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\title{A Test of Five-Factor Model on Different Roles of Government and Private Public Relations Practitioners in Indonesia}
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             \author[1]{Putu Budhi  Parthawa}

             \author[2]{Rachmat  Kriyantono}

             \author[3]{Darsono  Wisadirana}

             \affil[1]{  Brawijaya University}

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\date{\small \em Received: 13 April 2015 Accepted: 3 May 2015 Published: 15 May 2015}

\maketitle


\begin{abstract}
        


Research attempts to explore the information about the role of Public Relations (PR) played by governmental and private practitioners it based on five factors suggested by Moss and De Santo. Research uses quantitative approach and examines 300 PR practitioners of government and private who are arranged within the association of Indonesian Public Relations (BPP PERHUMAS). Data collection method is survey. T-test is conducted to compare of Public Relations role between government and private. Result of data analysis shows a significant difference between both on several factors such as Issues Management Expert, Troubleshooting/Problem Solver and Communication Technician. Not quite significant difference is found in some factors such as monitoring and evaluation, and also key policy and strategy advisor.

\end{abstract}


\keywords{public relations, five-factor model, indonesia.}

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\let\tabcellsep& 	 	 		 
\section[{I. Introduction}]{I. Introduction}\par
ive-factor model of Public Relations Role is developed from four characteristics of European Public Relation suggested by  {\ref Steyn (2003)}. As said by Steyn (quoted in  {\ref Moss and De Santo, 2011)}, one of these four characteristics is Reflective. European PR characteristics have changed standards, values and viewpoints used by general communities to develop mission and standard of organization. Two general roles in PR are estimated: PR as technician, which undergoes work activity related to tactical communication and PR as manager, with work activity related to strategic communication (Lattimore, Baskin, Heiman, Toth and Leuven 2007). The role of technician as assumed by PR practitioners may include tactical assignments such as writing, editing, taking photograph, producing communication, making coordination for specific event, and providing communication to media \hyperref[b11]{(Lattimore et al, 2007)}. Media relations is important to keep positive image or good reputation \hyperref[b16]{(Syahri, Kriyantono, Nasution, 2015)}.\par
According to Moss and De Santo (2011:107), Five-Factor Model can help improving the performance of PR senior practitioner in several ways. First is that the model can improve the ability to work with other senior management to identify and to clarify organizational values, operational principles, policies and strategies which guarantee the organization to empower the legitimacy. Second is that the model helps improving the skill and knowledge of reading, interrogating and interpreting the characteristics of internal and external stakeholder, and also helps to identify problems and opportunities and to explain them to senior managers, thus making PR practitioners being as the key of organizational decision making. Third is that the model may increase the understanding of business goal and the ability to contribute to business by involving stakeholders, enlisting their support, representing their interest, and promoting organization through their image. Fourth is related to the skill and knowledge to make strategic plan and to build PR Plan which supports organizational goal and provides proper resource for evaluation. Fifth is concerned with the ability to set the plan in effective and efficient ways. Sixth is that the model can help PR practitioners to work with others in organization, including senior manager and other employees, to understand the complexity of communication inside organization.\par
In relative with the progress of organizational goals, PR manager who acts as technician may not be quite involved into organizational issues, especially on strategic decision making, because they are not invited into managerial session or even seniority-based discussion  {\ref (Cutlip, Scoot, 2006)}. In other hand, PR practitioners usually assume managerial role when they are the part of organizational management and can use strategic skills to determine end result or final impact of PR activity. Developing the environment, building the relation, managing the problems or programs of organization, and serving the higher-level advisors in certain policy-making or decision making are main focuses of their work assignment  {\ref (Cutlip, Scott, 2006)}.\par
In previous research by Rosalynne Whitaker-Heck, it is asserted that PR senior practitioners in college do not have plenty engagements with their managerial role. Their technical role seems dominating managerial role. It is also found that PR senior practitioners in college level do not have direct access to director president or high-level manager positions. In other words, PR senior practitioners do not have quite important standing (do not have seat at table), although some exceptions remain such as during promotion or when the college experiences crisis. In the case of crisis, Year 2015 
\section[{( C )}]{( C )}\par
PR senior practitioners are proposed to be the executive part of the college. It is consistent to David Malbert as quoted in Jefkins (1987) who find that many people assume that PR is the part of marketing but its function is almost similar to marketing. Therefore, it is not surprising if marketers underestimate PR. Some business peoples declare that PR represents a managerial function which serves organizations throughout the company, and the most internal part of PR is marketing. However, PR is not yet considered as important to several companies or agencies.\par
De Santo, Barbara, Moss, Danny, Newman and Andrew (2007) have identified and explained main elements of managerial works of PR Managers in a certain context and culture of organization. Five-Factor Model continues to evolve. It is expected that the Model will have wider application which covers the role of PR Managers in the organization at various nations and cultures. Five-Factor Model of Public Relations has been widely used in Western researches. Indonesia is belonged to Eastern part and shall be different in perspective.\par
Based on this background, the author is interested to follow-up the research by Moss and De Santo and therefore, the author decides to use Five-Factor Model to explain PR practitioners in Indonesia. Five-Factor Model is tested against PR Managers in the government (state-owned enterprises) and private in Indonesia. The test over Five-Factor Model of Indonesian PR will be a new review that is becoming important step to produce better Indonesian PR. The author also insists on understanding how important is PR position in Indonesia. Public Relations practitioners in Government (State-Owned Enterprises) and Private are selected by considering their different PR orientation. The orientation Governmental PR is given to policies and services, while Private PR is oriented toward business issue and profit. Therefore, the author will examine BPP PERHUMAS as the structure to collect the data because this Agency comprises of Public Relations practitioners from government and private who work at central sectors of an organization.    
