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

CHAPTER FIVE
SUMMARY, IMPLICATION FOR THE THEORY AND PRACTICE, CONCLUSION AND RECOMMENDATION
    This chapter deals with Summary, Implication for the Theory and practice, Conclusion and Recommendation
arising from the findings.
Summary of Findings
    This main hypothesis states that “there is no significant relationship between personnel management practices and teachers job satisfaction in Ilorin South Local Education District Secondary School, Kwara State.”
    Seven operational hypotheses were formulated in order to examine the correlation between the two variables. Data collected from the selected schools were analysed using the Pearson Product Moment Correlation Co-efficient ( r ) to arrive at the results. it was found that the main hypothesis and six of the operational hypotheses were rejectedindicating that there are significant relationships between the variables used. However, the null hypothesis Ho7 which relates to principal’s encouragement and teacher job satisfaction was accepted indicating that principal’s encouragement has no significant relationship with teacher job satisfaction.
Conclusion
    The study was undertaken  with the collection of data through teachers of secondary schools randomly selection from Ilorin South LocalEducationDistrict Kwara State using Personnel Management Practices Description Questionnaire (PMPDQ) and Teacher job Satisfaction Questionnaire (TJSQ).
    The following conclusions were been drawn from the findings of this research work.
    Efficient management of personnel resources in the school would lead to teacher job satisfaction.
    The functional area of specialization in educational management is personnel management.
    Personnel management practices in schools encompasses effective planning, deciding, organizing, coordinating, controlling, supervising and directing the activities of teachers towards enhanching the status and job satisfaction of teachers.
    Adequate manpower planning, recruitment and compensation among others would lead to the attainment of educational objectives through the school personnel.
    Personnel management practices help in ensuring  employee welfare,job satisfaction and morale.
Recommendation
    Based on the finding of this study, the following recommendations were made:
    The controlling authorities, through effective personnel management practices, should ensure that decisions are not only taken to improve teacher job satisfaction but should also ensure the enforcement of the same
    The salary and other remuneration of teachers should commensurate with the job of the same.
    There should be made to attend in-services training programmes, seminars and workshops. Through such programmes they will be able to learnand as well maketheir own contributions by bearing out their minds on topical issues arising.
    To enhance job satisfaction, job security should be guaranteed.
    Teachers should be adequately compensated and be allowed to initiate changes in their work.
    The personnel management officials in the school system should operate an open door policy and responsive leadership towards the teachers. Their efforts and relationship should be complementary since they are all working towards the achievement of educational goals and objectives.
    Team spirit will help to ensure positive attributes and qualities of the personnel management officials.