ESCP Europe offers a broad range of general and specialised programmes in various subjects with a cross-cultural approach to management.
ESCP Europe's Executive Education combines top-notch knowledge with a hands-on approach across our 6 campuses and beyond.
Corporate Relations provide companies with a unique gateway into the School and its highly dynamic and very culturally diverse student body.
ESCP Europe's strong network of 45,000 alumni in over 150 countries worldwide represents more than 200 nationalities.
Françoise Giraud is an associate professor at ESCP Europe. She has been teaching and co-ordinating programmes for both students and professionals since 1991. After her early professional experience in auditing, her interest in pedagogy and more qualitative aspects of management lead her to towards a post of teacher/researcher at ESCP Europe. Her PhD thesis tackled the issue of managerial accountability in a complex environment (University of Paris-Dauphine, 2000). In the Management Control Department, her particular interests are the role of performance measurement systems in motivating and assessing managers. She is the author of several articles and contributions to books on the subject, and has co-ordinated and co-written collective works on performance management.
She is also a qualified coach who helps professionals and individuals facing transitions or wishing to enhance their personal and professional projects.
Different performance measurement systems, principles and debates.Performance measurement is a topical question debated both in companies and the academic world. The role of measurement, its virtues, limits and pitfalls and the methods and tools for setting up systems of financial and non-financial indicators, raise many questions. The debate is often clouded by over-simplification and confusions between different functions of measurement systems: strategic planning of organisations, performance evaluation of their different activity segments, accountability of managers in charge of operational and functional entities in a context of management by objectives, indicators for decentralised piloting, external reporting, etc. These different roles are governed by specific orientations and principles which are useful to clarify in order to guide the operational construction of measurement systems, and also to understand their pertinence and limits. Furthermore, the overlapping of these systems and how to combine them, poses a particular difficulty.The controllability principle in managerial performance measurement systems.The controllability principle stipulates that managers in charge of units within companies should be evaluated based only on the performance items they can control. This principle, which aims at protecting managerial motivation based on organizational justice arguments, is much debated and appears to be heterogeneously applied in companies. A deeper understanding of managerial expectations and a finer analysis according to the type of uncontrollable factors (external factors, internal decisions made by other managers, hierarchical decisions) have led to several communications at research conferences and publication in an academic journal.