Employee Perceptions Of Internal Crisis Communication In Ghana’s Public Sector: A Study Of COCOBOD

Abstract

This study examined employee perceptions of internal crisis communication at the Ghana Cocoa Board (COCOBOD), exploring how communication practices influence trust in management and identifying barriers to effective information flow during organisational crises. Guided by the Situational Crisis Communication Theory (SCCT), the research adopted a qualitative case study design, collecting data through semi-structured interviews with ten employees across different hierarchical levels at COCOBOD headquarters in Accra. Thematic analysis revealed that employees perceive timeliness, clarity, and adequacy as critical dimensions of effective internal crisis communication. Delays in disseminating information exacerbated uncertainty and anxiety, while ambiguous or incomplete messages hindered employees' ability to respond appropriately. The study found that transparency, responsiveness, and consistency in communication strongly influenced employee trust in management. Open and empathetic communication fostered confidence in leadership, whereas inconsistent or opaque messaging eroded trust and heightened scepticism. Key barriers to effective communication included structural and hierarchical bottlenecks, limited feedback mechanisms, and cultural constraints that discouraged open dialogue and restricted two-way communication. The findings demonstrate that while COCOBOD has established some internal communication mechanisms, persistent challenges related to organisational structure and culture undermine their effectiveness. The study contributes to crisis communication literature by validating SCCT in an internal communication context within Ghana's public sector. Practical recommendations include enhancing communication timeliness and clarity, strengthening feedback mechanisms, fostering transparency, addressing structural bottlenecks, and promoting a culture of open dialogue to improve organisational resilience and employee trust during crises.