Implementation of a communication strategy for stakeholder engagement in institutions of higher learning in Lesotho

Abstract

The main purpose of this research was to establish how institutions of higher learning (IHLs) in Lesotho can enhance the implementation of their strategic plans by engaging stakeholders in the communication planning and implementation process. This was achieved by exploring how four IHLs in Lesotho, National University of Lesotho (NUL), Lerotholi Polytechnic (LP), Lesotho Agricultural College (LAC) and Centre for Account Studies (CAS) use communication strategies to engage their internal and external stakeholders for effective implementation of their strategic plans. The research was a phenomenological, exploratory and descriptive inquiry in to stakeholder engagement and it employed non-empirical and empirical phases of research. The non-empirical aspect comprised extensive literature review of three primary themes, namely: stakeholder engagement, communication strategy, strategy formulation and implementation; as well as content analysis of institutional strategic plans. The empirical research phase encompassed collection of primary data through interviews and questionnaires while secondary data was collected through strategic plans of the institutions. A convergent mixed-methods design was used to collect and analyse research data. Data analysis of both qualitative and quantitative strands was done independent of each other, while interpretation of obtained results was merged. A computer aided qualitative data analysis software (CAQDAS), Leximancer, was used to analyse the qualitative data while SPSS software analysed the quantitative data of the study. Thematic analysis of strategic plans and transcriptions of interviews conducted with members of IHLs senior management were analysed using Leximancer, whereas closed-ended responses of questionnaires were analysed using SPSS software. Content analysis was carried on with open-ended question responses of the questionnaires. An exploratory-based mixed method was applied to sort raw data into four public institutions due to their relative similarity. Subsequently the entire set of interdependent relationships amongst the institutions was analysed simultaneously. Research findings from the internal and external stakeholders of the institutions revealed that it was in the institutions’ culture to practise a one-way/top-bottom communication to inform and engage stakeholders in the implementation of their strategic plans. They use improper and inefficient communication platforms. Therefore, a communication strategy implementation framework was developed. The framework proposed that the IHLs practise three steps recommended for enhancement of effective implementation of strategic plans. Whilst the institutions engage in a two-way communication process to enhance stakeholder engagement, they should firstly align formulation and implementation of strategic plans with the institutional culture because institutional culture can enforce certain types of institutional growth or oppose some institutional values. Secondly, it was proposed that IHLs identify their strategic and legitimate stakeholders, and maintain long-term relationships with them. This would enable identification of implications of strategic issues on institutions and stakeholders. Thirdly, the institutions were encouraged to use proper and clear communication platforms for the right type of message to engage stakeholders. The use of these platforms should be inclusive, regardless of the type of stakeholder or their length of affiliation with the institutions.