The Influence of Employee Engagement on Organizational
Performance: A Systematic Review
NURUL IMANI KURNIAWATI1, EDY RAHARJA2
1Faculty of Economics and Business, Diponegoro University Semarang,
Logistic Management and Administration, Vocational School, Diponegoro University Semarang,
Jl. Erlangga Tengah No.17, Pleburan, Kec. Semarang Sel., Kota Semarang, Jawa Tengah 50241,
INDONESIA
2Faculty of Economics and Business, Diponegoro University Semarang,
Management, Science Economic and Business Faculty, Diponegoro University Semarang,
Jl. Erlangga Tengah No.17, Pleburan, Kec. Semarang Sel., Kota Semarang, Jawa Tengah 50241,
INDONESIA
Abstract: - Employee performance is primarily the result of achievements in the workplace. Performance refers
to sticking to plans while aiming for results. The study used a systematic literature review (SLR) to understand
the factors affecting organizational performance and employee engagement from some literature published in
databases of well-known journals such as Emerald, Wiley, Scopus, SAGE, and Google Scholar from 2010 to
2022. The goal is to reflect the factors that influence the impact of employee engagement on organizational
performance. The results showed a significant relationship between the effect of employee engagement on
organizational performance with p < 0.01. Employee engagement and organizational performance have nine
categories: PsyCap, job fit, internal communication, commitment, motivation, Personality, Employee
Satisfaction, retention, and Performance. Even though most of the research sources have come from the United
States, the study highlighted the relationship between employee engagement and organizational performance,
followed by England, China, India, and Spain. The limitation of this study is that this study is limited to
subjects that discuss the impact of employee engagement and organizational performance.
Key-Words: - Employee engagement, organizational performance, systematic review
Received: June 6, 2022. Revised: September 14, 2022. Accepted: September 29, 2022. Available online: October 21, 2022.
1 Introduction
Human resources (HR) are an important asset for
the growth of the organization [1]. HR also impacts
organizational performance, which needs evaluation
of its effectiveness. One factor contributing to the
organization's success is employee engagement [2].
The results of studies by Albdour & Altarawneh [3]
explained that employee engagement is the greatest
predictor of organizational commitment and
increased loyalty. This is confirmed by Gunlu et
al.[4], who found that if a person's level of
organizational commitment increases, it will be
followed by engagement rates, job satisfaction, and
performance. In another study, Dajani & Zaki [5]
described engagement as related to job satisfaction,
engagement, lack of turnover intention, and
organizational commitment by demonstrating a
positive attitude at work. The employees involved in
the organization will behave productively, will show
joy, happiness, and enthusiasm, and can manage
their work well. However, this situation is also
impacted by their workplace interaction.
Workplace interaction was first conceptualized
by Syam & Arifin [7] that positive feelings and
greater enthusiasm for work can result in employee
engagement. Employees with high engagement
perform better is because they have positive feelings
and do not make their work a burden. Balwant [8]
found a positive relationship between employee
engagement and organizational performance. This
means that employees with high employee
engagement will have low intention to leave the
organization, increased performance, profitability,
growth, and customer satisfaction.
Although Demerouti et al.[9] agreed with the
perception of engagement as the opposite of
burnout, burnout itself can be seen as a phenomenon
that occurs as a syndrome of emotional exhaustion,
depersonalization, and low self-esteem at work. In
this situation, employees no longer feel the same
commitment to work, creating a negative attitude
towards the quality of work and service, violations
by employees, and doing business in the
organization [10]. In this situation, employee
engagement is divided into three parts: firstly, vigor,
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
203
Volume 20, 2023
which indicates a high level of strength and
flexibility under stress, a willingness to try hard at
work, and consistency in the face of difficulties in
completing the task. Secondly, dedication is
characterized by a sense of meaning, enthusiasm,
inspiration, pride, and willingness to face
challenges. Thirdly, absorption is characterized by
complete concentration in work and a keen interest
in work which reduces individual employees to
leave their work [11],[12].
There is a well-researched hypothesis about the
existence of employee engagement, based on
empirical evidence. In addition, some studies
represented the impact and a negative link between
burnout at work and employee engagement. Both
designs have been shown to influence employee
behavior and interaction independently, including
OCB, absenteeism, and employee performance
[13],[14]. Furthermore, it has not been proven that a
high level of employee engagement is also
considered to improve work performance,
performance, and customer service [15],[16]. The
reason for employees with high engagement
perform better because they have positive feelings
and do not make their work a burden. Some studies
have found a positive link between employee
engagement and organizational effectiveness. The
relationship has driven many organizations to
research employee engagement by interviewing
employers and employees. Although there has been
a lot of research done on employee engagement,
there are inconsistencies in its definitions, activities,
introductions, and conclusions. In addition, the same
engagement technique does not always work for
employees in all countries due to cultural
differences. For example, it is not yet enough to
discuss a systematic review of research results on
employee engagement in a global context. For the
goal of this study, we propose a systematic review
to resolve the problem. This review examines the
electronic academic journal databases Emerald,
Elsevier, Google Scholar, Sage database. The
purpose of the review is to analyze the previous
study about the employee engagement into a model
of systematic literature review (SLR). SLR can help
to find a solution by reviewing relevant previous
studies. Therefore, based on the previous research,
this study will determine the factors that affect
employee engagement and organizational
performance. There is some literature to be collected
in this study. This literature was published from
2010 to 2022 in the database of well-known journals
such as Emerald, Wiley, Scopus, Sage, and Google
Scholar.
