Personnel Management Practice And Teachers Job Satisfaction
[A CASE STUDY OF ILORIN SOUTH LOCAL GOVERNMENT AREA OF SECONDARY SCHOOL, KWARA STATE.]

C. Training  and Development
    In the educational system, training and development programs can be described as professional activities  engaged in by the school personnel to enhance  their knowledge, skills and attitudes in order to  educate students more effectively (Alabi, 2000), Training  and development both aim at increasing employees’ abilities to contributes to organization effectiveness. Within the school system, staff development is to improve the performance  of those with teaching  and management responsibilities  while the ultimate aim is improvement of teaching and learning . (ALabi, 2000). After appointing  qualified  suitable and  competent  employees, an organization   needs to embark on training and development  programme necessary to enhance  the productive  capabilities of those employed (Effiong , 2000). Effiong, 2000) identifies conditions that provide the rationale for staff training and development which include:-
•    Low productivity
•    Lack of interest in one’s job
•    Negative attitude to work
•    Excessive absenteeism
•    High rate of complaints
•    Insubordination
•    Low quality  output
However, Adesina, (1988), identified  four types of development programmes in the educational systems, which are:-
i.    Programmes that aim at correcting deficiencies  of staff at the time of appointment .
ii.    Programmes which enable teaching staff to face the challenges  arising from innovation in the school curriculum.
iii.    Programmes which enable non-professionals to professionalize
iv.    Programmes that enable  acquisition  of higher qualification
    All the above are beneficial both to individuals and organization in different ways. Effiong (2000), identified the benefits of training as leading to:
•    Increased Productivity
•    Reduction of the rate of staff turnover
•    Raising  staff morale
•    Ensuring better coordination
D. Remuneration and Compensation
    A major responsibility  of the personnel department in educational system is to ensure that wages and salaries paid in the  organization are commensurate with those paid to employees in other organizations comparable size.
    However, salaries and wages alone do not constitute  compensation. Compensation is the combined value of salaries and wages as well as incentives  and fringe benefits (Effiong, 2000). It is the totality of the remarks for duties performed by an employees. This could be in form of financial or non-financial rewards. In order to manage human resources effectively, the reward and compensation systems must not only be fair, adequate  and equitable, they have to be based on comparable effort or results of workers. In this regard, there is need for job evaluation to determine the relative worth of various job for the purpose of fixing remuneration and compensation  (Ubeku, 1975).
    Also, the personnel department must ensure that wages paid are  of such that can satisfy the immediate  psychological and safety needs of the school staff. It is important, therefore  for the personnel department to conduct surveys periodically  in order to ascertain what is being paid in other organizations and to follow the movement of the cost of living inices (Ubeku, 1975).
    Promotion is another way of compensating which is accompanied by greater responsibility and higher status, greater skill and increased salary. This is also a positive reward system that increases the morale of employees and motivates them to work harder towards the attainment of educational objectives (Alabi, 2000). She went further that a school has to work with human resources for the attainment of the goals and objectives of education. These human resources operate by definite personnel policies and practices. Essentially,  it is only when the right set of people are employed and are working under a very conductive  and friendly  environment that one can start thinking of their being  productive and having job satisfaction