Effect of public relations planning on human resource management performance of the Independent National Electoral Commission in Nigeria

Abstract

The study examines the effect of public relations planning on human resources management performance in the Independent National Electoral Commission in Nigeria. Data were collected through a mailed survey-designed questionnaire to the senior and junior staff. The staff were stratified and randomly selected from a sampling frame of employees. Multiple linear regressions and the Z-test are used for the analysis. The results reveal that public relations planning affect human resources management practice and performance. The Z-critical value suggests a significant difference between the mean ratings of senior staff and junior staff on the strategies for credible performance in the human resource management. The Z-calculated value is greater than the Z-critical value confirming a significant difference between the mean ratings of junior and senior staff on the effectiveness of public relation planning strategies in the human resource management performance. The government is should play a crucial role to guarantee effective public relations planning by employing or deploying qualified personnel, evaluating electoral programs, and staff development programs. The government should provide adequate funding to the Independent National Electoral Commission to build public trust on the information disseminated to the public. The appointment of high-profile staff should be void of biases, prejudices, and unethical practices which will decrease corruption. These policy implications permit the Independent National Electoral Commission and the government human resource managements to mitigate electoral violence, fraud, corruption, and voters’ abstention.

Keywords:

• Public relations planning
• human resource management
• performance
• INEC

1. Introduction

Generally, public relation remains a systematic and continuous process which concerns various publics. Public relation provides information to the management of organizations regarding policies, relationships, and communication to improve the human resource management performance (Ofuani et al., 2018). Michnik (2015) postulated that almost all large organizations possess public relations units or outsource public relations services to increase the human resource management performance. Public relation entails building sustainable relations between organizations and the public to establish a brand image positively. Public relation is vital to maintain an organization’s image and communicate to customers, investors, and the public. This has an effect on the human resource management performance of an entity. Any positive perception of an entity increases performance and productivity (Osibanjo et al., 2016).

To enhance human resource management performance and improve public relations planning, the Nigerian Independent National Electoral Commission needs to restructure its organizational setup (Yahaya & Abubakar, 2017). The public relations in central and local governments’ institutions require great improvement. The human resource managements of most central and local governments’ institutions operate with poor public relationships. The public relations in central and local governments’ institutions ought to be apolitical to promote democracy using information without propagating any political party’s agenda. Public relation is a vital portion of human resource management in the central government and industrial sectors (Cacciatore & Meng, 2022). The public relations practice establishes a two-way communication mechanism that resolves conflicts of interest in favor of mutual interest based on truth, knowledge, and full information. Nonetheless, it remains to be clarified if the public relations desk uses other public relations principles in addition to information dissemination (Adagala, 2017).

The public relations units operate together with all other departments of an organization. The human resource management department coordinates the departments known as the dominant coalition. This dominant coalition consists of different organizational representatives and sometimes the external environment to determine the organization’s mission and goals (Cacciatore & Meng, 2022). The dominant coalition influences an organization’s structure and process greatly. The senior practitioners in the dominant coalition strategically manage communication programs and build a direct link between the public relations executive and the dominant coalition. The public relations empowerment function is done by the senior practitioners in the dominant coalition. An organization with a public relation function that adheres to the empowerment principle easily balances the needs of the public since the function help organizations to effectively manage issues and limit human resource management challenges. Since the dominant coalition takes the organization’s strategic decisions, the senior public relations practitioners should be in top management meetings or have direct working links with senior human resource managers (Grunig, 2000; Thurlow et al., 2017).

The senior human resource managers use a vital public relations function to anticipate public opinion. To effectively anticipate public opinion, the public relations unit has to deal with real and perceived public opinion as relationships are established and maintained with the internal and external public (Yahaya & Abubakar, 2017). Also, public relations play an educational role in institutions. In the Independent National Electoral Commission in Nigeria, public relations are very essential to shape both political and public opinion. With no public opinion anticipation, there is no interpersonal and media communication dynamic process on issues that usually result in misunderstanding. Recently, Nigerians have experienced pre- and post-election violence due to poor public relations and communication from the Independent National Electoral Commission. Public opinion has been thwarted by false information and rumours. The administrators could use public relation in institutions like the Independent National Electoral Commission (INEC) to effectively direct the population towards a common objective. This indicates that counseling is exceedingly crucial. Public relations practitioners serve as human resource management counselors and mediators to translate aims into publicly acceptable policy activities globally (Samuel et al., 2019).

