University of Nigeria Research Publications

OKAFOR, Laura Ebele

Aut

hor

PG/M.Sc/97/20543

Title

Assessment of the Public Relations Practices of Commercial Banks in Port-Harcourt,

Rivers State

Facu

lty

Business Administration

Dep

artm

ent

Marketing

Dat

e

March, 2000

Sign

atur

e

!n ~mdei-going this st~rdy, several pzopie offered various ' ~ l e

rjupport and contribirt in one way or tltc other- for whiv li;;ish to

p' xe 011 record my gratitucie.

First and foremost, 1 owe a debt of' gratiixde to my si~pervisor, MSS

in all their best to mite it successfid. These are Julie Otw, of 58 Zik

Avenue, Edna Ogborlna of UBN PIC. Garden Avenue, my sister McIMrs

Chinwe Ibia~ii of 45 Ozobu Street Achara Layout, Mr./Mrs. Eg-WIIOIIWII,

Chiliyere Okafor and a whole lot of them. 'The space is not et~ough to

~rlent ion all their ~iames.

My acknowledgement dso goes for the invaluable support and

care by my heart trobe Asian Iltnobon. His word of encouragement, lo\,,c

a r d r~nder-standing has been my source of strength. I pray God to bless

I i i~n .

1 am also pat-titularly appreciative of the assistance of Ogechi of

Yvsco Coy. At 83, Ogrri Road, Enugu, whose expert figures played oil

tlie computer night and day until this project came in good print. My

i~r-aycr is that our good Lord sl~ould grant all their hear1 desires arid bless

the111 all in Jesus name.

Oknfor Ehele Lrrrrrx

- 7 I his researcli work i imsed on the assessment of the public

relations practices of com~nercial banks in Port Harcourt, Rivers State,

Nigeria. That were sampled include two old generation banks and tow

new generation banks namely Union bank of Nig. Plc, United Bank for

African PIC, Citize~ls I~iterr~atio~lal Bank Limited and Equatorial Trust

Bank Limited. The research selected two bra~~clies each fsom these

banks.

'1'Ilc level of public relations practices of these banks have raiscci

some etliical and moralc cluestions particirlarly 011 the areas of initiating

arid impleinenting public relatioris policies 011 employees' relafio~ls a ~ i d

co~nniunity rclations. Based on the services, tlie objectives for- tlie reach

are:

I . To find out whether the commercial banks show geni~ine

desires to imple!nent the provisio~is of their polices 011

employee relatior~s.

2. To ascertain whether the commercial banks maintain

satisfacto~y co~nimmity relations in their areas of

operations.

-3 . To cletel-mine tl~e extent to which the public relations

polices of co~~lriierciaI banks contribute to establishment

and ~nairitenance of rnutal utlderstanchlg between t l~c balks

and their polices.

4. 'ro ascertain whether or riot nianagement of banks often

com~nui~icate effectively with their publics; and

5 . To prefer some rccoii~~ne~idatiotls in line wit11 the outco~tic:

of the study.

viii

To be able to attain the ob-jective above, thee categories of

q~restionnaise were designed lnairlly for three different respondents

nuinbesins 150, they include the banks staff, the customers the local

government or- the host cotnmunity ivhere the banks operate. The

cl~~estior~naires are numbered "A R and C" respectively. The

questionnaire was structurecl to contain boll1 the multiple choice open

ended questions where necessary. The three categories of the

questronnaire were protested aitcr which the question helped in 11:c

for~nulatio~~ of the research hypotheses.

I-lo~vcver, three hypotheses were fosnlulatcd for this stitdy a d

they are statcd in nu11 form. 'key include:

3 0 1 Commercial 13a1;lLs in Nigeria show genuine desire of' iheir-

policies to implement the provision of their policies on employee

relations.

i x

c3 1402: Co~nrneccial balks always ~rlaintaitl satisfactory comlnunity

reiations in their areas ol'operation.

9 1-103: The extent to wliich the public relatio~is practices of the

banks contributio~l to the establishment and ~naintenance of

t~ititt~al ~~tldersta~idi~lg l~etweeu conl~nercial banks and tlieir publics

is satisfktory based on tile statistically tcstctl hypotliescs as

recorded in the chapter four, a lot of fi~ldings were made. Tliey

ar-e been sirmmarized as follows:

I . The bark lcvels of coninii~~~icatioti will1

cu~nmurlity 1iavc.l)een satisi'actory.

2. It \vas reve3lcd !lliit the banks Ilave beer1 corn~nut~icatirlg

well with their employees.

3 . 'The findings also indicated that the banks have been taking

the welfare of' their enlployees very serioirsly by providing

them with improved welfare packages.

X

4 I t was revealed that the banks t1iough do consider PR effects

of their polices on the customers, but thus has ~ i o t really

yielded any dividcd.

5 . Co~n~nunicatic!i with customers of the bmks has beer1

satisfactory.

I . Our fiidi~igs ;dso show that these banks have not bceu

providing co~~i in~ini ty relation's pra-ject to their host

coiiimiinities.

Tile resaai-c!ler based on these findings conclude that for any

cf'f'ectivc public rclatiotis objectives to be achieved in any establishmei~t,

everybody working with the organization has to be seen or desired as a

lvallay public relations man.

l'hc leadership of these banks sllould be meant to know that public

rclatioils is good deed publicly acknowledged, Banks were advised to

explore new ways of carrying out effectively their public relations

practices. That a company's public relations practices is adequately

appreciated all the company's publics should be effcctiveiy

cominui~icatecl with and timely. This is because public relation itself is

comln~wication two way co~ll~i~~rnicatioil.

7 - ., 'j; ,,,, ,,," I) I~OCC~~II IC ................................................... 7 ( ) 6

I .O- INTRODUCTION

,t:i BACKGROUND TO THE STUDY

Public relations is a management function that defines

organizational goals and philosophies. PuSlic relations

practices aim at communicating with all relevant' internal and 4

external publics in the effort t o create consistency between

orgar~izational goals ar;d societal, expectations. Pc~blic rpl- " x s

practitioners engage i i i the development, executio~'i, and

evaluation of orgariizaticlrial programmes. The coal of public

relations practices is to promote the exctiar~ge of tif flue tic^ and

understanding among an organization's constituent pa$ acid

publics.

Pub!ic relatiofis is difficult to sum up in a ,brief statement

owing t o the :cry nat~lre of the profession ana ib coi?s;tant

adaptation to the needs of society which of course, has made it a

moving target for definrtion. Co~isequently, attempts to define

the 'pi~bl~c' rela tiori&xaktice are frequently, attempts to define the

p~rblic relgtions practice are frequently conflicting and generally

diverse. Ncnetheless, 1:here exist some definitions of p ~ b ! i c

rc?lations, which include;

a. The definition given by Institute of Public Relation (IPR) which

says that "public relations practice is the deliberate, planned,

and ' sustained' effort to establish and maintairi. mut~tal

understanding between an organization and its public" (Ellis

1977:3); (Bowman & Ellis, 1973:3)

b. The Mexican siatetneni of ~ u ~ i i s t 11, 1978, which - . , i tt?:; that

"public relations practice . is the art and social science o f

analyziilg trends, predicting their consequences, co~rnseling

orgat~~zation's leadership i implementing piarmed

progratnmes of action which will serve both the organisatioli's

and public interest (Black, l989:M) *

c. The Novetnher, 1982 official stniement of the public r"!atiot?.s

society of Arnei-ica (PRSA ) on public relations which rr-%- aha

stales that p:iblir: relations helps our c r ,,\ex, piuralistic

society to reach decisions and firnction more effectively by

cor~tributing to rnutiral uncjerstanding among groups and

institutions. It serves tr> bring private and public policies into

harmony. Public r@!ations serves a wide variety of institutions

in society such as business, trade unions, government

agencies, voluntary associations, foundations, hospitals and

ed~~cat ional and religious instit~!tions. . %

-To achieve t.heir goals, these institutions must develop

effective relationships with many different a~iciie11c;es or

publics such as er~iployees, members, c ~ s t o m e ~ local

communities, shareholders, and other institutions a1 id with

society at large. The management of institutions n . d ~ u to

understand the' attitudes and va,lues df their publics in o,rder to

. achieve institutional goals. The goals themselves are shaped

by the external environment. The public relations practitioner

acts as a counselor: to management, and as a mediator,

helping to translate private aims reasonable, publicly

acceptable policy and action" (Black, 19894)

d. The Sam Black's definition which states that 'p~r5lic relations

practice is the art and science of achieving harmony with the

environment through mutual understandit-;g based on t r ~ ~ t h

and full information" (Black, 198& 5)) and finally but not a l l ;

e. The Edward Bernay's definition of "the attempt by information,

persuasion and adjust!nerit to engineer public: s ~ p p o r t for an

activity, cause, mover-iient, or institution" (Bo\wrnan and Ellis,

1977:l I)

Public relations is an applied social aild beh.xiora1

science a d as such functions in bank like i7 any other

I . Measure, evaluate and interpret the a t t i t~~des o; h e

relevant publics.

i i . Assist managernelit in defining objectives for increasing

public understanding and acceptance of tiis.

organization's products (services), plans, policies and

personnel.

iii. , Equate these objectives with the interests, needs arid

goals of the various relevant pirblics a: d ;

iv. Develop, execute and evaluate a programme of action

to earn public understanding and acceptance.

