Organizational Practices and Total Quality Management: The Mediating Role of Employee Engagement and Job Satisfaction

This review of literature underpinnings has been written to provide a critical review of other study materials written before this research with the same concept on the mediating role of employee engagement and job satisfaction. Also, the literature review looks into the relationships among the concepts and between them, as well as organizational practices and total quality management. Moreover, precise definitions of the major terms, such as “employee engagement” and “job satisfaction,” are provided within the literature review. The mediating effect of employee engagement and job satisfaction in the practice's performance relies on two theoretical arguments. The first perspective is high participation in the workplace. Workers’ involvement can be enhanced through empowerment, decision ownership, work autonomy, and participation. Many studies have depicted that high-involvement practices are usually not constant in their emphasis and when they are put into practice (Biswas & Bhatnagar, 2013). The number of practices is inclined to leverage employees' productivity by engaging them more responsibly and responsively. From these perceptions, it can be deduced that workers’ engagement can be attributed to their loyalty and how they incorporate the goals of an organization, as well as to joining personal and organizational quests. Greater outcomes for a company or organization can be derived from committed and engaged employees (Biswas & Bhatnagar, 2013). Employee engagement can be described as the binding of the members of an organization to job responsibilities that have been assigned to them. It is completed by expressing oneself in different ways, such as emotionally, physically, and cognitively, during one's working time. It can be regarded as the tenacious, positive, affective-cognitive nature of fulfillment in workers who are characterized by vigor, dedication, and absorption. In another perspective, employee engagement can be defined as the passion that employees might have for their work (Aryee et al., 2016). It is the enthusiasm that an individual has towards his or her employment. It is also the willingness to do more than the required just out of passion. Engaged employees have the capability of creating great value for a company or organization by giving out great job outcomes in their course of work (Menguc et al., 2013). Engaged employees can be characterized by being more creative and proactive thinkers. They are also very innovative, and regarding their work presence, they have reduced absenteeism and turnover. Studies performed on engaged 2 L