In recent time, organizations need highly energetic, enthusiastic, dedicated and engaged employees in their workforce (Chen, 2017; Bakker and Schaufeli, 2008) as employees with higher engagement at works can contribute more in organizational success and competitiveness (Al Mehrzi and Singh, 2016; Gruman and Saks, 2011). Bal et al. (2013) noted that highly engaged workforce is more likely to have passion in their work and deeply connected with their company’s goals whereas disengaged workers are more concerned about time rather energy or dedication during their role performance. Engaged employees are energetically and effectively connected to their work, which, in turn, positively affect organizational performance metrics (Kahn, 1990). In addition, an ample of prior studies observed the positive effect of employee engagement on organizational performance (Katou, 2017; Hansen, Byrne and Kiersch, 2014; Agarwal, 2014; Menguc, Auh, Fisher and Haddad, 2013; Li, Sanders and Frenkel, 2012; Dalal, Baysinger, Brummel and LeBreton, 2012; Chughtai and Buckley, 2011; Rich, LePine, and Crawford, 2010; Saks, 2006), financial results (Demerouti and Cropanzano, 2010; Xanthopoulou et al., 2009), return on assets and profitability (Macey et al., 2009), employees’ job performance (Bakker and Bal, 2010) and customer satisfaction (Salanova et al., 2005). This is imperative, thus, for organizations to focus on the development of employee engagement for sustainable performances in the current highly competitive business environment (Rai et al., 2017; Macey et al., 2009). Given the vibrant desire of highly engaged workforce in the diversified work context, an increasing number of human resource management (HRM) literature has emphasized on the relationship between HRM practices and employee outcomes (Presbitero, 2017; Vemic´- Ðurkovic´, Jotic´ and Maric´, ۲۰۱۳), and on the process or mechanism by which HRM practicesemployee performance relationship works (Chen, 2017; Huang et al., 2017). Though employee engagement, in the last decade, has got nascent attention in the literature of HRM field, little is known about the effect of organizational practices (e.g., HRM practices) on employee engagement (Chen, 2017; Karatepe and Demir, 2014; Wollard and Shuck, 2011; Lee Whittington and Galpin, 2010). Moreover, previous research provides inconclusive results which are deficient in understanding about the role of various organizational practices to enhance employee engagement (Suan and Nasurdin, 2014; Reissner and Pagan, 2013). Inconclusive results of prior empirical studies (e.g., Suan and Nasurdin, 2014; Shuck et al., 2014; Karatepe, 2013; Saks 2006) and critical debates of conceptual papers (e.g., Brown et. al., 2013; Welch, 2011; Lee Whittington and Galpin, 2010; Bakker and Demerouti, 2008) merit the further study about the factors affecting employee engagement. In the context of service organizations, more specifically, employee engagement is more critical because of the crucial role of organizational practices (i.e. HRM practices) (Presbitero, 2017; Yeh, 2013; Ashill and Rod, 2011). In addition, scholars (e.g., Presbitero, 2017; Rai et al., 2017; Lee and Ok, 2015; Suan and Nasurdin, 2013; Karatepe, 2011) pointed out that limited studies have conducted to examine the predictors of employee engagement in the context of service industry. Moreover, previous studies (e.g., Huang et al., 2017; Chen, 2017; Boon and Kalshoven, 2014; Menguc et al., 2013; Alfes, Shantz, Truss and Soane, 2013) identified that HRM practices and employee outcomes relationship is not straightforward and the mechanism by which the relationship works has not been adequately addressed in the literature (Chen, 2017; Karatepe, 2013; Wright et al., 2003), which is termed as “black-box” problem.