Therefore, public relations practitioners in banks as

elsewhere are individuals who help others . establish and

maintain effective relationships with third 'part ies ~ h e s e ,

practitioners may not be employees of the bank. The may be

direct employees of the bank or independent C O U ~ S E ~ O ~ S to the

bank and in some cases, banks do employ both services,

1.2' STATEMENT OF THE PROBLEM

By conducting a study, which-seeks to assess the public

relat~ons practices of commercial banks in Port Harcourt, Rivers

State, i t is far and above the study, which may seek to ascertam #

the use of the putjlic relations in commercial banks.

In other words, it. is imphed by the maridate of t t ~ s research

project, that commercial banks are already practicirq public

relations. After all, the Inere sign of "Visitor7s Car Park" with

cvcn paint demarcations on h e gsonnd on entering a bank's pre~iiises,

the sings on cnterir;g t11e ba~k ing hail which read "Payiug Cashid '

ICeceiving Cashier", Savings Accour~ts", "Crlrrent Accowts".

"Euquiries", "Suggestion Box", " C S O S S - C ~ ~ C ~ ~ y o ~ money before

lcavins the counter-. Please be on the "Queue" ctc; and even tlic

availability of seats for waithg customers, are all part of public selatiorls

practices i n co~nmercial banks.

I-Iencc, the need for study in order to know esactl;- 3 level of

public relations practices irl these banks so as to identify t.le missing

links for tlecessaq actions thereby ensuring their cortinued g~-owtll and

stability

Consequently, the following research questions are poised:

1 . Do com~nercial bank sho\v genuine desircs to itnplrrnenl

the provisions of their policies on employee relations'?

2 . Do commercial banks maintain satisfactcry

comtnunity relations in their areas of operations?

3 . To what extent does the public relations pol~cres of

commercial banks contribute to the establishment

and nlairitenance o f niutual understanding

between the banks and'ttieir publics?

4 Do commercial batiks often engage in two-way .

?.3 PURPOSE OF ThlE STUDY

The purpose of the :study is to assess the pablic r -!ions

practices of comtnercial in Port Harco~lrt bank to determine how

satisf;:::icry they are to present in writing wtie~tic?r there is a need

or not to improve their pubic relations activities.

I .4 OBJECTIVES OF THE STUDY

The objective of this research project ir-( .lube:

1 to find out whether the commercial banks show

genuine desires to implement the provisions of

their policies on employee relations;

2 . , to ascertain whether the commercial banks

maintain satisfactory community relatiow in their

areas of operation;

3 , to determilie the extent to whicl .he public

relations policies of commercial banks cor~h-ib~rte

to estabIishm.ent and maintenance of mutual

understanding Setween'the banks and their public;

4. to ascertain whether of not management of banks

often communicate effectively with their publics, .

.. and;

5. to prefer some recommendations in line wi-th the

oirlcorne of the study.

. FORMULATION OF I-IYPOTHESES:

In line with the research problem earlier cientified in 1 .2 of

this chapter.

This resea.1-ch project shall aim at testing the follow

hypoti 'mes:

t-101: Cornrnercial b m k s in Nigwia show genuine clesire to

iniplement the provision of their policies on employee

relations.

1-102: Commercial banks always maintain satisfactory corn t:wnity

relations ir i their areas of operations.

Ho3: The extent to which. the public relations- practices o; the

taa ,its contribute to the establishment and mail?,- ance of

rniitual understanding between commercial banks and their

publics is satisfactory.

1 SIGNIFICANCE OF THE STUDY:

111 11% age and tieo!' cor-ripetitive busilsess errvi~ml?ienh in

Nigeria such that is unprecedented particularly, in the bankiiig

industry, the observations and recommendations of this study

may lead to major reorganization of the public relations practices

of commercial banks in Nigeria.

In particular, the outcome of this reseat :h project nay

result in the adoption by Nigeria commercial ~ a n k s , of more

effcct~ve arid efficient public relatioils practices that I-ar\i,,s the

interests of the pitblics highest in all their conducts. And with

commercial banks which rank highest, the interests of its p~ . s

~n at1 their cotiducts, there is most likely xist, a better

~~nclcrstancling between cornn-rercial batiks in bl igeria and their

publics thereby, etihancing their growth and deve !~ ; A.

Finally but not all, this study would provide a ,

comprehensive know!dge and insight into the effectiveness and

efficiency of a sound and integrated public relation: 'Icy as a

priceless manaqernent tool th,at would make Nigerian

cor-nrnercial batiks more productive and progressive

I

I .7 LIMITATIClN OF THE S T U D Y

The limitations of this research project arc recognized in

the following areas:

I . Gebgraphical Scope: The entire commercial banks in

Nigeria in general or Port-Harcourt in particuh-. :-e

s ~ ~ p p o s e d io be covered for a full rE ~lization cf the.

benefits irising form such a study as this, b ~ : s it was,

only four banlts were covered. This geogr. c short- '

coming is partly as a result of the time bou11. .. . A u r e of

the work and limited funds to ernbark on vc .I-

coverage.

2. Attitudes of Respondents: The unimpressive attitudes

of most respondents towards this -study is , c r -pYed to '

have cut-short some vital information. Tt lL.d? . ,

respondents claim that they have seen several of

st~~dents/researche~s approaches and are no more

excited at them.

r 2.0 I'IEVIE3W OF RELATED LITERATURE

2.1 ORGANISED PUBLIC RELATION PRACT!'

Putilic relations started as publicity to allow one g Let'

others about itself. It however, developed be,!ond t h c . went

further to tell the other gr )ups whaJ the other ' of i thelps

the g r o ~ y s determine w i ~ a t it must do to adwill of

others, plans ways and means of winning thc ioodwill, and i t

carries out activities designed .to n it. In e process of doing

these things, it carriers out a c t i ~ es desigi ,d to \.+ it. In the

process of doing these things, it encamp.--- a great many

.-- , - functions, cowepts and techniques.

I scribing the functions or role of public re la t inw Ray

Eldon I-liet-r ct al (1987) : 302) upheld that because it is

increasi. 1 I . . . . . ~ . ' s get one's point of view expressed in a

mass society, a profession has devejopr J provide counsel on

1 .;

~l;tnniu~~ic:iI~on I~etween part~es with differing perceptioris,

differing latiguages and differing cultures. That profession has

become known as pubic ielatiotis..

Public relations relate one pubic to another t h r ~ ~ ~ g t i

cornniunication The tect in iq~~es of p ~ ~ b l i c relations provide ways

to adjust relationship between individuals .and gro~lps with

different points of view, especially w h e n those differences csi-I

lead to rnis~~,nderstancfir~g, disagreemetit or even hostility

Public Relat~ons i ~ t e r ~ ~ r e t s or translates the viewpoint of

one grcc~p and rest\- irct~~res ~t so ~li;il ~t car) be i~ncleistar~i l t j y .

a n o t l w ' g r o ~ ~ p .

I t is devot5d to getting others to see the world as one sees

it. I t systematizes the persuasive efforts of individuals and

o ! ~ g ~ i ~ i z ~ . i t i ~ n ~ ;--.nil i t is necessary because ir? a' demociatic

soc~ziy, ~t is essect~al to win public acceptance, for noth~ng can

succeed ,without the approval of the people. Every company, ,

organization or yovernrnent has group of people who ai-e

affected by what i t does or- says. Cornparlies and organizations

i iavc lea-tit thht they rnust consider the public impact of their

actions and decisior:~ because of the powerful effect of p ~ ~ b l i c

This is especially true in times of crisis, emergency or

disaster. But it is just as true, for major policy decisions

concerning changes in business management, pricing laboilr

negotiations, introduction of . newn products or changes in

distributio~i methods. Each of these affects different groups of

people in different ways. Conversely, effective administrators

car1 use the power of these group opinions to effect positive

changes. In shot-t, the purpose of every thing that is Inbeled

., public relations is to influe~ice public opinion.

In one instance, the effect might be to rally public support,

in another to obtain p u b k understanding or neutrality or still in

another, to simply respond to enquiries.

To harmonize the' various definitions of public relations,

Taiwo Abodinrin (1 095: l ) writes

The many definitioris of public relations can be categorized

mto two. First are definitjoris from the perspective of wl3at PR is

in itself, and second are attempts at what public relations i s in

relation to other business process.. . public relatians can also be

defined from the angle of what it is as distinct from other

communication al-ts such as propaganda. From the perspective

of ~vliat i t is, definitions of public relations can be divided into

two- those from professional bouies and those PR practitioners

The British Institute bf Public Relations (BtPR) defines

Public Relations as "the deliberate, planned and sustained effort

t o establish and maintain mutual ~~nderstanding between an

organization and its publics.

I-lerbert ~ i o y d s (1 980: 13) records the International Public

Relations Associatiori's def~rlitiorl of Public Relatioris as follows:

Pubhc rela.tions is ~nariayer~lent functions, of a continuing

arid planned characte~- through which public and private

organizations and iristitutions seek to win and retain the

u n d e ~ t a n d i n j , sympathy and s ~ ~ p p o r t of those with whom !hey

lo

are of may be concerned by eval~~at ir ig public opinion about

tl.,eiiiselves, in order to correlate as far as possible, their own

polices and procedure's to achieve by planned and wide-spread

information, rrlore efficient fulfillment of their con?rnon interest.

The above defiliition presup'poses. that apart from the

already popular fmctions of management, it should seek to

generate and sustain on a continuous basis the understanding,

sympathy and supports of all those who are directly or indirectly

affected by the activities or in-activities of management and

whose activities or in-activities on the hand affect manage~nelll,

This, management does .throk$ effective information

disseminated to and got from all the publics of the orcjanization.

