Associations between Corporate Governance Characteristics and CEO Human Capital

2012 ◽  
Author(s):  
KwangJoo Koo
Keyword(s):  
Corporate Governance ◽  
Human Capital

scholarly journals Peran Human Capital, Corporate Value dan Good Corporate Governance melalui Kinerja Karyawan terhadap Kinerja Perusahaan di PTPN VII Lampung

2014 ◽  
Vol 9 (2) ◽  
pp. 131-139
Author(s):  
Husen Sutisna ◽  
Aida Vitayala S. Hubeis ◽  
Muhammad Syamsun
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Human Resource Development ◽  
Employee Performance ◽  
Sampling Technique ◽  
Business Environment ◽  
Business Strategies ◽  
Equation Modeling ◽  
Corporate Values ◽  
Good Corporate Governance

Changes in business environment lead various companies to continue to strive to improve their business strategies in order to survive and have a competitive advantage. The peak changes occurred with the coming of business era in the era of information and science. In this era, business strategies that are considered suitable, among others, the application of human resource development system based on human capital and company management based on corporate values and good corporate governance (GCG). PTPN VII as state-owned enterprise in agribusiness has tried to implement the system. This study aimed to examine the relationship between human capital, corporate values ​​and GCG and their relation to the performances of the employees and the company. The population of this research as many as 400 people consisted of the employees of PTPN VII head office, but the number of the samples set  was 120 respondents. The sampling technique used was non-probability sampling with quota sampling technique. The methods of processing and analyzing the data was structural equation modeling analysis-partial least squares (SEM-PLS),  and the data processing used software smartPLS. The results indicated that the implementation of human capital by the company contributed positively to the increase of the employee performance. The implementation and internalization of corporate values ​​to the employees positively contributed to the improvement of the employee performance. The increased employee performance  played a positive role in improving the company performance. The implementation of corporate governance principles could improve the performance of the company, but did not play a great role in improving employee performance

The Governance of Human Capital-Intensive Firms

2018 ◽  
pp. 73-98
Author(s):  
Cécile Cézanne
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Work Motivation ◽  
Original Model ◽  
Resource Model ◽  
Intrinsic Nature ◽  
Governance Model ◽  
Specific Human Capital ◽  
Capital Intensive ◽  
Operational Device

For the past 30 years, the organization and functioning of firms have considerably changed, especially with the growing importance of human capital. In parallel, the primacy of the shareholder governance model has maintained. The aim of this chapter is to review the main theoretical and empirical elements of this paradox and to propose a renewed model of firm governance that takes into account the intrinsic nature of critical human capital incorporated by key employees. The chapter shows that the inalienable residual rights of control inherent to specific human capital are inconsistent with traditional disciplinary models of corporate governance. They rather call for a model of regulation of economic power exercising based on work motivation. This original model that the author calls the “multi-resource model” aims to encourage, retain, and collectively enrich critical resources by using an original operational device based on complementary instruments of incentive and coordination.

Oversight or out of sight: the intersection between talent management, OHS governance and the issues for boards

2011 ◽  
Vol 51 (2) ◽  
pp. 724
Author(s):  
Lisa Barry
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Environmental Performance ◽  
Data Analytics ◽  
Talent Management ◽  
Deepwater Horizon ◽  
Technical Expertise ◽  
Corporate History ◽  
And Performance ◽  
Insight Into

In the wake of the Montara spill many companies have renewed efforts to review and implement leading safety and environmental performance; however, the issue is conceivably even more fundamental. With the recent Deepwater Horizon spillage, BP has booked a $US 32.2 billion provision to cover the costs of the spill—with the result that the company recorded the worst quarterly loss in British corporate history. What would a board need to know, in what form, and by when, in such a situation? Does the governance of such issues need to be strengthened? And in what way? How material and how effective is the oversight exercised by boards over operations of high technical expertise and remote location? What are the questions that boards should be asking about safety and environmental performance? And what are the real lead indicators of risk and performance shortfall? This presentation will draw from research by Deloitte’s Centre for Corporate Governance, as well as from interviews with Australian directors. It will also explore the issue of safety and environmental risk from the human capital perspective of talent management and shortage—mindful that the very impetus for the recently released report by the National Resources Sector Employment Taskforce was the decision to sanction the Gorgon LNG Project now underway. Finally, this presentation will outline some of the latest data analytics available to boards and management to gain insight into OHS and environmental incidents so that they can design measurable interventions to minimise risk.

scholarly journals Labor regulation and corporate governance: A comparative overview

