3 - A Current Approach in HRM A Bibliometric Analysis of The Employee - English

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Optimum Journal of Economics and Management Sciences, 2022, 9(2), 206-228

Optimum Journal of Economics and Management Sciences, 2022, 9(2), 206-228
A Current Approach in HRM: The Concept of Employee Experience

Bibliometric Analysis
Merve REAL*
OWN
Employee experience (employee experience/EX) is an approach that has recently started to attract attention in the field of
human resources management. Employee experience refers to the personal perceptions of an employee about all the events that he
or she experiences from placement to employment. It is assumed that businesses that adopt the employer brand strategy are trying
to create a strong employee experience. This concept, which is stated to have the potential to provide strategic competitive advantage
to businesses, is thought to be effective in attracting talents to the business and increasing employee loyalty. The aim of this research
is to explore the conceptual structure of the concept of employee experience, as well as to shed light on its relationship with HRM by
examining the current status of related studies and to suggest new ideas for future research. For this purpose, publications related to
employee experience in the Web of Science database were analyzed with the VOSviewer package program in terms of year, country,
keyword, publisher, author and citations using bibliometric analysis methods. The findings show that publications on employee
experience have increased in recent years, with the highest number of publications in the United States, England and Australia. In
addition, it has been observed that there are links between employee experience and employee engagement, human resource
management, communication and employability. In addition to the co-author and co-citation analyses, predictions for future research
are presented in the findings.
Keywords: Employee experience, Human resource management, Employee engagement, Employer brand,
Bibliometric analysis
GEL Classification: M10
A Current Approach in HRM: A Bibliometric Analysis of the Employee

Experience Concept
ABSTRACT
Employee experience (EX) is an approach that has recently started to attract attention in the field of human resources
management. Employee experience refers to the personal perceptions of an employee about all the events he/she experiences from
the time of his/her employment to the time of his/her leaving the job. It is thought that businesses that adopt the employer brand
strategy are trying to create a strong employee experience. This concept, which is stated to have the potential to provide strategic
competitive advantage to businesses, is thought to be effective in attracting talents to the business and increasing employee loyalty.
The aim of this research is to explore the conceptual structure of the concept of employee experience, as well as to shed light on its
relationship with HRM by examining the current status of related studies and to suggest new ideas for future research. For this
purpose, publications related to employee experience in the Web of Science database were analyzed with the VOSviewer package
program in terms of year, country, keyword, publisher, author and citations using bibliometric analysis methods. The findings show
that publications on employee experience have increased in recent years, with the most studies on the subject in the United States,
England, and Australia. In addition, it has been observed that there is a close relationship between employee experience and
employee commitment, human resources management, communication, and employability. In addition, co-author and co-citation
analyses are also presented in the findings.
Keywords: Employee experience, Human resource management, Employee engagement, Employer branding,
Bibliometric analysis
JEL Classification: M10
Arrived / Received: 06.01.2022 Accepted / Accepted: 10.04.2022
*
Dr. Instructor Member, Kocaeli University, Hereke Ömer ÿsmet Uzunyol Vocational School, Department of Management and
Organization, merve.gercek@kocaeli.edu.tr, ORCID: 0000-0002-7076-8192
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Optimum Journal of Economics and Management Sciences, Volume 9, Issue 2- https:// dergipark.org.tr/ tr/ pub/ optimum
Reality – A Current Approach in HRM: A Bibliometric Analysis of the Concept of Employee Experience
1. INTRODUCTION
The concept of employee experience (EX), which has been considered as a new understanding
in the field of human resources management (HRM) since the beginning of the 2010s, has emerged
as a new subject that can increase the commitment and commitment of employees to the organization.
It is thought that employee experience may be related to variables such as corporate reputation,
service quality, productivity and efficiency. The basis of this concept is the employee life cycle
(employee life cycle), which refers to the entire period from the placement of an employee to the point
where he leaves the job (Cattermole, 2019). Employee experience is about experiencing the employee
lifecycle in the most positive way for employees.
Organizations continue to adopt new strategies in order to adapt and survive in the dynamics
of the business world, where competition is increasingly intensified due to economic, technological,
political and socio-cultural changes. Particularly different according to Plaskoff (2017)
While the need for talented employees is increasing in knowledge-based organizations where
generations coexist, sectoral innovation and rapid change demands change the work experiences of
employees as well as the way they do business. The most critical challenges faced by HRM in recent
times are attracting the right quality and right quantity of employees to the organization, as well as
meeting the expectations of employees and retaining them in a competitive and ever-changing world.
For this reason, it is thought that employee experience will positively affect the overall brand image of
an organization by attracting the right talent, creating a workplace that encourages innovation, and
also providing a positive leave experience (Chandwandi et al., 2021).
Considering the historical development of HRM in theory and practice, studies have continued
to be taken seriously by powerful actors such as managers from different units and various levels and
to legitimize HRM practices (Ulrich et al., 2019). Recently, "design thinking", which is mentioned as a
"current trend" by academicians and HR consultancy companies working in the field of HRM,
approach (Rasca, 2018) and “employee experience management”