2 Literature Review
2.1 Employee Engagement
Employee engagement is the employee's emotional
commitment and attachment to the organization and
its goals. This emotional commitment means that
employees genuinely care about their work and their
organization. They work not just for a salary or
growth but the organization's goals. Each
organization should strive for the maximum
contribution of each employee to success, balancing
with the employees’ interest to find their goals and
job satisfaction [19]. Engaged employees will be
fully motivated to utilize their whole capacity in an
integrated and focused manner to enhance their
participation. They are ready to do this because
three conditions are met: employees feel
psychologically protected in the presence of others
so that they can apply themselves to their work role
[20]. Based on the explanation of the above
definition of employee engagement, we can
conclude that employee engagement is an
expression of the attitude to one's work manifested
in one's work as a positive value for achieving
success and actively doing one's work. Work
engagement can be defined as an employee who can
demonstrate high energy and stamina at work.
Commitment is an element of work engagement
characterized by individuals actively involved in
their work and feeling meaning, passion, and a sense
of challenge [21]. This study relates to the
explanation of Booker and Schoffeli [22]. They
stated that employee engagement is associated with
a person's work, characterized by enthusiasm,
dedication, and absorption in the workplace.
2.2 Employee Engagement on Performance
Employee engagement plays a role in enthusiasm,
dedication, and absorption of their work, that a
person may feel motivated within themselves to feel
enthusiastic about their work and a sense of
belonging to their work so that they can survive at
work [23]. Based on the factors that stimulate
engagement, which have been explained by several
experts above, everything in the organization affects
employees and the work process, so it is important
to know the relationship between employee
engagement in the organization. Therefore, more
attention must be paid to the happier employees at
the workplace. Indirectly, this will prevent
employee burnout that will harm the organization
from different sides to cover the position.
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
204
Volume 20, 2023
2.3 Research Questions
To create a formation of employees with excellent
performance, knowledge, and skills, it becomes
necessary to understand which factors impact
employee engagement in their workplace.
Frequently, fluctuated engagement has occurred
among employees caused by most employees being
bored with their performance. So that an employee
is said to have good employee engagement if the
employee wants to continue to try to develop and
develop his organization, but it is always balanced
with the efforts made by the organization towards its
employees, such as giving employees freedom in
completing their work, or mutual respect and mutual
assistance among co-workers. Such a situation can
be called a synergistic engagement which requires
participation and interaction from each other
between employees and the organization itself. The
explanation for that situation is that the employee
works effectively and experiences a positive and
active motivational state of mind characterized by
compassion (devotion), energy (strength), and
cognitive movement (absorption) to work.
Therefore, this study aims to assess the trend of
what causes employee engagement through
empirical studies and various works in the literature.
To understand the trend of research about employee
engagement, the researcher will focus on the
following research questions to which the answer
will be given, namely:
1. What is the main purpose of the article
under study?
2. What are the main methods used in
employee engagement studies?
3. From which countries the study of
employee engagement is conducted?
4. What are the types of Employee
Engagement Research Categories?
5. What year was the article published?
3 Methodology
This research method uses a systematic literature
review approach, which is a term used to refer to
some research and development methodology
carried out to collect and evaluate research focused
on employee engagement topics, using the Preferred
Reporting Items for Systematic Review and Meta-
Analysis (PRISMA) process [28]. The literature was
obtained from seven online databases, namely
Emerald, Wiley, Scopus, SAGE, and Google
scholar.
The process of selecting an article in the research
is carried out based on several stages, including the
following inclusion criteria; 1) journals published
from 2010 to 2022; and 2) the articles have the main
topic of the impact of employee engagement on the
organizational performance. This literature review
does not include feature articles, blogs, book
chapters, and editorials. The full search strategy is
described in Table 1.
Table 1. Keywords and filter of published journals
in each database
Database
Filter
Search
Terminology
Total
Emerald
Article
type:
research
article
Employee
engagement
279
Company
performance
Employee
engagement and
Company
performance
SAGE
Article
type:
research
article
Employee
engagement
284
Company
performance
Employee
engagement and
Company
performance
Wiley
Article
type:
research
article
Employee
engagement
146
Company
performance
Employee
engagement and
Company
performance
Scopus
Article
type:
research
article
Employee
engagement
525
Company
performance
Employee
engagement and
Company
performance
Google scholar
Article
type:
research
article
Employee
engagement
254
Company
performance
Employee
engagement and
Company
performance
1488
Keywords on employee engagement criteria have
been results, and it resulted from 1,488 articles.
