation is at the methodological level, where we opted for a qualitative method involving the use of data collected using an interview guide. One of the limitations of this method lies in its subjective nature, a limitation that could have been overcome if we had opted instead for a quantitative methodology using a preestablished questionnaire.

In view of these limitations, which in no way detract from the relevance and rigor of this work, we recommend that future research go further in terms of sample size and analytical framework (multiple case studies in PCAs) and seek to generalize this work by conducting longitudinal studies using deduction.

Recommendations

A number of managerial recommendations have emerged from this work, the implementation of which could not only improve the quality of intergenerational cooperation but also guarantee better organizational performance within Cameroonian public organizations.

First, better intergenerational cooperation requires the active participation of young people and new arrivals and ongoing staff retraining to ensure that all the generations called upon to work together are "up to date", especially in terms of mastery of technological tools and English, involving all internal stakeholders in decision-making and, above all, mentoring and allowing talent to emerge.

Moreover, the integration process needs to be formalized to facilitate the flow of information and create an ideal, collegial working climate between all the players involved to ensure that knowledge is passed on from fathers (the older generation) to sons (the younger generation). In other words, we need to promote equity within this institution. This is vital if we are ultimately to have human resources capable of carrying the company forward and driving it forward.

In addition, developing strategies to discourage older employees from teaching newcomers is important. For example, you need to define a social policy for the organization that will help to reduce barriers between employees and the hierarchy and develop a basis for living together that will help to break down generational barriers. In addition, another element to consider is that we need to prioritize the personnel administration aspect; we need to put in place a policy that facilitates the integration of new recruits into the organization. This is a basic element. It combines a lot of things. For example, we could create conditions that will encourage or enable everyone to be effectively present at work, create favorable working conditions for the development of all, institute cash incentives, or promote equity in the distribution of benefits due to and in the processing of files.

In addition, it is important to focus on material working conditions, such as improving the working environment, providing staff with sufficient space to contain them and organizing occasional relaxation periods such as sporting events where everyone can meet. All of these factors help to strengthen the links between staff, which are vital if interests are to converge and the desired organizational performance is to be achieved. These recommendations are represented by the word clouds below, which clearly show that the main element on which it is imperative to act is the promotion of equity between people within MINCOMMERCE.

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  Table 1