Absence from work is a social phenomenon; it is usually a reflection of underlying evil whose real sources, the root causes of this specific form of the rejection of work are many and varied.
The purpose of this article is to present some psychosocial indicators that drive the unauthorized absence in the "National Office of Railways" in Morocco and individual characteristics of agents likely to have such behavior.
In fact, the National Office of Railways is facing an irregular short-term absence, commits, in most cases by male enforcement agents, a slice of seniority from 10 to 25 years and practiced in the department "Central Management Activities". These agents are prone to this behavior.
66.14% of the answers given by the respondents "absentee" expressed the nature of the work they do is painful, when 51.14% only answers given by "Diligent" expressed this drudgery.
There is, too, that 50.00% of "absentee" said they have medical care because of the drudgery.
The exploitation of the results of this scientific article would allow officials of the company to raise and clarify some psychosocial meanings in order to find operational solutions to this phenomenon; particularly by exploiting the existence of Applied Psychology Centre (CPA) in this company, the Office must introduce a system of "return service" following an absence in non-regulatory framework or too frequent an agent. This interview is not intended to punish truants, but the goal is to help agents find solutions to their problems or even help reintegrate to reduce the risks. Approach cannot deal with this phenomenon without differentiating between cases, which makes it often ineffective or against-productive. Generally, to avoid ready-made solutions and comprehensive approaches, it does not eradicate a multifaceted problem with one weapon and in a single moment.
Finally, the results of this study provide several conclusions. By synthesizing, the National Office of Railways rather deal with unauthorized absence of short duration, usually less than three days, a male enforcement officer "in the first place is an agent of execution», a slice of seniority from 10 to 25 years working in the Central Management Activities.

Logistic is creating added value and a key factor for economic development. And improvement of the Moroccan logistics, it's a capital, it could boost the Moroccan economy by promoting cost control of Moroccan companies, which have to ensure effective control and management for the quality management and the management control are trends background of the issues at the heart of business logistics and transportation for effective performance management.
The objective of this article is, firstly, to show that user satisfaction about the quality management and management control is a predictor of business performance, and secondly to determine the levers that quality managers and controllers can behave to maximize satisfaction. From a survey distributed to quality managers and the management controllers of logistics companies, the results open, thereby promising avenues for research.
In terms of results, 93% of selected companies affirm their awareness that the most important benefit of quality management is to ensure the improvement of the quality of customer service for satisfied customers. But just 44 % of companies say that the application of ISO 9001: 2008 allowed to change management practices and implement corporate activity steering reliable tools for the performance.
Also, 86% of the targeted transportation and logistics companies just use general and cost accounting as a management control tools so for most companies other tools are not in place that considers constraints that block the effectiveness of transport companies management control and logistics in Morocco.
Finally, the conception of an organizational tool that combines the management of quality and management control still an essential tool to favour the organizational performance management, the ultimate goal, of transport companies and logistics in Morocco.