They are collected based on previous search results
from multiple databases. The next step after the
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
205
Volume 20, 2023
collection is to filter using Mendeley and Microsoft
Excel to reduce 176 duplicate articles. Quick search
results showed that 1154 articles were found
according to the study's objectives. The main
keyword for filtering the published studies is the
search terms closely related to employee
engagement and organizational performance. In
addition, based on filtering data such as articles that
should be in English, the year of publication is
between 2010-2022, representing the scholarly
work.
Fig. 1: Diagram of the article selection process
using PRISMA
About the remaining 1312 articles were re-
filtered based on the focus of the literature review,
especially based on the titles and abstracts. A total
of 1154 articles were eliminated because they did
not fit the focus of the study (most of the articles
that were eliminated were administrative studies that
were not successfully verified in the previous
process). The remaining 47 articles were read in full
text. This process eliminated 8 articles because the
publications did not correspond to the focus of the
study and were not related to the engagement of
organizational employees and the organization's
work. Finally, the remaining 35 articles were
published in this literature review.
3.1 Quality Rating
The quality of classification data is one of the
methods used in the four stages of performing
systematic testing. This quality score filters articles
based on inclusion and exclusion criteria. Table 2
shows a list of initial checks carried out with the
nine criteria identified to assess the quality of the 35
selected studies.
Table 2. Assessment Checklist
No
Questions
1
whether the research objectives are
clearly explained
2
whether the research design achieved
the research objectives in the article
3
whether the variables in the article
are clearly stated
4
Is the research context of the articles
clearly stated
5
whether the data collection method in
the article is clearly stated
6
whether the reliability and validity
factors are clearly stated
7
whether statistical techniques are
clearly stated
8
whether the results of the study are
clearly stated
9
whether the research conclusions add
to your knowledge
Based on the obtained test results, the initial
exam was carried out through a standardized
assessment checklist based on the revised results of
Bajn and Breton [29]. Each question in the
assessment checklist (as in Table 3) is scored on a
three-point scale (yes = 1 point, some = 0.5 points,
no = 0 points). Then the studies selected from the
exclusion and the instruction process are evaluated
from 0 to 9, so the higher the score, the closer it will
be to answering the research question.
Table 3. Assessment Results
N
o
Q
1
Q2
Q
3
Q4
Q5
Q6
Q7
Q8
Q9
Tot
al
Perce
ntage
1
1
1
1
1
0,5
1
0,5
0,5
1
7,5
83%
2
1
1
1
1
1
1
0,5
0,5
1
8
88%
3
1
1
1
0,5
1
1
1
1
0,5
8
88%
4
1
1
1
1
1
1
1
1
1
9
100%
5
1
1
1
1
0,5
1
1
0
1
7,5
83%
6
1
1
1
1
1
0,5
1
1
0,5
8
88%
7
1
1
1
1
1
0,5
1
1
1
8,5
94%
8
1
1
1
1
1
1
0,5
1
1
8,5
94%
9
1
1
1
1
1
1
1
1
1
9
100%
1
0
1
0,5
1
1
1
1
1
0
0,5
7
77%
1
1
1
1
1
1
1
0,5
1
1
1
8,5
94%
1
2
1
1
1
1
1
1
1
1
1
9
100%
1
3
1
1
1
0,5
1
1
1
1
1
8,5
94%
1
4
1
0,5
1
1
1
1
1
1
1
8,5
94%
1
5
1
1
1
1
1
1
1
1
1
9
100%
1
6
1
1
1
1
1
1
1
1
0,5
8,5
94%
1
7
1
0,5
1
1
1
1
0,5
1
1
8
88%
1
1
1
1
1
1
1
1
0,5
0,5
8
88%
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
206
Volume 20, 2023
8
1
9
1
1
1
1
1
1
1
0
1
8
88%
2
0
1
1
1
1
1
0,5
1
1
1
8,5
94%
2
1
1
1
1
1
1
1
1
1
1
9
100%
2
2
1
1
1
0,5
1
1
1
0,5
1
8
88%
2
3
1
1
1
1
1
0,5
1
1
1
8,5
94%
2
4
1
1
1
1
1
1
1
1
1
9
100%
2
5
1
1
1
0,5
1
1
1
0,5
1
8
88%
2
6
1
0,5
1
1
1
1
1
0
1
7,5
83%
2
7
1
1
1
1
1
1
1
1
1
9
100%
2
8
1
1
1
1
1
1
1
1
1
9
100%
2
9
1
1
1
1
0,5
1
1
0,5
0,5
7,5
83%
3
0
1
1
1
1
1
1
1
0,5
1
8,5
94%
3
1
1
1
1
1
1
1
1
1
0,5
8,5
94%
3
2
1
1
1
1
1
0,5
0,5
0,5
1
7,5
83%
3
3
1
1
1
1
1
1
1
0,5
0,5
8
88%
3
4
1
1
1
1
1
1
1
1
1
9
100%
3
5
1
1
1
1
1
1
1
1
1
9
100%
Based on the assessment of the quality of
subjects above 35 selected studies, it is known that
out of 3 selected subjects, the score is higher than
60%, and the quality score is passed. 28.5% of
studies scored 100%, 28.5% of studies scored 94%,
while 40% of studies scored 80-88% of points, and
3% scored 70-80%. The subjects collected from the
35 selected studies were deeply analyzed in the next
stage.
