Human Resources Development And Teachers Productivity
[A CASE STUDY OF OKE ERO LOCAL GOVERNMENT AREA PUBLIC SECONDARY SCHOOLS, KWARA STATE]

Importance of principal for school operation
    The importance of the principal for school operations is widely acknowledged, surprisingly little is known about what principals do on a day-to-day basis and how this varies across schools. Pre¬vious principal time-use research can be grouped into two broad categories:
1.    Ethnographic studies and
2.    Self-report studies, each with their own bene¬fits and limitations.
Ethnographic Studies: allow for depth and detail but generally include observations of only a few principals and are consequently un¬able to generalise to a larger population of schools or to empirically link principal time-use to school outcomes.
Self-report Research: usually conducted with surveys, allows for large samples but often sacrifices depth, and perhaps accuracy. These stud¬ies are likely to be susceptible to self-reporting and memory biases (Gardner, 1990).
    Recent advances in self-report data collection methods, such as end-of-the-day logs and experi¬ence sampling methods (ESM), have reduced some of these potential biases (Goldring, Huff, May &Camburn, 2008;). For example, Spillane, Camburn and Pareja (2007) employ ESM by paging principals up to 15 times a day on portable handheld devices for six consecu¬tive days. Each time they were paged, principals filled out a short survey asking questions about what they were doing, who they were with, and where they were. The real-time nature of this meth¬od eliminates the possibility that principals forget or misremember their daily activities. The method, however, still suffers from the potential biases inher¬ent in self-reporting. An additional drawback to ESM is that the surveys take time to complete and are thus necessarily limited in their scope so as not to overly disrupt the principal’s work day.
    Principalship is a critical management skill involving the ability to encourage group of people towards common goal. Leadership focuses on the development of followers and their needs. Managers exercising transformational administrative style focusing on the development of value system of employees, their motivational level and moralities with the development of their skills,(Sashkin & Sashkin 2003). Omolayo (2009) identified different administrative styles of a school principal which include initiative, consideration and participatory structure of management. Initiative structure of administration is the extent to which a principal defines managers and group member roles, initiates actions, organizes group activities and defines how task are to be accomplished by the group. A leader in this structure defines his goals and facilitates group movement toward them. This administrative style decides everything and tries to manipulate the followers into approving his ideas on how the school should function. A leader in this group does not give trust to any member of the group.
     Mwalala, (2008) observed that Initiative structure and harsh climate leads to poor performance of students. Initiative structure of management, also known as autocratic leaders, provide clear expectations for what needs to be done, when it should be done, and how it should be done. There is also a clear division between the leader and the followers.
Theoretical Framework
This work is based on the theory of Human Management in organization, one of the behavioural schools of thought theories. The behavioural school of thought theories. The behavioural school emerged because managers found that the classical approach (the scientific approach) did not quite achieve complete production efficiency and harmony in the work place.
This theory was postulated by Douglas McGregor. This theory is referred to as theory X and Y and the theory tries to identify two sets of assumptions about the nature of people.  The theorists argued that the approach or the way an administrator deals with his subordinates depends on his own perception of the subordinates.
Administrative behaviour that is typical of theory X is based on the following assumptions:
1.    That the average human being has an inherent dislike of work and will avoid it if he can
2.    That because of this inherent dislike of work, most people must be forced, controlled, directed and even threatened to do the work
3.    The    average human being    prefers     to be    directed as he avoids responsibility, has little ambition and wants security.