Employee/Work Engagement and Organizational Performance: A Combined Bibliometric and Systematic Literature Review

Maurits Sahata Sipayung; Gordius Ago

doi:10.47747/ijmhrr.v7i2.3434

Authors

Maurits Sahata Sipayung UNIVERSITAS MULIA
Gordius Ago Universitas Mulia

DOI:

https://doi.org/10.47747/ijmhrr.v7i2.3434

Keywords:

Employee engagement, Work engagement, Organizational performance, Bibliometric analysis, Systematic literature review

Abstract

This paper examines the relationship between employee/work engagement (EE/WE) and organizational performance by combining bibliometric analysis and a systematic literature review (SLR). It aims to map the development of the literature, identify the main thematic structure of the field, and synthesize direct and supporting evidence linking EE/WE to organizational performance. Lens was used as the primary database, while Google Scholar via Publish or Perish served as a supplementary source. After deduplication and title–abstract screening, 266 records were retained for bibliometric mapping. From this corpus, 74 full-text articles were reviewed in detail and classified into 31 core studies, 26 supporting studies, and 17 non-core studies. The bibliometric results reported in this paper focus on publication trends, keyword co-occurrence and thematic evolution, and bibliographic coupling by source. The findings show that the literature has expanded markedly since 2022 and has increasingly shifted from a traditional organizational behavior orientation toward a more strategic and capability-based perspective. The systematic synthesis further indicates that EE/WE is generally associated with stronger organizational outcomes across sectors, although the evidence is stronger for non-financial and multidimensional organizational performance than for purely financial performance. The review also suggests that the engagement–performance relationship frequently operates through indirect pathways such as job satisfaction, commitment, resilience, customer-oriented behavior, and HRM-related processes. Overall, EE/WE emerges as a strategic organizational resource, while the literature still requires more longitudinal, multi-source, organization-level, and financially focused studies

References

Abu-Mahfouz, S. (2026). The strategic effects of job satisfaction on organizational performance: The mediating role of employee engagement. Corporate and Business Strategy Review, 7(1), 192–202. https://doi.org/10.22495/cbsrv7i1art17

Adamu, A., Kolo, J., & Kagara, A. B. (2025). Impact of employee engagement on organizational performance. Journal of Management Science and Entrepreneurship, 7(7), 1–20. https://doi.org/10.70382/bejmse.v7i7.006

Ahmeti, F. (2023). Leveraging employee engagement for competitive advantage: Satisfaction and work motivation management. Journal of Liberty and International Affairs, 9(2), 178–194. https://doi.org/10.47305/JLIA2392216a

Akanpaadgi, E., & Binpimbu, F. (2021). Employee engagement and organizational performance. Business, Management and Economics Research, 7(3), 93–100. https://doi.org/10.32861/bmer.73.93.100

Al-dalahmeh, M., Khalaf, R., & Obeidat, B. (2018). The effect of employee engagement on organizational performance via the mediating role of job satisfaction: The case of IT employees in Jordanian banking sector. Modern Applied Science, 12(6), 17–43. https://doi.org/10.5539/mas.v12n6p17

Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7–35. https://doi.org/10.1108/JOEPP-08-2014-0042

Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273. https://doi.org/10.1037/ocp0000056

Bano, A., Khatun, A., & Kumar, D. (2024). Examining drivers of engagement and employee engagement in relation to organizational performance-A study of banking sector in Hyderabad city. Migration Letters, 21(S3), 1067–1081. https://doi.org/10.59670/ml.v21iS3.6887

Chatterjee, S. S. (2022). The synergy between employee engagement and organisational performance: An HR perspective. International Journal of Advanced Research in Science, Communication and Technology, 2(1), 541–547. https://doi.org/10.48175/IJARSCT-8349C

Davis, M. S., & Okeke-Uzodike, O. (2024). Impact of reward system on academic staff engagement (ASE) and organisational performance (OP) in technical universities (TUs): A case of Ghana. Journal of Management and Research, 11(2), 28–52. https://doi.org/10.29145/jmr.112.02

Devkota, S. P., Rai, B., & Sharma, B. B. (2025). Employee engagement and organizational performance of Nepalese financial sector. Nepal Journal of Multidisciplinary Research, 8(2), 29–58. https://doi.org/10.3126/njmr.v8i2.76580

