Chapter 2

Review of Related Literature

This chapter includes the ideas, finished thesis, generalizations or conclusions,
methodologies, and other data related to the present study. This chapter presents literature
and studies related to the present research work that guided the researcher in formulating the
conceptual and theoretical framework of the study.

Employee’s Work Engagement

It is imperative for organizations, particularly those in the public sector, to develop a

comprehensive understanding of work engagement in order to effectively identify the factors
that contribute to it (Mostafa & AbedEl-Motalib, 2020). According to Kim et al. (2016),
employee job engagement is a fundamental element within the human dimension of
organizational sustainability.

According to Timms et al. (2015), employees who are engaged in their jobs exhibit
high levels of vitality, devotion, and a profound sense of immersion in their tasks. Due to
complex and severe legislation, many organizations need help with employee involvement in
the future (Mishra et al., 2014). Vandenabeele (2014) has established a direct correlation
between employee dedication and fulfilling fundamental satisfaction demands.

Work engagement holds substantial importance for individuals employed within an

organization and the organizations themselves (Steger et al., 2013). Workplace engagement
is commonly perceived as a favorable and satisfying emotional and motivational condition
that contributes to the overall well-being of individuals concerning their work (Kim et al.,
2013).

Employee Satisfaction

Corpuz, J., et al. (2022) found that employee satisfaction correlates with motivation,
goal achievement, and positive workplace morale, highlighting the significance of motivation
in performance. A comparable result was discovered in the study conducted by Kalfa, M., et
al. (2016), whereby it was reported that 98.8 percent of public sector employees expressed
moderate to high levels of job satisfaction.
 The findings of a study conducted by Ali, A., et al. (2018) indicate that employees
who exhibit enthusiasm, contentment, and a high level of motivation are more inclined to
utilize their skills and abilities to pursue the aims and objectives of the organization
effectively. Furthermore, Deng and Gao (2017) discovered a correlation between the rise in
employees' output and the subsequent impact on the efficiency and profitability of the
organization. Furthermore, the findings of Helmi, T., & Abunar's, M., (2021) study have
indicated that motivation, income, leadership, and productivity are crucial factors in
promoting employee job satisfaction.

Management Standards

Training

Employee Performance

Shmailan, A., (2016) defines employee performance as individuals' behaviors and

actions in carrying out their assigned duties within an organizational context. Al Mehrzi and
Singh (2016) also stated that version refers to the overall level of success exhibited by an
individual in accomplishing tasks within a specific timeframe. Moreover, Yang et al. (2016)
assert that there is performance seen in employees' actions or lack thereof. According to
Gitongu, M., et al. (2016), learning organizations improve employee performance by
providing training and development.

Synthesis
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