1、Boards and organisational performance from anecdote to evidence-based corporate governance,Stuart Emslie Director, Healthcare Governance Limited Prospective PhD candidate, Birkbeck, London University Visiting Fellow, Loughborough University Business School Honorary Fellow, School of Medicine, Flinde
2、rs University, South Australia Formerly Department of Health Head of Controls Assurance for the NHS in England,“Boards that make a difference set clear direction, keep a relentless grip on performance, set stretching goals for their organisation and pay real attention to their stakeholders. They exp
3、ect and they get disciplined management at all levels in their organisation, staff are confident because they know the place is well run, patients walking into the institution see that someone cares for their needs, and local people know whats happening with their health service, and people want to
4、come and work for them.” Sir Nigel Crisp, Feb 2005,Thought for the day #1,“Ive never seen a distressed organization that could not be traced back to ineffective governance.“ Larry Scanlan, President & COO, The Hunter Group, USA,“There is growing acknowledgement in the NHS that good corporate governa
5、nce and, particularly, the role of boards makes a difference. Too often, unfortunately, such acknowledgement stems from organisational failure, rather than successand the NHS has certainly seen many instances of organisational failure attributed in whole or in part to ineffective corporate governanc
6、e.” Emslie, Oliver and Bruce, 2006,UK: blunders by doctors kill 40,000 a year Sunday Times, 19 Dec 1999,“Medical error is the third most frequent cause of death in Britain after cancer and heart disease.kills four times more people than die from all other types of accidents.”,NB USA approx. 98,000/y
7、ear; Australia approx. 10,000/year,Hospital condemned over deaths after appalling failures in care Health secretary apologises over damning report on Mid Staffordshire NHS trust,“Between 400 and 1,200 more people died than would have been expected at Mid Staffordshire NHS foundation trust over three
8、 years. Although it is not clear how many of these deaths could have been avoided, the Healthcare Commission said patients undoubtedly suffered as a result of lapses in the standard of care.”,17 March 2009,When inquiries report,A consistent conclusion of public inquiries is that systems, not individ
9、uals, are to blame. Communication, record keeping, monitoring of policy implementation, training, leadership are all examples of commonly cited system failures. Responsibility for the effectiveness of systems rests unequivocally at the Board table. The issue, then, is corporate governance,After Tim
10、Crowley, Head, Mersey Internal Audit Agency,Thought for the day #2,“Good corporate governance is a little bit like porn,“ says Robert Daines.co-director of Stanfords Rock Center for Corporate Governance, referring to Supreme Court Justice Potter Stewarts famous comment about recognizing obscenity. “
11、I can spot it when I see it, but it is hard to say what it is.“ http:/ role of boards is to govern, not to manage. It is about setting overall direction, establishing boundaries and controls, recruiting and motivating talented executives and overseeing their operation of the business.” FTSE et al. R
12、ewarding Virtue,FTSE et al on governance., is a function of ownership, not management. Governance is the key link in the chain between ownership and management (i.e. the board).The job of the board (i.e. governance) is to define organisational purpose through ownership connection; set the values for
13、 the organisation; and hold management to account (assurance).,John Carver on governance #1,“Does good governance actually link to better organizational performance?”,Question for the day,BOARDS OF DIRECTORS AND CORPORATE PERFORMANCE: IF THERE IS A CONNECTION, THEN WHY CANT WE EXPLAIN IT?,None may e
14、xist? Too many internal and external contingencies and intervening and moderating factors to demonstrate a causal link? Many of the factors involved in board performance may not be able to be expressed in measurable form? Time lags between when boards act and when company performance responds may ma
15、ke any relationship difficult to detect?,Leblanc and Gillies, 2005,“Establishing the association between board and organisational performance is the sine qua non of corporate governance research. Lockhart (2005) believes that after over two decades of governance research “we are little the wiser in
