The extent to which satisfaction is a prerequisite for employee motivation to enhance productivity / performance in Lebanese institutions of higher education : a case study of Notre Dame University

Job satisfaction encompasses the attitudes an individual has toward the organization, supervision, rewards, peers and the job (Longenecker & Pringle, 1984). Motivation is significant as a determinant of performance (Sullivan, 1988). Individual performance is generally determined by (1) motivation-the desire to act (2) ability-the capability to do the job (3) work environment-the tools, materials and information required to act (Griffin, 1996). Increasing job satisfaction is important not only for its financial benefits but also for its humanitarian value (Bavendam, 2000). In the 21st Century, institutions of higher education need a spirit of openness and objectivity supported by leaders who excel in communication skills, initiative, decision making, group dynamics and incentives. The objective of this study is to determine and specify effective and efficient leader-employee relationships and the extent to which satisfaction is a prerequisite for motivation to enhance performance and solicit productivity. Notre Dame University, the object of this case study, is a Lebanese institution of higher education that follows the American-credit system. In accordance to the research questions, the theoretical framework covered the pertinent issues of satisfaction and motivation, leadership and management, and human resource management. Responses to research instruments - questionnaires, interviews - secured a constructive flow of information to improve self-esteem and confidence. Both quantitative and qualitative research methods were utilized with a response rate of 83% with 233 questionnaires distributed and 196 returned. Through Chi-Square and Cronbach Alpha, the results showed direct measures of attitudes towards satisfaction, participation, and interaction. People at NDU are committed and believe that there is a friendly atmosphere, and democratic leadership nonetheless, they are asking for more open communication, responsibility and involvement. Drawing from the findings, leaders at NDU should be more creative, caring, and impartial to instil the driving forces for increased satisfaction and output.