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Board Evaluation and Organizational Performance

Author

Listed:
  • Esther Florence Akonor

    (Valley View University, School of Graduate Studies, Ghana)

  • Peter Agyekum Boateng

    (Valley View University, School of Graduate Studies, Ghana)

  • Adelaide Gyabea

    (Valley View University, School of Graduate Studies, Ghana)

  • Sheila Adei

    (Valley View University, School of Graduate Studies, Ghana)

  • Comfort Agyekum Boateng

    (Valley View University, School of Graduate Studies, Ghana)

Abstract

This review critically examines the evolution of board evaluation in corporate governance, focusing on Ghanaian public institutions. It explores the transition from formal procedures to crucial elements enhancing transparency, accountability, and board performance. The main goal was to assess the impact of board evaluation practices on organizational performance. Employing a conceptual literature review methodology, the research systematically explores recent academic literature, professional reports, and case studies, focusing on global and Ghanaian contexts. The findings reveal that board evaluation is underpinned by various theoretical frameworks, including agency theory, resource dependence theory, and stakeholder theory, highlighting global trends towards holistic, inclusive, and technology-driven evaluation practices. In Ghana, specific adaptations address unique challenges like resource constraints and political dynamics. The review demonstrates the positive impact of effective board evaluation on organizational performance and identifies implementation challenges. The study concludes that board evaluation practices are essential for enhancing organizational performance, especially in public institutions, emphasizing the need for context-specific adaptations in Ghana and suggesting continuous exploration of emerging trends in corporate governance.

Suggested Citation

  • Esther Florence Akonor & Peter Agyekum Boateng & Adelaide Gyabea & Sheila Adei & Comfort Agyekum Boateng, 2024. "Board Evaluation and Organizational Performance," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(2), pages 162-174, February.
    • Handle: RePEc:bcp:journl:v:8:y:2024:i:2:p:162-174
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    References listed on IDEAS

    as
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    3. Isaac Akomea-Frimpong & Emmanuel Senior Tenakwah & Emmanuel Junior Tenakwah & Mary Amponsah, 2022. "Corporate Governance and Performance of Pension Funds in Ghana: A Mixed-Method Study," IJFS, MDPI, vol. 10(3), pages 1-19, July.
    4. Rebecca Booth & Donald Nordberg, 2021. "Self or other: directors’ attitudes towards policy initiatives for external board evaluation," International Journal of Disclosure and Governance, Palgrave Macmillan, vol. 18(2), pages 120-135, June.
    5. Alhassan Musah & Abigail Padi & Bismark Okyere & Deodat E. Adenutsi & Charles Ayariga, 2022. "Does corporate governance moderate the relationship between internal control system effectiveness and SMEs financial performance in Ghana?," Cogent Business & Management, Taylor & Francis Journals, vol. 9(1), pages 2152159-215, December.
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