understanding has emerged (Maylett & Wride, 2019; Morgan, 2017). According to Mahadevan and
Schmitz (2020), employee experience management is a tool that can be used to communicate HRM
issues that are not clearly expressed to employees in organizations and to convey information about HRM.
According to the authors, current trends/trends in the field of HRM attract attention because they
propose understandable solutions and work in simple terms. To put it more clearly, it is thought that
the reason for the spread of the trends that emerge from time to time lies in the fact that it offers clear
and simple solutions to complex issues. Therefore, the authors preferred to consider the employee
experience as a method that can contribute to the achievement of strategic competitive advantage
rather than being a “fad” .
The aim of this research is to explore the current status of the concept of employee experience
in the literature, as well as to shed light on its relationship with HRM by examining the current status
of related studies and to suggest new ideas for future research. For this reason, it was preferred to
handle the studies on employee experience with bibliometric analysis methods.
Bibliometric analysis is a systematic method widely used to research and analyze large volumes of
scientific data. This method explains how a particular field or concept
While providing information about the development of the disease, it also provides to shed light on the
emerging issues in that field (Donthu et al., 2021). In bibliometric research, it is possible to visualize
the intellectual structure of a particular field with mapping methods by identifying important research
topics. In addition, it is seen that bibliometric analysis methods, which can reveal the connections
between authors, publishers and studies, are used in different subjects within the scope of HRM
(Markoulli et al., 2017; Garcia-Lillo et al., 2018; Macke and Genari, 2019). The findings of this study
show the ratio of publications on the concept of employee experience by years, which subjects they
are associated with, which journals in the literature are the subject of studies.
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Gerçek – A Current Approach in HRM: A Bibliometric Analysis of the Employee Experince Concept
It reveals the number of citations made to the studies and similar issues. It is thought that the results obtained will
provide clues about the potential in the field of HRM in terms of the theoretical structure of the concept of employee
experience, the way it is handled in terms of related concepts and the frequency of its examination.
2. THEORETICAL FRAMEWORK
2.1. Employee Experience Concept
The concept of employee experience has been a concept that has been mentioned in various academic
articles and business journals, especially since the 2010s. Employee experience, which is considered as a sub-
dimension of the human resource management (HRM) field or a new approach/strategy in this field, is related to the
general perceptions of employees throughout the employee life cycle. The basis of the concept of employee experience
is customer experience (CX) and partially user experience (UX). Based on these concepts, it is thought that the
concept of employee experience emerged with the adoption of data and technology-oriented approaches as well as
marketing and design thinking concepts by HRM (Mahadevan & Schmitz, 2019). Plaskoff (2017) defines employee
experience as “an employee's holistic perceptions of his/ her relationship with the organization throughout his/ her life
cycle”.
has defined. This definition suggests that employee experience is organization-specific and highly personal. Employee
experience is shaped by the events and experiences of employees in the workplace on a daily basis. According to
Morgan (2017), the basic stages of employee experience are pre-employment, recruitment, training-development,
employee engagement, performance appraisal, employee and leave feedback. According to the author, employee
experience begins before being hired. In this sense, the pre-perceptions of the candidates about the organization can
be considered as a part of the employee experience. Because the candidate's intention to work in an organization is
also an important factor. Therefore, the concept of employer brand, which may have an impact on potential employees
in the pre-employment period, can also be considered as a part of employee experience (Sokro, 2012).
HRM is an understanding that is concerned with the design and execution of systems for issues such as
recruitment, training development, career, performance and wages necessary for the achievement of goals in an
enterprise, and also focused on increasing the quality of working life. Employee experience is seen to be directly
related to HRM practices. Therefore, it is thought that it is necessary to intervene in HRM practices in order to create a
positive employee experience (Whitter, 2019). In this context, subjects such as recruitment, training development,
career/talent management, performance and wage management, which are within the scope of HRM, gain importance.
In other words, in order to design a positive employee experience, it is necessary to design applications that can create
positive perceptions in employees. It can be said that there is no consensus in the literature about what these
applications can be exactly. However, some authors have mentioned that certain applications can form the basis for
the high-level employee experience. For example, Farndale and Kelliher (2013) argued that how the performance
appraisal process is carried out can have an impact on employee experience. It has been argued that a fair evaluation
process will lead to positive employee perceptions and thus provide a strong employee experience. Similarly, Harley
et al. (2007) obtained findings that high performance work systems can have positive contributions to employee
experience. High-performance work systems, based on Huselid's (1995) work focusing on the relationship between
HRM-organizational performance, postulate that some specific HRM practices (such as selective recruitment, extensive
training, performance-based compensation) can have an impact on organizational performance. Based on this
assumption, it is thought that high-performance work systems will have positive effects on employees.
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However, it does not seem possible to say that employee experience is considered equivalent to modern HRM
practices in the known sense. It can be said that
the conceptual framework should be well established in order to look at the points where the concept of
