Effect of Corporate Governance on Financial Performance

Kluyver, C. (2013). A primer on corporate governance (2nd ed.). New York, NY: Business Expert Press.

Corporate governance is based largely on trust – the trust, by the stakeholders, that revenues will be fairly shared, and that those directly involved in running the company are running it in an aboveboard, honest, and open manner, and that they represent the best

I have written this leadership philosophy in order to create an environment of mutual respect, open communication and section cohesiveness. My philosophy centers on three simple values: sense of duty, integrity and respect. I believe these values provide the foundation for the positive atmosphere we all deserve.

Although there is a substantial amount of research available regarding executive compensation, the nature of this research is inconclusive. This can be

In conclusion, our values are a big part of who we are but does not define us as a whole. Managers have a responsibility

Every manager must have a set of principles, values, and core beliefs that he must follow. These principles, values, and beliefs make up his philosophy of management. Webster defines philosophy as “the most basic beliefs, concepts, and attitudes of an individual or group.” (Webster) I will be discussing the principles, values, and beliefs I as a manager will have to do my job efficiently. I will also discuss the different biblical beliefs that support my management style.

(This research has been grounded in agency theory, which seeks to solve what is known as the agency problem: that company owners and agents who work for them (management), don’t have the same economic interests, so the solution is to use incentives to align management’s interests with those of shareholders)

There are three internal and one external governance mechanisms used for owners to govern managers to ensure they comply with their responsibility to satisfy stakeholders and shareholder’s needs. First, ownership concentration is stated as the number of large-block shareholders and the total percentage of the shares they own (Hitt, Ireland, Hoskisson, 2017, p. 317). Second, the board of directors which are elected by the shareholders. Their primary duty is to act in the owner’s best interest and to monitor and control the businesses top-level managers (Hitt, Ireland, Hoskisson, 2017, p. 319). Third, is the

Boards of Directors, CEO Ownership, and the Use of Non-Financial Performance Measures in the CEO Bonus Plan

The financial crisis of 2007-08 was also known as subprime crisis or credit crisis. Since the bubbles of real estate market in America came into surface on August 9, 2007 investors were losing their confidence on subprime mortgage assets and the liquidity risk followed behind. Even though the central banks of many countries tried to turn around the situation by injecting huge amount of capital to the financial market, the financial crisis still broke out and spread to Europe and other parts all over the world especially on the backing sector.

The importance of governance has emerged only after the numerous corporate scandals witnessed globally during the past years. The aftermath of these failures have driven most OECD nations towards continuous reformation of their corporate governance practices. (OECD, 2003)

Corporate governance includes all the rules, regulations, procedures and practices that guide a company in achieving their objective. Corporate Governance(CG) creates a support platform for a company’s stakeholders; the owners, the board, employees, the community and the regulators. Corporate governance policies are instituted to protect the interest of stakeholders through monitoring and controlling all management practices. Questions arise regarding the need to regulate corporate governance; if it is widely believed that good corporate governance leads to better financial performance, then firms would not need to be reminded to adopt these practices, however various recent company failures have revealed that good corporate governance practices are still lacking in many firms. The global financial crisis coupled with the fall of Enron, WorldCom and more recently the Volkswagen AG scandal in 2015 has led to high investor and society expectations regarding CG of companies.

FI’s with large shareholdings are better apt at influencing the performance of investee firms in their portfolios by being a quasi insider and creating knowledge advantage using private information gained through regular meetings (Holland, 1999). Through cooperative means FI’s are able to probe, monitor and direct the corporate strategies, management and financial performance without direct intervention. Private and informal influencing is favored to public interventions as it may affect reputation of all parties involved.

Corporate Governance is a set of rules enforced in a company to have control and be led in a certain direction. Corporate Governance balances interests of stakeholders, and the corporation’s objectives. Corporate Governance aims to manage “action plans and internal controls” to measure a company’s “performance and corporate disclosure.” Corporate Governance is important to every American citizen for various reasons. Bad governance of a company makes the company unreliable, such as participation in illegal activities. Corporate Governance is mainly to build trust of American people to invest in companies. Corporate governance became a major issue in 2002 after the Sarbanes-Oxley Act. The Sarbanes-Oxley Act was formed

The benefits are real and measurable. For one, good governance leads to higher market valuation. Buenaventura, a Peruvian company, managed to improve its corporate governance and the CEO estimates that these improvements resulted in an additional 20 per cent increase in market valuation. Better corporate governance also decreases the cost of capital and helps to attract and retain shareholders. Credit Suisse raised its valuation of Brazil Telecom from “hold” to “outperform” because of governance improvements.