Theoretical models of the relationship between staff engagement and organizational performance

This article develops a theoretical rationale for the relationship between employee engagement and organizational performance in the context of work digitization and economic instability. The study’s objective is to systematize leading models and identify the mechanisms through which engagement is converted into measurable organizational outcomes. The relevance of the topic is evidenced by a global decline in the proportion of engaged employees and the attendant economic losses. The paper’s originality lies in integrating psychological, social-exchange, managerial, and strategic frameworks into a unified causal logic that explicitly accounts for digital factors. Key findings indicate that engagement functions as a central transformer of contextual resources into productivity, profitability, and customer loyalty; this effect is mediated by vigor, absorption, organizational citizenship behavior, and job satisfaction, and moderated by job demands/resources, leadership, and perceived fairness. Recommended a systemic, not campaign-based approach: a combination of AMO practices, leadership support, a transparent reward system, and the place of engagement indices in the Balanced Scorecard. It will be helpful to management researchers, HR directors, and executives who are in charge of designing strategic work architecture and performance measurement.