Edward L. Bernays (?961:55) may have been echoing the

same when earlier in 1923, l ie describe the function of his

fledging public relations counseling business as one of providing

information given to the public, persuasion directed at the public

to modify attitudes and aci:ions and efforts, to integrate attitudes

and aclions of an institution with its pilblics and of publics with

those of that institution".

Public relaticrr~s is a distinctive n-~anayernent function which

helps establish and maintain mutual lines of communications,

understa~~ding, acceptance, and cooperation between an

organization 2nd. its publics, Involves the .management of

problems or issues, helps management of problems of issues,

helps' management to keep cmfcrmatted on and responsive to

-public opinion, defines and emphasizes the responsibility of

management to serve the public interest, help management

keep abreast.of and effectively utilize change serving as an early

warning system to help anticipate trends; and 'uses research

sound and ethical communication techniques as i t principal

tool.

The above deftnition touched on some of the functions and

applications of public relations in an organization It places

public r-elatiotis as specialized as well as central function of

n?anagement The on-gorr~g further emphasizes on the

importance of using ethical'means of cornmimication

Sam Black (1989.20) also agrees to the issues of truth in

public relations and says- Public relatians practice IS the art and

s c m c e of achieving harmony with the environment throi~gh

riiutual understanding based or1 truth and full inforniation"

Another definition emerged, from an assembly of Public

Relations Associations in 1978. . .

"Public relations practice is the art arid social sc i~ r l ce of

analyz~ny trends, predicting their consequences, counseling

organization leaders and implementing planned programme of

action which will serve bsth the orgariization's and the pub!icls

' interest"

Similarly, in 980, M e Task Force or1 the stature and role of

public telnlions, chartered by the public relatibns, society of

America, offered two definitions ttmt project a perspective of the

field ai the h i y i x s t poiicy-making level and ei-l::ompass all its

functims and s?ecialties

k Public relations helps an organization and its publics

adapt ~ ? i ~ ~ t ~ ~ a l l y to'each other-

* Public, relations is an organization's efforts to win the I .

cooperation of groups of people.

On the home front, Kanu Offonry (1985:l) defined public

relat~ons as the business of c r e a t i q and maintaining publ~c

understanding and support i l i r o ~ ~ g h effective communicatibns..,

it I also a contiriuing and mr-~siiuctive interchange between those

who are affected by or interested 'in that business. In other

'I: words, it is the management function,'which attempts 10 create

yoodvvill for an orcj;mizatibu and its products, services or ideals

with groups of people, which can affect its present or future

wet fa re.

Iltechukwu E. Nwosu (-1990:251) is of the view that "PR is

that management fi~nction that is aimed at malting friends for an

e organization, retaining those friends and building internal and

external goodwill on the reasonable assur-riptior~ that these are

strongly needed for an organization to remain in whatever

business it is engaged in, as well as grow and prosper in it"

Nwosu (1996 5-9) goes on to mention the following as

some of the functions of pub~c relat~ans.

* lrlforlnation a i d cornmc~riicatm functions,

* Adv~sory or counseling f~~nctions;

* Corporate strakgy and policy formulation and corporate

image builamg and si~stenance;

k Event marketing; .

* Protocol function;

k Community Relations;

* Corporate social responsibility (CSR);

* The employee relations function;

* The marketing support function;

* The financial relations firnction;

X The research function;

A- International relations.function;

Bcb U. Ogbuagu (1984:20) presented public relatiolis'as

a cmi in i~ iny mediator between two different entiiies. He says

C. that:

"Publrc ReIations IS a determined and wel! articulated effort

t~ zsiablish, sustain and improve favourab'le relationship

between persons and persons, persons and ~r'gan~izations, i t is a

. cormlous effort to Ix~i ld bridges of lnutual mdet-stanb~ng arid

respect among various peoples m d organizations".

C h u ks Osuji (1 WQ: 15) has similar view of PK and says:

4

"Public Relations is a process of creating a favourable public

o p i i ~ i o n f ~ f and organization, institution, individuals, co~nrnoditkes

or for intangible things such as names so that reievar! member

of i i ;t= pblic who have sornettiiriy to do with these tangible or

~ntangible things may perceive them in good way"

We can scrn~marize the common basic idezs which each of

the numerous definitions contains as follows:

.4 PLANNING- Public Relations ism~ganized and clirected .

towards the achievement of set goals and objectives which

will include projection or creation of good image.

,* SOCIAL RESPONSISILITY: public Relations attempts to

dischai-ge social respansibil/ty by creating and improving

social interactions among m'ernbers of the public. .

k THREE-WAY-ACTIONS: public Relations in its attempt to

ci eats z favo~~rable public, opinion involves a three-way .

actions- talking, listening and doing

* PERFORMANCE: The organisation or individual has to

make public approval is action. This approval rnust be

measured in terms of the level and intensit; of favourable

Public Relations piactice as a function of ~-nanayernerit

contributes to the successful operation of a company or

organization in proportion to the extent to which it is allowed to

play its part

is to establish One major aim of Public Relations practice

contact w t h three ~~npor tant sect~cw i ~ f the publ ic namely, the

A c ~ ~ s t o r ~ e r - s , shareholder and employees as securing the ~ n u t ~ r a l

understanding and co-operation of these three groups is

essential success. Another major objective is to promote the

company's services and product in a highiy competitive world.

There is the public relations attitude just as there rs the

public r~ lat ior i practice While the public relatioils at ti ti id^

coc~ld be a good or bad one lies from top to bottom of an

, *

organization, the public relations practice is the responsibility of

professiorials trained I the (Black,

1 !XWl35).

The Practice of public

w ~ t h three sets of peoplk. First thbse.who know an organization

(or person) and P

organ~ration and

like i t . -l-I~e second are those who know the

do not like it while the third are those who

neither know the organization nor care for i t The third groups

are usually in majority

?lie aim d p~blic relations practice therefore, is to reach a

position where those who know the organization and like the

n organization stays that way; where those who know the

oryariizali& and do not like it change their opinion; and where

those with neither know the organization nor care, wish they

could meet the organization and d~ business with it

Like other management processes, public relatioris

practice demands setting clear ob!ectives,. planning strategies,

detailing out appropriate tactics a17d techniques, the outcot~e of

3 which are reflected in oi~anizat ional . reputation and

subsequer-~tly, in prolit margins. According to Ajala (l99:3%7) tlw

scope of public relatims tasks in the various . . departcnents

(production, marlceling, personnel, finance and general services)

of an organization fall into four main areas.

d . Cout~seling- which involveS advising admini: .i ators on

alternative options and recommending strategic choices

it1 light of publ~c responsibilitics to cnablc ~wr ,zcpnc : ; t

make appropriate policy clecisions.

b. Media Relatiom-- which is all about co-ordination of

relatiunships with the print and electronic media. It

.involves arranging and monitoring press interviews,

writing news re'leases, organizing press confel-enc? and

answering media enquiries.

c. Liaison- It is concerned with facilitating c o i m i i 1 n i m t i ~ ~ 3

both in the public and private sectors.

d. Managing Event- It is. all about co-ordinating special

events for the organization.

Such events like corporatz celebratioris, a n w a l g ~ i l ~ i clil

meetings, exhibitions, launchings, and award ceremonies, aie

better co-ordinated for the organizalion by the p i ib l~c relatiow

practitioner.

2.2 PUBLIC RELATIONS PRACTICE IN ACTION:

The increasing difficulty to get one's point of view

suceessfirlly expressed in a society, has p?en rise to t h e

existence of experts and specialists lo aid that process. A

professiirn has emeloped to provide co~rnsel on comrn~~nicztion .

F. between parties with diffemg perceptions, languages and

culture. The profession has become known as public relatrons.

Publ~c relations provides ways to adjust relationship

between indrviduals and groups with different points c;f v l i : v i ,

especially when these difierer~ces can lead to misunders tanding

disagreement or even hostility. It systematizes the persuasive

effofts of lnd~viduals and organizations, takes the v~ewpoilit of

,I

one group and restructures it or translates it so ca13 be

wderstand by another group,

P~lblic relat~ons have been variously defined by different

authors scholak and practitioners. However,. thel-e are two

standard definitions of public relations by ~0hr-i Marston and the

one known as the "statement of Mexica".

According to Marston in. Nwosu (1 996:600'"P'ublic relations

is management functions which evaluates public attitudes

identifies the policies and procedure of an organization with the

public interest, and executes, a pr;uyramme of action to ezrn

publ~c unders ta~d~ng . and . acceptat&". According to the

!'? "statement of Mexico", "Public relations is the art and social

science of analyzing trends, predicting their consequences '

counseling organizat~on leaders, and implementing planned

programmes of action which will serve both the organisation's

and the public interest". These standard definitions

conspicuously indicate the systematic nature of modern public

relations cantaming r-nosl of the furictions of the prgfessinn.

y Other authors have alsb supported the facts of these two

definitions.

Frazier and Canfield (1978:43) suggested the follc,wirlg

definition:

+.Public relations is a social philosophy of marlagemet~t

communication with its public sttives to secure m t u a l

f fam the pC~dosq~hical pe/speclrve, bvdh a slant or? ~ t s soula1

responsibil~iy fimction and the effective irse of two-way

con~nu.rnisatior: irr achieving result.

Norman Stone in his book, "How to Manage Relations,"

sztd public relations from' the behavioural point of view.

Accot-ding 'to him: "Public relations is concerned with the

management of behaviour- the behaviour of organizations and of ,

public important to them". The management of the benavior of

the organization and that of its pub!ics will ensure the existencz

of mutual understanding between the parties involved.

