The Influence of Organizational Factors on Work Engagement in the Banking Sector : A Bibliometric Analysis and Systematic Literature Review

Abstract

Work engagement in the banking sector has gained increased attention due to rapid technological changes and generational shifts in the workforce. However, empirical insights into the key organizational factors that influence engagement are still scattered. This study aims to systematically review and synthesize empirical evidence on organizational factors that affect employee job attachment in the banking sector while mapping the structure and trends of research in this area. We performed a bibliometric analysis of 104 papers (2011–2025) using Scopus data, displayed through VOSviewer and Tableau. We conducted a systematic literature review (SLR) on 13 high-quality papers from 2021 to 2025 adhering to PRISMA 2009 and MMAT 2018 guidelines. Bibliometric analysis reveals a growing scientific interest, with key themes centered on "work engagement," "leadership," and "human resources." The SLR identified servant leadership, transformational leadership, self-efficacy, and HRM practices as the dominant influencing factors. Engagement is typically measured using the UWES dimensions (passion, dedication, and absorption) and is formed through mediators such as psychological empowerment and job satisfaction and moderators such as organizational culture and technological readiness. The main theoretical framework used is Social Exchange Theory, followed by COR, JD-R, and AMO Theory. This study contributes by offering practical recommendations, including empathy and ethics based leadership development, self-efficacy enhancement, and the promotion of a supportive work culture. It also highlights the importance of integrating social values such as corporate social responsibility into leadership strategies to foster sustainable employee engagement in the banking sector.