The research found that South Africa and Australia have performed better than Zimbabwe in terms of creating conducive environments for boards of public entities to effectively discharge their duties.
To improve the effectiveness of public entity boards, it was found that boards should be properly empowered, government intervention should be minimised, board appointment processes should be transparent and merit-based, boards should be properly composed, board remuneration should be fair and performance related, the performance of the board should be regularly evaluated and effective enforcement mechanisms should be put in place.
Items in UNISA Institutional Repository are protected by copyright, with all rights reserved, unless otherwise indicated.
Items may only be viewed and downloaded for private research and study purposes.
At the same time, CEO remuneration and tenure, ownership concentration and affiliation of companies to either financial or non-financial sphere do not have a significant effect on firm performance.
Along with that, the effect of the ratio of long-term debt to total assets taken as the control variable is also insignificant.
Meanwhile no significant drivers are found for return on equity.
Firm size appears to be a significant driver behind Tobin Q.
Recommendations are made on how best to enhance the effectiveness of boards of public entities in order to promote good corporate governance practices in Zimbabwean public entities.
The research established that the existing corporate governance framework has not been effective in improving the effectiveness of Zimbabwe public entity boards due to lack of commitment and consistency, political interference, weak enforcement mechanisms, corruption and general disregard for the rule of law.