USES AND IMPACT OF PUBLIC RELATIONS STRATEGIES IN ENHANCING LOCAL GOVERNMENT REVENUE BASE (A STUDY OF EZEAGU LOCAL GOVERNMENT AREA OF ENUGU STATE)
LIST OF TABLES
Table 4.1: Sex and age distribution of respondents – – – 67
Table 4.2: Total number of respondents – – – – 68
Table 4.3: Understanding of Public Relations – – – – 69
Table 4.4: Engagement in Public Relations Activities – – 69
Table 4.5: Extent of Public Relations contribution to revenue
base of Ezeagu LGA – – – – – 69
Table 4.6: Awareness of any form of Public Relations in Ezeagu LGA 70
Table 4.7: The Influence of Public Relations in the growth and
development of Ezeagu LGA – – – – 71
Table 4.8: Existence of full-fledged Public Relations Department
in Ezeagu LGA – – – – – – 72
Table 4.9: Reason for Non-existence of full-fledged PR department 72
Table 4.10: Ways by which Public Relations can help in the
enhancement of LGA revenue base – – – 73
Table 4.11: Do you believe that involvement of PR programs is a pointer
to the enhancement of the revenue of Local Government 74
Table 4.12: Could inadequate funds adversely affect the effective
organization of PR programs for revenue generation
in Local Government – – – – – 74
Table 4.13: Chi-square Test: Public Relations Programs contributes to the
growth and development of Local Government revenue base 75
Table 4.14: Chi-square Test: Involvement of good PR. Programs is a
pointer to the growth and development of government
revenue of Local Governments – – – – 76
Table 4.15: Chi-square Test: Inadequate funds could adversely affect the
effective organization of PR programs for revenue generation
in LGA – – – – – – – 78
TABLE OF CONTENTS
Title Page – – – – – – – – – i
Certification – – – – – – – – – ii
Approval Page- – – – – – – – – iii
Dedication – – – – – – – – – iv
Acknowledgements – – – – – – – – v
Abstract – – – – – – – – – vi
List of Figures – – – – – – – – vii
List of Tables – – – – – – – – viii
Table of Contents – – – – – – – – ix
CHAPTER ONE
1.0 Introduction – – – – – – – – 1
1.1 Background of the Study – – – – – – 1
Profile of Ezeagu LGA – – – – – – 7
1.2 Statement of Problem – – – – – – 15
1.3 Objectives of the Study – – – – – – 15
1.4 Research Questions – – – – – – – 16
1.5 Formulation of Hypotheses – – – – – – 16
1.6 Significance of the Study – – – – – – 16
1.7 Scope of the Study – – – – – – – 17
1.8 Limitations of the Study – – – – – – 17
References – – – – – – – – 18
CHAPTER TWO
2.0 Review of Related Literature – – – – – 19
2.1 Public Relations: A Conceptual Overview- – – – 19
2.2 Public Relations Functional Areas – – – – – 22
2.2.1 Employee relations – – – – – – – 23
2.2.2 Media Relations – – – – – – – 23
2.2.3 Community Relations – – – – – – 24
2.2.4 Financial Relations – – – – – – – 24
2.2.5 Corporate Public Relations – – – – – – 24
2.2.6 Political Public Relations – – – – – – 25
2.2.7 Consumer Relations – – – – – – – 25
2.3 Public Relations Planning – – – – – – 25
2.4 Historical Perspective of Local Government System- – – 30
2.5 Reason for Establishing the Local Government System- – 33
2.6 Public of Local Government – – – – – 34
2.7 The need for Effective Public Relations Structure in Local
Government – – – – – – – – 35
2.8 Local Government Public Relations – – – – 37
2.8.1 Reputation Projection and Enhancement – – – – 38
2.8.2 Information – – – – – – – – 39
2.8.3 Financial Relations – – – – – – – 39
2.8.4 Community Relations – – – – – – 39
2.8.5 Employee Relations – – – – – – – 40
2.8.6 Special Event Management – – – – – – 41
2.8.7 Issues Management – – – – – – – 41
2.9 Local Government Communication – – – – 41
2.10 Forms of Communication – – – – – – 42
2.11 Duties of Local Governments – – – – – 45
2.12 Local Government Sources of Revenue – – – – 49
2.13 Public Relations inputs to Ezeagu Local Government
Revenue Base Enhancement – – – – – 52
References – – – – – – – – 61
CHAPTER THREE
3.0 Research Design and Methodology – – – – 63
3.1 Research Design – – – – – – – 63
3.2 Research Method – – – – – – – – 63
3.3 Sources of Data Collection – – – – – – 63
3.4 Population of the Study – – – – – – 64
3.5 Sample Size Determination – – – – – 64
3.6 Method of Data Presentation/Analysis- – – – – 65
3.7 Test of Hypotheses – – – – – – – 65
References – – – – – – – – 66
CHAPTER FOUR
4.0 Analysis and Interpretation of Data – – – – 67
4.1 Questionnaire Administration – – – – – 67
CHAPTER FIVE
5.0 Summary of Findings, Conclusion and Recommendations – 80
5.1 Summary of Findings – – – – – 80
5.2 Conclusion – – – – – – – – 80
5.3 Recommendations – – – – – – – 81
BIBLIOGRAPHY – – – – – – – 82
APPENDIX – – – – –
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Study
Public relations is the task of goodwill creation directed at building harmony between an organization and its environment through mutual understanding based on truth and full information. “It is the deliberate, planned and sustained effort to establish and maintain mutual understanding between an organization and its public” (Anyafo, 1999). Public relations is aimed at wining the co-operations of people, it has to evolve and implement programmes of action which will serve both the public interest and its own interest.
Accordingly, the function of public relations is directed towards developing and encouraging attitudes and behaviour, which will nurture the seeds of mutual understanding and assist their strong and healthy growth. Haywood (1984), Offonry (1985) and Nwosu (1996), share the view that public relations encourages pursuance of positive steps to achieve good will, that is, implementation of strategies that could ensure a cordial business and social rapport with the various publics. Public relations encourages the building of corporate reputation, thus, an organization must ensure that it makes its public image acceptable. PR advocates elimination of practices which, through legitimate, may offend public opinion or jeopardize mutual understanding.
The above roles may collectively be referred to as financial public
relations activities (FPR). As a specialized arm of public relations management, FPR has the functional responsibility of communication with that public whose policies and activities affect the financial, industrial and commercial direction of business (Monu, 1987: 14).
