| dc.description.abstract | The purpose of this study was to investigate the practice of public relations in Government of Kenya. The study was guided by the following objectives:
• Identify problems and challenges experienced by Public relations practitioners while performing their duty of promoting government image among its various stakeholders.
• Examine publics’ attitudes or opinions towards information from government.
• Make recommendations on the importance of government embracing public relations and the integration of its core functions.
Both survey and descriptive research methods were used in the study. The population was categorized into: Public relations practitioners and the publics. Hence, the study used two questionnaires targeting the sample populations. The data collected was coded and analysed using Statistical Package for Social Sciences (SPSS). The results obtained from the closed and open-ended questions was tabulated using graphs, charts, frequencies and percentages.
Data obtained was placed in themes in accordance with research objectives.
The study found that even though the government communicates with its citizens, it needs to establish channels to obtain feedback from them. There are several challenges that public relations practitioners face.
In general, the publics respondents had the following opinion on practice of public relations in the government:
Public relations practice in government faces lack of trust from citizens thus it never gets the right attention. While the government is trying to build its image, the opposition parties in the political arena keeps on denting the image PR practice in government is seen more as publicity venture; PR is seen as a Western initiative.
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The respondents gave suggestions on how best public relations services can be improved in the government. The outlined the points below:
That government should admit the wrongs it has committed The Government should practice proactive public relations and not reactive public relations. Also, public relations practitioners should research on their publics and then try to deal with their crisis appropriately.
Also, the study found out communication channels used by the government should be improved especially radio, television and newspapers to give clear information and not contradictory one.
The study found that public relations practitioners while performing their duties they face several challenges:
• Under funding or budget constraints
• Lack of properly trained expertise in the de4partment
• Lack o recognition or budget constraints
• Poor perception of information coming from government by members of public
• Hostility of the media/poor media relations
• Poorly coordinated public relations programmes
• Placement of PR staff in another department^.g. Marketing, human resources
• Insufficient/proactive media coverage
• Hostility from the members of public and legislation
The study suggested the following that if implemented could improve public relations functions in Government of Kenya
There is need also to establish a fully fledged PR department with its own personnel and its budgetary autonomy. The department may consist of employees such as press officers, a house journal editor, designers, and photographers. The head should be answerable to chief executive in charge of running the ministry.
The PR manager should be a competent professional so that he/she is respected by management as expert in the particular field.
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The PR manager in a department should then be responsible of setting internal lines of communication - know everyone and be known by everyone. He or she should also create external lines of communication, so that he is regarded as reliable source of material. The PR manager must keep top management well briefed for interviews, speeches and public occasions.
To cooperate effectively, PR managers in the ministry needs to be positioned so that he or she is responsible to top management and serves all departments of the organization Essentially, the PR director need to have the status of administrative or below the chief executive of the ministry as happens in successful companies | en_US |
