Employee engagement as a precursor for employee performance in organization: A Literature Review

Abstract

Owing to its impartiality, strategic placement, and direct contribution to the aims and objectives of the organization, employee engagement and performance are becoming increasingly popular worldwide. Employee engagement and performance are focused on honing the abilities of employees to carry out a range of duties and responsibilities related to their current or anticipated positions in the future. This study examines the impact of employee engagement on employee performance in organization. The Job demand- resources theory developed by Arnold Bakker and Evangelia Demerouti in 2006 is used in this study to explain the connection between employee performance and engagement in organization. The majority of the data used in the study comes from secondary sources, which include published empirical research reports, periodicals, textbooks, and journal articles. Other documentary sources include the internet. The paper is purely a conceptual/literature review. Finding from the study reveals that organization can only succeed through employee engagement if its employees are happy. The findings of the study also showed that engaged employees have a favorable attitude about their work and organization, they are typically hired by the organization for extended periods of time. Thus, the study suggests that managers and administrators should enhance the annual budgetary allotment for employee motivation initiatives in both public and private
organizations. This will make it possible for the organizations to offer high-caliber, highly productive engagement initiatives that will have a favorable impact on worker performance.