employee experience differs from the known HRM processes. Although employee experience is thought of as a
different name for employee commitment, it does not have the same meaning. Employee commitment has meanings
such as an employee's enthusiasm for his/her job, enthusiasm and dedication, and internalization of the workplace
(Schaufeli, 2013). In this respect, it can be interpreted that dedication to work is a state of mind. There are important
points where the concept of employee experience differs from employee engagement. According to Schenoy and
Uchil (2018) employee experience is an antecedent of employee engagement. Lemon (2019) expressed employee
experience as “the way employees make sense of commitment” . More specifically, employee experience has the
potential to influence employee engagement. According to Chandwandi et al. (2021), employee engagement has
turned into employee experience. Employee experience, as it can determine the level of commitment, commitment
and productivity of employees (Jurburg et al., 2019); organizational culture seems to be closely related to HRM
practices and management styles.
Employee experience is the sum of all employee-organization interactions, from the first contact with the
business to the last interaction at the termination of employment. Employee experience goes beyond traditional
human resources functions to include corporate communication, risk, compliance, digitalization and more.
Digitalization, which has led to radical changes in the business world with an increasing pace in recent years, has
brought with it the use of technologies such as big data, internet of things, artificial intelligence and cloud computing
in the workplace. Depending on these changes, the workplace experiences of employees who have to constantly use
computers, smart phones, tablets or wearable technologies also differ. Gheidar and ShamiZanjani (2020) introduced
the concept of digital employee experience and argued that digitalization in the workplace differentiates employee
experience. According to the authors, the digital transformation in organizations changes the quality of employee
experience. In Tucker's (2020) study with employers, it was seen that the majority of employers associate employee
experience with employee engagement. According to the author, studies such as determining the expectations of the
employees from the organization, ensuring employee participation and measuring the employee experience with
various tools should be included in the employee experience design.
According to Whitter (2019), creating employee experience is about being a community in the organization,
that is, being “us”. The author argues that employee experience, HRM, goes beyond the human-as-resource approach
and considers the human as a human being. Employee experience sees employees as key stakeholders in the
organization and also considers it as an important resource that affects corporate reputation and organizational
culture (Yohn, 2020). More precisely, the understanding of employee experience accepts the assumption that
employees have a strategic value. The most striking aspect of the employee experience is ensuring that employees
have an authentic working experience every day. For this, an "experience innovation" should be made by using
technology. Maylett and Wride (2017) state that in order to create a sustainable, world-class customer experience, an
organization must first create a sustainable, world-class employee experience. According to the authors, one of the
biggest obstacles to creating a high-level employee experience is the expectation mismatch between the organization
and the employee. In other words, employee experience design is about the psychological contract.
Although there have been extensive publications on employee experience in recent years, the study that
covers this concept most extensively is the book titled “The Employee Experience Advantage” written by Morgan in
2017. According to the author, employee experience is shaped by the interaction of the technological, physical and
cultural environment. In this context, instilling a sense of purpose in the design of the experience, the use of
technological tools, the use of office spaces
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Elements such as design, organizational culture and customization gain importance. It is thought that an organizational
culture that gives importance to factors such as fair treatment, feeling valued, coaching or mentoring approach rather
than manager, team spirit, openness to development, employer brand, diversity management and inclusion practices is
the most important part of employee experience. All events experienced by an employee in the workplace in the short or
long term may vary depending on the mentioned factors. In addition, elements such as organizational image and dress
code are included in the scope of employee experience (Warhurst & Nickson, 2007).
When we look at the studies on employee experience, it can be said that the books (Maylett and Wride, 2019;
Morgan, 2017) that refer to the best practices in businesses that follow the multinational and employer brand strategy
and the academic articles published in the "Strategic HR Review" magazine (eg Plaskoff, 2017; Tucker, 2020) contain
valuable information.
Mahadevan and Schimtz's (2019) comprehensive review reveals that the concept of employee experience will
have a role to support strategic HRM and legitimize HRM activities. The authors cited the Human Resource Business
Partner Model developed by Ulrich (1997) to solidify this claim. According to the authors, employee experience provides
a strategic advantage to maximize customer and user experience. To put it more clearly, organizations should consider
experience design for employees in order to provide customers with an unforgettable experience. Since designing
employee experience will increase customer satisfaction and loyalty, it is a tool that HRM will need because of its ability
to provide advantages to organizations.
It can be said that Mahadevan and Schimitz's (2019) work, which can be regarded as a pioneer in the
theoretical basis of the concept of employee experience, is original in its effort to establish the theoretical basis of the
concept of employee experience. However, the existing studies in the literature do not provide precise information in the
theoretical dimension, as this approach is addressed for applications in some specific businesses. For example, Plaskoff
(2017) emphasized that in order to better explain the employee experience, measurements should be made at points
such as hiring, promotion, and performance increase, which can be considered a turning point (touchpoint) for employees.
