Premium
Exploring Public Sector Communication Performance: Testing a Model and Drawing Implications
Author(s) -
Pandey Sanjay K.,
Garnett James L.
Publication year - 2006
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/j.1540-6210.2006.00554.x
Subject(s) - clarity , public sector , interpersonal communication , internal communications , organizational communication , models of communication , agency (philosophy) , business , communication studies , empirical research , public relations , knowledge management , marketing , computer science , psychology , social psychology , economics , political science , sociology , law , social science , biochemistry , chemistry , economy , philosophy , communication , epistemology
Despite its importance to agency effectiveness, communication performance is an understudied topic. This is partly attributable to the “performance predicament,” which arises because costs of communication are easier to measure than its benefits. In this study, we develop and test an exploratory model of public sector communication performance that is synthesized from the literature on public–private differences and organizational communication. This model is statistically significant and explains the variation in interpersonal, external, and internal communication performance. This is perhaps the largest empirical study on public sector communication to date. Our findings have two key implications for public managers. First, the constraints of red tape on communication performance can be overcome if key performance‐enhancing conditions—goal clarity without rigidity and a culture that supports communication—are in place. Second, external communication poses more challenges and may require additional effort.