A recent article about university workplace explores an issue of modern employees’ satisfaction with the working process and other indexes of working conditions. A foundation of the article is a conducted survey of six staff members of a non-profit organization, Nova Southeastern University. The authors conclude that establishing productive environment is pillar of employees’ satisfaction and their further working achievements. They also note that providing such atmosphere is urgent in non-profit organizations, where compensations and financial encouragement are rare (De Vito et al. 20). The theory upon which the survey is based includes classical motivational theories divided into two groups: Content and Process. The first consists of Maslow’s Needs Hierarchy and Herzberg’s Hygiene Factors and the second contains Expectation and Equity Theories (De Vito et al. 21). Each motivating method can be efficient in certain conditions and with different employees. The authors express their opinion on the theories implementation in the following way: to reach a solid encouraging effect, a manager needs to combine the theories constantly. The practical side of the study begins with an analysis of external and internal factors which have an impact on the workers’ outcomes (De Vito et al. 23). The researchers offer the six employees to answer a list of ten questions related to their workplace at the NSU. The authors demonstrate that the motivational level at the NSU is above average, although there is a lack of professional encouragement due to an absence of internal motivating factors. The respondents notice they enjoy the work but are not satisfied with the workplace (De Vito et al. 26). On the contrary, every employee has a sense of belonging to the university according to Maslow’s Needs Hierarchy (De Vito et al. 28). The research also describes how important creativity stimulation, constant challenging of skills, and feeling of demand are for an employee. Another influential motivating factor is responsive management, as workers display higher performance when they can refer to a competent person in case of an issue. As the results reveal, a low level of motivation forces workers to seek another employment opportunities. In the context of low-budget and non-profit organizations especially, the workers respond better to motivation of relations than financial compensation (De Vito et al. 29). Thus, a successful manager should provide support and take subordinates’ ideas and proposals into consideration. The main thought provided by the authors is that a combination of motivational theories is preferred over their separate use. For the further development of a sense of Belonging, the institution might need to create a working community that can stimulate its members to develop professionally (De Vito et al. 29). Summarizing, the management strategy should be balanced and include various encouragement methods. The survey is a valuable source for executives of any institutions who wish to increase the motivation of their subordinates, as it contains both theoretical and practical approaches to studying origins of employee relations. Considering modern competitive environment of any business, maintaining a certain amount of