From a simple, all ~n&mpass,ing point of view, l kech~~kwu

Nwosu in his book, "mass Com'munication and National

Development" defined . public reladons as "a management

function which aims at making friends for an organization,.

retaining those friends and building internal and external goodwill

. on the reasonable assurnption that this is strongly riseded for

an organization to retnain in whatever b~~s iness it engages in 3s

well as grow and piosper in it".

VJilcox et al (1 977: 10) sumrmr~zeci 'all t l ; ~ def~i;i;;or \s 21 id

stated 10 words that a person can remember to gasp the key.

elements of public relations.. They are "deliberate.

planned.. . performance.. . public.. . public interest ..two-way

communication.. . managernent function".

T i~ese key points t m k e LIP the process of public relations,

which is a series of actions, changes or fundtions that bring

about a result.

Thi= definiiions of public relations also point to the facr thal

pub!ic relations in~olves the maintenance of a good relationship

between an organization and its publics, an effort which is

deliberate, planned and sustained. Effort has been made to

analyse some definitions by various authors in creating a general

overview of what public 'relations is John Mar.::on described

public relations practice as the management function which

evaluates pc~ blic attitudes, 'identifies the policies and procedures

of ai; organizzticm with the pubiic interest, arm' execules a

programme of action to earn public ucderstanding and

acceptance (Bowman and Ellis 1977:3).

4 5 Although relations practice is by no m a n s a universal

specific for every situation, it is at least a concept of analysis,

action a n d , communication, which can do a great deal to help.

The victory of public relations practice of being accepted 2nd

appreciated as a management and advisory function was not

achieved by wor-ds, but by the deeds of tne professional

comm~~nicators who have proved the value of their in all walks 1:

of life

Agreed that the task of increasing the understanding of the

place of public relations will probably never cease, the,

pr-otess~onal practiiioners have succeeded in ~nakmg 11 plan 10

organization authorities that planned communication, ethically

conducted from the base of a soundly considered policy, is a r

worthy and valuable actibity. The merits of ensuring that mutual

~~rrderstanding is achieved by the sk!l!ed analysis of a!titudes.

the planning of programmes of action, and the carrying th ro~~gt i

of deliberate corntnunication by a great variety of techniques,

3

maxgcment (Bowman and Ellis, 197j: 1 0).

According to Ajala (1993: 68), There are different types of

public relations activities in a typical organization and they .

include.

I Consumer Relations: This is concerned with the goat

. of helping the sale of products and services with novel

and news making projects; but with more attention to

truth and accuracy of clairns, and setting out forms for

easy redress for settlement of grievances by private

arbitration. '

2. Employee Relations: This otherwise called employee

communicaticsn, i s about making scrr-e that people

(employees) know what needs to be done, understand

why it is necessary, feel committed to achie.ving i t , and

have the charice to use thcir own knowledge and skills

to do it better if possible. Successf~~I organizations are

those.' who pay primary attention to their people. In

other words, effective employee relatims, which result

in continuity of work without strife is one of the

conditions for success 'of an enterprtse (Cutlip et al,

1985: 496). Employee communicatiori tools such as

newsletter, bulletin boards, posters, pay slip inserts are . .

news-oriented cornm~~nication rather than benefits-

or~ented ones which are crs~lally the e,xclusive preserves

of personnel department (&ila. 1993.68)

9 a. C o ~ t ~ ~ n u n i t y Relations: Accordirrg to Seitel (1 87: 50)

carnrn2!:ity relations ' involve orchestrating intera::tion

I - I with the cotninur~ily. And just 3s A b i ~ i l iLi1i.i L i i i&i i 3dbd,

"with publk serititnerlt nothing can fail, without it nothing

can succeed." Every organization finds its equilibrium '

within the environment in which it resides in the same

way that an individual co-exists within a family unit

Because the organization is a l h n g entity, the public

(dalions practitioner must identify ways of listening to

and responding to the sensitivity of the local community.

Comm~mity p ~ ~ b l i c relations is all abbut communicating

in the various forms personal contact; open ho~./se,

community activities (Ajala, 1993:69).

Financial public relations: This involves managing

relations with the investmeht communitv particularly, the

financial publics with financial public relations

practitioner tries to influence company's present and

interesled shareholders, institutional ,investors and

private investors in the words of John' White ( I 98??31'!

it is investor relations, adding that it is a sp~cialist 's

practices requiring detailed knowledge- of financisl

markets and legal requirements for public d isc los~~re of

information by coinpar~~es at regular intervals.

Media Relations: This deals with attempts at gaining

favourable news coverage for an organization. In the

views of Haywood {I 987- 153) ''if an organization treats

rnedia:'simply as "messengers' then it is i~nl ikely to

develop the r t ~ ~ t .effective programme of media

communication". Organizations depend on the inedia to

reach their audiences.

Cordial nieclia relations is an asset to the public rels:ic!is

practitioner particularly before, during and after a crisis. A . .

practitioner who engages in pro-active rathzr than reactive

I-elations makes his friends before he needs them rather than

reactive media relations makes his friends before he needs them

(Ajala, 1 W3:7O). According to Igben (1997:8) media relations is

a pers~stent interaction with the media of communication in order

to maintain exchange of news worthy confideiices and s i ~ s t a i i ~ e d

public informalion. To Ofonry (198578) "the term l w d i a

relat~ons often termed press relations is not restricted to relations

wdh the print media 'comprising newspapers, magazines and

trade journals. I t also ehbraces the electronic media comprising

radio and televisiorl. In'his own view, Jefkins (1 987: 225) said,

"in urbanized ind~~st r ia l societies where literacy is coinmon, the'

press is the predominant mass qediurn. It has not been

superseded by television even though 1 7 1 0 ~ i house holders own

. . or rent a receiver".

The role of media relations could be said to have been

summarized in Ivy Lee's declaration principles (1 906) which is

czptured thus' " . . . In brief, our plan is frankly and ope~ily on

behalf of business concerns and public institutions, to supply to

the press and y b l i c of the United States, Prompt and accurate

information concerning subjects wKch is of interest and value to ..

the public to know about. Corporatio17s and public it~stitirtions

give out much infomation in which !he news point is lost to view.

Nevertheless, it is qcrite'as irnportarlt to the public to I ~ v e lilts

news as it is to the establishments themselves .'.o give it currency

6 Corporate Public Relations: Means the .management of +

reputation which is reflected in corporate identity and

image. Every item of information, every. article published,

about an organization contributes to reputation (Ajala,

1993:70). Good reputations are difficult to establish, taking

many years to bui!d and once built, it is the task of public

relations to enhance and protect it. According to Cutlip eta1

(1985: 31 51, enhancing and protecting the organlzatlonal

reputation irivolves issues management I s s ~ ~ s , analyzing

those issues, setting priorities, selecting programme

strategy options, implementing progarnrne of action and

cotnm~~nicating and evaluating their effectiveness.

Continuing, they said that it is a corporate response to

changes in operational'environment which may arise form

government (federal, state and local), local community and

. or industrial and commercial environments i .e, issi~es

xising which affect companies in the same kind of

business.

7. Pol!!ical Pr.rhlic Relatioils: Practitioners in i,.c~ver~~~ner.~t

have the sesponsib~lily of maintaining communication lines

between government and citizens. Public relations .

specialists who' serve government agencies, legislative

bodies, political pxt ies'and special interest groups have

responsibility for making democracy work. They are to

ensure that citizens do not view government as distant and

~ ~ n i e s ~ o n s ~ v e or even hostk. f hey should receive.

examine and channel citizeris' complaints to govemi i t i l i l

m d ensure that they secure expeditious atid impartial

redress (Ajala I g W : ? l ) .

2.3 MEANING OF BANK

J.VV. Gilbert defines a banker as "a dealer in capital, or'

between the borrower and the lender. He borrov~s [ I - ~ i i i ijiic

party and lends to another". The bill of, exchange Act 1882 .

defines a bank as including "a body of persons whether

corporate or not who carry on the business of banking" while the

banker's book of evidence Act 1879 stated that the e x p r ~ s s i ~ i i

"bank" and "ba~iker" means any person, persons, partnership or

made return to the commissioners of Inland Revenue arid also

any savings bank certified under the Acts relating to savings

I

bankand also the post office savings.

Although none of the definitions could be said to be

cotnprel~ensive, it is clear that unless the principal part o i the

birsii~~ess co~ls is t of recciviciy I-11otit;y Tor credit of cirrrent accourit

which the depositor niiglit withdraw on demand by chcque, a

person or establishment would riot come within the definition.

The bank legislation enacted in 1952 restricted

establishment of hnlcs to licensed c~n ipa rWs . This m i ~ as ;;

resu!t of Paton Cornrn~ss~on report sf 194e w h ~ c h det~i ied

banking 3s :the business of receiving from the public on current

accoimt, money which can be repayable on demand by cheque

arid making advances to ci~storners (Adekunle 1987:67).

This definition slight?? nmdified in 1958 and 1962 was

retained unti! 19GO whe'n the Banking Act of that year defined

banking as "the business of receivina n1oni.s from oi~tside

sources as deposits irrespective of payment cf %erest, diid the

granting of money loans acceptances of credits or the p~irchase

of bills and cheques on the purchase and sale of securities for

the account of others or incurring of the obligation to acquire .*

claims in respect of loans prior totheir maturity i l r as,si~lrrpliui~ "i I .

guarantees and other warranties for others or the effecting of

transfers and clearings, and such other transactions as the

cutiirnissionef may or1 tht5 recornmendation of the Central Bank

by order published in Federal Gazzette designate as banking I

business". Any institution which exists as defined above can be

s ' called a bank in Pligeria.

