Abstract
Performance measurement has been a central concern for managers for many years. Admittedly, it has mobilized more literature in the private sector, where production is commercial, but it was not long before it made its mark in the public sector either, according to the work of Hood (1995). It is reasonable to believe that the determining circumstances of this development include the birth of citizen movements and the advent of the Awards of Excellence. Thus, indicators and tools are developed to measure the performance of all kinds of organizations. This paper raises the issue of measuring the performance of public administrations. Would it not be unfair to apply the concept of comprehensive performance of the company (Baret 2006) to a public administration? Wouldn't it be better to look for the determinants of its performance in the formal statement of its missions in relation to the individual performance of its staff?
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