4 Results and Discussion
Based on the results of 35 selected studies, they
discussed the impact of employee engagement and
organizational performance. The articles will be
used to answer qualitative research questions, which
are shown in the following section:
4.1 Research Question 1: What is the Main
Purpose of the Article under Study?
About 35 selected studies evaluating the relationship
between employee engagement and organizational
performance were divided into nine categories
according to their factors: 1. PSYCAP, 2. Job Fit, 3.
Internal Communication, 4. Commitment, 5.
Motivation, 6. Personality, 7. Employee
Satisfaction, 8. Retention and 9. Performance. This
is explained in Figure 2 below, 37% of selected
studies are associated with organizational
performance, Gorgevskyi et al. [30]. There is a
difference in engagement between self-employed
and employees based on performance in both
groups. Several articles have also shown a link
between engagement and performance [6],[30]. This
was followed by 17 % of retention, PsyCap, and
personality, which comprise 11% of the total
number of articles. The researchers describe the link
between affective organizational commitment and
engagement and affective organizational
commitment and happiness [16],[31],[41],[42],[43].
Psychological security depends on the state of
sufficient psychological and physical resources,
such as the presence of self-esteem, in their
engagement [19]. Psychological security also
follows from the social system of organization, the
interaction of permanent and supportive employees,
and organizational principles to ensure greater
engagement [31]. This third antecedent (e.g.,
psychological safety) provides the greatest potential
for leadership to influence engagement. In addition,
the articles accounted for 9% of the total number of
studies, while commitment factors accounted for 6%
of the total articles. The smallest percentage is 3%
of the total research associated with internal
communication, motivation, and employee
satisfaction.
Fig. 2: Main Research purposes of the selected
studies
The studies show two main sources of
engagement: psychological capital is an area anyone
can train and possess. Psychological capital consists
of self-efficacy, optimism, hope, and resilience. To
produce a good performance in the workplace, the
organization needs to create psychological capital
for its employees [6],[66],[67],[68].
4.2 Research Question 2: What are the Main
Methods Used in the Studies of Employee
Engagement?
The selected studies are based on the analyzed
research methods. Figure 3 shows a variety of
methods of data collection, namely questionnaires,
reviews, surveys, interviews, and databases. It is
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
207
Volume 20, 2023
significantly indicated that the method of
questioning was used mainly in selected studies and
gave an estimate of 65%. Questioning is a method
or technique of collecting data indirectly, where
researchers do not directly ask questions and
answers to respondents. A data collection tool or
tool is a questionnaire or questionnaire containing a
series of questions or statements that the respondent
can answer [32]. The process of forming the tools
used in this study is called the opinion expressed by
Jogiyanto [33]. According to Marianus & Ali [33],
the construction of the questionnaire can be carried
out in three stages: carrying out the item formation,
preliminary examination of experts or checking the
validity of instruments, and testing the research
instrument.
Fig. 3: Main Method of collecting data
Based on the data above, the survey method was
8% (N= 3). The survey method is a quantitative
research method used to obtain data that has taken
place in the past or present, to verify multiple ideas
about beliefs, characteristics, thoughts, behaviors,
variable relationships, and social variables, as well
as psychologically methods for collecting data from
samples taken from certain populations
(interviews)[34]. Surveys in quantitative studies
begin with the collection of data using
questionnaires [35]. The questionnaire was based on
research variables, which were processed in
measurements and indices to become a list of
questions in the questionnaire.
4.3 Research Question 3: From Which
Countries the Study of Employee
Engagement is Conducted?
Figure 4 shows the different participating countries
from selected studies in this systematic review. This
study has been conducted in other continents such as
Israel, the United Kingdom, South Africa, India,
Thailand, Italy, the United States, Malaysia, Spain,
Nigeria, Ireland, the Netherlands, Indonesia,
Australia, Korea, and China. From separate studies,
the United States represents the majority of studies
about employee engagement and organizational
performance by up to 20 percent, followed by the
UK at 14 %, China and India at 11 % each, and
Spain at 11 %. Ireland and the Netherlands account
for 6% each, and finally Israel, South Africa,
Thailand, Italy, Malaysia, Nigeria, Indonesia,
Australia, and Korea with 3% each. Based on these
data, it was found that very little data was obtained,
especially in Asian countries. Therefore, studying in
Southeast Asia is an opportunity for the future.
Fig. 4: Participating Countries
4.4 Research Question 4: What are the types
of Employee Engagement Research
Categories?
