Employee engagement has drawn a lot of attention from academics and industry professionals alike as a critical component of corporate performance and success. this analysis examines the complex link between organizational performance and employee engagement. This study offers a thorough examination of the ways in which employee engagement affects several aspects of organizational efficiency by combining the findings of previous literature. The first section of the paper defines employee engagement and lists its essential elements, such as its behavioural, cognitive, and affective aspects. The study clarifies the factors that precede employee engagement, such as leadership style, organizational culture, work features, and employee well-being, by drawing on theories like social exchange theory and self-determination theory. Additionally, it talks about how human resource procedures like hiring, training, and performance reviews help to increase employee engagement. Additionally, the study looks at how employee engagement affects organizational performance at the individual, team, and organizational levels. It emphasizes how employee engagement improves financial performance, customer satisfaction, innovation, job satisfaction, retention, and employee productivity. The study also looks at possible moderating factors that could affect the relationship between employee engagement and organizational success, like organizational size and industry context. The review also points out weaknesses and gaps in the body of literature, such as the need for additional long-term studies and investigations into the mechanisms that mediate the relationship between organizational success and employee engagement. The study concludes with practical recommendations highlighting the value of developing an engaged culture and putting evidence-based tactics into practice to improve employee engagement and, in turn, organizational performance.
Baruah et al. (Wed,) studied this question.