This study aims to explore the theoretical structure of the concept of employee experience, which is frequently
used in theory and practice, as well as contributing to the literature by making practical implications for academics,
employees and managers. In this context, answers to the following questions were sought in order to understand how
often and in which areas the concept of employee experience is examined in the literature, and in what state the studies
on this subject are:
•
What is the distribution of publications on employee experience by years?
•
What is the distribution of journals and research areas in which publications on employee experience are
published?
•
What are the geographic regions where employee experience publications are published?
•
What are the keywords and their frequency in publications about employee experience? Which
•
authors and publications are most cited in employee experience related publications, and what are the
links between them?
3. METHOD
3.1. Purpose and Scope
This study aims to contribute to the literature by making practical inferences for academics, employees and
managers, as well as discovering the current status and structure of the concept of "employee experience", which is
frequently used in theory and practice.
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aims. The scope of the study consists of data taken from the Clarivate Web of Science database on
December 30, 2021. Web of Science, which is accepted as one of the largest scientific databases, was
chosen because it is the most accepted and utilized database in the analysis of scientific publications
(Mongeon and Paul-Hus, 2016). The data obtained from this database were analyzed with the help of
VOSviewer software with bibliometric analysis methods. The following steps were followed as an
analysis strategy, respectively: Determining the database (Web of Science), providing access to the
database (access with corporate identity), searching the word group "employee experience/employee
experience" in the name of the publication, summary and keywords, reaching 120 publications,
examining the reached publications one by one and analyzing the ones that are not related to the
concept of "employee experience" in the field of HRM, analyzing the results of the remaining 78
publications through the visualization software, and analyzing the results of 78 publications, using the
VOS software. .
3.2. Data analysis
Considering that the concept of employee experience is relatively new in this study and studies in the
field are just beginning to sprout, the bibliometric analysis method, which is frequently used in studies
based on academic databases, was preferred in order to determine the current status of the subject.
Bibliometrics, a branch of study that uses mathematical and statistical techniques to discover publishing
trends in the distribution of information, is a set of tools that academics can use to analyze published
data (Pritchard, 1969). Methods such as impact indicators, citation and co-citation analysis, and
bibliometric mapping are all part of bibliometrics. Quantitative analysis of bibliographic materials is
called bibliometric analysis. The use of bibliometric methodologies based on content or citation analysis
is common (Wallin, 2005). It is seen that bibliometric software such as Gephi, Leximancer, VOSviewer
and scientific databases such as Scopus and Web of Science are used in bibliometric research (Donthu
et al., 2021). The increase in bibliometric analysis studies, especially in the field of management, is
explained by the benefits of processing large volumes of scientific data, determining the current
situation and making predictions for the future (Kahn et al., 2021). The data obtained in this study were
examined in the context of the criteria given by using the WoS database and the VOSviewer (Van Eck
& Waltman, 2010) program during the analysis process.
VOSviewer was used to analyze and visualize interactions between authors, countries,
common citations and keywords for visualization and mapping.
On maps produced by VOSviewer, the size of the circles and the font of the label, the clusters are
represented by colors, and the distance between two circles expresses their relationship and similarity
(Khalil and Gotway Crawford, 2015). The maps help clarify the work that has been done and provide
clues as to potential avenues for future research.
In addition, VOSviewer also allows to examine research data in tables other than maps. Thus, this
software was used while presenting the findings in tables.
4. FINDINGS
According to the data obtained as a result of the analyzes, it was seen that 67 of the 78
publications were research articles, 12 of them were full texts, 8 of them were early published articles
and the others were book criticism, editorial and conceptual articles (Table 1).
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Table 1: Types of Publications
Publication Type f %
Research Paper 67 85.897
Full Papers 12 15.385
Early Edition Articles 8 10.256
Book Review 1 1.282
Editorial Article 1 1.282
Conceptual Article 1 1.282
Total 78 100
4.1. Analysis of Publications on Employee Experience by Years
According to the analysis of the articles on employee experience by years, it was seen that the most publications
were made in 2018 and 2021. It is seen that the publication in which the concept of “employee experience” was mentioned for
the first time was published in 2001, and there has been an increase in the number of publications until 2021 (Table 2).
Table 2: Analysis of Articles Related to Employee Experience by Years
Release Year f %
2018 13 16.667
2021 13 16.667
2020 12 15.385
2017 6 7.692
2013 5 6.410
2016 5 6.410
2019 5 6.410
2007 3 3.846
2011 3 3.846
2003 2 2.564
2008 2 2.564
2010 2 2.564
2014 2 2.564
2015 2 2.564
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2001 1 1.282
2005 1 1.282
2012 1 1.282
Total 78 100
4.2. Analysis of Publications Related to Employee Experience by Research Area
According to the analysis of the articles on employee experience by research area, it was seen that the most
publications were made in the field of business. These fields are followed by psychology and sociology (Table 3).
Table 3: Analysis of Publications on Employee Experience by Research Area
Research Area f %
Business 51 65.385
Psychology 11 14.103
Sociology 6 7.692
engineering 5 6.410
Computer 4 5.128
educational Sciences 4 5.128
Information technologies 4 5.128
Occupational Health 3 3.846
Liberal arts 3 3.846
Operations Management 2 2.564
Women's Studies 2 2.564
Other (1 post per domain) 7 8.974
Total 78 100
