CORPORATE GOVERNANCE, CSR AND USING MENTAL MODELS IN EMPLOYEE RETENTION

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Marita Naude

DOI:10.22495/cocv7i1p7

Abstract

The value added contribution of this article is twofold. Firstly, this article advocates that Board members, Directors and Managers must have a clear understanding that the mental models of employees and themselves influence the effectiveness of strategies implemented within an effective Corporate Governance (CG) and Corporate Social Responsibility (CSR) framework. Secondly, this article uses data collected and findings from participants in Australia and South Africa regarding the factors (from their mental model) that retain them in their organisation as one example of how Board members, Directors and Managers could explore the mental models of their employees regarding retention and then develop strategies (within a CSR framework) based on a solid CG foundation.

Keywords: Corporate Governance, Corporate Social Responsibility, Internal stakeholders, Retention of Employees, Mental Models

How to cite this paper: Naude, M. (2009). Corporate governance, CSR and using mental models in employee retention. Corporate Ownership & Control, 7(1), 73-83. http://doi.org/10.22495/cocv7i1p7