The Central Bank of Congo, a pillar of the country’s economic and financial stability, faces specific challenges related to resource management, operational efficiency, and the fight against economic volatility. It faces growing challenges, particularly in terms of responsiveness and adaptation to financial crises, exchange rate fluctuations, and increased transparency and regulatory compliance requirements. It relies on internal departments to ensure the smooth running of its missions, including general services. We noted that, in the daily operations of these departments, administrative procedures are often lengthy and complex, leading to wasted time and suboptimal use of available resources. This situation compromises the bank’s responsiveness and efficiency in an environment where every minute counts, whether in responding to financial challenges or coordinating strategic missions. The adaptation of Lean Management (Value Stream Mapping, 5S, Kaizen, etc.), which involves eliminating waste and retaining only the steps that provide real added value, has proven particularly relevant.

A company’s success is determined by its ability to offer the right product at the right time. Intelligent inventory management plays a crucial role in achieving this. Inventory is an operational resource that must be carefully managed. When inventory levels are insufficient, the company risks stockouts, which create additional costs and, more importantly, damage the company’s brand image. Conversely, excess inventory becomes a fixed asset, increasing production costs and straining cash flow. Optimizing inventory management inevitably involves minimizing costs and using procurement methods tailored to each item. Research results show that the vast majority of Nigerian SMEs operating in the Central Market of Kinshasa regularly experience stockouts, use different procurement methods depending on the circumstances, do not use inventory management software, and rely on traditional inventory management practices.

To achieve the objectives an organization has set for itself, it relies on its various resources. Human resources are one of them. Regardless of the skills they possess, they are not enough to enable them to achieve high productivity. To achieve this, employees must be motivated. A motivated employee is ready to truly perform their job in the best possible way and demonstrates this through their efforts. For this reason, compensation is an essential management variable. It contributes to performance development, determines internal social balance, unites employees, and attracts talent. It should be noted that compensation has two components: direct compensation. Direct compensation consists of fixed compensation and variable compensation. In addition to direct compensation, there is indirect compensation. At the General Directorate of Customs and Excise, the components of compensation paid to employees do not all have the same effect on their retention; some are more highly valued (bonuses, benefits in kind, and fringe benefits), and their removal from the payroll would have negative professional consequences such as decreased productivity, a poor work environment, unjustified absences, lower attractiveness and loss of core competencies.

Most of the Congolese population of working age is not employed in the formal sector. These people are either unemployed or underemployed in rural areas or in the informal sector. And yet, we are witnessing an increasingly remarkable presence of placement agencies for job seekers to which they can refer in the city of Kinshasa. Despite all this, job seekers obtain work at the cost of a thousand and one penalties and are confronted with multiple realities, injustices, tribalism, discrimination and criteria that disadvantage them. This situation discourages and arouses mistrust among job seekers. It is within this framework that our research falls, which focused on 40 finalist students from the Faculty of Psychology and Educational Sciences of the University of Kinshasa in order to know their perceptions vis-à-vis the placement and check whether these agencies are playing their roles effectively. The results revealed that our respondents have a positive view of the activities of these placement offices and are ready to go there to facilitate their recruitment; but believe that these agencies are not playing their roles effectively. In view of these results, our first hypothesis is confirmed and the second is partially invalidated.