Some continental European countries, including Germany and the Netherlands, require a two-tiered Board of Directors as a means of improving corporate governance (Bob, 2009). It has beensuggested that the Indian approach is drawn from the Ganadhian principle of trusteeship and theDirective Principles of the Indian Constitution, but this conceptualization of corporate objectivesis also prevalent in Anglo-American and most other jurisdictions (SEBI committee, 2003). TheAfrica Capital Markets Forum is undertaking a study on the state of Corporate Governance inAfrica. The King’s Committee Report and Code of Practice for Corporate Governance in SouthAfrica published in 1994 continue to stimulate corporate governance in Africa.Regional conferences were held in Kampala, Uganda, in June 1998 and September 1999 tocreate awareness and promote regional co-operation in matters of corporate governance. At theJune 1998 Conference it was resolved that each member state be encouraged to develop both aframework and a code of best practice, to promote national corporate governance, and thatefforts be made to harmonize corporate governance in the East African region under the auspicesof the East African Cooperation, and through the establishment of a regional apex body topromote corporate governance. Consultative Corporate Sector seminars held in November 1998and March 1999 resolved that a Private Sector Initiative for Corporate Governance beestablished to: Formulate and develop a code of best practice for corporate governance in Kenya;Explore ways and means of facilitating the establishment of a national apex body [the NationalCorporate Sector Foundation] to promote corporate governance in Kenya; Co-ordinate
developments in corporate governance in Kenya with other initiatives in East Africa, Africa, theCommonwealth and globally (global corporate governance forum secretariat publishers,2000).The success of any business depends largely on the performance of the employees. Humanresources are essential to the prosperity, productivity and performance of any company. Everycompany must introduce job description to its workload therefore improve the accuracy andperformance of the employee hence improves the organization output (Hartenstein, 2000).A poor employee performance is a crucial part of the recruitment process, and in order to find themost suitable employee for the job and organizations, clients and candidates need to be fullyaware of the relevant duties and skills required for the position. In some cases, the jobdescription can be used in performance reviews and can set clear links between employee andorganizational outcomes. The job description describes the duties and activities of the job and thespecific personal qualities and competencies necessary for the position i.e. qualifications, workexperienced (Hartenstein, 2000).