Though most studies concentrate on acknowledging the relevance and significance of employee engagement from an organizational perspective, in this essay, the author deviates from the norm by asserting that the acknowledgment should be three-fold; employee, managerial and organization points of view. To justify the claim, the author establishes that by actively engaging employees, employees feel challenged, motivated, powerful and in full control of achieving their career aspirations or goals. On the other hand, managers experience ease when working with focused workforce to achieve the critical dream of managing enterprises to sustainability levels. Moreover, according to Siddhanta and Roy (2010, 171), employee engagement has the significance of ensuring that organizations attain the need to satisfy the ever-changing client expectations in this competitive business environment. This is the case because many have found it tough to compete effectively in this fully liberalized market where the law of competition has of late replaced the law of the jungle. It is through the above frameworks that the author purposes to review literature on the debatable issues of employee engagement with the intention of deriving best practical managerial decisions. In defining employee engagement, the author borrows the findings of the reputable HR firm BlessingWhite (2011, 5) to define employee engagement as the aligning of workers’ goals, aspirations and values to match those of the organization. This empirical report goes ahead to relate full engagement to two variables: maximum job satisfaction that corresponded with maximum job contribution. On a different note, having reviewed the various meanings of the term in most practitioner literatures and concludes that past scholars had advanced overlapping definitions, Saks (2006, 602) borrows from his comprehensive literature review to provide own summary of the definition as a distinct and unique concept made up of behavioural, cognitive and emotional variables all of which gave meaning to the individual role performance. To add, Vaijayanthi et al (2011, 60), while also referring to the term as work or worker engagement, asserts that the term meant employees who were fully enthusiastic about and involved in their work and thus acting in ways that helped to attain their organizations’ interests. The three scholars went ahead to discuss in their empirical study that since its emergence in 1920s, this concept has been an important and critical factor in determining the success of any organization. This is so because it tests how passionately employees are committed to live by the organization’s values (Vaijayanthi et al 2011, 60; Siddhanta and Roy 2010, 172). In the literature review , the author notes that while carrying out an empirical research study to determine the factors that influenced employee engagement (what Saks subtitled as antecedents of employee engagement), Saks (2006, 604-605) establishes that job characteristics, rewards and recognitions, perceived supervisor support, procedural justice and distributive justice are the main factors affecting or predicting worker engagement. To expound on the meani