Purpose: The objective of this publication is to identify ways to increase employee engagement in Bulgarian business organizations and identify how such employee engagement affects employee and company performance. Design/methodology/approach: Our research is based on the evaluation of employee engagement methodologies used by well-known companies such as Gallup HCM Advisory Group, Deloitte and Aon Hewitt. Based on these, we derive the factors influencing employee engagement in Bulgarian companies. Findings: This work focuses on management, in recent years, aimed at retaining and developing the best employees, and their evolution into reliable potential leaders of the organization. This is undertaken to maintain and increase the number of those engaged in the business of company employees as well. The management of a successful leader is considered key to increasing employee engagement. Employee commitment implies something special, additional or atypical in the performance of tasks and job role. This is a behaviour that involves innovation, demonstrating initiative via proactive seeking of opportunities that contribute to the company and exceeding the expected standard of employee performance. The findings can strengthen the already-significant role of management. There is no universal way to increase employee engagement and motivation towards increased productivity, activity, and creativity. Research limitations/implications: The study has been undertaken for employees in Bulgaria.

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.

SummaryBased on a review of the history of the employee engagement construct and its measurement, we define workforce engagement as the aggregate of the work engagement experiences of individual employees in an organization. In contrast to most research on employee engagement, we study companies rather than individuals and the companies represent a diverse set of industries. We hypothesize and demonstrate on a sample of (up to) 102 publicly traded companies that workforce engagement significantly predicts organizational financial (adjusting for industry: Return on Assets, Net Margin but not Tobin's q) and customer metrics (the American Customer Satisfaction Index and the Harris Reputation Quotient) 1 and 2 years after the workforce engagement data were collected. In addition, using a split‐sample approach to avoid method bias, we hypothesize and show that (a) company organizational practices (the strongest correlate), supervisory support, and work attributes are significant correlates of workforce engagement and (b) that workforce engagement mediates the relationship between these correlates of engagement and the organizational performance metrics. Implications of the findings for research and practice are discussed.

This study's goal is to investigate the effects of employee training and engagement on workers' performance, with organizational commitment acting as a bridging variable. Data for this study was gathered quantitatively from employees in one of supply chain company in Indonesia. Employing a probability sampling approach as a sample technique. Path analysis was employed as a data analysis approach in this study with the use of the analytic program SPSS. The study's findings include a significant positive relationship between employee engagement and organizational commitment, a significant positive relationship between employee engagement and training, a significant positive relationship between employee engagement and training, and a significant positive relationship between employee engagement and employee performance. Training has a very favorable impact on staff performance. Organizational commitment has an impact on employees' performance. Organizational commitment, training, and employee engagement all have an impact on employee performance. This study is anticipated to be utilized as a resource for thought, the sharing of concepts, and the introduction of alternative solutions to issues in businesses pertaining to employee engagement and training that are beneficial in enhancing It is anticipated that this will enhance worker performance and eventually aid in the accomplishment of corporate objectives.

An organization’s success and profitability depend upon the performance of its employees. Business leaders know that a high-performing workforce is essential for the achievement of strategic business goals. The objective of this study is to identify the individual factors of employee engagement in Organization performance. In this study, “Employee Communication, Employee Development, Reward & Recognition, and Leadership” are used as the independent variables and “Employee Engagement in Organizational Performance” is used as a dependent variable. The target population consists of workers in SMEs relating to the Colombo district (This is the commercial capital and largest city of Sri Lanka by population) in 2019 year. The current study has used Stratified sampling method for selecting 249 employees to collect the data from the survey by representing all management levels. This study has used Pearson correlation analysis to identify the relationships between independent and dependent variable. According to the analysis results, the study concludes the findings as follows; there is a significant positive relationship between employee communication and employee engagement in organization performance, there is a significant positive relationship between employee development and employee engagement in organization performance, there is a significant positive relationship between reward/recognition and employee engagement in organization performance and there is a significant positive relationship between leadership and employee engagement in organization performance.