\section[{II. Researh Method}]{II. Researh Method} 
\section[{III. Result and Discussion}]{III. Result and Discussion}\par
The comparative test that compares journalist perceptions about governmental PR and Private PR, and media relations is conducted using independent t-test. The criterion of test is explained as follows. If t-test statistic value is equal or more than significant level (alpha), there is significant difference between two groups of PR. Result of comparative test between journalist perception about Governmental PR and Private PR, and media relations, is exposed in the following explanation.  
\section[{V. Suggestion}]{V. Suggestion}\par
This current research is a follow-up from previous researches about Five-Factor Model. By this research, the author attempts to understand Public Relations role using Five-Factor Model which describes the practitioners of Governmental PR and Private PR in Indonesia. However, the finding is not universal because the research only uses Indonesia perspective, and therefore, it is hardly representing Asia continent with various different demographics. It is suggested that the results of this research will give good insight for Public Relations practitioners such that they can improve performance quality of PR role in an organization because PR role is very important to develop organizational performance. For academicians, results of research may contribute to the literatures of next researches. Various findings shall strengthen the interest in developing and exploring the review of Public Relations.\par
The writers should thanks to The Global Journal of Human Social Science (GJHSS) that willing to publish this study and to all parties who contributed in this study\begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.017276422764227643\textwidth}P{0.041463414634146344\textwidth}P{0.17552845528455285\textwidth}P{0.6157317073170732\textwidth}}
Variables\tabcellsep Indicators\tabcellsep Descriptors\tabcellsep Remarks\\
Five-Factor\tabcellsep Monitor and\tabcellsep Public Relations\tabcellsep 1. I prepare periodic report about\\
Model\tabcellsep Evaluator\tabcellsep practitioners have\tabcellsep communication operation for senior\\
\tabcellsep \tabcellsep managerial\tabcellsep management.\\
\tabcellsep \tabcellsep responsibilities of\tabcellsep 2. I am responsible to determine target for\\
\tabcellsep \tabcellsep organizing, controlling\tabcellsep PR Functions.\\
\tabcellsep \tabcellsep and monitoring.\tabcellsep 3. I cooperate with superior to determine\\
\tabcellsep \tabcellsep \tabcellsep the target based on PR Functions.\\
\tabcellsep \tabcellsep \tabcellsep 4. I must ensure that communication\\
\tabcellsep \tabcellsep \tabcellsep function of PR is operated favorably\\
\tabcellsep \tabcellsep \tabcellsep based on the budget.\\
\tabcellsep \tabcellsep \tabcellsep 5. I am responsible to supervise externals\\
\tabcellsep \tabcellsep \tabcellsep especially in evaluating PR Strategies.\\
\tabcellsep \tabcellsep \tabcellsep 6. I am responsible to monitor the\\
\tabcellsep \tabcellsep \tabcellsep performance of communication function\\
\tabcellsep \tabcellsep \tabcellsep of PR to achieve the expected target.\\
\tabcellsep \tabcellsep \tabcellsep 7. My primary work is negotiating with\\
\tabcellsep \tabcellsep \tabcellsep other managers about work resources\\
\tabcellsep \tabcellsep \tabcellsep and work loads.\\
\tabcellsep \tabcellsep \tabcellsep 8. I negotiate with senior management\\
\tabcellsep \tabcellsep \tabcellsep about target and function of PR.\\
\tabcellsep Key Policy and\tabcellsep Public Relations\tabcellsep 1. I give regular inputs to top management\\
\tabcellsep Strategy Advisor\tabcellsep practitioners have\tabcellsep about relevant/business problems and\\
\tabcellsep \tabcellsep strong relation with\tabcellsep challenges.\\
\tabcellsep \tabcellsep senior management of\tabcellsep 2. I give regular contributions during\\
\tabcellsep \tabcellsep the organization and\tabcellsep meetings for administrative/high-level\\
\tabcellsep \tabcellsep are actively engaged\tabcellsep managerial policy-makings.\\
\tabcellsep \tabcellsep within policy making\tabcellsep 3. I have a stake in determining policy-\\
\tabcellsep \tabcellsep process.\tabcellsep making.\end{longtable} \par
  {\small\itshape [Note: © 2015 Global Journals Inc. (US)]} 
\caption{\label{tab_0}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.48526510480887797\textwidth}P{0.02725030826140567\textwidth}P{0.30813810110974105\textwidth}P{0.012577065351418002\textwidth}P{0.016769420468557335\textwidth}}
Indicator\tabcellsep Public Relations\tabcellsep Average\tabcellsep t-test\tabcellsep Probability\\
Key Policy and\tabcellsep Private PR\tabcellsep 2.271\tabcellsep -1.732\tabcellsep 0.087\\
Strategy Advisor\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{2}{l}{Result of test in above table shows that statistic}\tabcellsep \multicolumn{3}{l}{Strategy Advisor has bigger average than that of private}\\
\multicolumn{2}{l}{t-test is -1.732 at probability of 0.087. It means that}\tabcellsep \multicolumn{3}{l}{organization, but the difference is not quite big (not}\\
\multicolumn{2}{l}{probability is bigger than level of significance (? = 5 \%).}\tabcellsep \multicolumn{3}{l}{significant). It means that Public Relations role in Key}\\
\multicolumn{2}{l}{It can be declared that there is no significant difference}\tabcellsep \multicolumn{3}{l}{Policy and Strategy Advisor is different not-significantly}\\
\multicolumn{2}{l}{of Public Relations role between governmental and}\tabcellsep \multicolumn{3}{l}{between governmental organization and private}\\
\multicolumn{2}{l}{private organizations in Key Policy and Strategy Advisor.}\tabcellsep organization.\tabcellsep \tabcellsep \\
\multicolumn{2}{l}{Based on average perspective, Public Relations}\tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{2}{l}{role in government organization in Key Policy and}\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_1}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{P{0.3985430463576159\textwidth}P{0.0652980132450331\textwidth}P{0.35463576158940396\textwidth}P{0.013509933774834436\textwidth}P{0.018013245033112583\textwidth}}
\tabcellsep \multicolumn{2}{l}{Management Expert}\tabcellsep \tabcellsep \\
Indicator\tabcellsep Public Relations\tabcellsep Average\tabcellsep t-test\tabcellsep Probability\\
Issues\tabcellsep Private PR\tabcellsep 2.923\tabcellsep -2.554\tabcellsep 0.013\\
Management\tabcellsep Governmental PR\tabcellsep 3.288\tabcellsep \tabcellsep \\
Expert\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{2}{l}{Result of test in above table reveals that statistic}\tabcellsep \multicolumn{3}{l}{By considering the perspective of average,}\\
\multicolumn{2}{l}{t-test is -2.554 at probability of 0.013. It means that}\tabcellsep \multicolumn{3}{l}{Public Relations role in government organization Issues}\\
\multicolumn{2}{l}{probability is smaller than level of significance (? = 5}\tabcellsep \multicolumn{3}{l}{Management Expert has bigger average than that of}\\
\multicolumn{2}{l}{\%). It can be estimated that there is significant difference}\tabcellsep \multicolumn{3}{l}{private organization. It means that Public Relations role}\\
\multicolumn{2}{l}{of Public Relations role between governmental and}\tabcellsep \multicolumn{3}{l}{in Issues Management Expert is bigger in governmental}\\
\multicolumn{2}{l}{private organizations in Issues Management Expert.}\tabcellsep \multicolumn{3}{l}{organization than in private organization.}\end{longtable} \par
 
