Job performance assessment for public affairs officers in the U. S. air force

Effectiveness of an information program requires cooperation between those who make decisions and those who explain them to the various persons and groups affected. This study explores difficulties between public affairs officers and their commanders in the U. S. Air Force. A census survey, analyzing questionnaire responses of 118 com’ manding officers, compared preferred to perceived actual time allocations of their public affairs officers across sixteen job assignments. Results indicate low levels of agreement between what commanders perceive as happening and what they prefer. Discussion focuses on four specific problem areas and possible explanations. Directions for improved working relationships are identified.