4.3. Analysis of Publications Related to Employee Experience by Keywords
Looking at the results of the analysis of the publications on employee experience by keywords, the most
frequently repeated word group is "employee experience", followed by "experience", "employee commitment",
"communication" and "employability" (Table 4).
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Table 4: Most Frequently Used Keywords
Keywords f
Employee experience/employee experience 14
experience/experience 5
Employee engagement/employee engagement 4
communication 3
employability/employability 3
academic culture/academic culture 2
attitudes/attitudes 2
career development/career development 2
Emotional exhaustion 2
emotional labor 2
higher education quality 2
human resources management/human resource management 2
job satisfaction 2
Occupational health and safety/occupational health and safety 2
Organizational justice 2
Organizational learning/organizational learning 2
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Figure 1: Links between keywords
When the links between the keywords are examined, 3 main clusters have been formed depending
on the criterion of a word being repeated at least 2 times. Academic culture, employability, quality of
higher education and sustainability make up the first cluster (red links), the words career development,
human resource management and power (green links) make up the second cluster, and employee
experience, employee engagement and well-being (blue links) make up the third cluster (Figure 1). At
the center of the keyword map is the concept of employee experience with the largest circle. The cluster
with the closest relationship with employee experience is the third cluster, and the cluster with the
weakest relationship is the green cluster.
4.4. Analysis of Publications Related to Employee Experience by Journals
When we look at the journals with the highest number of publications on Employee Experience, it
is seen that there are 4 publications in the "Work Employment and Society" and 3 publications in the
"International Journal of Human Resource Management". It has been determined that studies on
employee experience have been published in prestigious academic journals such as "Employee
Relations" and "Harvard Business Review" (Table 5).
Table 5: Analysis of Publications on Employee Experience by Journals
Journal Name f %
Work Employment and Society 4 5.128
International Journal of Human Resource Management 3 3.846
British Journal of Industrÿal Relations 2 2.564
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Employee Relations 2 2.564
Gender Work and Organization 2 2.564
Harvard Business Review 2 2.564
Internatÿonal Journal of Organizational Analysis 2 2.564
Journal of Academic Librarianship 2 2.564
Organizatÿonal Psychology Review 2 2.564
Personnel Review 2 2.564
Other (1 publication per journal) 53 76.920
Total 78 100
4.5. Analysis of Publications on Employee Experience by Authors When the
publications on Employee Experience are considered on the basis of authors, it is seen that A. Danford has the
most publications. Looking at Table 6, it is seen that there are 2 studies by other authors.
Table 6: Top Publishing Authors and Number of Citations
Writer Number of Publications Number of Citations
A. Danford 3 104
B. Harley 2 140
S.R. Kessler 2 5
R. Kiran 2 1
A. Pandita 2 1
DE Rupp 2 620
C. Warhurst 2 208
Considering the number of citations, it was seen that DE Rupp was the most cited author with 620 citations.
C.Warhust with 208 citations, B. Harley with 140 citations, and A. Harley with 104 citations.
Danford is watching. Figure 2 shows the results of the co-authorship analysis. It is seen that A. Danford, who has the
most publications, has strong joint publication links with P. Stewart, S. Talby, M. Upchurch and M. Richardson (Figure
2).
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Figure 2: Co-Authority Analysis Results
4.6. Analysis of Publications on Employee Experience by Country
When the publications on employee experience are analyzed by country, it is seen that the country with the
highest number of publications is the United States of America (USA). England and Australia are the second and third
countries with the most publications (Table 7).
Table 7: Top Broadcast Countries
Country f %
United States of America 23 29.487
England 15 19.231
australia 11 14.103
India 5 6.410
Scotland 5 6.410
Ireland 4 5.128
Finland 3 3.846
Holland 3 3.846
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South Korea 3 3.846
Germany 2 2.564
Israel 2 2.564
Italy 2 2.564
New Zeland 2 2.564
Chinese 2 2.564
Sweden 2 2.564
Türkiye 2 2.564
Other (1 publication per country) 13 16.667
Total 78 100
Figure 3: Cross-Country Links
As a result of the analysis made with the VOSviewer software, 6 country clusters with which joint studies
were conducted were created (Figure 3). Finland, Germany, Ireland and the Netherlands (links in red) form the first
cluster, England, Portugal and South Korea (links in green) form the second cluster, Australia, India and Vietnam (links
in blue) form the third cluster, Israel, Italy and the USA (links in yellow/light green) form the fourth cluster, Scotland and
Wales (links in purple) form the fifth cluster, and Norway and Sweden (links in blue) form the sixth cluster.
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4.7. Analysis of Publications Related to Employee Experience by Citations
In the analysis of the publications related to employee experience in terms of citations, the most cited
publications and links between citations were examined. The most cited publications are Lavelle et al. (2007) “Taking
a multifoci approach to the study of justice, social exchange, and citizenship behavior: The target similarity
model” (Table 8).
Table 8: Most Cited Publications
Broadcasting Writer Magazine Number of Citations
“Taking a multifoci approach to the study of justice, social Lavelle vd. (2007) Journal of Management 479
exchange, and citizenship behavior: The target
similarity model.”
“Employee experience of aesthetic labour in retail and Warhurst vd. (2007) Work, Employment and 186
hospitality.” Society
“An employee-centered model of organizational justice and Rupp CEO (2011) Organizational 141
social responsibility.” Psychology Review
“Psychological contract breach as a source of strain for Gakovic vd. (2003) Journal of Business and 116
employees.” Psychology
“High performance work systems and employee experience of Harley vd. (2007) British Journal of 99
work in the service sector: The case of aged care.” Industrial Relations
“‘Stressed out of my box’: employee experience of lean Carter vd. (2013) Work, Employment and 63
working and occupational ill-health in clerical work in the society

