Performance indicators and management control tools in Moroccan public universities: A quantitative survey of managers
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Author(s)Hanae AmraniLink to ORCID Index: https://orcid.org/0009-0008-0918-4543
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Majda ChaiboubLink to ORCID Index: https://orcid.org/0009-0000-4687-3745
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Ahmed AftissLink to ORCID Index: https://orcid.org/0009-0000-2126-9787
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DOIhttp://dx.doi.org/10.21511/ppm.24(1).2026.54
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Article InfoVolume 24 2026, Issue #1, pp. 838–856
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Type of the article: Research Article
Abstract
University governance increasingly relies on the use of performance indicators and management control tools, intended to improve transparency, efficiency, and accountability. However, their implementation in public universities in emerging countries remains poorly documented. The objective of this study is to assess the impact of performance indicators and management control tools on the academic and administrative performance of Moroccan public universities. The analysis is based on a quantitative survey conducted with 37 university managers (administrators, auditors, management controllers, and deans) at Moroccan public universities. Data were collected through a self-administered questionnaire between March and May 2025. The responses were analyzed using Fisher’s exact/Monte Carlo tests, Kruskal–Wallis tests, and ordinal logistic regressions, with a significance threshold of 5%. The results show that the most frequently used indicators concern academic, administrative, and financial management (over 70% of respondents), while digital and environmental indicators remain less deployed (less than 40%). The use of administrative indicators is significantly related to the role of the respondents (p = 0.007). A strong positive correlation is observed between perceptions of academic and administrative impact (r = 0.678; p < 0.001). Regular audit practices and the integration of dashboards are associated with a perceived improvement in overall performance, whereas university–business partnerships appear to have a limited impact on graduate employability. It appears that performance indicators and management control tools contribute to enhancing the effectiveness of Moroccan public universities, but their digital adoption remains insufficient. Strengthening audits, expanding the use of dashboards, and investing in digital skills are recommended to consolidate managerial performance.
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JEL Classification (Paper profile tab)I23, H83, M41, O32
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References40
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Tables2
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Figures6
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- Figure 1. Frequency of assessment for performance indicators
- Figure 2. Relationship between university role and management tools
- Figure 3. Relationship between performance indicators, tools, and responsibility for data collection
- Figure 4. Respondents’ seniority and responsibility for data collection
- Figure 5. Impact of performance indicators on academic management according to the tools used
- Figure 6. Spearman correlation between performance indicators
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- Table 1. Respondent profile
- Table 2. Factors linked to the different categories of impact of performance indicators perceived according to multinomial logistic regression
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Mercy Ogbeta ,
Francis Ndudi ,
Dudutari Bereprebofa ,
Ikechuckwu Maduemezia
doi: http://dx.doi.org/10.21511/kpm.06(1).2022.01
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Bamikole Samson Fajuyagbe
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.02
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