Globally, studies document that excellent public relations practices greatly enhance organizational effectiveness. Grunig and Grunig (2002) stated that public relations provide the organizational value via strategic public identification which develops due to the organizations and public effects on each other. However, public relations practitioners are still to determine the public relations effect on organizational human resource performance. In Nigeria, the public relations industry is still in the infant stage which requires research as its impact in public affairs is not felt. In its infancy, some large institutions neither have public relations departments nor public relations officers (Nguru & Ibrahim, 2018). Many institutions especially state entities generally consider the public relations units just to manage crises, boost rankings, increase donations and perform other numerous tasks (Yahaya & Abubakar, 2017). The public relations practice in most institutions is relegated to an office that primarily manages institutional reputation by the human resource management (Bowen & Ostroff, 2004; Cacciatore & Meng, 2022).

The goal of human resource management is to effectively use the employees to reduce risk and maximize return on investment. Human resource management plays a vital function in any organization. It involves the management of people in organizations in the form of a collective relationship between management and employees (Nguru & Ibrahim, 2018). Effective human resource management performance in an organization can optimally be attained through well-articulated and veritable public relations tools like strategic media communication. Public relations professionals apply specialization in communication to sagaciously choose the objectives and time frame to transmit all types of information in a given media (Samuel et al., 2019). Nonetheless, public relation is a vital tool in human resource management, but the extent to which it influences the human resource management performance in the Independent National Electoral Commission (INEC) in Nigeria is debatable.

The Independent National Electoral Commission is limited in staff recruitment, redeployment, training, public communication, and election calendar due to human resource management performance. Political parties’ demonstrations and litigation interfere with election activities due to limited public relationship. It is observed that some states organize elections differently due to unprecedented court decisions based on the human resource management performance of INEC. As a result, the public lose confidence in the electoral process, thereby resorting to litigations and violence. The limited credible, free and fair election has contributed enormously to the poor election management in Nigeria attributed to poor public relations (Onsongo et al., 2017; Yahaya & Abubakar, 2017). No clear mandate has been outlined for the management team of the Independent National Electoral Commission in Nigeria. How does the INEC management team use public relations to plan daily operations? Hence, there is a need for research to provide information on INEC’s human resource management performance via free flow of public relations information.

The public believes that information-free flow prevents excess information which could discourage grapevines and rumors. This bridges the communication gap between the organization and employees (Zerfass et al., 2017). Literature concerning corporate public relations accentuate that different organizations employ footpaths where information and communication is circulated to the public (Yahaya & Abubakar, 2017). The most used information channel is the formal communication channel in organizations like INEC. The public relations planning situation INEC remains largely unchanged currently. The diverse activities of INEC require good public relations practice. INEC touches many aspects of society that are closely interrelated and rely on public relations (Buhmann et al., 2019). According to Nguru and Ibrahim (2018) public relations planning in INEC are not well set up. A public relations unit exists as small offices with limited facilities and resources which often rely on other departments for equipment. Additionally, some information officers in INEC’s various offices have inadequate training. The officers usually do not undertake the public relations duties as required by the regulations governing elections in Nigeria. Some public relations officers are ignored since they are not qualified as managers and believed the officers cannot articulate electoral policy. The challenges provoke several questions for this study as follows: Whether INEC recognizes public relations planning as a management function. Does INEC incorporate public relations planning in strategic management? Does INEC acknowledge that organizational performance is partly accredited to the public relations officer’s professional role? Hence, it is imperative to investigate the effect of public relations planning on human resource management performance in the Independent National Electoral Commission.

