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Many organizations engage in a process of “liberation management,” relying on the ability of employees to self-motivate and organize themselves in their work, which implies a strong commitment on their part. Surprisingly, the literature on the subject rarely questions the conditions of this commitment and its recognition. This article reports on an intervention-research carried out within a liberated company confronted with a deep crisis of employee commitment and recognition. It proposes to step aside from the traditional approach of recognition in HRM, which generally involves the notion of calculation between contribution and retribution, and to consider the logic of gift, where the challenge is to recognize what is given in the work, without excluding a share of calculation. The empirical study makes it possible to identify two dominant logics, that of gift and that of calculation, simultaneously present in the field, and what each of them produces. A reading based on the logic of gift shows that employees switch to the logic of calculation and contract when they are no longer satisfied by the company, signaling a break in the dynamics of gift. The article points to the issue of recognition as a means of fueling the fragile balance of the dynamics of gift and commitment.