\caption{\label{tab_2}Table 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{P{0.2698412698412698\textwidth}P{0.2765873015873016\textwidth}P{0.11468253968253968\textwidth}P{0.08095238095238094\textwidth}P{0.10793650793650793\textwidth}}
Indicator\tabcellsep Public Relations\tabcellsep Average\tabcellsep t-test\tabcellsep Probability\\
Troubleshooting/\tabcellsep Private PR\tabcellsep 2.981\tabcellsep -3.393\tabcellsep 0.001\\
Problem-Solving\tabcellsep Governmental PR\tabcellsep 3.565\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_3}Table 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{P{0.09999999999999999\textwidth}P{0.006818181818181819\textwidth}P{0.015909090909090907\textwidth}P{0.029545454545454545\textwidth}P{0.004545454545454545\textwidth}P{0.6295454545454545\textwidth}P{0.00909090909090909\textwidth}P{0.004545454545454545\textwidth}P{0.022727272727272724\textwidth}P{0.027272727272727275\textwidth}}
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Taking count the perspective of average, Public}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Relations\tabcellsep role\tabcellsep in\tabcellsep government\tabcellsep organization\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Troubleshooting/Problem-Solving has bigger average}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{than that of private organization. It means that Public}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Relations role in Troubleshooting/Problem-Solving is}\\
governmental\tabcellsep and\tabcellsep private\tabcellsep organizations\tabcellsep in\tabcellsep \multicolumn{2}{l}{bigger in governmental organization than in private}\\
\multicolumn{3}{l}{Troubleshooting/Problem-Solving.}\tabcellsep \tabcellsep \tabcellsep organization.\end{longtable} \par
 
