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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