These include corntnercial ba'nks, accq~tarice I I O L I S ? ,

discoirnt

institutions

F I O I J S E S , rmerchanl banks, a l ~d other financial

2.4 THE BANK CUSTOMER

Different people visit banks iol different reasons. Some go

to a bank to cash their personil cheques or one issued in their

favour by th11.d pariles. Others go to deposit +cash or cheques

into their accounts, yet r y n y others visit the bank o c c a s i b t i a ~ ~ ~ to

p~~ rchase drafts or travelers cheq wes.

Initially, who was a bank customer was identified from

i i co~irl c a s i s 1 i 1 Crmt Western Railways Company . .

Vs Londm and Country BanKing CO. Ltd (1901), it was helc! that

to constitute a person a "cuslomer" therefore, niust be some type

of account either a deposit or cirrrent account, or some sirnilar

relation and that a person who had beentashing cheques from

the defendant bank o v e r several years was no! a customer. !r!

1)

Ladbroke & Co. Vs '1-odd (l924), a ciossed c l i e q w issued to

banker Todd agreed to open account for the thief with the

amount of the cheque'. The bank claimed protection urlder S.82

of UK Bills of exchange Act (1964), on the ground that it had

collected the cheque in good faith and without r.leyligt-~ice uii

.. betiall of a customer and this contention was upheld.

Sect~on 4 of cheqi~e Act (1957) defined a customer to a

bank as "a person wt~ett~er,~rlcclrpol'ated or riol, .who have s o ~ i w

sort of account relationship with the bank and this relatinnship

starts immediately an accocmt is opened.

I?om the forgoing. the essential condition is that a , w .. rsp 11

must have opened an account before he can be classified as a

customer.

Over the yeas , there 'have been some in~portant

lkvelopments in the meaning of bank custo~ner. Wood Vs

Martins Bank Ltd (1958) involved an action for damages against

the bank, which was accused, of giving negligent investment

advice to a custo~nel-. At the i ~ n w the adv iw w a s y i ve~ i , WW&

liad no accoi.it~t at .the branch although an accoc~nt was opened

later. The bank argued that Mr. Wood was riot a c~~stnrner i tile

tinie ti-~k transact~cm took place, hence they had no legal duty to

him.. The judge held that Mr. Wood was a prospective custorner

and as such had some legal rights: T ~ L I S this decision added a

new dimension to the question, "Who is a Bank Custome~.?".

The relationship between ii-~r S,ar;ker'and the customer is

contractiral and can be in the fo'rni of debtorkreditor relationship,

relationship.

2.5 THE PLACE OF COMMUNICATION IN BANK INDUSTRY

The idea of communication is to transmit infortnation from '

a person or group of persons to anathc:, whether the information

: is about a new product ti] be launched or any other rnaiketiny

activity, and until such irifomatisii is received and ciecoded, it

remains of little or no value to both the sender and the receiver

The banking industry, being one of thb most important sector of

acllieve its goals. ~ h u s , communication in such service

organization like banks also dwells prin~arily on how n ~ n p l ~ in

cliffevent job locations use infor~nation and communicatio~: s l ik

to accori-Aish their job.

Bovee (1 98G: 12) said that all of an organiz:!tion iriteraction

with c~istorncrs and suppliers involve communication in m e form .

or another. Even the price tags on products are a form of

cormnu tiica tion. Sales letters and brochures, advertisements,

personal sales calls, teleptiol?e solicitations, and formal

- proposals are all ~rsed to stirn~~late the customer's interest. T ~ L I S ,

cornr-r~crnicat~on can be seen as a tool or p~lblic r e l a ~ ~ u ~ ~ s L ~ . , ~ ~ L J x

~t plays part rn other visible customer related .functions svch as

personal selling, answering teleplione calls, reception and

correspondences. Uovee rurther stated that, to obtain necessary

supplies and services, cotnpamies develop written specifications,

. either by phone or in writing.

They negotiate with leaders to obtain capital; they fill out

loan applications; they sell stock to the public which involves still

more paper work and lot of personal touch f 1 ' m the

representatives of the company

Oftwry (1 985: 1 16-1 18) drew attention to the fact that

product publicity and ' sdvertising however intensive and

prolor~yed cannoi give a cdmpany all the advantages i t needs to

maintain comfortable position in a highly competitive situation.

-1 -1

He said the solution lies in having available stiong PR marketing

support. Public relations he propagated, helps to make an

sound marketing attitudes and practices. It also helps to create

the right climate of opinion under which ind~lstrial and

commercial activities are streamlined with the national marketing

requirements in general and exports-in particular.,

I-le emphasized the wed for companies to keep in touch

with latest developrno:Vs 111 order to have knowledge's and

needs satisfaction of their various p~rblics. T--~ese needs are

arranged in a form of. hierarchy as follows:

? . .P l~ys i~ !og ica / - basic ~ ~ e e d s ,

2. Safety need;

3.. Social i~eecls;

4. Ego needs;

5. Self actualiza'tion neecls,

I ist tory f i r la1 \cia1 succcss and. slahili ty, cluali ty of' products, oxpo1.t

social iesponsib~lity, research recor-ds, sponsorsl~ips alld

behaviour and attitude of staff. An crganization has otiier' k i d s

of rriiages like mirroy image, wish image, current .image i~iultiple

Images but ccrporate image is the Image of the organization

proper. When properly packaged and delivered on the outside it

+ greases or oils the marketing efforts of the industry a s ,

consumers will prefer to do business with a reputable and

financially stable company At this point a brief r o n s i c l ~ m i i o ~ ~ of

other types of Images would be necessary.

Mirror lrt~ages: This is the image people in an ol-ganizatior~,

especially jts leaders, believe ta 'be the impression outsiders

have of the organization This c o ~ ~ l d be an i l l ~~s ion bred on

wishful tt-rinking because knowledge and understanding and

outside opin~on is lacking.

This is "a sitiration in organizations whe-e m a n a o ~ m ~ n t

orgariization, and it may be based on experience or on poor

information and ir~iclerstandi~~g. From the forgoing, this cut-~'cnt

also crnbarlts OII cotnrnim~ty development.

branct~es and sales staff. This can be overcome by the ilse of

wiptms is is extended beyond the rne re presentation of figures

booltlets. Rich' and beautiful I-eports I ~ a v o the profourid

~rlcrr~bcrs of tllo f~narrc~al putjl~c .

2.6 MOTIVATING THE BANK CUSTOMER:

Banking iri Nigeria, owrng to the enormous changes in the

general as well as ecanolnic and soc~al landscape IS no longer

just the simple operation and management of bank accounts. I t

Changes which have occurred in, the banks and which

may still O C C L I ~ 11-1 the nearest future, may be attributed io the

i!pheauals i17 the nafional economy since the year l992-1993.

(Nigeria.Financiaf'Review March 1905 P;28).

The changing Nigerian social and cultural environments '

have had an enormous impact on the Nigerian customer. The

All these arc as a result of some factors whictl i r ic l~~de:

Except 1 ~ 1 1 1 ~ come lo a proper understanding of tl~c

chariqcs tnc~ilioliec! above Zlirough ic~.sea~~cti. atid can p-edict

Lhern, it would not be easy to scrccessf~rlly. package and ~ i l a r l d

t~ar~krrlcj services to c~rs to~ i~ers . .

:I. \Nhich I3atlki1ig Services do cc~stomel-s need and want?

IJ. Wl l~cl l surviccs do wc or call provide?

2 The Ovcrvicw of Nigerian banking Incjusky

Thc first ~nodcr'rl banks were cstablistlcd i t 1 Nigeria only it1

companies th;it s t l i in I export of Nigeria's raw

materials and cash crops to Europe. These were banks were

African Banking Corporatian, established in 1892 and the Bank . .

of British West Africa (now ki?own as the First Bank of Nigeria),

which was established in 7894. Later on, other foreign banks

were established.

Since then, the Nigerian banking system has come of age.

From its piehistork period to date, banking indusky has carved

for itself a mique stat~rs among all th? known cornmet-ci~l

ventures, No wonder the si.lpreine court of U . S A declarec! in

I974 thzt banking is a specific line of commerce.

Recai~se uf its xitomatic 111~1ltiyle t'ffects, Ihe fail~irk di ~i

bank in a c o h r n b r ~ i t ~ normally spells doom of disaster. On the

other hand, its success is easily refl&ted in the economic tempo

and social satisfaction of the people. Because of its U ~ ~ ~ L ~ C I ~ C S S ,

banking is o w of the most regulated or s~ibervised industries in '

the vmrld.

ar~cf l -c?s~~o~~sibi l i t ics, problerns and prospects of each of the i~ t i i ts ,

I \ [ : V J 111 ;II\c:~IC:::,, f 1 1 ~ I ~ ; I ~ ~ I I C llld S C ( J L ! ~ ~ ? ~ O S Y c?tivi~0111ilel-!t, as we

I. IIOW lhm~ tothy x c ail out 511-owtlls.ol o u r ycnrs of struggle f w

, c ;~~rv iv ;~ l in t11c world of bi i l lk i l l {~ I ~ L I s ~ ~ ~ c : s s . It is t l i ~ totality of

cred~tors as acd wt1.e~ due Ojo arid A jay~ (

that commercial banks have to decide on

deposits to be held in cash and the one to be

arb~trary withdrawals. ?'he more lryuid a bank is, (say by Isolding

idle cash 1r1 tts vault) the less prof~table its birsiness. A bank

must also remain solveall to be able to meet their .obligation to

198 1 : T O ) observed

the proporti011 of

held in the form of

ear-nlrig ru order to sa t~s fy ~ts often conflicting y.oa1.s of liquidlty,

profitability and solvency.