16、determining whether or not there is some relationship between governance and the organisations performance.” He argues the difficulty of establishing causality between boards and organisational performance, citing “the entire process of management, its performance and outcomes, all of the organisati
17、ons internal processes, competencies and resources andthe external environment” as factors that, essentially, get in the way. “Organisational performance”, he says, “.results from some combination of board and management competencies.”,ORGANISATIONAL PERFORMANCE,OWNERS (legal and moral can also be c
18、ustomers),2. CUSTOMERS (patients, users, etc. - can also be owners),Board of governors,Board of directors,Management,Front line staff (clinicians, etc.),3. OTHER STAKEHOLDERS (i.e. excl. Owners & Customers),NHS foundation trust,Members,Internal context Law, ethics and prudence External context Polit
19、ical, economic, social, etc.,Link?,“Does good governance actually link to better organizational performance?”,Question for the day,5.7%!,Governance and corporate performance, e.g.:,Aagarwal et al. (2006), in a study of more than 5,200 firms in the USA, looked at 64 governance attributes and found a
20、positive and statistically significant relationship between governance and firm value. Cheung et al. (2005) found a statistically significant correlation between the market value of 168 listed Hong Kong companies and a self-developed corporate governance index. Hermes Pension Management has undertak
21、en an extensive review of corporate governance and performance looking for evidence of a link between the two (Hermes, 2005). They conclude that much of the governance-ranking research that is conducted in the private sector provides support for the proposition that good corporate governance improve
22、s company performance.,ORGANISATIONAL PERFORMANCE,OWNERS (legal and moral can also be customers),2. CUSTOMERS (patients, users, etc. - can also be owners),Board of governors,Board of directors,Management,Front line staff (clinicians, etc.),3. OTHER STAKEHOLDERS (i.e. excl. Owners & Customers),NHS fo
23、undation trust,Members,Internal context Law, ethics and prudence External context Political, economic, social, etc.,Link?,Richard Chait, Thomas Holland and Barbara Taylor (1993),Board Self-Assessment Questionnaire (BSAQ),Contextual Educational Interpersonal Analytical Political Strategic,* Evidence-
24、based & behavioural *,N/n = 21/79,r=.73, p.001,Quality of work-life balance (r=.52),Job satisfaction (r=.53),Intention to leave job (r=.53),Positive feeling with organisation (r=.62),Findings,Higher performing boards are associated with better organisational performance Little difference between exe
25、cutive and non-executive directors BSAQ instrument is, potentially,an excellent board development tool If all boards operating at same level then approx. 126m instead of 53.3m i.e almost 2.5 times greater surplus,No relationship found between board effectiveness and clinical measures of performanceb
26、ut,“Perhaps that will change as better financial management generates surpluses for re-investment and as improved staff morale benefits service quality.” Bob Deed, 2008,http:/deed- to explain the link!,Interrelationship between board and director effectiveness (after Leblanc and Gillies),BE = BS + B
27、M + BP,DE = DI + DC + DB,Structure Membership Process,Independence Competence Behaviour,Board Effectiveness,Director Effectiveness,Leblanc and Gilliesground-breaking study found that interactive processes, director characteristics, and structure in that order are important to effective governance, i
28、ronically the reverse order of their visibility to the outside world. From my experience, the same phenomenon holds true for nonprofit boards as well.” John Carver in Leblanc and Gilles, 2005,Compliance with relevant codes/standards/ guidance,Board and sub- committees: observational studies (incl. b
29、ehaviour) and analysis of agendas and minutes,Triangulation of data to paint a reliable picture of overall board effectiveness,Board members accounts,Board Self-Assessment Questionnaire (BSAQ),Semi-structured interviews,Owners accounts,Evaluating board effectiveness,“.boards of directors promise to be an area for exciting research over the next decade.” Shaker A et al in Huse (Ed.) 2009. Boards of directors and corporate financial performance,“.boards are notoriously difficult to study.” Leblanc and Gillies, 2005 Inside the boardroom,
