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The purpose of this paper is to identify how the integration of the human rights approaches in the projects management influences measuring performance of nonprofit organizations. This paper presents a case study of a network of nonprofit organizations operating throughout Morocco. Based on a qualitative approach, this study was conducted among 11 organizations, by using semi-structured interviews, questionnaires and focus groups. The results showed that the integration of the human rights approaches in the development of a new process of project management has a positive effect on the behavior of users, including managers and elected officials and also showed how the project results meet the goals and mission of nonprofit organizations. However, the study has also revealed the flipside of the medal expressed by the diversion of indicators, the complexity of projects evaluation using qualitative indicators and the perverse effects of measurement performance of nonprofit organizations. The results of this paper may serve as a roadmap for improved tools for evaluating projects based on the values of the organization and may guide the measurement performance of nonprofit organizations but must be conditioned by the specific context and priorities of stakeholder. The paper shows that measuring performance of nonprofit organizations comes back at first to evaluating the degree of integration of its values in their management system and the exercise of its vocation.

This paper focuses on the practice of Management Control within public organizations. Also, it provides an overview of the various constraints limiting the success of the implementation of this discipline in this type of organization. It also focuses on the impact of the implementation of a performance management system on these structures. Modernization and performance, two notions which is interdependent with the practice of management control, will also be mentioned in a synthetic way. In order to do this, we first present the concepts of modernization and performance. This was done according to different approaches. After then, it analyzed the performance management tool mostly used by private companies: "the management dashboard". Finally, the last part of this study will be devoted to discussing the relevance of the balanced scorecard developed by Norton and Kaplan. Also, they considered the balance scorecard to be the most appropriate tool in the public domain.

Les pays du Sud ont commence depuis les annees 1990 a pratiquer des politiques de communication et d’attraction des investissements etrangers. Ces investissements devaient contribuer au developpement de leurs economies et a la resolution des problemes lies a la population et a l’emploi. Malgre les efforts deployes par ces pays, notamment le Maroc, en matiere de communication et de promotion des investissements et malgre les multiples reformes entamees dans les divers domaines et secteurs de l’economie, la portee et l’impact des investissements etrangers sur l’emploi restent limites, en particulier au regard des flux d’emigrants marocains vers les pays du Nord. Cet article se propose d’analyser l’impact des investissements directs etrangers au Maroc sur la creation d’emploi et les tendances recentes en matiere d’emigration.