Fahad, S., Khan, I. U., Bibi, A., & Sarwar, A. (2026). The impact of multi-dimensional engagement on talent retention and organizational performance: The mediating role of employee engagement in the nursing workforce. Journal of Political Stability Archive, 4(1), 208–226. https://doi.org/10.63468/jpsa.4.1.12

Gede, D. U., & Huluka, A. T. (2024). Effects of employee engagement on organizational performance: case of public universities in Ethiopia. Future Business Journal, 10(1), 32. https://doi.org/10.1186/s43093-024-00315-7

Ghlichlee, B., & Bayat, F. (2021). Frontline employees’ engagement and business performance: the mediating role of customer-oriented behaviors. Management Research Review, 44(2), 290–317. https://doi.org/10.1108/MRR-11-2019-0482

Jaya, W. I., Matriadi, F., Faliza, N., Marbawi, M., Mariyudi, M., Ikramuddin, I., & Arifin, A. H. (2024). The influence of high-performance work systems and servant leadership on organizational performance through the mediation role of employee work engagement at bank Indonesia representative Aceh. E-Mabis: Jurnal Ekonomi Manajemen Dan Bisnis, 25(1), 10–19. https://doi.org/10.29103/e-mabis.v25i1.1265

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.2307/256287

Kamran, M. R., Ambreen, S., Saleem, A., & Rehan, M. F. (2023). Unveiling the impact of employee engagement on firm performance: The crucial moderating role of supervisory behaviors. Journal of Business and Social Review in Emerging Economies, 9(4), 419–432. https://doi.org/10.26710/jbsee.v9i4.2791

Kazimoto, P. (2016). Employee engagement and organizational performance of retails enterprises. American Journal of Industrial and Business Management, 6(2016), 516–525. https://doi.org/10.4236/ajibm.2016.64047

Kossyva, D., Theriou, G., Aggelidis, V., & Sarigiannidis, L. (2023). Definitions and antecedents of engagement: A systematic literature review. Management Research Review, 46(5), 719–738. https://doi.org/10.1108/MRR-01-2021-0043

Kulachai, W. (2025). Synergistic effects of employee engagement and trust in supervisor on organisational performance. SA Journal of Human Resource Management, 23, 3277. https://doi.org/10.4102/sajhrm.v23i0.3277

Lakshmi, P. V., & Swapna, K. (2019). A study on impact of employee engagement on organization performance with reference to manufacturing industry under study at Hyderabad District, Telangana State. Restaurant Business, 25(2), 1–34. https://www.academia.edu/99507303/A_Study_on_Impact_of_Employee_Engagement_on_Organization_Performance_with_Reference_to_Manufacturing_Industry_under_Study_at_Hyderabad_District_Telangana_State

Liu, X., Yu, J., Guo, Q., & Li, J. (2022). Employee engagement, its antecedents and effects on business performance in hospitality industry: a multilevel analysis. International Journal of Contemporary Hospitality Management, 34(12), 4631–4652. https://doi.org/10.1108/IJCHM-12-2021-1512

Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30. https://doi.org/10.1111/j.1754-9434.2007.0002.x

Mansor, F. A., Jusoh, Y. H. M., Hashim, M. Z., Muhammad, N., & Omar, S. N. Z. (2023). Employee engagement and organizational performance. International Journal of Accounting, Finance and Business, 8(50), 69–80. https://doi.org/10.55573/IJAFB.085006

Nematswerani, N., & Govender, K. K. (2025). The relationship between organisational culture, employee engagement and organisational performance in the public sector in South Africa: A structural equation modelling approach. International Journal of Business & Management Studies, 6(7), 70–92. https://doi.org/10.56734/ijbms.v6n7a5

Noercahyo, U. S., Maarif, M. S., & Sumertajaya, I. M. (2021). The role of employee engagement on job satisfaction and its effect on organizational performance. Jurnal Aplikasi Manajemen, 19(2), 296–309. https://doi.org/10.21776/ub.jam.2021.019.02.06

