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Mohammed Hassan Makhlouf(1) ,
Nur Hidayah Binti Laili(2) , Mohamad Yazis Ali Basah(3)
(1) Ph.D candidate. (2), (3) Assistant Professor.
Faculty of Economics and Muamalat
Universiti Sains Islam Malaysia (USIM)
1
This study aimed to investigate in the relationship
between the characteristics of board of directors' as a
component of Jordanian Corporate Governance Code
(JCGC) and its effect on firms performance.
Examine the role of board of directors in enhancing
and improving the firms performance.
2
 Good corporate governance helps the firms to
Protect the shareholders interests.
Manage resources.
Attract new investors and capital funds.
Achieve better performance.
3
Board of
director's
independence
Board of
director's size
Family members
at Board of
director's
Board of
directors
meetings
Nominations &
Compensation
Committee
Firm
Performanc
e
CEO Duality
4
 Importance of independence.
Independent members in JCGC.
Independent members and firm performance at previous
literature.
H1: There is a positive relationship between independence
of board of directors members and firms' performance.
5
Board of directors' size in JCGC.
Optimal Size (Large or Small)
Board of directors' size and firm performance at previous
literature.
H2: There is a positive relationship between board of
directors' size and firms' performance.
6
 Existence of family members at the board of directors and
firm performance at previous literature.
H3: There is a positive relationship between existence of
family members at the board of directors and firms'
performance
7
Board of directors meetings in JCGC.
Board of directors meetings and firm performance at
previous literature.
H4: There is a positive relationship between frequency
board meetings and firms' performance.
8
CEO duality in JCGC.
 CEO duality and firm performance at previous literature.
(Healthy or not)
H5: There is a positive relationship between CEOs dual and
firms' performance.
9
Nominations and Compensation Committee in JCGC.
Existence of Nominations and Compensation Committee
and firm performance at previous literature.
H6: There is a positive relationship between Existence of
Nominations and Compensation Committee and firms'
performance.
10
According to previous studies, when the firms' commitment with the
characteristics' of board of directors is consider a significant factor to support
and improve the firms' performance. There are some factors supporting this;
 Electing the members according to their experience and qualifications.
 Should be a clear separation among the positions of CEOs and chairman.
 Set of committees should be existence to monitor the firm's business such as
audit committee and nominations and compensations committee.
11
CORPORATE GOVERNANCE IN JORDAN?
JCGC issued in 2008.
 Came into effect on 1st of
January 2009.
Its prepared in view of:
Development of the national
economy in Jordan at all levels.
 To develop the national capital
market and its regulatory and
organizational framework.
12
13

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Grds conferences icst and icbelsh (4)

  • 1. Mohammed Hassan Makhlouf(1) , Nur Hidayah Binti Laili(2) , Mohamad Yazis Ali Basah(3) (1) Ph.D candidate. (2), (3) Assistant Professor. Faculty of Economics and Muamalat Universiti Sains Islam Malaysia (USIM) 1
  • 2. This study aimed to investigate in the relationship between the characteristics of board of directors' as a component of Jordanian Corporate Governance Code (JCGC) and its effect on firms performance. Examine the role of board of directors in enhancing and improving the firms performance. 2
  • 3.  Good corporate governance helps the firms to Protect the shareholders interests. Manage resources. Attract new investors and capital funds. Achieve better performance. 3
  • 4. Board of director's independence Board of director's size Family members at Board of director's Board of directors meetings Nominations & Compensation Committee Firm Performanc e CEO Duality 4
  • 5.  Importance of independence. Independent members in JCGC. Independent members and firm performance at previous literature. H1: There is a positive relationship between independence of board of directors members and firms' performance. 5
  • 6. Board of directors' size in JCGC. Optimal Size (Large or Small) Board of directors' size and firm performance at previous literature. H2: There is a positive relationship between board of directors' size and firms' performance. 6
  • 7.  Existence of family members at the board of directors and firm performance at previous literature. H3: There is a positive relationship between existence of family members at the board of directors and firms' performance 7
  • 8. Board of directors meetings in JCGC. Board of directors meetings and firm performance at previous literature. H4: There is a positive relationship between frequency board meetings and firms' performance. 8
  • 9. CEO duality in JCGC.  CEO duality and firm performance at previous literature. (Healthy or not) H5: There is a positive relationship between CEOs dual and firms' performance. 9
  • 10. Nominations and Compensation Committee in JCGC. Existence of Nominations and Compensation Committee and firm performance at previous literature. H6: There is a positive relationship between Existence of Nominations and Compensation Committee and firms' performance. 10
  • 11. According to previous studies, when the firms' commitment with the characteristics' of board of directors is consider a significant factor to support and improve the firms' performance. There are some factors supporting this;  Electing the members according to their experience and qualifications.  Should be a clear separation among the positions of CEOs and chairman.  Set of committees should be existence to monitor the firm's business such as audit committee and nominations and compensations committee. 11
  • 12. CORPORATE GOVERNANCE IN JORDAN? JCGC issued in 2008.  Came into effect on 1st of January 2009. Its prepared in view of: Development of the national economy in Jordan at all levels.  To develop the national capital market and its regulatory and organizational framework. 12
  • 13. 13