UK public sector.”
“Building business value with employee experience.” Dery and Sebastian MIT Sloan CIS 58
(2017) Research Briefing
“Partnership, high performance work systems and quality of Danford vd. (2008) New Technology, 41
working life.” Work and Employment
In the first analysis, citations were chosen as the unit of analysis. In studies with a total number of citations
of 4044, the criterion for the minimum number of citations for a cited reference was determined as at least 2 citations.
There are 256 citations that fit this criterion.
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Figure 4: Results of Co-Citation Analysis as Unit of Analysis Citations
Co-citation analysis results with VOSviewer are shown in Figure 4. Co-citation is the frequency with which
two publications are cited together by other publications. As can be seen from the map, the red, blue, purple and
green groups are interconnected, while the yellow group formed by Bitner and Itkins has less connection. If two joint
documents are mentioned in at least one other document, they are said to have been jointly cited. The more co-
citations two documents have, the higher their co-citation strength and the more likely they are to be semantically
related. In the second analysis, the authors were chosen as the unit of analysis (Figure 5).
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Figure 5: Co-Citation Analysis Received as Unit of Analysis Author
As seen in Figure 5, in the co-citation analysis performed when the unit of analysis is the author, it is seen that the
citations on the basis of author are closely related to each other in terms of the authors shown in red, green and blue.
5. DISCUSSION AND CONCLUSION
The aim of this research is to explore the trends in the studies on the concept of employee experience, as well as
to shed light on its relationship with HRM by examining the current status of related studies and to suggest new views for
future research. For this purpose, publications related to employee experience in the Web of Science database were
analyzed with the VOSviewer package program in terms of year, country, keyword, publisher, author and citations using
bibliometric analysis methods. As a result of the findings, it was determined that there were studies on the subject between
2001-2021 in the WoS database, and there was an increase in the studies on this subject, especially after 2017. It has been
observed that more than half of the studies were carried out in the field of business.
Keyword analysis sheds light on which topics the employee experience is considered in relation to. When the
results of the analysis of the publications related to employee experience by keywords are examined, it has been determined
that the concepts most associated with the concept of employee experience are "employee commitment", "communication"
and "employability". The fact that the subject of employee engagement takes place in studies related to employee experience
shows that the similarity of commitment-experience in the literature is also seen here. In addition to these, it has been
observed that word groups directly related to HRM such as "career development", "job satisfaction" and "occupational health
and safety" coexist with employee experience. These findings support the views that employee experience is a new approach
in HRM, as mentioned earlier in the literature.
221
countable. In the analyzes of authors and publishers, it has been seen that studies in important journals in the field of
business such as "Journal of Management", "Work, Employment and Society" have a high number of citations. It is
also noteworthy that the most cited studies include topics such as "psychological contract", "high-performance work
systems", "organizational justice" and "occupational health and safety". The mentioned topics are among the
frequently studied topics of HRM (Fan et al., 2021). Similarly, in the systematic review of Markoulli et al. (2017), HRM
trends in the articles published over a period of approximately 23 years were evaluated and a cluster called “HRM
Experience” emerged, in which subjects related to employee perspectives, attitudes and behaviors were grouped. In
this cluster, "psychological contract", "justice" and "work-life balance" were prominent terms. Also in Chae et al. (2020)
In the analysis of the keywords in his study, in which he adopted the bibliometric analysis method, it was seen that
dedication and similar employee attitudes and behaviors emerged together under the cluster called "employee
relations and attachment" . Similarly, in this study, the fact that the subjects related to the attitudes and feelings of the
employees such as commitment and well-being are included in a cluster suggests that an important part of the
employee experience is employee attitudes and behaviors.
It has been determined that most of the studies on employee experience have been published in journals
such as "Work Employment and Society", "International Journal of Human Resource Management" and "Employee
Relations", which are accepted as powerful publishers in the field of HRM. This shows that the issue of employee
experience is gaining ground in academia. In addition, the fact that these journals include studies on employee
experience can be considered as a sign that the subject has research potential. However, there is not enough
information in this study to make a systematic prediction.
It has been seen that the first three countries where publications on employee experience are made are the
USA, the UK and Australia. Considering that the starting point of the concept of employee experience is the USA, this
result seems meaningful. Under the assumption that the Soft HRM model, also known as the US-based Harvard
Model, is valid, it is thought that there will be a clear relationship between the experience of soft HRM practice and
positive employee attitudes reflecting that employee needs are met, and increased employee engagement as well as
increased productivity (Edgar & Geare, 2005). It is known that the Hard HRM model, also known as the Michigan
Model, emphasizes the contribution of HRM practices to profitability and sustainable competitive advantage.
Therefore, the intensity of the studies on the positive aspects of employee experience management can be considered
as an effort to reveal the connection between the concept in question and positive employee attitudes.
This situation can be used to interpret that the number of studies conducted in the USA is higher than the number of
studies conducted in the UK and Australia, since it is a supportive concept for US-based models. Because in the UK,
there is an understanding of HRM in which factors such as cultural, legal, economic, socio-demographic variables are
at the forefront in the national context, and factors such as education, labor markets, unions, and the state of labor
relations in the context of national HRM (Brewster, 1995). Also, the understanding of HRM in Europe and Asia-Pacific
regions is different from that in the USA due to social, economic, political and industrial relations factors. For example,
in studies conducted in Asia-Pacific countries such as China, Philippines, Singapore and Taiwan, it has been seen
that issues such as social security, employee congresses, worker solidarity and participation are at the forefront
(Rowley, 2012). Parallel to the results of these studies, it was seen that European countries coexist and the USA
coexist with Italy in the clusters formed within the scope of the studies carried out in this study. Although it is located
in Europe, it is thought that it is partly under the influence of the USA and partly European approaches due to the
contributions of the USA in the industrial development of Italy (Costa and Camuffo, 2014). However, there is not a
limited number of studies yet in order to explore the reflections of the employee experience on the basis of countries.
222
Although the findings of this study are open to characterizing work experience as a
concept with positive contributions to HRM, there are still some question marks about this
concept. According to Mahadevan and Schmitz (2019), employee experience design can mean
“self-explotation of employees” . Because the meaning that the employee experience basically
offers to businesses; is to ensure a high level of immersion/dedication of the employee in his/
her job and organizational life. According to the authors, the result of such a situation is that
both employees and HR professionals do not even realize that they are "at work" anymore,
resulting in a high level of dedication to the organization. However, such a result may lead to a
negative situation for the employees while benefiting the organization. For example, the
deterioration of work-life balance as the dark side of high commitment and the increase in job
demands creating pressure for employees have been the subject of discussion (Bakker et al.,
2011). Therefore, it can be said that there is not enough certainty that the employee experience
will always have positive outcomes. This point of view suggests that studies should be
conducted to draw the boundaries of the concept of employee experience. How an employee
experience process can be designed and how the roles of organizational actors can be clearly
defined can be decisive. In order to obtain in-depth information about the handling of employee
experience in the studies carried out, it can also be recommended to examine the studies
focused on evaluating the experience of the employees in depth with the method of systematic
compilation. Because it is claimed that most studies in the literature try to evaluate the employee
experience through how employees perceive HRM (Paderna et al., 2020). However, these
