Article
The ERC Triad in Organizational Success: A PRISMA Review of Employee Engagement, Employee Resilience, and Customer Centricity Interdependencies
Purpose - This systematic literature review aims to explore the interrelationships between employee engagement (EE), employee resilience (ER), and customer centrality (CC) in the organizational sphere, filling a gap in their combined impact on performance.
Methodology/ Design/Approach- This research examines 215 peer- reviewed publications that were published in the Scopus and Web of Science databases between 2010 and 2023 using the PRISMA technique. A well- organized search approach, inclusion/exclusion criteria, and quality evaluation utilizing the Mixed Method Appraisal Tool (MMAT) guided the study design.
Findings- EE-CC(r=0.62), EE-ER (r = 0.57), and ER-CC (r = 0.49) all showed strong positive relationships, with resilience controlling 39% of the EE-CC association. Businesses that performed exceptionally well across all three components had 45% more client referrals and 28% financial performance. Conservation of resources Theory (28%) and Job Demand Resources Theory (42%) were the most popular framework.
Research Limitations: The study's limitations include cross-sectional research (72%), sample bias in the West (71%), and the underrepresentation of non-profit sectors. Longitudinal studies should be the primary focus of future study.
Practical Implications: To integrate EE, ER, and CC, organizations should implement leadership development programs and integrated HR practices (such as job crafting and resilience training). These constructs should be tracked together by measurement methods.
Social Implications: While CC enhancements promote stakeholder interactions within the framework of sustainable business practices, fostering EE and ER enhances workplace well-being.
Originality - The ERC Integration Model, which indicates the non-additive performance outcome of EE, ER, and CC as a system, initially appears in this work.