| The United States has experienced multiple failures in organizational communications within various government entities that resulted in delayed response times in crises, communications inoperability, and even loss of life. There is little research, however, that focuses on the need for strategic organizational communications in the government sector. This study examined the organizational communications infrastructure within a state Department of Human Services (DHS) through a mixed-model quantitative and qualitative research approach. The research design included the analysis of a previously administered internal communications survey with nearly 4,000 completed survey responses, agency leadership interviews, and archival and historical data. Research questions centered on the impact of strategic communications on organizational performance and internal stakeholders perceptions regarding internal communications systems, tools, channels, and messages. The stakeholder theory served as the primary theoretical framework to emphasize the role of top leadership and staff and their vested interest and connection to the organization's mission. Using a concurrent triangulation strategy, data transformation was used to summarize, compare, and contrast data findings to generate key inferences and then group them into key themes. Findings suggested that communications in DHS centered on reactive media messaging and lacked a strategic organizational communications focus. Recommendations focused on establishing a strategic communications office within the agency to address the communications issues. Government agencies can use this research as a means to advance social change through better message flow, an engaged workforce, and increased performance. |