From the foregoing, this study examines the effect of public relations planning on the human resource management performance of the Independent National Electoral Commission in Nigeria. In the face of the insufficient voter, facilities, infrastructure, and good electoral laws for the conduct of elections, violence and litigations could flourish. Apart from creating avenues for political parties’ unrest and other social vices, available facilities are overstretched and subject to destruction by angry voters due to INEC’s poor public relations. The government, political parties, and society will benefit from the findings of this study. The study would add to the existing literature for research in the future. The result of the study is expected to inform and strengthen reforms and internal processes that promote effective public relations practices which enhance human resources management performance in electoral institutions.

2. Literature review

2.1. Theoretical review

The situational theory of public relations predicts active or passive behavior. The situational theory of public relations explains and predicts why some publics are active while others are passive. Categorically, the situational theory identifies which publics communicate actively, passively, or not at all about organizational decisions that affect them (Grunig & Hunt, 1984). The publics who do not face a problem are non-publics, the one who faces the problem but do not recognize it as a problem are latent publics, the one who recognize the problem are the aware publics, and the one who do something about the problem are the active publics (Cacciatore & Meng, 2022).

The systems theory established by Ludwig von Bertalanffy and codifies it as the general systems (Lattimore, et al., 2008). A system has two or more units that relate to others structurally and forms an entity with functionally interdependent elements (Paul, 2016). Systems are sets of interrelated units which endure within established boundaries to respond and adjust to pressurized changes from the environment to achieve and maintain goals. The systems theory justifies how and why people form groups or subsystems to be influential in organizational communication. The systems model works well in public relations since mutually independent relationships are created between the organizations and the public. A system’s primary function is to maintain itself and improve performance. Therefore, the interactions of a system with the environment eventually complete the system (Cacciatore & Meng, 2022).

2.2. Conceptual review

Public relation is a continuous and systematic process that involves multiple publics and provides advice to the management of an organization concerning policies, relationships and communication. It is a planned and sustained effort to establish and maintain goodwill and mutual understanding between an organization and its publics (Ofuani et al., 2018). It is used here as an activity that seeks to establish good relationships and understanding based on facts, knowledge and information. Human resource management is employees’ management considering employees as organizational assets and the employees are the human capital. The goal of human resource management is to effectively use the employees to reduce risk and maximize return on investment. Human resource management plays a vital function in any organization. It involves the management of people in organizations in the form of a collective relationship between management and employees (Nguru & Ibrahim, 2018).

2.3. Conceptual framework

Source: constructed by author

2.4. Empirical review

Empirically, Mbokota et al. (2022) investigated the process of transformative learning in executive coaching using a longitudinal multiple case study with three key transformative learning elements; disorienting dilemma, critical reflection, and rational dialogue. From the results, three additional elements are accepted that public relations affect public learning. The fourth element that is accepted paved the way for public relational dialogue among parties. This shows that public relations positively affect human resource management. Onsongo et al. (2017) studied the contribution of public relations practice on the Rwandan organizational effectiveness in private universities. The study used a quantitative descriptive survey design. The results showed that public relations positively influenced organizational effectiveness through human resource management. Nguru and Ibrahim (2018) studied public relations as a management function and tool used to facilitate information dissemination and communication to enhance job performance in Nigerian institutions of higher learning. A critical literature review on the impacts of public relations practice on employees’ job performance was done. The results showed that public relations practice positively addresses the needs of the academic staff.

Omondi (2012) assessed the place, relevance, and impact of public relations in 100 government ministries and departments’ performance adopting the survey design. The findings showed that public relations practice has a significant impact on government ministries and departments’ performance by 45.2%. Only 2.4% believe that public relations activities had less impact on the ministries and departments’ performance. Jjuuko (2014) investigated the effect of public relations on Rwandan public institutions’ performance using an exploratory research design. The study observed that public relations were still in infancy and some institutions lacked departmental public relations officers. The findings revealed that public relations negatively influence human resource performance. Shamsan and Otieno (2015) studied the influence of public relations on organizational performance in Rwanda using the exploratory design. The results revealed that the roles of practitioners remarkably altered some errands for senior managers and assigned drivers. These affect the human resource management performance negatively. Aslam et al. (2013) examined how practitioners can measure relationships in a university using the descriptive survey design. The results revealed that public relations enhance university’s human resource management performance positively.