The chani)i:ig economy of Nigerik has had sporadic effects

on the operations of the banks. Right from the take off, the .

ce.ntraI bank, the banking sector has been responsible for

1mobiIizati017; of the scare financial resources to areas of

ecoriornlc prlor~ty for the nat~on in its economic journey The

importance of the banking sector cannot also be over

economic recession (depresaon) Ojo and Ajayi (1 981 : 52) said

that t h i n g the oil boom em for example, there was excessive

v* t i m e worsened t h e level of i~ti&nployment W l i e t l w an

up011 to asslsl i l l reactivating tllc ccoriurny . l Ills is ~iiarilfestcd

adjt ~ ? t r ~ ~ c r l t proyratnrnc (SAP) was il~slttcl ted by tlic cj overrinie~it.

features t t ~ a t are pccirliar to tlie N~geria banking scene

For example, the well known unde-r banking of tile

Nigerran economy has h e m r -~spons ib l~ largely fnr t h ~ 0

deteriorating banking scrwices over the years. Again the shifted

emphasis'of the 'government to rural developnent led to the

development of rural banking scheme, which could not achieve

the desired mobilization df. rural bqnk branches. The scheme

coilld not achieve the desired mobilization of rcrral funds. This

failure of the rural banking scheme. led. the government to

6 ~st;~blrsi I it ~e peoples' h i l l \ oT. Nig2iia to cakr for [I ILSC i-~i:*:l;

dwellers People's banks of ~ i g e r i a also failed to fill the missing

link leading to the establishmznt of community banks by the

federal government in 1990. . .

SERVICES OF NIGERIAN COMMERCTAL BANKS:

Some of the services provided by commercial banks from . ,

which profitsare expected are as foliows: .

a . Acceptance arid safe kcepirq of deposit and g r a ~ i t i i q cf

loans and advances. These distingirished a bank fsorn

dther finahcial institutioris;

c. Acting as ezecirtor; and the trustee of wills

d. Transferring funds on the instruction of their customers;,

e. Providing for-e~gn exchange facilities to their customers;

f. Providing facilities for safe keeping of ci.~stor-net-s

valuables such as jewelr'y, share certificate, life policies

etc.

g. Providing night safe facilities for the customers;

t i . Buying and selling of shares for their customers;

I. Providing services to their exporter- and importer

customers ( e g . documentary credit);

j Advising customers on insurance matters; and *

1: Actins as share' register;

The i~uwly establislied c o m ~ ~ i r ~ ~ i l y banks are uxpuctd to

perform, the functions of comniercial banks but should not delve

expected to tailor down their services to suit .the goals and

aspirations of rural saver. They are expected to engage in new .

services developmen! in order to get the rural ~atronage whi:!?

has eluded the rural branches of the commercial banks over the

years types of assets, the securities. The securities are then

'held by !he intermediaries in exchange for their lending. The

point of emphasis therefore, is that financial intemediar'ies use

their own liabilities to create additional assets, mobilize funds *

and minimize the risks of the investor (Falegan, 1987 p. 81).

The 'financial system encompasses a wide array of bank~ng

and non-bank financial intermediaries. The banking segment

J I ; co1111 ~~c:lc:ial t l l ~ r ~ h ~ 1 1 1 t I , t l c v c l ~ p t ~ i ~ ~ ~ t 'banks will1

t t le ccn tral bank as tlsc apex i r ~ s l i t u ( i ~ ~ ~ .

There is atso the non-bank financial inst i tut io~~s I!] the . .

capilal market. T l ~ e mix' of these fina~icial intetmiediaries varies

fro1 n couti try to cou~\ t iy , ~.cllecling the stage of clovelop~nent al~ci

deqree of sophisiicalio~l of the coirritry's economic agents.

COMPONENTS OF NIGERIA BANKING SECTOR:

c The banking sector in Nigeria broadly consists of the CBN,

Commercial Ban!(s. Merchant Banks and Development Banks.

I . The central Bank

Established in 1958 by the federal government, the

CBN stands at the apex of the finankial system and is

charged with issuance and protection of the international

value of the n3tior1's w r e n c y , . m3inten;lnce cf cxte

reserves and protnqtion of monetary'stability. The cer

, bank of Nigeria acts as the bankers' Bank and as x l

financial adviser to 'the federal government. It is the

responsibility of the bank to supervise the affairs of

licensed banks, formulate mol,elary and banking policies,

ensures compliance so a s lo achieve government's ;mlipll L~

f=~'ot i~ on L3r-cr~ach in 1950, the central bank of Nigeria

1,5s l m d e ilu pr-esellcc felt it) every state of the federati011

r+ . . including federal captal territory, Abuja.

a.

11. Commercial b&?ks -

while 5 out of 12 banks operating in 1960 were

owned by Nigeria, 42 out of 58 banks operating in

1990 belonged wholly to Nigerians.

individual Nigerian investors.

IlI I

The capital furids of these commercial banks rose from a

N5.9 rnillion in 196Q to N389.1 rnillion in 1980 and sharply, T-

thereafter to .N3,.4 billiorl at the end of 1990. Similarly, their asset

base has g m w ~ , remarkably from N235.8 million to N81.9 billion

over the same period.

Since the eriactment of the CBN .arid BOFI Decrees, .

(1991) commercial banks have been issued with some specific

operatiorial requirements a r d instructia~ss through circulais arid

credit yuideliries. Thus, commercial banks have been operating f

urider a changed ei~vironment, which seeks to minimize the risks

associated with .innovation and deregulation. Examples of , .

actions taken by the bank inclcrde raising of the capital

requirement of commercial banks from N30.0 million to N50.0 '

rnillion and to N500 million with possibility mi ty of raking it to

the number of such banks has rise17 to 49 at the end of 1990. of

this .total,. Nigerian private investors solely accomt for at least

42 of them. The paid up capital plus reserves of these banks

increased from N1.5 million in 1965 to N26.0 million in 1980.

By 1990 their capital funds had climbed to 17ea1-ij N9C4

. The per~od has also w~tnessed a phenomenal increase

in heir

billion

assets arising from N7.7 million in 1965 through N1.O

in 1980 to N28.6 billiati in 1990. Merchant Banks are

I I I C ~ I , Merchant banks operate under the same regulatory

framework as the commercial banks with some' few exceptions,

111 terms of granting of loans, only a small proportion of .their w

loans and advances is of the overdraft type unlike the

cort?rnercial banlts.

Merchant banlts also do not' wide-spread branch network

owing to the nature of their operations. (CBN Briefs No. 93/02).

iv. Development Balks :

~evelopment banks sprung from the need to provide

* specialized banking services specifically to promote econnmir

activities in certain priority sectors. These include the Nigeria

Indm!rial Devdopment Bank (NIDB) which was set up by the

Fedcral Govelnment, the Central Bank of Nigeria and Foreign

Equity participation in 1964 with initial capital of N4.5 rnill~on 10

provide medium and. long-term funds for industrial projects.

Simlaily, with a paid up capital of N10 million, the Nigerian

Bank for cornlnelu? and ~ndu,slry (NBCI) was eslabl~si~ed I I I 191'5

by the Federal Government.a,nd the CBN primarily to assist

~ncligetioiis business enterprises engaged in commerce and

industry. 'The Bank provides for its clients equity capital and

., loans needed for med i~~rn to long- term investment. . .

Two other Federal Government owned development banks

are the federal Mortgage Bank of Nigeria (FMBN) (transformed

from the Nigerian Building Society . in 1977) and the Nigerian

Agricultiiral co-operative Bank established in 1973. While the

fortiler had the position of shelter as its primary objectives, the

later was restructured it1 1978 to stimulate activities in the

v

. agr-icu!tura! co-cperat~ves 'I-he combmed assets of these banks

have risen from N7lrS 7 million in 1980 to over N? 0 bill in^

1989 with the promulgation of FMBN Decree No 53 of 1989, the

role of federal Mortgage Bank of Nigeria has changed

It will now'operate as a whole Mortgage Institution and

serve as the apex cwn regulatory body in the mortgage fli1at)ce . .

sector. The decree approves establislirnent of secondaiy

rnortgage institutions to be supervised by the federal Mortgage

Bank of Nigeria.

I I I~ic!~:o11~1r1c:1lc1 for a~)j-)r-ovril nl)plicntiot.~ fol' estnt~lisl. it i lei~t

of the Mortgagje i r ist i t~~tio~'. is . .

1 1 1 1 ) ( : / ( ! I 1 1 1 1 1 1 1 : I I I L ~ : I I . : ~ ~ I L I ~ C : : , (.)I 1 1 1 1 0 1 ~ ; ) , I ~ ~ ] L : 1 1 ( . ~ L ; L L I C I L J I ,.)

clcjmsits, loarls arid advar~ccls; a ~ l d '

The Bank, wtirch was ~ n ~ t ~ a t e d by four N~gerran Banl<s 11d111eiy

First Bai l ; Pic IJnion Bank Plc , Contmental Merc t i ~n t Bank.

First Interstate Merchant Bank and some p-ivate individual

Nigerian investors comrneilced operations with authorized and .

paid up capital of one billion CFA (about N22 million in 1990).

~ i g e r i a Cooperate bodies and individuals have 70%. equity in the

bank's shareholding.

+ A Comm~inity Bank in the Nigerian context is defined as a

seif-sustaining financial iristitution owned and managed by a

community or a gro~tp of commclnities to provide financial

services to that corr?~nurii!y. ?he body charged with the duty of

receiving and processing applica'tions for the establislment of ' .

c~r-nrnunity banks is the National Board for Cotnriiunity Banks

(NBCB). The first cornrnunity bank commenced operations in

December, 1990. A total of 401 con;munity banks were in

operation at the end of December 1992.

