Research Matrix:The Effects of Relationship Between Employee Engagement and

Organizational Performance

Research

Variables Concepts/Theories Methodologies Key Findings

- Positive correlation between

Employee Surveys, Job engagement and job

Employee Psychological
Characteristics Model satisfaction. Job
Engagement Engagement (Kahn, 1990)
Assessment characteristics impact

engagement.

- Engaged employees contribute

Financial Metrics
Organizational Resource-Based View to improved financial
Analysis, Productivity
Performance (Barney, 1991) performance. Positive
Metrics
relationship with productivity.

Transformational - Transformational leaders

Leadership Leadership Surveys,
Leadership (Bass & Avolio, positively impact employee
Effectiveness Employee Interviews
1985) motivation and commitment.

Competing Values - Clan and Adhocracy cultures

Organizational Culture Assessments,
Framework (Cameron & associated with higher
Culture Employee Feedback
Quinn, 1999) engagement.

Diversity and Inclusion - Diversity contributes to varied

Employee HR Records Analysis,
Theory (Cox & Blake, perspectives in
Demographics Employee Surveys
1991) decision-making.

- Positive reciprocal relationship

Social Exchange Social Exchange Theory Longitudinal Surveys,
between engaged employees
Theory (Blau, 1964) Employee Feedback
and organizational support.