According to a report of The Business Communicator (2005), EE is a social process by which people become personally involved in strategy and alter their routine work. Being a social phenomenon, EE cannot be separated from CSR in the context of companies as it can make the workforce incompetent (Hall 2005). Moreover, social variables offer important, meaningful understanding for studying employee engagement (Saks 2006). Some empirical studies that partially examine the CSR–EE relationship also confirm the influence of CSR on EE. Xanthopoulou et al. (2009) for instance, discovered that a company’s social involvement affects engagement significantly. It is also argued that one way of developing passion in the workplace is developing a sense of community (Boverie and Kroth 2001). Individuals are passionate about social affiliations and discovering meaning in their job roles (Hodson 2004). Furthermore, Wollard and Shuck (2011) mentioned that initiatives taken by an organization including corporate social responsibility (CSR) programs that encompass employee volunteerism in social work can be examined as a precursor to engagement. Such CSR initiatives can be used to tackle interests of employees (Retolaza et al. 2009). More recently, Mirvis (2012) stated three ways in which companies engage their employees through CSR. It includes, striving to be a responsible employer; creating portfolio that demonstrates company’s commitment to CSR, and engaging employees directly in CSR related voluntary activities. These ways provide opportunity to the employees to enrich their jobs and, in certain cases, to create value for the business and society. Both, strong arguments (Davies and Crane 2010; Lindorff and Peck 2010) and recent empirical evidences (Ferreira and de Oliveira 2014) advocating CSR → EE relationship are available. All these studies indicate that CSR and EE are positively related to each other. The hypothesis 1 captures this relationship.