Summarily, limited research has been done showing the effect of public relations planning on human resource management performance with conflicting results: Nguru and Ibrahim (2018); Yahaya and Abubakar (2017) showed a positive correlation. Jjuuko (2014) revealed that public relations have a negatively non-significant effect on human resource management performance. Studies that focused on autonomous institutions like INEC are scantier and in Nigeria, no study has been conducted on the link between public relations and human resource management performance in INEC to elucidate how public relation could influence public opinion. The existing few studies are limited in time and geography based on the corporate context of political institutions. Imperatively, this study is vital to be conducted in INEC to unearth the effect of public relations planning on human resource management performance to bridge the vacuum space.

3. Material and method

3.1. Research design

This study used a descriptive survey design using stratified and random sampling methods since surveys take a relatively shorter time frame to complete a questionnaire that is quantifiable and generalized to the entire population. This study used random sampling because the sampling technique allows researchers to randomly use cases with the required data to meet the objectives. Therefore, subjected cases are handpicked due to informative characteristics (Mugenda & Mugenda, 2003). Multiple linear regressions and the Z-score rating are used for the analysis. Multiple regression models must satisfy the following assumptions: linearity, normality, homoskedasticity, independence of errors, and independence of exogenous variables. Diagnostic designs are used to detect if the assumptions are satisfied. The z-test assumes that the standard deviation is known while a t-test computes an estimate of the standard deviation from the sample. With the null hypothesis that the population is normally distributed with mean μ, the z-statistics gives a standard normal distribution, N(0,1).

3.2. Population

The population of the Independent National Electoral Commission was stratified across different categories of staff. Two sets of respondents were established which include senior and junior staff. The study population was one hundred eighty-five (185) senior staff and one hundred fifteen (115), junior staff, from INEC. Thus, the sampling frame consists of three hundred staff. Mugenda and Mugenda (2003) stated that if the target population is less than 10,000, the required sample size should be smaller.

3.3. Data collection and instruments

The data is collected with a structured questionnaire which was distributed to the respondents through physical and electronic means. The questionnaire was designed by the researchers and divided into three areas. Personal data was collected from part A. Part B had two sections namely I and II. Section I required data on the necessity of public relation planning on the human resource management performance in the Nigerian Independent National Electoral Commission. The questionnaire items were structured on 5 points response pattern using the Likert Scale of strongly agree (SA)5, agree (A)4, neutral (N)3, disagree (D)2, and strongly disagree (SD)1. A criterion point of 2.50 was chosen to take decisions. The data collection instruments’ reliability was established using the test-re-test model. Utmost care was taken to collect and analyze data to ensure credibility. Using Pearson’s product-moment correlation coefficient (r), a reliability index of 0.75 was realized. The questionnaire validity was reviewed by the mentor and co-authors. Copies of the instrument were administered to respondents by the researcher and three research assistants. Research questions were answered with the use of frequency, mean, and rank order whereas z—the test was used to test the hypotheses. Some questionnaires were administered to 10 staff to determine if the respondents understood the questions and questions’ interpretations coincided with the research measures. The questionnaires were self-administered to respondents by the researcher with structured questions to yield quantitative data. Completed questionnaires were collected at about 93.4%. Data is presented using descriptive and inferential statistics in tables.

