One of the key determinants of success for any organization is the engagement level of its employees. Th e increasing emphasis on employee engagement in organizations across the globe is justifi ed as it not only contributes to employee retention and productivity, but also directly impacts a company’s reputation and customer satisfaction (Shriram, 2012 ). Various other researches, such as Kular, Gatenby, Rees, Soane, and Truss ( 2008 ); May, Gilson, & Harter ( 2004 ); Schaufeli & Bakker ( 2004 ); Strümpfer ( 2003 ), assert that the topic of employee engagement fascinates the academicians, researchers, and practitioners alike. According to a research report by Blessing White ( 2013 ), employee engagement is seen from many perspectives and most often, is also equated with job satisfaction. Kular et  al. ( 2008 ) posit in their study that some researchers (Baumruk, 2004 ; Richman, 2006 ; Shaw, 2005 ) defi ne employee engagement in terms of their emotional and intellectual commitment to the organization and others like Frank, Finnegan, and Taylor ( 2004 ) describe it as the amount of discretionary eff ort exhibited by employees in their job. Despite the absence of a universal defi nition of employee engagement, its multi-faceted nature is acknowledged in the present time (Kular et al., 2008 ). Researchers like Kahn ( 1990 ) have tried to highlight the various facets of employee engagement by explaining it in terms of an employee’s physical, cognitive, and psychological make-up vis-à-vis his/her work role. Kahn’s view is considered to be highly infl uential as it not only introduced engagement as ‘psychological presence’ of an employee in her role but also became the base for many future researches. He believed that engagement is about ‘harnessing’ one’s complete self—that includes physical, psychological, and cognitive structure of one’s personality to the organizational role. He emphasized that an employee’s feelings, thinking, and attitude (positive/negative) about his/her organization, the leader, and the working conditions are of utmost importance in terms of his/her engagement. Kahn’s ( 1990 ) views also stress upon the physical aspect of one’s job performance. Along similar lines, a Blessing White’s model ( 2013 ) focuses on two important factors, that is, ‘individual’s contribution to the company’s success’ and their ‘personal satisfaction in their role’. According to the model, as shown below, full engagement represents an alignment of maximum jab satisfaction (‘I like my work and do it well’) with maximum job contribution (‘I help achieve the goals of my organization’) (Fig. 16.1 ).