dc.contributor.author |
Gitau, Julie Gathoni |
|
dc.contributor.author |
Chebii, Stella Jerop |
|
dc.date.accessioned |
2022-02-07T13:03:13Z |
|
dc.date.available |
2022-02-07T13:03:13Z |
|
dc.date.issued |
2020 |
|
dc.identifier.uri |
http://ir.mu.ac.ke:8080/jspui/handle/123456789/5936 |
|
dc.description.abstract |
Although employees are the most critical of organisation publics, it is unclear whether employee-organisation relationships (EORs) in non-profit organisations (NPOs) in Kenya are prioritised. To investigate this question further, the study explored relationship antecedents in two non-profit organisations. The study was informed by relationship management theory and the symmetrical communication framework. Semi-structured, indepth interviews were carried out among 24 purposively sampled management and nonmanagement employees. The data was manually analysed and requisite a priori and in vivo codes and themes identified. The study findings suggest a lack of understanding about the strategic role of public relations in the organisation. Further, technician oriented PR
departments mediate the perceptions of and effort expended on internal relationships. Managing employee-organisation relationships was perceived more as a human resource rather than a PR function which precludes more robust forms of PR practice. The researchers recommend a clear demarcation between the public relations and human resource function and to build strategic PR departments that embrace internal relationship management. |
en_US |
dc.language.iso |
en |
en_US |
dc.publisher |
AJOL |
en_US |
dc.subject |
Relationship management |
en_US |
dc.subject |
Employee-organisation relationships |
en_US |
dc.subject |
Public relations |
en_US |
dc.subject |
Organisation-public relationships, |
en_US |
dc.title |
Prioritising employee-organisation relationships in non-profit organisations in Kenya: Antecedents, queries and contradictions |
en_US |
dc.type |
Article |
en_US |