This research paper aimed to examine the attitudes of directors towards governance practices in government institutions and companies in Jordan. The investigated governance practices included the following pillars: legal and institutional frameworks, strategy and performance management frameworks, human capital management frameworks, resource management frameworks and operational management frameworks. The examined pillars of governance practices were measured by developing and distributing a 5-point scale questionnaire to directors who are responsible for institutional development in government institutions and companies listed in the Budgets Law of Government Units for the fiscal year 2019, the number of which was 57 government institutions and companies. The response rate was 79%. The results of one-sample t-test indicate that the attitudes of directors towards governance practices and related pillars are well above the average level. Results of correlation test indicate that there are statistically significant correlations between the five pillars of governance practices at the 0.01 significance level. The research concluded that governance practices include adherence to specifications and compliance with frameworks, guidelines and standards, thus improving the quality of service delivery and at the same time improving the use of resources, which enhances people's trust in government institutions and companies.

This research paper aimed to clarify the assessors’ views on the role of awards in creating and sustaining a culture of excellence in the institutions and companies participating in the competition for winning excellence awards. It also aimed to reveal the perspectives of excellence assessors concerning the relationship between the impact of excellence awards on each of the three pillars of excellence (shaping the future and agility, alignment and integration and sustainable performance) and on creating and sustaining a culture of excellence. Outputs of one-sample T-test indicated that the impacts of excellence awards on future shaping and agility and alignment and integration are slightly below the moderate level. Outputs of one-sample T-test also indicated that the impacts of excellence awards on sustainable performance and creating and sustaining a culture of excellence are not statistically different from the moderate level. Results of correlation and regression tests supported the statistically significant relationships between the impacts of excellence awards on each of the three excellence pillars and on creating and sustaining a culture of excellence. The research concluded that building a culture of excellence is the right approach for continual improvement to achieve and sustain future success and business continuity.