MECHANISMS FOR ENHANCING STAFF SATISFACTION AND LABOR PRODUCTIVITY IN THE HIGHER EDUCATION SYSTEM
Teona Chachua
E-mail: teona.chachua@tsu.ge
PhD Candidate, Tbilisi State University
Tbilisi, Georgia
https://orcid.org/0009-0009-6824-2878
Abstract. In the modern development of the education system, particular emphasis is placed on the effective management of human resources, which is closely related to improving staff satisfaction and labor productivity. In higher education institutions, where human capital is the core resource, employee motivation, professional development, and the quality of the working environment have a direct impact on both organizational outcomes and broader systemic results in education. Staff satisfaction refers to the degree to which employees receive adequate compensation, have opportunities for career advancement, and feel that their contributions are valued in achieving organizational success. According to various studies, job satisfaction significantly influences employee motivation and service quality.
One of the pressing issues in Georgia’s higher education system remains the inadequate compensation of personnel, often due to limited budgets and insufficient state funding. This is compounded by a lack of motivational mechanisms, which can lead to significant demotivation among administrative and support staff. Research conducted in Georgia indicates that low levels of satisfaction frequently result in employee turnover, either to the private sector or abroad. Labor productivity in higher education can be evaluated using several indicators, such as the effectiveness of the teaching process, student outcomes, the number of scientific publications and projects, and staff involvement in international programs. However, Georgia still lacks a unified and transparent system for assessing labor productivity. This creates a risk of subjectivity and frequently relies solely on formal criteria, which do not adequately reflect real work contributions or substantive engagement. Moreover, employees often face a high bureaucratic workload, which hinders their ability to focus on teaching and research. This is further exacerbated by insufficient technical support and a lack of modern infrastructure.
Georgia’s higher education system requires a reform of human resource management that aligns staff satisfaction with labor productivity. Only through such alignment will it be possible to enhance the quality of education, foster innovation, and ensure that personnel are fully engaged with organizational objectives. An analysis of the current situation and practical recommendations provides the foundation for systemic changes, including strategic planning and the improvement of the legal framework.
Conclusions and Recommendations - In response to the challenges outlined above, Georgia must implement mechanisms that enhance both motivation and performance. The following strategic directions can be identified:
- Improving motivational systems – including financial incentives, bonuses, funding for professional development, and comprehensive social benefit packages;
- Enhancing the working environment – ensuring reasonable workloads, technical support, and comfortable conditions;
- Expanding professional development opportunities – such as training, seminars, internship programs abroad, and academic mobility;
- Promoting transparent communication – improving relations between management and staff and involving employees in decision-making processes;
- Developing an objective evaluation system – establishing multi-level criteria for assessing labor productivity, incorporating student feedback, research contributions, and organizational engagement.
Keywords: higher education system, staff satisfaction, labor productivity, improvement of the working environment, professional development opportunities
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