\caption{\label{tab_4}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{6} \par 
\begin{longtable}{P{0.7567657611481291\textwidth}P{0.014812916453100974\textwidth}P{0.0021783700666324957\textwidth}P{0.027883136852895948\textwidth}P{0.009584828293182983\textwidth}P{0.01786263454638647\textwidth}P{0.011327524346488978\textwidth}P{0.004792414146591492\textwidth}P{0.004792414146591492\textwidth}}
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Communication Technician\\
\tabcellsep \multicolumn{2}{l}{Indicator}\tabcellsep \multicolumn{3}{l}{Public Relations}\tabcellsep Average\tabcellsep t-test\tabcellsep Probability\\
\multicolumn{3}{l}{Communication}\tabcellsep \multicolumn{2}{l}{Private PR}\tabcellsep 3.731\tabcellsep -2.832\tabcellsep 0.006\\
\multicolumn{3}{l}{Technician}\tabcellsep \multicolumn{3}{l}{Governmental PR}\tabcellsep 4.235\\
\multicolumn{6}{l}{Result of test in above table indicates that}\\
\multicolumn{6}{l}{statistic t-test is -2.832 at probability of 0.001. It means}\\
\multicolumn{6}{l}{that probability is smaller than level of significance (? =}\\
\multicolumn{6}{l}{5 \%). It can be estimated that there is significant}\\
\multicolumn{6}{l}{difference of Public Relations role between}\\
\multicolumn{2}{l}{governmental}\tabcellsep and\tabcellsep private\tabcellsep \multicolumn{2}{l}{organizations}\tabcellsep in\\
\multicolumn{4}{l}{Communication Technician.}\tabcellsep \\
\multicolumn{6}{l}{If average perspective is considered, Public}\\
Relations\tabcellsep role\tabcellsep in\tabcellsep \multicolumn{2}{l}{government}\tabcellsep organization\\
\multicolumn{6}{l}{Communication Technician has bigger average than}\\
\multicolumn{6}{l}{that of private organization. It means that Public}\\
\multicolumn{6}{l}{Relations role in Communication Technician is bigger in}\\
\multicolumn{6}{l}{governmental organization than in private organization.}\\
\tabcellsep \multicolumn{4}{l}{IV. Conclusion}\\
\multicolumn{6}{l}{Five-Factor Model is a new review over Public}\\
\multicolumn{6}{l}{Relations role. Five-Factor Model is also important to}\\
\multicolumn{6}{l}{understand how far managerial and technical roles}\\
\multicolumn{6}{l}{played by Public Relations senior practitioners in a}\\
\multicolumn{6}{l}{company or an organization, especially when they must}\\
\multicolumn{6}{l}{develop good relationship with other management or}\\
\multicolumn{6}{l}{top management. It is expected that PR practitioners}\\
\multicolumn{6}{l}{can give the best solution in dealing with problems or in}\\
\multicolumn{6}{l}{making decisions. Public Relations practitioners are}\\
\multicolumn{6}{l}{functionally very important part of the organization.}\\
\multicolumn{6}{l}{During the review of Five-Factor Model, Public Relations}\\
\multicolumn{6}{l}{practitioners are required to undergo communication}\\
\multicolumn{6}{l}{management favorably inside the organization and to}\\
\multicolumn{6}{l}{have good relationship with internal and external}\\
\multicolumn{6}{l}{stakeholders. Therefore, PR is quite important}\\
\multicolumn{4}{l}{component in an organization.}\tabcellsep \\
\multicolumn{6}{l}{The objective of research is to understand how}\\
\multicolumn{6}{l}{far managerial and technical roles played by Public}\\
\multicolumn{6}{l}{Relations senior practitioners in a company or an}\\
\multicolumn{6}{l}{organization. In this matter, research concerns with the}\\
relationship\tabcellsep \multicolumn{2}{l}{between}\tabcellsep Public\tabcellsep \multicolumn{2}{l}{Relations}\tabcellsep senior\\
\multicolumn{6}{l}{practitioners with other sections or with top}\\
\multicolumn{6}{l}{management. Every section or department in}\\
\multicolumn{6}{l}{organization shall have good cooperation with}\\
counterparts.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_5}Table 6 :}\end{figure}
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