4. Results and discussion

Table 1 presents the linear regression results of the effect of public relations planning on human resource management performance basing on public relations planning as a management function. The results show that the coefficients of addressing problems of scarce resources; tackle problem of irregular election; to curb the attitude of corruption; to encourage new ideas; to reward hardworking employees, and to enhance security and discipline are significantly positive. This means that public relations planning increases INEC’s human resource management performance at 5% significant level. The result shows that one unit increase in addressing problems of scarce resources; tackle problem of irregular election; to curb the attitude of corruption; to encourage new ideas; to reward hardworking employees, and to enhance security and discipline increases human resource management performance by 6.4%, 44%, 58.7%, 36.8%, 35%, and 2.5% respectively. The findings show that the coefficient of raising funds via alternative methods is significantly negative at 5% level of significance. This means that raising funds via alternative methods decreases the human resource management performance. The result shows that one unit increase in raising funds via alternative methods reduce the human resource management performance by 1.7%. This is probably due to high level of corruption in the country. Overall, this implies public relations planning have a positive effect on human resource management performance. The findings are in agreement with the studies of Fayol (1997); Nguru and Ibrahim (2018); Onsongo et al. (2017) which revealed that public relations planning has an impact on human resource management in an organization. The result contradicts the findings of Jjuuko (2014).

Table 1. Whether INEC recognizes public relations planning as a management function

		Unstandardized Coeffs		Standardized Coeffs	t-stat	Sig.
S/N	Exogenous Variables	B	Std Error	Beta
	Constant	.531	.077		6.920	.000
1	Increase access to training	.009	.006	.022	1.394	.164
2	Address the problem of scarce resources of INEC	.029	.007	.064	4.067	.000
3	Raise alternative method to funding INEC	−.008	.007	−.017	−1.05	.029
4	Improve quality of INEC employee	.009	.008	.018	1.099	.272
5	To enhance efficiency	−.003	.008	−.006	−.361	.718
6	To align with best practices in other parts of the world.	.005	.008	.009	.555	.579
7	Tackle problem of irregular election	.216	.008	.440	26.80	.000
8	To curb the attitude of corruption	.279	.009	.587	32.58	.000
9	To encourage new ideas	.183	.009	.368	20.71	.000
10	To reward hardworking employees	.176	.008	.350	21.05	.000
11	To enhance security and discipline	.004	.006	.025	1.032	.042

Source: Authors Research Data.

Table 2 shows that the coefficients of INEC being focus-oriented; INEC creates social gaps; poor electoral laws give rise to corruption; electoral time-tables are campaign-biased; inadequate qualified staff; ban on party demonstration, and discriminating party rallies are positively significant at 5% significant level. This reveals that public relations planning influences human resource management performance. The result shows that a percentage increase in INEC being focus-oriented; INEC creates social gaps; poor electoral laws give rise to corruption; electoral time-tables are campaign-biased; inadequate qualified staff; ban on party demonstration, and discriminating party rallies increases human resource management performance by 3.4%, 4.2%, 1.9%, 5.2%, 43%, 15.7%, and 23.8% respectively. The other factors show negatively non-significant results. Overall, this means public relations planning positively affect human resource management performance in INEC. The results agree with the findings of Fayol (1997); Nguru and Ibrahim (2018); Yahaya and Abubakar (2017) that indicated that public relations have a positive effect on organizational human resource management practices. The results slightly contradict the findings of Shamsan and Otieno (2015). The findings align with Omondi (2012) which indicates that counseling the attitude of internal and external public salvage problems, social gaps, limited trained personnel and ban on party agitation. The analysis shows difficult situations associated with human resource management performance which include among others, incessant party interferences, corruption, the inadequacy of qualified personnel, etc. The revelation that the electoral timetable is biased was confirmed in the study. Diagnostically, the coefficients of R-square and adjusted R-square indicate that assumptions of multiple regression are satisfied. The values show that the exogenous variables explain over 78% of the characteristics of the endogenous variable.

