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See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/316630175 Performance: A concept to deﬁne Poster · May 2016 DOI: 10.13140/RG.2.2.24800.28165 CITATIONS 8 READS 57,395 4 authors: Some of the authors of this publication are also working on these related projects: ENTREPRENEURIAT FEMININ AU MAROC Etat des lieux, défis et perspectives View project Solidification Techniques Crystal Growth from Liquids Bridgman configuration View project Âta Ghalem 8 PUBLICATIONS 9 CITATIONS SEE PROFILE Chafik Okar National School of Applied Sciences of Berrechid 121 PUBLICATIONS 191 CITATIONS SEE PROFILE Razane Chroqui Université Hassan 1er 91 PUBLICATIONS 57 CITATIONS SEE PROFILE Elalami Semma Université Hassan 1er 121 PUBLICATIONS 628 CITATIONS SEE PROFILE All content following this page was uploaded by Chafik Okar on 02 May 2017. The user has requested enhancement of the downloaded file. Performance: A concept to define! La performance: Un concept à definer! Âta GHALEM (1); Chafik OKAR (2), Razane CHROQUI (2), SEMMA EL ALAMI (3)… (1) Faculty of Sciences and Techniques, University Hassan 1er, Settat. (2) LAMSAD, School of Technology, University Hassan 1er, Berrechid. (3) Faculty of Sciences and Techniques, University Hassan 1er, Settat. Résumé: Dans la multitude de définitions existantes dans le domaine de management, le besoin d’en choisir une seule devient présent, il semble que chaque chercheur refait le même effort afin de comprendre le concept, de ce fait, nous présentant dans ce travail un ensemble de définitions afin de cibler la raison pour laquelle la performance est un terme assez compliqué à définir. De plus, nous présentons une définition adapté, selon nos perspectives, au domaine de l’aviation plus précisément le système de gestion de trafic aérien, étant donné que celui-ci est notre terrain d’étude. Mots clés: Définition, Performance, Gestion de la performance, système ATM. Abstract: From the multiple existing definitions in the field of management, the need to choose the appropriate definition becomes necessary. It seems that each scholar reproduce the same conclusions. For this reason we present in this work a number of definitions to point out the controversy about the term and we propose the definition that seems to us to encompasses all aspects of performance. Moreover, our choice will be able to adapt to any field especially the Aviation sector more specifically the Air Traffic Management system. Key words: Definition, Performance, Performance management, ATM system. A. Introduction: In the wide field of Management, terminology is a delicate material to use, as each term defines a specific concept, and based on their definitions concepts can be developed and used in other fields, in our case it’s the aviation sector precisely the Air Traffic Management System, as the term performance, in the last decade, captured a massive interest in the aviation sector on both international and European scale. Through our researches on the Performance Management System (PMS), it was our first concern to be able to understand each term separately starting with the term Performance. But, we came to face some difficulties in finding a single definition of the word, in fact, multiple definitions came-out, as we shifted from an article to a another new conceptualizations of the concept were found. If we can’t get a hold on the definition of the term how can we use it, and improve its use? How can we enhance the Performance of a system, if we don’t specify what is this performance we are going to improve? B. Performance in literature: If we are to consider the linguistic form of the word, the oxford English dictionary takes performance to be as how well or badly you do something or how well or badly something works, it is also defined as the act or process of performing a task, an action, etc. while the verb perform means to work or function well or badly. Through the literature, scholars continuously insist that no standardized or uniform definition of performance exists, and they argue on how it is a multidimensional concept. Still Tatjana Samsonowa (2012) argues that all the different definitions she had to review, in the performance measurement literature, have one common characteristic; they all are related to two terms: effectiveness and efficiency; effectiveness as an indicator of the degree of a goal attainment, and efficiency as an indicator of the resources that were consumed to reach the level of achievement. In her work (2012), she uses the term “performance” as the level/degree of goal achievement of an organization/department rather than of individuals. This chosen definition is mainly inspired from Krause’s work (2005). Here are the definitions she built her conclusions