Figure 5 shows different categories of selected
studies, such as the individual level, which reached
the highest percentage of 74% [2], [21],[22],
[36],[37], [38], [39],[40],[41],[42],[43], [44],
[45],[46],[47],[48], [49],[50],[51],[52],
[53],[54],[55] and the command level [17],
[50],[54],[55];
Fig. 5: Categorization
Employee engagement is important because the
better employee engagement, the better
performance. Very few employees have a sense of
belonging without good employee engagement, and
they want to use their full potential to participate in
the promotion of their career, which affects their
performance [53],[62],[66]. In addition, it is based
on an individual, group, or organizational level,
which is reflected in specific goals following each
level [63]. Based on this description, six main
categories have been created, taking into account the
type and level of effectiveness, e.g., the
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
208
Volume 20, 2023
effectiveness of the process at the individual level,
the effectiveness of the process at the team level,
performance at the organizational level, and the
results of activities at the personal level. Team-level
performance and organizational level reflected the
performance at the workplace. Jobs that provide
challenges are not all tasks that are planned and
resolved as the challenge for employees to quickly
make decisions and prioritize the organization's
interests in the first place [21], [35], [37].
4.5 Research Question 5: What Year was the
Article Published?
To analyse the years of publication of the selected
studies, Figure 6 shows the distribution of research
and the year of publication. This indicates that the
range of years for the journal of selected studies is
between 2010 – 2022. The largest number of studies
were conducted in 2013, 2014, and 2016 (n = 5),
and then in 2011 (n = 4). In addition, an equal
number of studies (n = 3) appeared in 2010, 2012,
2015, 2017 and 2018. The fewest studies have been
collected since 2019 (n=1).
Fig. 6: The year of publication
Eldor & Vigoda-Gadot, 10] have studied
Psychological empowerment and psychological
consent, Shuck & Wollard [64] three different
levels: (a) cognition, (b) emotional, and (c)
behavioral, Shuck et al. [36] suitability for work,
affective attachment and psychological climate.
Other scholars, Rothmann & Rothmann Jr., [39]
have Psychological significance and psychological
accessibility. Shuck et al. [36] reported on the
behaviors, psychological states or motivations, or
personality traits followed by Shuck et al. [36] with
the topic of environment, employee leader, and
personality. Gunlu [4] also followed the studies by
taking the case of employee satisfaction with
Chandani et al. in the case of employee retention
and performance.
West & Dawson,[65] Involving employees in
their work and organization is a factor in work
performance, collaborating with Anitha[2] on
studying employee performance. This trend is also
followed by Sun & Bunchapattanasakda, which
identified the organizational indicators [57]. Work
performance is also reviewed by Alessandri et al.
[22], followed by Bal & De Lange [41] in doing the
work. Dalal et al. [42] also pay attention to job
satisfaction, followed by Suan & Nasrudin [43] on
supervisor support. Lorente et al. [44] also work
with Karatepe & Olugbade [45] on high-
performance work. Yalabik et al. [46] studied the
employee's intention to leave.
Other researchers such as Myrden & Kelloway
[47] have conceptualized quality, satisfaction, and
loyalty. It was followed by Freeney & Fellenz [50]
on supervisory roles and Steffens et al. about the
supervisory role [60]. Tims et al. [25] have brought
the study about Job satisfaction and reduction of
fatigue which was expanded by Farndale et al. [58]
about positive behavior. In addition, Gorgievski et
al. [29] expanded our knowledge by taking the
performance topic, followed by Lazauskaite-
Zabielske et al. [49]. Suharto & Brien [61] and Benn
et al. [59] also take employee performance, together
with Kapil & Rastogi [51] and Kim and Koo [52].
Finally, Alfes et al. [53] have taken the
Organizational support, which was then expanded
by Zhong et al. [54] on organizational support, as
well as Lin et al. [55] on coaching supervisors.
Table 4. The effect of employee engagement on
performance
Variable
p value
Descripti
on
Employee
engageme
nt ->
performan
ce
p < 0.01[2],[29]
[36],[39],[49],[56],[52],[
61]
Significan
t
p <
0.05[33],[44],[45],[54]
Significan
t
5 Conclusion
From the studies above, we can conclude that
several studies have shown a significant relationship
between employee engagement and performance in
studies of employee engagement and organizational
performance. Most studies that focus on the
relationship between engagement and performance
about the performance of tasks or roles are defined
as results or behaviors that directly or indirectly
contribute to organizational performance. As rightly
noted, it is intuitive to know what good performance
means at work, however, it may be less clear what
behavior occurs when an employee manifests
himself well. Since a mismatch is detected, a high
level of process performance may or may not be
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
209
Volume 20, 2023
compatible with high production performance. For
this reason, it is important to review the
performance of employees' services, focusing on the
existence of workers so that the recognition of their
presence improves and improves the quality of their
services and supervision.
The findings of this study include employee
engagement and organizational performance, which
fall into nine categories, including PsyCap, job fit,
internal communication, commitment, motivation,
personality, employee satisfaction, retention, and
performance. Meanwhile, most research sources
have come from the United States that studies the
relationship between employee engagement and
organizational performance, followed by England,
China, and India, Spain. Other countries, such as
Ireland and the Netherlands and Israel, South
Africa, Thailand, Italy, Malaysia, Nigeria,
Indonesia, Australia, and Korea, have their
contributions. Based on the categorization study
approach, most researchers studied the impact of
employee engagement and organizational
performance. In addition, most of them are included
in selected study categories such as individual level,
organizational level, and team level. Meanwhile,
based on the year of publication of the above study,
it was found that it was mostly done in 2013, 2014
and 2016. The limitation of this study is that this
study is limited to subjects that discuss the impact of
employee engagement and organizational
performance.