studies do not appear to reveal exactly how employee experience differs from employee
engagement or high-performance work systems. For example, as Plaskoff (2017) suggests,
the general situation regarding the employee experience can be revealed by obtaining data on
employee milestones. Where the concept of employee experience will take HRM and whether
it will find theoretical support as a new dimension is expected to become clear in the future.
This study has some limitations. First, the results are limited to the Web of Science
database and data accessed on a specific date. In addition, performing analysis types that only
the VOSviewer software allows is a limitation of the research. In future studies, SCOPUS and
other important databases can be used.
In this study, it is aimed to shed light on the current status of the concept of employee
experience in HRM literature. However, although it seems possible to make some comments,
it is not possible to predict the future status of employee experience research with the data and
data analysis methods of this study. Different methods can be used in future studies. It is hoped
that the results of the research will be useful to those who will conduct research on employee
experience in the future.
Statement of Research and Publication Ethics
This study has been prepared in accordance with the rules of scientific research and publication ethics.
Authors' Contribution Rates
Author 1's contribution to the article is 100%.
Statement of Interest
There is no conflict of interest for the authors or third parties arising from the study.
223
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226
Extended Summary
A Current Approach in HRM: A Bibliometric Analysis of the Employee
Experience Concept
The concept of employee experience (EX) has been a concept that has been mentioned in various academic
articles and business journals, especially since the 2010s. Employee experience, which is considered a sub-dimension
of the human resource management (HRM) field or a new approach/strategy in this field, is related to the general
perceptions of employees throughout the employee life cycle. Plaskoff (2017) defined employee experience as "an
employee's holistic perceptions of his relationship with the organization throughout his life cycle." This definition
suggests that employee experience is organization-specific and highly personal. Employee experience is shaped by
the events and experiences of employees in the workplace on a daily basis.
It can be said that the conceptual framework should be well established in order to look at the points where the
concept of employee experience differs from the known HRM processes.
Although employee experience is thought of as a different name for employee commitment, it does not have the same
meaning. Employee commitment has the meaning of an employee's enthusiasm for his or her job, enthusiasm and
dedication, and internalization of the workplace (Schaufeli, 2013). There are important points where the concept of
employee experience differs from that of employee engagement. In fact, Lemon (2019) expressed employee
experience as "the way employees make sense of commitment." According to Schenoy and Uchil (2018), employee
experience is an antecedent of employee engagement. More specifically, employee experience has the potential to
influence employee engagement. Employee experience and organizational culture are inextricably linked to human
resource management practices and management styles. In addition, elements such as organizational image and
dress code are included in the scope of employee experience (Warhurst & Nickson, 2007). However, although
employee experience is considered an approach related to HRM, it can be interpreted that theoretical studies have
not yet been carried out. In addition, the handling of this approach for applications in some specific businesses does
not provide precise information about the level of its academic aspect. In this context, it is thought that conducting a
bibliometric analysis study in order to understand how the concept of employee experience is examined in the
literature and the status of the studies on this subject will contribute to the understanding of the concept in question.
The aim of this research is to explore the conceptual structure of the concept of employee experience, as well
as to shed light on its relationship with HRM by examining the current status of related studies and to suggest new
ideas for future research. For this purpose, the questions to be answered are:
•
What is the distribution of publications on employee experience by years?
•
What is the distribution of journals and research areas in which publications on employee
experience are published?
•
What are the geographic regions where employee experience publications are published?
•
What are the keywords and their frequency in publications about employee experience?
•
Which authors and publications are most cited in employee experience-related publications, and
what are the links between them?
The scope of this study consists of data taken from the Clarivate Web of Science database on December 30,
2021. The Web of Science, which is accepted as one of the largest scientific databases, was chosen because it is
the most widely accepted and utilized database in the analysis of scientific publications (Mongeon and Paul-Hus,
2016). The data from this database
227
was analyzed using VOSviewer software and bibliometric analysis methods. The following steps were followed,
respectively, as the analysis strategy: Determining the database (Web of Science), accessing the database (access
with corporate identity), searching for the word group "employee experience" in the name of the publication, abstract
and keywords, reaching 120 publications, examining the publications one by one and eliminating those not related to
the concept of "employee experience" mentioned in the field of HRM, analyzing the remaining 78 publications via
VOSviewer software, making visualizations and mappings, tabulating and reporting the findings.
Considering that the concept of employee experience is relatively new in this research and that the studies in the
field are just beginning to sprout, the bibliometric analysis method, which is frequently used in studies based on
academic databases, was preferred in order to determine the current status of the subject. Bibliometrics, a branch of
study that uses mathematical and statistical techniques to discover publishing trends in the distribution of information,
is a set of tools that academics can use to analyze published data (Pritchard, 1969).
According to the findings, it has been observed that more than half of the studies were carried out in the field of
business. Keyword analysis sheds light on which topics the employee experience is considered in relation to. When
the results of the analysis of the publications related to employee experience by keywords are examined, it has been
determined that the concepts most associated with the concept of employee experience are "employee commitment",
"communication" and "employability". The fact that the subject of employee engagement is included in studies related
to employee experience shows that the similarity between commitment and experience in the literature is also seen
here. In addition, it has been observed that word groups directly related to HRM, such as "career development,", "job
satisfaction," and "occupational health and safety," coexist with employee experience. These findings can be considered
supportive of the view that employee experience is a new approach in HRM, as mentioned earlier in the literature.
It has been determined that most of the studies on employee experience have been published in journals such as
"Work Employment and Society," "International Journal of Human Resource Management," and "Employee Relations,"
which are considered to be respected publishers in the field of HRM. This shows that the issue of employee experience
is gaining ground in academia.
In addition, the fact that these journals include studies on employee experience can be considered as a sign that the
subject has research potential. However, there is not enough information in this study to make a systematic prediction.
It has been seen that the first three countries where publications on employee experience are made are the USA,
England, and Australia. As a result of the findings, it was determined that studies on the subject were carried out
between 2001 and 2021, and there was an increase in studies on this subject, especially after 2017. It is also
noteworthy that the most cited studies include topics such as "psychological contract," "high-performance work
systems," "organizational justice," and "occupational health and safety." The mentioned subjects are among the
frequently studied subjects of HRM (Fan et al., 2021). Where the concept of employee experience will take HRM and
whether it will find theoretical support as a new dimension is expected to become certain in the future.
This study has some limitations. First, the results are limited to the Web of Science database and data accessed
on a specific date. In addition, performing analysis types that only the VOSviewer software allows is a limitation of the
research. However, although it seems possible to make some comments, it is not possible to predict the future status
of employee experience research with the data and data analysis methods of this study. Different methods can be
used in future studies. It is hoped that the results of the research will be useful to those who will conduct research on
employee experience in the future.
228
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Optimum Journal of Economics and Management Sciences, 2022, 9(2), 206-228