People's Bank of Nigeria

The decision to establish the peoples' Bank was first

annoimced by the government in the 1988 budget, with 3n inithl

alloca'tion of N30 million. The bank attained legal status by

Detree No 22 of 1990. Specifically, the bank is to provide the

credit 1;eeds of small borrowers who cannot meet the stringent

collateral requirements riorrnally demanded by conventional

barilts. Tl-rirs, t h ~ hank facilitates access to c~edi t for ecoilc?nlic

bank has expanded its branch network from 20 branches and G

satellites centers' in 9 states in 1.989 to 228 branches and 508

satellite centers in all states at the end of December, 1992.

Several Nigerian cities experience problems of ina::?quate - housing transportation, electricity and water s ~ ~ p p l y . In orde; to

create a greater capacity for dealing with these problems, the

o lma lo slr ~ c l l j ;IS at1 rr~clcpe~lde~lt pr of11 I I I L I I \ I I I C J I I ~ S ~ I ~ L I ~ I O ~ I ;111~1 to

provide frnanciai resoirrces to both the public and private

sectors of the economy for t h e development of urban dwellings,

mass transpoitat~orl and publrc utilities.

The UDB may, with the approval of

raise funds (in Forergn Currency) from

Financ~al Ir~stitut~or~s. Un:ike other banks

the Minister of Finance, .

any of the Mul[iiaterdi . .

in the country, the UDB

it was set L I ~ I to provide deposit insurar~ce a l i c l ielateci

FINANCE COMPANIES

Tllc Ccntrril Uarili of Nigeria is ernpowered by the Banlis

to license all financial houses operating in the coul:tr-y. 111

i y i i u!rt .this role, the barllc tiad l i c e i ~ w d 48 firlance .

Apl~rovals-it]-principles were granted to 500 other finance

companies. The finance companies are not deposit-taking.

. . 1 1 istitcr lib1 is. 7-1 ici~ I ~ i i i j o i .sourc;cs uf' f i~t ids include loans, other

UISCOUNT HOUSES:

ir-~terrnediat-ies between the CBN, Licel~sed. Banks arlcf ottw-

271 t ,Mar-(:I I , '1 993.

BUREAUX DE CHANGE:

Improve access~bllity to forcigri excha~~ge, e ~ , _ la ally for srii - ' I

users, tjitrcaux d e cl iar~ye have Imw aitthorized since 1929 to

x t as dealers In the spot market for foreign exchange. The

k d e r a \ Ministry of Finance IS cha-yed with the sponsibility of

l ~ ~ ~ l l ~ l ~ l ~ l l l ~ l l l

I I V ~ U K A N C E COMPANIES

Insirrance cornpanic Nigeria are no. under the direct

supervision of the CBN. ,-he Federal Ministry of finance

approves and licenses all insurance companies operating in the

country. The insurance cmpanies consist of life and non life as

well as those which engage in both activities.

They mobilize relatively long-term funds and ;ct as

financial intermediaries. Their investment activities arc ainly in

government securities, public sector enterpri%(xi, and the

mortgage industry. The Nigeria Re-Insurance Corposaiion was

established. in 1977 to provide insurance covers to ins .ice

cot !lanies: In addition, the corporation is expected to assist th

an! -mnent in achieving its economic and social objectives i t )

companies in Nigeria are statutorily required to contnbute 20 -

percent of the total su i i insured tc the Nigeria Reinsurance

corporat~on. The Nigerian i~~surance industry has grown

I NATIONAL ECONOMIC RECONSTRUCTION FLlNLI

- NEIZFUND was scl up by Llecrco No. 25 of 19t30. I t is a

prospc?ctivc! honr?ficiary ciltcr priscs r i i t~s t .be 100 pcr-cent

3.0 SCOPE, RESEARCI-I DESIGN AND METHODOLOGY

and two branches of each used as sample points. The new

genemiion banks wodd be represented by twd branches o f '

Ecl~rator'ral Trust U2mlc Limited and Citizens @sill( Lirililed, l'u~

Furthern~ore, ttiet-e is' going t o be a scope of the study

based on sub je~ t matter. The subject matter wo~ l l d be on the

philosophy, policies and actions of the banks' management

r o w a us it i w r var ~ o ~ l s ~ L I bllcs in additior~ to the effectiveness of

cornr-iiunication between them

3.2 RESEARCH METHODOLOGY ,

I - I i i : s l ~ ~ d y is ~L I I -C IY errlpirical all l~ough its basis can be

executives ol'some of these banks including their- public relatioi~s

dficers vxrc- interviewed. The information gather from them

were helpful in. formulating our h'y~otheses and in developing

the questionnaire.

3.3 STRUCTURIMGTHE INSTRUMENTIPRETESTING'

Three categories of qucsiioiinaires were designed mainly

for three different r e s p m k n t s as: the bank staff, the custo~i~t.r.s

and the local government or community where the banks

operate. 'The questionnaires are rwmbered A, B & C

respectively

The q~uestionnaire' was structured to contain both the

~ u l t i p l e choice, open-ended questiotis where necessary. I'he

questions were' sitnplificd as much 3s possihlc c m c t d c l - w ~ tile

literate level of the respondents, the qi~estions and, the rcs+orw3

were standardized to facilitate coniparison of responses and to

3 .4 DETERMINATTON OF S A M P L E SIZE

Dire to ti111e and fina~icial factors, and also for' the fact that

~il~riiati~t-c! vet-sintl of Lllc s l~ tdy itself is a good repr'csci~tativc of.

1-33% on the calc~.rlntior~ above and for working cor~vcr~icnce, the

The procedure' used in this work is sampling by

convenience' and by assigning quota by judgement iu the

cat-gories the extertial publics of (lie banks. This s to a f f d L l i ~

researcher the opportunrty of covering a wider population of the

area under investigation. - This method isa lso adopted to save

time in order to meeting w,ith the deadline. This method which

did not restrict the researcher 'to a particular .category of

res?or?dpnts was chosen so as to enable the researcher c x r y

out a thorough job. 150 respondents were given questionnaires

The banks staff gkt 30 and returned 23, while c~lstomers .got 70

and returned 60 and the local goverment get 50 and reti~rriect

DIS.TRII3UTED AND COLLECTED.

Of 150 questiormaire distributed to the three categor-ics of

r~sponclctnts namely banks staff ci~stomers and local

government, 3 0 were give11 to banks staff and 23 completed and

ietu~-t ied Customers received 7 6 , 60 were conipletet.j, :I lid

:i I

. .

TABLE 4 . l . q SUMMARY OF RESPONDENTS

QUESTIONl\lAlI'\E AS DISTRIBUTED AND COLLECTED

PERCENTAGE '%$ OF' '

RESPONI3ENTS I 9, ? ( ! ( I

4.2 RESPONSE B Y AGE

TABLE 4.2.A RESPONSE BY AGE ( PERCENTAGE I I I 7:l . G0/o I

1 23 .3 1 I

; I 0 0 %I

I

4.3 CUSTON[ERS' RATE OF R E S P O N S E

-. 4.3. I NUMBER O F CUSTOMERS WIIO OPEPZATES

EANIC ACCOUNT

'I'AULE 4.3. 1 N U N M B E R OF CUSTOMERS WIIO OPERATE B A N K

ACCOUNTS

0 P'I' 1 0 N S FREQUENCY

4.4.2 ASSESSMENT OF DEPOSIT TIME

S i

T-ABLE 4.4.2 LENGTH OF TIME FOR DEPOSITS

4.a1.3 LENGTH OF WITHDRAWAL TIME

I i VERYGOOD

TABLE 4 4 . 3 LENGTH OF WITHDRAWAL

I

I TOTAL

I

25(41 .G%)'

I

GOOD.

30(50°/;)

SOURCE: Adoptrxl from SLI

Nil I

4.4.4 ATTITUDES OF EMPLOYEES

Of the GO customer's sampled, 35 (56"/0) agreed that the

~ ~ a t i ~ r a l l y would have negative oyinioii about tl icni a i ~ d the banks

hence, the analysis of employees' attitudes towards customers.

TABLE 4.4.4 CUSTOMERS' ASSESSMENT OF EMPLOYEES' ATTITUDES --

/ OPTIONS ~FREQUENCY 1 PERCENTAGE I

Soifrcc: Adoptcd from survey

. TABLE 4.4.5 ASSESSMENT OF CHARGES

I A I I 4.4.G CUSTOMERS ASSESSMENT OF !HOW RANKS

COMMUNICAI E -1.0 HER CUSTOMER PUBLIC AS R E G A R D S

NEW BANKING POLICIES

I OPTIONS I FREQUENCY I

4.4.7CUSTOIVIERS ASSE.T-'.SMENT ON THE BANKS

EFFORTS IN CREATING AND MAINTAINII\JG

UNDERSTANDING WITH THEM

sampled. 25 c~rstorners represeritir~g 42 werc of the rlegatlvc

wr:w (rml snl~sfactory)

Tahlc 4.4.7 CUSTOMERS ASSESSMENT ON THE

BANKS EFi-ORTS INCREATING AND MAINTAINING

UNDEIISTANDING WITH THEM

4.4.8 IF BANKS COiviiitii;i\jiZAiE EFFECTiVEiY i;v'iTH THEIR

PUBLICS

. 25 out of the 60 c.irstcjmers sarnplcd agreed the affair-

mature that the banlts commutlicate effectively with their publics

and itiis repksents 42%. 20 or 3 3 3 % disagreed while the

remaining

effectively

5 or '8.3% agreed that the banks comniunicate

with their publics.