Our research results also provide several
recommendations. Although organizational
performance is at the heart of performance
management, individual or employee engagement
depends to a large extent on all organizational
policies, practices, and characteristics of
organizational design. In addition, during the current
Covid pandemic, jobs are difficult, not all work is
done as planned, and problems arise, now, it is a
challenge for employees to quickly make decisions
and prioritize the interests of the organization in the
first place, it requires a comprehensive process. This
integrated approach is a constructive approach to
strategic human resource management, which states
that to achieve organizational goals, a model of
personnel management activities is necessary, as
opposed to a single movement.
Therefore, more research is needed to explain
how resources dedicated to employee engagement
are spent and how companies should manage the
process of attracting employees to create an
organizational performance.
5.1 Limitations and Further Study
In this systematic review, weaknesses were still
identified in the assessment of innovative
associations with the organizational performance
indicators. Firstly, in this systematic review, only a
small sample size was carried out; therefore, the
results of this study still need a larger sample size to
get a more general explanation and in detail.
Therefore, further studies should be able to add
more samples of the number of subjects. This will
stimulate future research in relevant areas for better
outcomes and increase the priorities of participating
countries, especially Southeast Asian countries such
as Indonesia and Malaysia. Secondly, a limited
number of databases has been considered another
limitation. Thus, increasing the number of databases
to collect more research will make it possible to
describe other important studies related to this field.
References:
[1] Ahmad, Shoeb. "Green human resource
management: Policies and practices." Cogent
business & management 2.1 (2015):
1030817.
[2] Anitha, Jagannathan. "Determinants of
employee engagement and their impact on
employee performance." International
journal of productivity and performance
management (2014).
[3] Albdour, Ali Abbaas, and Ikhlas I.
Altarawneh. "Employee engagement and
organizational commitment: Evidence from
Jordan." International journal of
business 19.2 (2014): 192.
[4] Gunlu, Ebru, Mehmet Aksarayli, and Nilüfer
Şahin Perçin. "Job satisfaction and
organizational commitment of hotel
managers in Turkey." International Journal
of Contemporary Hospitality
Management (2010).
[5] Dajani, Dr, and Maha Ahmed Zaki. "The
impact of employee engagement on job
performance and organisational commitment
in the Egyptian banking sector." (2015).
[6] Bakker, Arnold B., Simon L. Albrecht, and
Michael P. Leiter. "Key questions regarding
work engagement." European journal of
work and organizational psychology 20.1
(2011): 4-28.
[7] Syam, Rahmawati, and Nur Afni Indahari
Arifin. "The Effect of Psychological Capital
on Work Engagement of Nurse at Pertiwi
Hospital in Makassar City." Jurnal Ilmiah
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
210
Volume 20, 2023
Ilmu Administrasi Publik 11.1 (2021): 215-
222.
[8] Balwant, Paul T. "The meaning of student
engagement and disengagement in the
classroom context: Lessons from
organisational behaviour." Journal of
Further and Higher Education 42.3 (2018):
389-401.
[9] Demerouti, Evangelia, and Arnold B.
Bakker. "The job demands-resources model:
Challenges for future research." SA Journal
of Industrial Psychology 37.2 (2011): 01-09.
[10] Eldor, Liat, and Eran Vigoda-Gadot. "The
nature of employee engagement: Rethinking
the employee–organization relationship." The
International Journal of Human Resource
Management 28.3 (2017): 526-552.
[11] Schaufeli, Wilmar B. "What is
engagement?" Employee engagement in
theory and practice 15.321 (2013):
9780203076965-10.
[12] Sweetman, David, and Fred Luthans. "The
power of positive psychology: Psychological
capital and work engagement." Work
engagement: A handbook of essential theory
and research 54 (2010): 68.
[13] Wan, Qiaoqin, et al. "Effects of work
environment and job characteristics on the
turnover intention of experienced nurses: The
mediating role of work
engagement." Journal of Advanced
Nursing 74.6 (2018): 1332-1341.
[14] Memon, Mumtaz Ali, et al. "Person-
organization fit and turnover intention: the
mediating role of employee
engagement." Global Business &
Management Research 6.3 (2014).
[15] Azmi, Feza Tabassum, Kavitha Desai, and
Kalpana Jayakrishnan. "Organizational
citizenship behavior (OCB): A
comprehensive literature review." Sumedha
Journal of Management 5.1 (2016): 102-117.
[16] Kataria, Aakanksha, Pooja Garg, and Renu
Rastogi. "Employee Engagement and
Organizational Effectiveness: The Role of
Organizational Citizenship
Behavior." International Journal of Business
Insights & Transformation 6.1 (2012).
