The survival of the company’s industry depends on maximizing the profits of existing capabilities while recognizing and adapting to the fact that what may be useful today is not necessarily in the future (Kortmann, Gelhard, Zimmermann, and Piller, 2014). In order to establish or maintain a company, the leader of the company must work hard to attract employees (Kortmann et al., 2014). However, if leaders may sometimes try to adapt to changes in their organization, focus on existing products and processes (Hill & Birkinshaw, 2012). From the perspective of job characteristics job performance, participation in the work of the organization is important because it helps to increase profits (Demerouti and Cropanzano, 2010). Work input has been found to be positively correlated with the evaluation of work performance by the supervisor. However, on the other hand, the relationship between work input and employee output may depend on personal and situational factors that affect the connection between work input and work performance. (Christian, Garza and Slaughter, 2011). Employees are the catalysts for the success of competitive companies, and their absence may create a vacuum through it, and history has left organizations in obscurity. For example, Tower Watson studied 50 companies and found that it took a year: organizations with high employee engagement had 19% revenue growth and approximately 28% earnings per share (EPS) growth. Conversely, those with low employee engagement fell by more than 32%, and operating income fell by 11% in earnings per share (McConnell, 2011). In addition, Well Fargo Company found in a study that it is possible to determine the correlation between high employee engagement scores and business productivity that lead to business outcomes. This leads to a series of positive effects of getting customer satisfaction into the equation