The concept of Engagement Engagement maybe understood as the extent to which one is positively attached to one’s undertaking. It has a positive effect on one’s productivity or the rate at which one is willing to take on new tasks. It is often denoted by the level of intellectual and emotional involvement of that person in the undertaking (Schmidt et al., 2002). For instance, a student who is highly engaged in his education will not feel bored by class attendance and other routine activities that he or she must perform as part of his or her course. People who are engaged tend to be absorbed in their ventures and are also very alert (Snyder & Lopez, 2002). They are also less likely to abandon their activities than those who are not engaged. Engagement in Business In business, engagement is the process by which stakeholders, such as employees and customers, are committed to, satisfied with, and involved with an organisation. This may be witnessed through a high level of customer engagement or employee engagement. Engagement in business ensures that companies can retain customers or employees, and this leads to desirable business results. Some of them include better customer service, better productivity, better departmental performance, great financial performance, and even better organisational-level performance (Weiss & Brief, 2002). Engagement in business is not a holistic construct; it may be understood as a collection of a series of qualities that are cognitive, behavioural or emotional. Most indications of employee engagement are behavioural in nature. Therefore, measures of the same concept should be behavioural. The Research Objectives The overall research objective is to determine the drivers of employee engagement in an organisation. This objective is split into smaller objectives that are as follows:  1. To investigate whether quality of work is a driver for employee engagement  2. To investigate whether tangible rewards affect employee engagement  3. To examine the relationship between growth opportunities in the future and employee engagement  4. To investigate whether an enabling environment is a driver for employee engagement  5. To investigate whether inspiration values are a driver for employee engagement  6. To investigate whether work life balance is a driver for employee engagement The Research Focus This research will specifically focus on identifying the drivers of employee engagement. In other words, it will not focus on other types of business engagements such as customer engagement. This is necessary because employee engagement has a profound effect on other stakeholders such as customer themselves (Macey et al., 2009). Additionally, the research will not get into the effects of employee engagement, even though these play an important role in determining the outcomes of the organisation. Furthermore, the research will not attempt to find a definition of employee engagement as this has already been done. This research will not attempt to analyse the extent of employee engagement in the country, region or business environment. Doing so would require massive resources, and would also expose the research to many errors in sampling and methodology. It is better to work with a select number of employees from the sa