[17] Markos, Solomon, and M. Sandhya Sridevi.
"Employee engagement: The key to
improving performance." International
journal of business and management 5.12
(2010): 89.
[18] Salas-Vallina, Andres, Joaquín Alegre, and
Rafael Fernandez. "Happiness at work and
organisational citizenship behaviour: is
organisational learning a missing
link?." International Journal of
Manpower (2017).
[19] Xu, Jessica, and Helena Cooper Thomas.
"How can leaders achieve high employee
engagement?." Leadership & Organization
Development Journal (2011).
[20] Christian, Michael S., Adela S. Garza, and
Jerel E. Slaughter. "Work engagement: A
quantitative review and test of its relations
with task and contextual
performance." Personnel psychology 64.1
(2011): 89-136.
[21] Wollard, Karen Kelly, and Brad Shuck.
"Antecedents to employee engagement: A
structured review of the literature." Advances
in developing human resources 13.4 (2011):
429-446.
[22] Alessandri, Guido, et al. "Testing a dynamic
model of the impact of psychological capital
on work engagement and job
performance." Career Development
International (2018).
[23] Ng, Thomas WH, and Daniel C. Feldman.
"Employee voice behavior: A meta‐analytic
test of the conservation of resources
framework." Journal of Organizational
Behavior 33.2 (2012): 216-234.
[24] Demerouti, Evangelia, et al. "From thought
to action: Employee work engagement and
job performance." Work engagement: A
handbook of essential theory and
research 65.1 (2010): 147-163.
[25] Tims, Maria, Arnold B. Bakker, and Daantje
Derks. "The impact of job crafting on job
demands, job resources, and well-
being." Journal of occupational health
psychology 18.2 (2013): 230.
[26] Crawford, Eean R., Jeffery A. LePine, and
Bruce Louis Rich. "Linking job demands and
resources to employee engagement and
burnout: a theoretical extension and meta-
analytic test." Journal of applied
psychology 95.5 (2010): 834.
[27] Moher, David, et al. "Preferred reporting
items for systematic reviews and meta-
analyses: the PRISMA statement." Annals of
internal medicine 151.4 (2009): 264-269.
[28] Budgen, David, and Pearl Brereton.
"Performing systematic literature reviews in
software engineering." Proceedings of the
28th international conference on Software
engineering. 2006.
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
211
Volume 20, 2023
[29] Gorgievski, Marjan J., Juan Antonio
Moriano, and Arnold B. Bakker. "Relating
work engagement and workaholism to
entrepreneurial performance." Journal of
Managerial Psychology (2014).
[30] Kerr, Gerry, and Marjorie Armstrong-
Stassen. "The bridge to retirement: Older
workers’ engagement in post-career
entrepreneurship and wage-and-salary
employment." The Journal of
Entrepreneurship 20.1 (2011): 55-76.
[31] Saks, Alan M. "Workplace spirituality and
employee engagement." Journal of
management, spirituality & religion 8.4
(2011): 317-340.
[32] Artino Jr, Anthony R., et al. "Developing
questionnaires for educational research:
AMEE Guide No. 87." Medical teacher 36.6
(2014): 463-474.
[33] Marianus, S., & Ali, S. (2021). factors
determining the perceived security
dimensions in B2C electronic commerce
website usage: An Indonesian study. Journal
of Accounting and Investment, 22(1), 104-
132.
[34] Nardi, Peter M. Doing survey research: A
guide to quantitative methods. Routledge,
2018.
[35] Stacks, Don W. Primer of public relations
research. Guilford Publications, 2016.
[36] Shuck, Brad, and Karen Wollard. "Employee
engagement and HRD: A seminal review of
the foundations." Human resource
development review 9.1 (2010): 89-110.
[37] Robertson, Ivan T., and Cary L. Cooper.
"Full engagement: the integration of
employee engagement and psychological
well-being." Leadership & Organization
Development Journal (2010).
[38] Wollard, Karen Kelly, and Brad Shuck.
"Antecedents to employee engagement: A
structured review of the literature." Advances
in developing human resources 13.4 (2011):
429-446.
[39] Rothmann, Sebastiaan, and Sebastiaan
Rothmann Jr. "Factors associated with
employee engagement in South Africa." SA
Journal of Industrial Psychology 36.2
(2010): 1-12.
[40] Chandani, Arti, et al. "Employee
engagement: A review paper on factors
affecting employee engagement." Indian
Journal of Science and Technology 9.15
(2016): 1-7.
[41] Bal, P. Matthijs, and Annet H. De Lange.
"From flexibility in human resource
management to employee engagement and
perceived job performance across the
lifespan: A multisample study." Journal of
Occupational and Organizational
Psychology 88.1 (2015): 126-154.
[42] Dalal, Reeshad S., et al. "The relative
importance of employee engagement, other
job attitudes, and trait affect as predictors of
job performance." Journal of Applied Social
Psychology 42 (2012): E295-E325.
[43] Suan, Choo Ling, and Aizzat Mohd
Nasurdin. "Supervisor support and work
engagement of hotel employees in Malaysia:
is it different for men and women?." Gender
in Management: An International
Journal (2016).
