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This study has explored the corporate governance practices in Ghanaian listed firms using the OECD five principles of corporate governance. These principles are: Rights of Shareholders, Equitable Treatment of Shareholders, Roles of Stakeholders in Corporate Governance, Disclosure and Transparency, and Responsibility of the Board. A set of questionnaire containing carefully selected questions on each principle was administered in 20 selected firms on the Ghana stock market. The participants included three stakeholders of each company. Namely: Board of Directors, Management and Audit Committee. Percentages, mean, and standard deviation were used to describe the responses from the respondents. Again, the Kruskal-Wallis test was conducted to determine if there were significant difference between the responses of each group. The study revealed that OECD corporate governance practices are implemented in Ghanaian listed firms with Rights of Shareholders being the most practice (mean=3.94, SD=0.8747).

In this study we aimed at three objectives. First, identify and rank banks based on a composite score comprising of all five du-pont variables. Second, we identify variables in the five step du-pont set up that are most likely to influence bank ROE during and post profit declining periods. And third, we estimate a model to capture the variables that drive bank ROE during and post profit declining periods. We first establish from our rankings that, foreign banks in Ghana performed better during profit declining periods while the local banks performed better in post profit decline periods using the top ten banks as a benchmark in both periods. Employing Pearson correlation coefficients matrix, we recognized that operating profit margin, asset turnover and leverage were most likely to influence bank ROE in both time periods. We further employ OLS regression and find that bank ROE was impacted by operating profit margin and leverage during profit declining periods and post profit decline while tax effect added up in post profit declining periods.

Emotion in the workplace for many years was only considered important in relation to employee wellbeing and job satisfaction. In recent times, it has been recognized that emotions play a role in almost all work activities. Consequently, this research is to determine the relevance of managing employees emotions at the workplace. The study dealt with the identification of the causes of employee emotions, challenges faced by managers in regard to the management of employee's emotions and examined the measures used in managing employee emotions. Primary data was collected by administering questionnaire to employees and management of Valley View University. Sample size of fifty (50) employees and ten (10) management members were selected conveniently for the study. The study revealed that the main causes of employee emotion are, excessive workload, lack of guidance and support, meeting deadlines, role dissatisfaction and ambiguity of job description. Measures identified that are used in managing employee emotions are provision of counseling centre, organization of periodic seminars on how to deal with emotions and other work related issues, creation of harmonious relationship with employees and reduced work load. The challenges faced by managers with regard to the management of employee's emotions are miscommunication and inability of the employer in identifying the personal traits of the employee.

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