Novitasari, D., Kurniawati, F., Ihsan, A. M. N., & Saputra, W. (2025). The influence of talent management, employee engagement, and leadership style on the performance of state-owned enterprises. Indo-Fintechs Intellectuals: Journal of Economics and Business, 5(2), 4630–4639. https://doi.org/10.54373/ifijeb.v5i2.2942

Osman, Z., Samad, R. R., Alwi, N. H., & Khan, B. N. A. (2022). Direct and indirect relationship of employee engagement, corporate image, employee loyalty, and business performance among private business organizations. International Journal of Academic Research in Economics and Management Sciences, 11(3). https://doi.org/10.6007/IJAREMS/v11-i3/14976

Poorani, D., & Pradap, R. (2024). The impact of employee engagement on organizational performance: An analysis of key psychological traits and business outcomes. International Journal of Management and Economics Invention, 10(10), 3640–3645. https://doi.org/10.47191/ijmei/v10i11.01

Prajapati, N. (2022). Factors influencing employee engagement and its impact on organizational performance. Bagiswori Journal, 2(1), 1–13. https://doi.org/10.3126/bagisworij.v2i1.56320

Praktikno, T. E., Prabow, A. D., & Sugiyarti, G. (2025). The mediation role of job satisfaction in the relationship between organizational performance and LMX towards employee engagement at Hotel Sisingamangaraja Semarang. EPRA International Journal of Economic and Business Review-Peer Reviewed Journal, 13(9), 1–7. https://doi.org/10.36713/epra23937

Purandare, S., & Patil, P. D. (2020). Employee engagement and business performance: The mediating role of organizational commitment. Vidyabharati International Interdisciplinary Research Journal, 11(1), 357–363. https://www.viirj.org/vol11issue1/61.pdf

Rajendran, N., & Doraisamy, L. (2022). The impact of employee engagement on organizational performance: a study on Malaysian pharmaceutical organization. International Journal of Academic Research in Business and Social Sciences, 12(7), 246–313. https://doi.org/10.6007/IJARBSS/v12-i7/14016

Rusilowati, U., Bangun, C. S., & Bennet, D. (2025). The impact of leadership styles on employee engagement and organizational growth. Aptisi Transactions on Management (ATM), 9(2), 197–209. https://doi.org/10.33050/atm.v9i2.2441

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169

Saks, A. M. (2019). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness: People and Performance, 6(1), 19–38. https://doi.org/10.1108/JOEPP-06-2018-0034

Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326

Schneider, B., Yost, A. B., Kropp, A., Kind, C., & Lam, H. (2018). Workforce engagement: What it is, what drives it, and why it matters for organizational performance. Journal of Organizational Behavior, 39(4), 462–480. https://doi.org/10.1002/job.2244

Setyawan, A., Melinda, R., & Nelson, A. (2024). The role of organizational resilience in the influence of transformational leadership and employee engagement on organizational performance. Dinasti International Journal of Education Management & Social Science, 6(2). https://doi.org/10.38035/dijemss.v6i2.3637

Sihite, M., Yulistiono, A., Akhir Lusano, K., & Yuniarti Utami, E. (2023). Analysis of the effect of transformational leadership, job satisfaction, and employee engagement on company performance: A study on manufacturing industry in Jakarta. West Science Business and Management, 1(5), 403–411. https://doi.org/10.58812/wsbm.v1i05.469

Tummalapalli, H. K., Rao, A. N., Kamal, G., Kumari, N., & Kumar, J. R. S. (2025). Exploring AI-driven management: Impact on organizational performance, decision making, efficiency, and employee engagement. Journal of Advanced Research in Applied Sciences and Engineering Technology, 52(2), 148–163. https://doi.org/10.37934/araset.52.2.148163

Yuswardi, Y., Sentoso, A., & Wang, D. (2025). Work engagement as mediator in improving organizational performance in marine supplies company. Wiga: Jurnal Penelitian Ilmu Ekonomi, 15(2), 168–184. https://doi.org/10.30741/wiga.v15i2.1465

Zamzam, S., Samdin, S., Mahrani, S., Syaifuddin, D. T., Suleman, N. R., Masri, M., & Zaludin, Z. (2023). Human resource management practices and situational leadership on organizational performance; mediated by employee engagement. World Journal of Advanced Research and Reviews, 17(3), 632–643. https://doi.org/10.30574/wjarr.2023.17.3.0410