on: o Venkatraman and Ramanujam (1986): Performance is the time test of any strategy. o Cordero (1989): Effectiveness (i.e. measuring output to determine if they help accomplish objectives). Efficiency (i.e. measuring resources to determine whether minimum amounts are used in the production of these outputs). o Lebas (1995): Performance is about deploying and managing well the components of the causal model that leads to the timely attainment of stated objectives within constraints specific to the firm and to the situation . o Neely et al. (1995): Efficiency and effectiveness of purposeful action. o Rolstadas (1998): Performance is a complex interrelationship between seven performance criteria: effectiveness, efficiency, quality, productivity, quality of work life, innovation, and profitability/budget-ability. o Dwight (1999): the level to which a goal is attained. o Hoffmann (1999): The term “performance” describes an evaluated contribution to the attainment of organizational goals. o Andersen and Fagerhaug (2002): We believe it is sufficient to have reached a point where performance has replaced productivity and is generally accepted to cover a wide range of aspects of an organization – from the old productivity to the ability to innovate, to attract the best employees, to maintain an environmentally sound outfit, or to conduct business in an ethical manner. o Hauber (2002): The term “performance” describes the contribution of specific systems (organizational units of differing sizes, employees, and processes) to attain and validate the goals of a company. o Wettstein (2002): Performance can be understood as the degree of stakeholder satisfaction. o EFQM (2003): Performance is the level of attainment achieved by an individual, team, organization or process. o Grüning (2002): Performance is understood as the ability of a company to achieve goals, i.e. meet expectations, and is therefore influenced by results in a wider sense, but also by the corresponding goal setting. o Krause (2005): Performance refers to the degree of the achievement of objectives or the potentially possible accomplishment regarding the important characteristics of an organization for the relevant stakeholders. Performance is therefore principally specified through a multidimensional set of criteria. The source of the performance is the actions of players in the business processes. Actually, Samsonowa seems to present a strong and simple definition of the concept. However, if we are to relate the term performance with managerial concepts, we don’t fully agree with Samsonowa. On the one hand, be cause a level/degree of goal achievement doesn’t mean achieving the goal totally and 100%, in the Oxford English Dictionary the degree means the amount or extent to which something happens or is present. From our point of view the degree/level of goal achievement only means the on-going process to the final step that is attaining the goal. For example, 0 degrees of achievement or level 3/5 of achievement are only the steps towards achieving the goal of 360 degrees or level 5/5 of the goal. In fact, we believe that Grüning (2002) confirms our idea when he defines performance as the ability of a company to achieve goals, so for him a company should be able to achieve goals, not just to be able to reach a level of the goal achievement. We assent Grüning and believe that performance is about achieving the goal entirely, while the level/degree of goal attainment is just the progress carried out by the organization towards its final aim, and we take this level of goal attainment to be a level of performance. In fact, Samsonowa (2012) stated that performance to Grüning (2002) depends on the one hand from the results (over or under performance) and on the other hand from the goal setting, in the light of Grüning’s ideas we define three levels of performance: level (-1) is the under-performance level; at which the company is going through a process to achieve its pre-defined goals and trying to reach them, level (0) is the performance level; in other words the goal achievement level, it’s the stage where the company successfully achieves it’s pre-determined goals, the level (1) is the over- performance level, which we like to name as the excellence level; at this level the company is beyond its expectations of only achieving it’s goals, it exceeded expected results and got better results. Figure 1: Performance as goal attainment (Source: Grüning 2002, extracted from Samsonowa 2012) On the other hand, if Samsonowa relates performance to the terms effectiveness and efficiency, wouldn’t it be logical to insert both terms in the definition, we noticed that she used only effectiveness (degree of goal attainment) to define uploads/Management/ whatdoesperformancemean.pdf