This study investigates the effects of exclusive talent management philosophies on employee engagement within Company ABC, a multinational private healthcare corporation. The research focuses on how talent management strategies influence employees' levels of engagement. Company ABC, facing significant business challenges due to its dominant exclusive talent management strategy, emphasizes external recruitment and the development of a small group of high-potential employees. This approach has led to a decline in morale, employee engagement, and perceptions of fairness, as employees feel undervalued and overlooked. Primary data were collected through surveys administered to 104 Company ABC employees, ranging from entry-level to junior managers. The study employs quantitative analysis to assess the relationship between the company's talent management philosophy and employee engagement levels. Pearson Correlation technique was used to analyze the data. Findings reveal a negative correlation between exclusive talent management and employee engagement, indicating that a focus on a small group of employees can lead to feelings of exclusion and decreased motivation across the workforce. The thesis concludes with recommendations for Company ABC to transition to a more inclusive talent management approach. It advocates policies ensuring fair and equal treatment, development opportunities for all employees, and a culture that values diversity and inclusion. These changes are expected to enhance overall engagement, satisfaction, and organizational performance, aligning talent management with long-term business success.

The study attempts to examine the effect of organizational culture on employee engagement and performance and its evaluation has been identified by certain selected researcher’s research. The main aim of research article is to identify and determine strong relationship between organizational culture and employee engagement as well as performance. Employee engagement and effectiveness could prove to be an excellent parameter to assess the health of the organization as such with regards to satisfaction, innovation, commitment, retention and productivity. Literature review is adopted as methodology to review the culture of an organization upon employee engagement and performance. The owners and top management of an organization generally tends to have a large impact on establishing a culture. Organizational culture plays a vital role in engaging the employees and enhancing their performance. Organizational culture must be united all members and employees of the organization as this will encourage uniformity among members of the organization and this enhance commitment, group efficiency and overall performance of employees. In this study it was tried to look at the effect of organizational culture on employee’s engagement and performance with evidence of selected related literatures.

Employee engagement has emerged as a critical factor influencing organizational success, productivity, and sustainability in today's dynamic business landscape. This research delves into the context of Samvardhana Motherson Reflectec (SMR), aiming to understand the dynamics of employee engagement within the organization. Through a comprehensive literature review, this study examines the conceptual underpinnings of employee engagement, its dimensions, and its impact on organizational outcomes. Utilizing a mixed-methods approach, including surveys, interviews, and observational data, the research explores the current state of employee engagement at SMR, identifying key drivers and barriers. Furthermore, the study investigates the strategies and initiatives implemented by SMR to foster employee engagement and enhance organizational performance. By synthesizing empirical findings with theoretical insights, this research contributes to the growing body of knowledge on employee engagement and provides practical recommendations for SMR and similar organizations seeking to optimize their workforce engagement strategies. Keywords: Employee Engagement, Employee Performance, Organisational Performance.

The purpose of this study is to prevent turnover and the key to improving performance management in a multinational company. Employee engagement is believed will enable the success for a company through several people factor such as employee performance, productivity, work safety, attendance and retention, customer satisfaction, customer loyalty, to profitability. Employee performance is one of the benefits that is resulted from a high employee engagement. Factors that affect employee engagement: Work Environment (work environment), Leadership (leadership), Team and Co-worker (team and co-worker relations), Training and Career Development (training and career) Compensation (compensation), Organizational Policies, procedures, structures and systems (organizational policies, procedures, structures, and systems), Workplace well-being (work welfare). This research method is a literature study by comparing several existing theories, previous research, and interviews with several sources in several multinational companies. The findings are still high in the company's annual turnover rate. From this research, it can be concluded that employee engagement programs must be carried out regularly in a company organization so that employees are loyal to management.

The automotive parts highly value the quality of production results, so it requires employee involvement to mediate employee loyalty and organizational commitment to improve employee performance. The quality demands of automotive parts production must meet customer standards. Therefore, employee performance determines the desired quality of work. Researchers will investigate the relationship between employee loyalty and organizational commitment by examining how employee engagement influences employee performance. The results of this study can provide input to management for future follow-up. Researchers used descriptive statistics using Smart PLS 4.0 to analyze data and identify factors related to employee loyalty and organizational commitment, which increase company productivity by mediating employee engagement to employee performance. Questionnaires were distributed to 158 employees using Google Forms. Engagement and performance are strongly and positively influenced by employee loyalty. While organizational dedication has a positive and significant effect on employee performance. What significantly mediates the relationship between employee loyalty, organizational commitment, and employee performance is employee engagement, which is strongly correlated with it. Employee loyalty and organisational commitment indirectly affect employee performance through employee engagement, suggesting that these factors may indirectly improve performance through employee engagement.