HUMAN RESOURCE MANAGEMENT PRACTICES AND TEACHERS’ JOB PERFORMANCE IN PRIVATE SENIOR SECONDARY SCHOOLS IN JOS SOUTH LOCAL GOVERNMENT AREA, PLATEAU STATE, NIGERIA
Keywords:
Human Resource Management, Teacher Job Performance, Private Secondary Schools, Principal Interpersonal Relations, Educational ManagementAbstract
This study examined the relationship between Human Resource Management (HRM) practices and teachers’ job performance in private senior secondary schools in Jos South Local Government Area of Plateau State, Nigeria. The study adopted a correlational research design. The population consisted of 2,310 teachers and 210 principals (including Vice Principals Academic) across 105 private secondary schools in the study area. Using an appropriate sampling technique, a sample of 217 teachers and 136 principals (N = 353) was selected. Data were collected using a structured questionnaire titled Human Resource Management Practices and Teachers’ Job Performance Questionnaire (HRMPTJPQ). The instrument was validated by experts, and its reliability was established prior to use. Data were analyzed using frequency counts, percentages, mean, and standard deviation to answer research questions, while Pearson Product Moment Correlation was used to test hypotheses at the 0.05 level of significance. The study was anchored on Herzberg’s Two-Factor Theory, which posits that motivation and job satisfaction are influenced by intrinsic (motivators) and extrinsic (hygiene) factors. The findings revealed that teachers valued participation in decision-making and believed such involvement enhanced their job performance, although they reported limited consultation. The results further showed a significant positive relationship between HRM practices and teachers’ job performance (r = 0.63, p < 0.05). Significant relationships were also found between principal interpersonal relations and teachers’ job performance (r = 0.58, p < 0.05), and between teachers’ participation in decision-making and job performance (r = 0.69, p < 0.05). The study recommends strengthening HRM practices, improving principal–teacher relations, and promoting participatory decision-making.References
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