The Principal Human Relation Strategies And Teachers Job Performances Of Secondary Schools
[PATIGI LOCAL GOVERNMENT AREA OF KWARA STATE]

CHAPTER FIVE
Summary, Conclusions and Recommendations
    This chapter presents the summary of the results, conclusions and recommendations based on the findings of the research.
Summary
    The study investigated the relationship between principal’s human relation strategies and teachers’ job performance in secondary schools in Patigi Local Government Area, Kwara State. The independent variable is principal’s human relation strategies while teachers’ job performance is the dependent variable. It was a descriptive survey of correlation type because it emphasized the degree of relationship between two variables. A review of related literature led to relevant procedure for identification and construction of the instruments employed for the study. A conceptual framework in line with the literature reviewed was developed. Two research questions were raised and answered; one main and four operational hypotheses were formulated and statistically tested.   
    The population for the study comprised of all the principals, vice principals and teachers in secondary schools in Patigi Local Government Area, Kwara State. One hundred and sixty out of the teachers and 80 principals and vice principals were selected using random sampling technique. One set of instrument which is: Questionnaire is designed. The questionnaires was tagged “Principal’s Human Relation Strategies Questionnaire” (PHRSQ) and Teachers’ Job Performance Questionnaire” (TJQ).  Two research questions were answer using descriptive statistic of mean and standard deviation. All the four hypotheses were tested using Pearson product-moment correlation statistic.
    The results from the analysis of the main hypothesis indicated that there is significant relationship between principal’s human relation strategies and teachers’ job performance in secondary schools in Patigi Local Government Area, Kwara State. Four hypotheses tested in this study were rejected. The implications of these are as follows:
1.    Communicate strategy was the most used human relation strategies by the principal, while collaboration, motivation and safety were ranked 2nd, 3rd and 4th respectively.
2.    The level of teachers’ job performance in secondary schools in Patigi Local Government Area, Kwara State was found to be average overall.
3.    There is significant relationship between collaboration strategy and teachers’ job performance in secondary schools in Patigi Local Government Area, Kwara State.
4.    There is significant relationship between communication strategy and teachers’ job performance in secondary schools in Patigi Local Government Area, Kwara State.
5.    There is significant relationship between motivation strategy and teachers’ job performance in secondary schools in Patigi Local Government Area, Kwara State.
6.    There is significant relationship between safety strategy and teachers’ job performance in secondary schools in Patigi Local Government Area, Kwara State.
Conclusion
The conclusion from the preceding findings is that principals’ human relation strategies on the other hand in terms of collaboration, motivation, safety and communication also have a corresponding impact on teachers’ job performance. From these therefore, it is very necessary for secondary school principals to ensure the utilization of the various human relation strategies for teachers to improve their teaching capabilities and overall work performance in the school. Hence, teachers’ job performance depend significantly on these strategies which have been found as basis for improvement in the quality of teachers job performance that will result in improved students’ academic achievement.