Strategic Corporate Communication and Organizational Performance of Commercial-Based Parastatals in Kenya
DOI:
https://doi.org/10.47941/jbsm.1394Keywords:
Strategic Corporate Communication, Organizational Performance, CommercialBased Parastatals, KenyaAbstract
Purpose: To explore the influence of strategic corporate communication on organizational performance of commercial-based parastatals in Kenya.
Methodology: The study used a descriptive research design to collect data on a target population of six (6) commercial based parastatals. The respondents were 45 departmental managers and 151 administrative staff. The study obtained the sample size of 40 departmental managers and 110 administrative staff using simple random method. They were issued with closed and open-ended. Further, pre-test study was conducted at Kenya Airways where 4 departmental managers and 11 administrative staff. Additionally, descriptive analysis, frequency tables and explanation were used to illustrate the results. Further, inferential statistics where be examined using multiple regression and correlation analysis.
Results: In the questionnaires, 46(43%) respondents strongly agreed and 31(29%) agreed on a mean of 4.07 (SD of 0.98) that, organizations' vision, values and missions were communicated to employees. Additionally, 40(38%) strongly agreed and 39(36%) agreed on a mean of 3.72 (SD of 1.04) that, the organization communicated its future expansion plans with employees. However, 34(32%) strongly disagreed and 57(53%) disagreed on a mean of 2.45 (SD of 0.74) that, the development of policies is communicated to our employees. The Pearson correlation coefficient was r=0.733** at α < 0.000 and 99% significance level indicating a positive correlation between corporate communication and organization performance.
Unique contribution to theory, policy and practice: The deeper details on aspects such as policy formulation processes were hardly known to the staff since there was hardly any communication from the management. The management just communicated on any completed policies ready for implementation. This left out the staff in the dark on the main goal of the policy in the first place. Eventually, this led to resistance hence most polices took more time than required to be adopted or simply not adopted at all by the staff irrespective of the threats from the management. Therefore, the study recommends that there should be developed processes of strategic planning which are well documented by the management and have a policy to guide on what should done, who should be consulted and when should that happen in case of eventualities.
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