[44] Lorente, Laura, et al. "How personal
resources predict work engagement and
self‐rated performance among construction
workers: A social cognitive
perspective." International Journal of
Psychology 49.3 (2014): 200-207.
[45] Karatepe, Osman M., and Olusegun A.
Olugbade. "The mediating role of work
engagement in the relationship between high-
performance work practices and job
outcomes of employees in
Nigeria." International Journal of
Contemporary Hospitality
Management (2016).
[46] Yalabik, Zeynep Y., et al. "Work
engagement as a mediator between employee
attitudes and outcomes." The International
Journal of Human Resource
Management 24.14 (2013): 2799-2823.
[47] Myrden, Susan E., and E. Kevin Kelloway.
"Leading to customer loyalty: a daily test of
the service-profit chain." Journal of Services
Marketing (2015).
[48] Gorgievski, Marjan J., Arnold B. Bakker,
and Wilmar B. Schaufeli. "Work engagement
and workaholism: Comparing the self-
employed and salaried employees." The
Journal of Positive Psychology 5.1 (2010):
83-96.
[49] Lazauskaite-Zabielske, Jurgita, Ieva
Urbanaviciute, and Rita Rekasiute Balsiene.
"From psychosocial working environment to
good performance: the role of work
engagement." Baltic Journal of
Management (2018).
[50] Freeney, Yseult, and Martin R. Fellenz.
"Work engagement, job design and the role
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
212
Volume 20, 2023
of the social context at work: Exploring
antecedents from a relational
perspective." Human Relations 66.11 (2013):
1427-1445.
[51] Kapil, Khyati, and Renu Rastogi. "Job
embeddedness and work engagement as
predictors of job performance." Journal of
Strategic Human Resource Management 6.3
(2017): 28.
[52] Kim, Min-Seong, and Dong-Woo Koo.
"Linking LMX, engagement, innovative
behavior, and job performance in hotel
employees." International Journal of
Contemporary Hospitality
Management (2017).
[53] Alfes, Kerstin, et al. "The link between
perceived human resource management
practices, engagement and employee
behaviour: a moderated mediation
model." The international journal of human
resource management 24.2 (2013): 330-351.
[54] Zhong, Lifeng, Sandy J. Wayne, and Robert
C. Liden. "Job engagement, perceived
organizational support, high performance
human resource practices, and cultural value
orientations: A cross-level
investigation." Journal of Organizational
Behavior 37.6 (2016): 823-844.
[55] Lin, Weipeng, et al. "Leading future
orientations for current effectiveness: The
role of engagement and supervisor coaching
in linking future work self salience to job
performance." Journal of Vocational
Behavior 92 (2016): 145-156.
[56] Welch, Mary. "The evolution of the
employee engagement concept:
communication implications." Corporate
Communications: An International
Journal (2011).
[57] Sun, Li, and Chanchai Bunchapattanasakda.
"Employee engagement: A literature
review." International Journal of Human
Resource Studies 9.1 (2019): 63-80.
[58] Farndale, Elaine, et al. "Work and
organisation engagement: aligning research
and practice." Journal of Organizational
Effectiveness: People and
Performance (2014).
[59] Benn, Suzanne, Stephen TT Teo, and
Andrew Martin. "Employee participation and
engagement in working for the
environment." Personnel Review (2015).
[60] Steffens, Niklas K., et al. "Leaders enhance
group members' work engagement and
reduce their burnout by crafting social
identity." German Journal of Human
Resource Management 28.1-2 (2014): 173-
194.
[61] Suhartanto, Dwi, and Anthony Brien.
"Multidimensional engagement and store
performance: The perspective of frontline
retail employees." International Journal of
Productivity and Performance
Management (2018).
[62] Luthans, Brett Carl, Kyle William Luthans,
and Susan M. Jensen. "The impact of
business school students’ psychological
capital on academic performance." Journal
of Education for Business 87.5 (2012): 253-
259.
[63] Theeboom, Tim, Bianca Beersma, and
Annelies EM van Vianen. "Does coaching
work? A meta-analysis on the effects of
coaching on individual level outcomes in an
organizational context." The Journal of
Positive Psychology 9.1 (2014): 1-18.
[64] Shuck, Brad, and Karen Wollard. "Employee
engagement and HRD: A seminal review of
the foundations." Human resource
development review 9.1 (2010): 89-110.
[65] West, Michael, and Jane Dawson. Employee
engagement and NHS performance. London:
King's Fund, 2012.
Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
-Nurul Imani Kurniawati is the main author of
this article and also plays a role in analyzing the
statistical data generated in this study.
-Edy Raharja is an expert in the field of research
management, he is very helpful in providing
input and input in this research so that it can
produce quality research.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
All funding in this study came from private funding.
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.20
Nurul Imani Kurniawati, Edy Raharja
E-ISSN: 2224-2899
213
Volume 20, 2023
Conflict of Interest
The authors have no conflicts of interest to declare
that are relevant to the content of this article.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en
_US