Investigating internal relationships through a symmetrical communication lens: a multiple case study of perceptions and practice in selected non-profit Organisations in Kenya

Abstract

Several factors have the potential to negatively impact employee-organisation relationships (EORs) including acrimony between management and non-management employees. Relationship management scholarship describes organisation relationships precious and non-financial assets that need to be well managed by public relations or communication managers in order to maintain internal equilibrium and help organisations meet their objectives. The aim of this study was to establish whether the relationship management theory could provide insights into how better to manage internal relationships. The three stages of relationship management theory provided a framework to examine internal relationships: relationship antecedents; relationship cultivation methods and relationship outcomes. The study also applied selected constructs of the symmetrical communication framework. Five research questions informed this study: What are the existing relationship antecedents in non-profit organisations? How do internal publics in non-profit organisations construe existing relationship cultivation strategies? What is the PR/communication manager‘s role in managing internal relationships in non-profit organisations? How do internal communication practices (symmetrical or asymmetrical) influence internal relationships in non-profit organisations? Which factors, within the organisation boundaries, shape the quality of internal relationships in non-profit organisations? The study adopted a relativist ontology and constructivist epistemology. An exploratory qualitative research approach was used with a multiple case study of two conveniently selected non-profit organisations. Purposive sampling and snow-ball sampling were used to identify the 24 participants in this study. In-depth interviews were carried out using a modified instrument and the data analysed thematically. Data was presented using participant voices. The study findings identified several relationship antecedents including internal communication, organisation structure and trust. Results also suggest that communication managers were not tasked with managing internal relationships in the selected organisations. Power relations, organisation structure and leadership culture emerged as some of the factors affecting internal relationship outcomes. The study concludes that a participatory leadership culture and more open and symmetrical forms of internal communication enhance EOR quality as opposed to top down and asymmetrical communication. Among recommendations made was a more strategic approach to internal communication. A continuum model for studying internal relationships was proposed.