The Journal of Social Sciences Research ISSN(e): 2411-9458, ISSN(p): 2413-6670 Vol. 3, No. 11, pp: 103-107, 2017 URL: http://arpgweb.com/?ic=journal&journal=7&info=aims *Corresponding Author 103 Academic Research Publishing Group Relationship between Principals’ Staff Relations Practices and Teachers’ Job Performance in Secondary Schools in Anambra State Gladys Uzoechina * Department of Educational Foundations, Chukwuemeka Odumegwu Ojukwu University, Igbariam Campus, Anambra State, Nigeria Isaac N. Nwankwo Department of Educational Management and Policy, Nnamdi Azikiwe University, Awka, Anambra State, Nigeria 1. Introduction Social support within the workplace is very important for better job performance. Undoubtedly, social support offers a means through which employees can better cope with the negative effects of high job demands. It can comprise both support received from managers or supervisor and that received from co-workers. In the same manner, unions can provide a form of social support. The engine that propels this social support in the workplace is staff relations. Staff relations according to Omebe (2014), is the co-operation and support that exists in a work place. In the schools system, it is the relationship between the principals and the teachers to enhance school productivity. Omebe (2014) also noted that there must be a good communication network in the school for good staff relations and to enable teachers to be constantly informed of the progress being made in the school. Good staff relations need to be encouraged in order to enable the teachers to participate in planning and decision making in the school. Manduku (2016) also noted that effective communication improves good staff relations, productivity and workers job satisfaction while poor communication results to poor staff relations, low staff productivity and low employee commitment. Staff relations can include not only contact with others in the workplace but also contact with customers or the general public. For employee performance, employees reporting unfair treatment by customers have lower levels of job satisfaction and higher levels of psychological distress (Sloan, 2012) and the result is poor or negative staff relations. As for the role of principals, the absence of good relations with co-workers is unlikely to have the same implication as the existence of negative contact, such as bullying or aggressive behaviour. In line with the above, Einarsen and Mikkelsen (2003), found bullying is related to lower job satisfaction, greater anxiety and greater depression. It has been suggested that support from co-workers may be important in coping unfair treatment at work. Abstract: The main purpose of this study was to ascertain the relationship between principals’ staff relations practices and teacherrs’ job performance in public secondary schools in Anambra state. The correlational research design was adopted. All the six education zones, namely Aguata, Awka, Nnewi, Ogidi, Onitsha and Otuocha were studied. The population of the study comprised 6,342 secondary school teachers in six education zones of the state. The sample for the study was 634 public secondary school teachers in Anambra state representing 10% of public secondary school teachers in the six education zones of Anambra state. Researchers-developed instrument titled: Questionnaire on Staff Relations and Job Performance (QSRJP) was used for data collection. The instrument was validated by three experts and the reliability of the instrument was established through a trial- test in public secondary schools in Enugu State. The reliability index of the instrument using cronbach alpha method was 0.82 and was deemed high for the study. The researcher administered the instrument directly on the respondents with the help of five research assistants. Pearson’s Product Moment correlation coefficient was used in the data analysis. The findings of the study indicated that there is a moderate positive relationship between principals staff relation practices and teachers job performance in public secondary schools in Anambra State. Accordingly, it was recommended among others that principals and teachers in the state should maintain harmonious staff relations in their schools in order to enhance school productivity. Keywords: Staff relations; Teachers’ job performance; Anambra State.