TABLE 4.4.8 IF BANKS COMMUNICATES EFFECTIVELY

WITH THEIR PUBLICS

i OPTIONS I

1 TOTAL

RESPONSES OF TI-fE HOST ,COMMUNITIES TO THE

QUESTIONNAIRES

4.5 ASSESSMENT OF THE LEVEL OF COMMUNICATION

WlTH HOST COMMUNITY

30 respondents out the 37 members of the Community

sarrlpled w c n of the opinion that the banks level of

sa t i s fx to ry . T h ~ s account for I3.1'-!!~ of the sample cornr~iimity

TABLE 4.5.1 ASSESSMENT OF THE LEVEL OF COMMUNICATION WITH HOST COMMUNITY '

I FREQUENCY 1 PERCENTAGE I I OPTIONS I

I I

Sour-co: Ot~taillod f r o ~ ~ ~ raw data (survey)

RELATIONS PROJECT , BY THE HOST

Of the 37 cotnmunity members sampled 20 (54%) said the

banks have riot been living up to expectation as regards.

provision of community relations projects like, education

facilities, health care .delivery etc. +I 0 (27%) respondent agree

that the bsnks have satisfactory provided these cammur~ities

pmjects while i ' o f I 9Yo.were of the option that the' banks have .

fairly did their' best in the regard. But there were further

rcvclatiok as to why these banks could not done much. Firstly .

host conimunity have not provided enough opportunity for s ~ l c h

gestures. And besides, the banks have their focus to follow as

being provided by their community relations policies etc.

RELATIONS PROJECT BY THE HOST C O M M U N l T Y -- - . ---

OPTIONS -

SATISFACTORY .

TOTAL

PERCENTAGE ,

-. - .- ... \ .- Source: Raw data ob ta in~d frbm survey

4:5.3 ASSESSMENT OF INTERACTION LEVEL BETWEEN

THE BANKS AND THE LOCAL COUNC!L

25 {60?'oj of the '37 respondents sampled in the locai -

government council said the banks have not been interacting

well with them, while 12 or (32%) ,agreed that the banks are

satisfactory interacting well with the council ~ 4 t h the PI ULGX,;~,,

of gifts like calendars seasonal greetings, letters etc.

0 ;

TABLE 4.5.3 ASSESSMENT OF INTERACTION LEVEL

BETWEEN THE BANKS'AND THE LOCAL COUNCIL

OPTIONS

NOT SATISFACT0 f i Y

FREQUENCY PERCENTAGE !

4.6 LENGTH OF EMPLOYEES' SERVICE a I

wt,ile 4 oc' (1 7%) worked for Sycars and above.

TABLE 4.6.1 EMPLOYEES LENEGTI-I OF SERVICE

1 OPTIONS 1

1 1-3 YEARS

5 AND ALOVE YEARS I

FREQUENCY

3

.1G '

4 .

! -1.

Source: Raw data obtained fro111 survey

4.7 ASSESSMENT : OF EMPLOYEE TRAINI'NG

OPPORTUNITIES

Of the 23 employees sampled from these banks none

refused training opportunities. They all agreed that their banks

givesthem opportunities to go for training.

Source: Raw data obtained frorh survey

4.8 ASSESSMENT OF: EMPLOYEES' WELFARE

Of t h e 23 employees sampled, 20 or (86. 9%) assessed

the welfare packages as being good while 3 (1 3%) ernpl~yees -. said that it has been fairly okay. None said it either poor or very

good. .

I-'uor - . I - I Total 1 100% . I Soi~rcc: Raw data obtained froin s ~ ~ r v e y

4.9 TABLE BANKS IMPLEMENTATION -THEIR EMPLOYEE

RELATIONS POLICIES

The 23 employees sampled agreed that the banks h a w

been contir~,uously implementating their employee relations

- policies by various way. These includes, t i a ~ ~ ~ ~ i ~ y a w r

programmes, .prompt salary payment and other weltare

packages as stipulated in the companies or banks policies.

4.10 COMUNICATIOK BETWEEN THE BANKS AND THEIR

EMPLOYEES

- 28 (78%) out of the 23 employees sampled agreed that

coinrnunication between the banks and their . employee . h a w

been goad and cordia'l while 5 or (22%0 were of the opinion that

' it has beer1 fairly okay.

1

TABLE 4-1 o COMMUNICATION BETWEEN THE BANKS.

AND THEIR EMPLOYEES

1 FAIR 1

FREQUENCY I PERCENTAGE.

Source: Raw data obtaiticd from survey

4.1 I ER,II'LOY EES ASSISSShIENT 01; 1 BANKS'

C:OitlhThlNICATION rtRIIONG ITS PIJBLICS

Of the 23 employees smpled 15 of (65%) said that their banks do

comnlu~iicatc effcctivc, cvliilc 5 (22%) e~nployees r-at-e tlleir b ~ l l i s

co~nnlunicntio~i with their publics as being fairly well. 3 or (13%)

01"IIONS / IW3QUENCY I PERCENTAGE

4.72 TEST OF EYPOTHESES

In our test of hypotheses, the chi square test statistics is'

used with t h e formula:

p = (oi - eif e2

x L = chi-square

o i = . observed frequency

e i = Expected frequency

DF = ( C - 7 ) (U-I)

Where:

Of = Degree of freedom

C - -- Co l~~rnn

F? = Kow

Level of significance = percent (5%) or (0.05)

DECISION RULE

Our rule states that we re-ject null hypothesis (Ho), if c:ilcolated x2 is

greater than table or critical value at the appropr

otl ier~~ise we do not OR. Accept the alternati~

calcr~lated x2 greater than tabulated x2 value at th

freedom otlienvise we do not. Put in another way ac

,: x2 tabulated value.

TEST OF I-IY POTFI ESIS ONE

Mo: Coimner-cia1 batiks in Nigeria do not s h

iinplcme~~t the provision of their poIicies 011 e

co~nniunity relations.

I RESPONDENTS

RESPONSES

EMPLOYEE CUSTOMERS

Satisfactory t- 2 3 35

Not s a t i s f a c v / l 25

'Total

Source: Adapted t-ables 4.5.2 a r d 4.9

HOST

COMMUNITY

'I'OTAL

23 GO

1110

CONTINGENCY TABLE FOR I-IYPOTI-IESIS ONI:

TABLE 4..+l2.2

, Not satisfactnry

DECISION RULE

Accept 1-10 i f the critical value islcss than table value (x-')

To compute expected frequency, we apply this POI

ei - - RT x CT 11

Where: IiT = ROU; Total

CT = Colu~iln total

11 - grand total

Degree of fi-ceclorn = (C- I ) (R- 1 )

= (2x1) (3-1) = 2

Level of Significance = 0.05

x2 = (Oi - ei)2 e i

x2 = (15 - 15.33)' -1 - (8-7.66)2 15.33 7.66 - - .

(20-18.33)' + (30 - 25)' + (12 - 1412 15.33 25 14

x2 =zz 0.1 -t-0.11 +0.07+0.15+-0.14-1-0.28 = 0.85

Rejection d -

Region

h

Since calcul:

value (5.991) we t

null Iiypotlmis wh

satisfactoly colnmrr

DECISION CRITI

Reject the nu

degree of freedoin I

less than tabulated :

and accept the null

TEST OF H1'POTHESIS THREE

- 0 : The extent to which public relatiol~s oracticcs of the banks

contribute to the establish~nent and inainter

between co~mnercial banks and their public is

CONTINGENCY 'TABLE FOR HYPOTII'

TABLE 4.12.2

Response Employees Cus t oiners

f-+ option

I satisfactory I

not satisfactory.

ESIS ONE

--r-.7 Community

Source: adapted fi-om table 4.5 and 4.10

, Where : RT - - ROW total

C T ' = ~ o l u r n n total

n - - Grand total

Degree of freedom =, (C-I ) (R- I )

= ( 2 - 1 3 - 1 .

= 1 x 2 = 2

Level of sigtiificafice = 5% or (9.05)

107

CONCLUSION

Since calcdated x2 value of (8.82) is greater tliao tabulated or critical

value (5.991) we, therefore, reject the null hypothesis (Ho) and accept the

alternative and conclude that "the extent to which public relatiolis practices

of the banks contribute to the establisl~ment and maintena~ice of mutual

understanding between co~nrnercial banks and their public is satisfactory

;\trcrnpt 01' assessing pi~hlic r-clnlions pr-;tc.[iccs o f thcse l1~a1il;s \v:I\

1 . Tllc banks level of co~nmunication with tl~cir llos~

Igben, H .G.O. (1 997): Public Relations Fundamentals. The Bridae

Builder Warri COEWA Publishers.

Jefkins, Frank (1 983): Public Relations Techniques London.

Heineman Publishers Limited.

Nworgu, B.G. (1 991 ): Educational Research. Basic Issue and

Methodologv. Wisdom Publishers, Owerri

Nigeria.

Nwosu, I. E. (1 996): Public Relations Manaqemeni Issu?s PI-inciples

& Application Lagos, Domir 3n Publishers.

Obasi, N. Isaac (1999): Research Methodoloqy in - ditical Science

Enugu, Academic Publishing Limited.

Offoney H. Kanu (1985): Guide to Public Relations -actice In

Nigeria. Owerri New African Publishing

Company.

APPENDIX.

I . S x v i ~ l g s ( 1 1 . C L : - I - C I ~ 1 1 c . Cusrcut a d savings 1 I