A Current Approach in HRM: The Concept of Employee Experience

A Current Approach in HRM: A Bibliometric Analysis of the Employee

JEL Classification: M10

Arrived / Received: 06.01.2022 Accepted / Accepted: 10.04.2022

approach (Rasca, 2018) and “employee experience management”

3.2. Data analysis

Table 1: Types of Publications

Research Paper 67 85.897

Full Papers 12 15.385

Early Edition Articles 8 10.256

Book Review 1 1.282

Editorial Article 1 1.282

Conceptual Article 1 1.282

4.1. Analysis of Publications on Employee Experience by Years

Table 2: Analysis of Articles Related to Employee Experience by Years

4.2. Analysis of Publications Related to Employee Experience by Research Area

Table 3: Analysis of Publications on Employee Experience by Research Area

educational Sciences 4 5.128

Information technologies 4 5.128

Occupational Health 3 3.846

Liberal arts 3 3.846

Operations Management 2 2.564

Women's Studies 2 2.564

Other (1 post per domain) 7 8.974

4.3. Analysis of Publications Related to Employee Experience by Keywords

Table 4: Most Frequently Used Keywords

Employee experience/employee experience 14

Employee engagement/employee engagement 4

academic culture/academic culture 2

career development/career development 2

higher education quality 2

human resources management/human resource management 2

Occupational health and safety/occupational health and safety 2

Organizational learning/organizational learning 2

Figure 1: Links between keywords

4.4. Analysis of Publications Related to Employee Experience by Journals

Table 5: Analysis of Publications on Employee Experience by Journals

Work Employment and Society 4 5.128

International Journal of Human Resource Management 3 3.846

British Journal of Industrÿal Relations 2 2.564

Employee Relations 2 2.564

Gender Work and Organization 2 2.564

Harvard Business Review 2 2.564

Internatÿonal Journal of Organizational Analysis 2 2.564

Journal of Academic Librarianship 2 2.564

Organizatÿonal Psychology Review 2 2.564

Personnel Review 2 2.564

Other (1 publication per journal) 53 76.920

4.5. Analysis of Publications on Employee Experience by Authors When the

Table 6: Top Publishing Authors and Number of Citations

Writer Number of Publications Number of Citations

Figure 2: Co-Authority Analysis Results

4.6. Analysis of Publications on Employee Experience by Country

Table 7: Top Broadcast Countries

United States of America 23 29.487

South Korea 3 3.846

New Zeland 2 2.564

Other (1 publication per country) 13 16.667

Figure 3: Cross-Country Links

4.7. Analysis of Publications Related to Employee Experience by Citations

Table 8: Most Cited Publications