Table 2. If INEC incorporates public relations planning in strategic management

		Unstandardized Coeffs		Standardized Coeffs	t-stat	Sig.
S/N	Exogenous Variables	B	Std Error	Beta
	Constant	.312	.023		4.431	.012
1	INEC is focus-oriented	.019	.056	.034	1.342	.042
2	INEC creates social gaps	.024	.017	.042	2.037	.041
3	Credible election is sacrificed for corruption	.058	.004	−.026	−1.310	.220
4	Poor electoral laws gives rise to corruption	.004	.006	.019	1.032	.023
5	Regular interference from parties	−.013	.018	−.035	−.262	.213
6	Electoral time-tables are campaign-biased	.062	.027	.052	.465	.034
7	Inadequate qualified INEC staff	.162	.036	.430	23.53	.010
8	Ban on party demonstration	.247	.051	.157	32.18	.031
9	Discriminating party rallies	.173	.049	.238	15.41	.002
	Co-efficient of determination	R-Square		.782
		Adjusted R-Square		.764

Source: Authors construction.

Table 3 shows a consistent pattern in the strategies adopted for subjective performance in the human resource management. The results indicate that adequate provision of modern facilities; quality working personnel; avoidance of illegal elections; research promotion with improving potentials, and collaboration with foreign electoral bodies positively affects human resource management performance. This reveals that public relations planning influences human resource management performance. The results unveil that a percentage increase in adequate provision of modern facilities; quality working personnel; avoidance of illegal elections; research promotion with improving potentials, and collaboration with foreign electoral bodies increases human resource management performance by 5.3%, 3.9%, 2.9%, 35.7%, and 51.8% respectively. Periodic appraisal of election programs by the parties −.078 and adequate monitoring of activities show negative effects on human resource management performance. This implies a unit increase in periodic appraisal of election programs by the parties and adequate monitoring of activities decreases human resource management performance by 7.8% and 7.5% respectively. The strategy of adequate funding shows a negatively non-significant result. Generally, this means public relations planning positively affect human resource management performance. The results align with the findings of Nguru and Ibrahim (2018); Yahaya and Abubakar (2017). The results slightly contradict the findings of Shamsan and Otieno (2015). The evidence is consistent with the findings of Michnik (2015) that adequate funding, adequate modern facilities, quality personnel, researches with improving potentials, and periodic program evaluation are important strategies for public relations planning in human resource management. Respondents may have perceived it as interference after being used to the notion of Independent National Electoral Commission autonomy as provided in the electoral law. Diagnostically, the coefficients of R-square and adjusted R-square indicate that assumptions of multiple regression are satisfied.

Table 3. If INEC acknowledges that organizational performance is partly accredited to the public relations strategies

		Unstandardized Coeffs		Standardized Coeffs	t-stat	Sig.
S/N	Exogenous Variables	B	Std Error	Beta
	Constant	.531	.421		3.632	.023
1	Adequate provision of modern facilities	.014	.037	.053	1.131	.031
2	Adequate funding	.032	.019	.065	−1.017	.141
3	Periodic appraisal of election programmes by the parties	.034	.015	−.078	−1.420	.032
4	Quality working personnel	.014	.016	.039	.072	.043
5	Adequate monitoring of activities	−.017	.012	−.075	−.352	.013
6	Avoidance of illegal elections	.051	.061	.029	.195	.041
7	Operating global competition through ranking	.043	.040	.641	13.01	.052
8	Promote research with improving potentials	.127	.024	.357	17.13	.042
9	Collaboration with foreign electoral bodies	.263	.038	.518	19.31	.022
	Co-efficient of determination	R-Square		.867
		Adjusted R-Square		.843

Source: Authors conception.

From Table 4, the Z-test indicates a mean score of 4.08 with a standard deviation (0.610) for senior staff and an average score of 3.10 with a standard deviation (0.514) for junior staff. This satisfies the z-test assumptions since the means are different. The z-critical value of $\pm$1.960 at 669 degrees of freedom suggests a significant difference between the mean ratings of senior staff and junior staff on the strategies for credible performance in human resource management. The significant difference between the staff means ratings suggest that public relations planning strategies in human resource management are not uniform. This is attributable to the political parties’ agitation for a uniform status in Nigeria. The findings are in agreement with the studies of Fayol (1997); Nguru and Ibrahim (2018); Onsongo et al. (2017) which revealed that public relations planning has an impact on human resource management.

