One of the myths to emerge in public relations has been the view of relationship-building as the key measure of PR accomplishment. The problem with using relationship-building as the key measure is that it is a process – a means to an end – it doesn’t measure outcomes or results. In the real world, communication professionals are judged by the results they achieve, which are measured in more crucial ways than by the relationships they build or strengthen. At the same time, it is acknowledged that positive and productive relationships are fundamental to successful public relations practice – it’s just that they contribute to outcomes or results rather than being an end in themselves.
This myth started with the 40-page paper written by Dr James Grunig with Dr Linda Hon and colleagues in 1999 titled “Guidelines for measuring relationships in public relations.” Grunig and Hon maintained that PR is mainly about managing the relationship between an organization and its stakeholders.
Basically, Grunig and colleagues believed that “a growing number of public relations practitioners and scholars have come to believe that the fundamental goal of public relations is to build and then enhance on-going or long-term relationships with an organization’s key constituencies.”
This group made their case this way:
Unfortunately, these people have never held a position in public relations management, and therefore they didn’t understand the realities of the corporate world. Can you imagine telling your executive committee that the key measure of stakeholder relationships improved by 12%? They would rightly say, “But how does that relate to our bottom line?” The main problem is that relationships are only a means to an end – they are a process and don’t relate to tangible results. Senior managers insist on measuring results.
The reality is that relationship measurement is only one of many measures of PR effectiveness. PR is implemented in multi-faceted ways and therefore needs to be measured in multiple ways.
There may be a correlation, but there is no proof that better relationships generate better business outcomes. More research is needed on this aspect.
Another problem is that it is difficult to measure the value to the organization of public relations programs if the focus is on measuring relationships. Merely being able to demonstrate better relationships with key constituent groups such as employees and customers doesn’t necessarily prove that better business outcomes have been generated by the PR efforts. PR must clearly show how it is supporting the achievement of business outcomes, especially a measurable return on investment in PR.
Measurement of organizational relationships is therefore just another measure of communication; certainly not the most important.
Professor Grunig and his colleagues probably would have had greater success with this approach if they had considered using relationships more as a societal measure than an organizational measure.
Image: Outline of the new online AMEC Integrated Evaluation Framework
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