2014 ◽  
Vol 3 (1) ◽  
pp. 69-83
Author(s):  
Mirella Damiani
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Balance Of Power ◽  
Labor Regulation ◽  
Shareholder Protection ◽  
Cross Country ◽  
Critical Overview ◽  
Labour Regulation

The literature aimed at exploring labor regulation and cross-country comparisons has left partly unexplored two major points: the first concerns potential complementarities or substitutions between patterns of shareholder protection and labour regulation. The second point concerns the role of a comprehensive set of labour rules which contemplates not only employment-unemployment provisions and payoff rights, but also rules and institutional devices which influence employee investments in human capital and have the effect of tying the fortunes of the employee together with those of the firm. The paper offers a critical overview of some selected studies that have started at considering labour institutions for their influence on the ‘balance’ of power inside the firm, between owners, management, and employees.

Exploring the effects of corporate governance and human governance on management commentary disclosure

2018 ◽  
Vol 14 (4) ◽  
pp. 843-858 ◽  
Author(s):  
Roshima Said ◽  
Ariffah Ashikin Abdul Rahim ◽  
Rohail Hassan
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Information Disclosure ◽  
Performance Measure ◽  
Equation Modeling ◽  
Board Independence ◽  
Governance Mechanisms ◽  
Board Size ◽  
Content Type ◽  
Management Commentary

PurposeThe purpose of this study is to investigate the influence of corporate governance and human governance on management commentary disclosure among Malaysian Public Listed in the Main Market, Bursa Malaysia.Design/methodology/approachThe annual reports of 150 companies listed on the main market, Bursa Malaysia, for the year ended 2014, are examined to analyze the company’s management commentary disclosure using content analysis. A management commentary disclosure index was developed based on the five elements that had been established by the Malaysian Accounting Standards Board (MASB) in Practices of Management Commentary’s framework. The study considers four corporate governance mechanisms such as board composition, board size, board’s education and ownership structure. Structural equation modeling (SEM -PLS), partial least squares (PLS) and SmartPLS software were used to measure the impact of corporate governance and human capital on management commentary disclosure.FindingsThe results reveal that most of the information disclosure by Malaysian Listed companies was not presented in a complete and balanced manner and not providing an insight because they are more focused on describing the process. Besides, there was no clear link between companies’ strategies and performance measure. Consequently, the reporting is not balanced and cannot assist the shareholders in understanding the opportunities and risk associated with the business. The results, based on a structural model, indicated that only two variables, namely, board size and board independence, showed a positive and significant influence on the degree of disclosure information of management commentary. Board independence is the most significant variable that influences the degree of corporate governance and human capital on management commentary disclosure.Originality/valueThe study contributes to the information disclosure literature as it presents in empirical evidence proving that governance mechanism affects the management commentary disclosure of information by companies. This study also provides additional information which is expedient to other researchers since there is lack of studies in management commentary which relates the attributes of corporate and human governance mechanisms as key drivers in providing management commentary information. Importantly, this study will stimulate the interest of academics in research activities concerning the attributes of governance mechanisms and corporate and human governance on management commentary activities.

scholarly journals Fundamental valuation of extra-financial information

2010 ◽  
Vol 8 (1) ◽  
pp. 296-320
Author(s):  
Christian Mandl ◽  
Sebastian Lobe ◽  
Klaus Röder ◽  
Martina Dürndorfer
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Stock Prices ◽  
Earnings Forecasts ◽  
Financial Information ◽  
Stock Performance ◽  
Public Firms ◽  
Market Values ◽  
European Public ◽  
Innovation Capital

We augment seminal models based on Ohlson (1995) by integrating the value impact of ratings related to three different extra-financial categories, i. e. corporate governance, human capital, and innovation capital. By integrating extra-financial information in valuation models, we examine whether current market values can be better estimated and future stock performance better predicted when considering this information. For a sample of large European public firms, we find that a model including human capital information and analysts’ earnings forecasts best explains current stock prices. Our model based on human capital information (without analysts’ forecasts) best identifies under- and overvalued companies.

Corporate governance, human capital resources, and firm performance: Exploring the missing links

2020 ◽  
Vol 45 (4) ◽  
pp. 192-205 ◽  
Author(s):  
Kaouthar Lajili ◽  
Lauren Yu-Hsin Lin ◽  
Anoosheh Rostamkalaei
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
International Governance ◽  
Governance Mechanisms ◽  
Corporate Governance Mechanisms

This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.

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