Table 4. Z-test of staff ratings of credible performance strategies in human resource management

Types of Staff	N	X	SD	Df	Z-cal	Z-critical	Result
Senior staff (Level 07 and above)	449	4.08	0.610	669	2.41	$\pm$1.960	*S
Junior staff (Level 01–06)	322	3.10	0.514				H02 not accepted

Source: Authors conception, *S = Significant at P 0.05, SD= standard deviation, Df= degree of freedom.

In Table 5, the Z-test indicates a mean score of 4.45 with a standard deviation (0.504) for senior staff and an average score of 3.09 with a standard deviation (0.410) for junior staff which abides with z-statistics assumptions. The z-calculated value of 2.42 is greater than the z-critical value of $\pm$1.960 at 669 degrees of freedom confirming a significant difference between mean ratings of junior and senior staff on the effectiveness of public relation planning strategies in human resource management performance. The significant difference in average ratings suggests a divergence in the respondents’ opinions on the efficacy of public relations planning strategies. The findings are in agreement with the studies of Nguru and Ibrahim (2018); Onsongo et al. (2017) which revealed that public relations planning has an impact on human resource management and failed to support the findings of Jjuuko (2014).

Table 5. Z-test of staff ratings on public relations planning effectiveness on human resource management

Types of staff	N	X	SD	Df	z-cal	z-critical	Result
Senior staff	449	4.45	0.504	669	2.42	$\pm$1.960	*S
Junior staff	322	3.09	0.410				HO2 Rejected

Source: Authors compilation, * S = Significant P $<$0.05, SD= standard deviation, Df= degree of freedom.

5. Conclusion and policy recommendations

Many political institutions worldwide have not been able to effectively influence public opinion to attain their country’s established goals through public relations planning. In a situational way, the Nigerian public communicate more actively than passive or non-reactive decisions that concern them. The systems model explains how and why rioting groups which are influential against the Independent National Electoral Commission public relations spring up. The systems model is good in public relations since mutually independent relationships are created between the organizations and the public which reduce violence. This study examined the effect of public relations planning on human resource management of the Independent National Electoral Commission in Nigeria. The linear regression results reveal that public relations planning influences human resource management performance. The government is should play a crucial role to guarantee effective public relations planning by employing or deploying qualified personnel, evaluating electoral programs, and staff development programs. This will improve the public relations level of the Independent National Electoral Commission. The government should provide adequate funding to the Independent National Electoral Commission to build public trust on the information disseminated to the public. This would rebuild electoral process’ lost confidence and trust from the public in the electoral process which reduce electoral violence and destruction of property. The appointment of high-profile staff should be void of biases, prejudices, and unethical practices which will decrease corruption. These policy implications permit the Independent National Electoral Commission and the government human resource managements to mitigate electoral violence, fraud, corruption, and voters’ abstention.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Nwanmuoh Emmanuel Ejiofo

Nwanmuoh Emmanuel Ejiofo is in the Department of Marketing, University of Nigeria Enugu Campus. His areas of research include public relations management, digital marketing and public communication.

Chi Aloysius Ngong

Chi Aloysius Ngong is a lecturer in the Department of Accounting, University of Bamenda, Cameroon. The areas of his research include economic development and comparative public policy, public management and local government.

Ogbuka Josiah Chukwuemeka

Ogbuka Josiah Chukwuemeka is at the Institute of Maritime Studies, University of Nigeria Enugu Campus. His research areas include maritime management and public sector reform. I

Ifediora Chuka

Ifediora Chuka is in the Department of Marketing, University of Nigeria Enugu Campus. His areas of research include clients’ public relations planning, digital marketing and public communication.

Charles Ogechukwu Ugbam

Charles Ogechukwu Ugbam is a lecturer Department of Management, University of Nigeria, Enugu Campus. He lectures and supervises students with several international publications.

Godwin Imo Ibe

Godwin Imo Ibe is a lecturer Department of Banking and Finance, University of Nigeria, Enugu Campus. He lectures and supervises students with several international publications.