IntroductionEmployee engagement has become a hot topic of discussion in the corporate world. There is no single accepted definition of engagement or recognized approach to measuring or increasing it. Human resource management professionals have been involved in numerous studies to understand employee engagement and its impact on organizational performance. According to them, employee engagement is a level of commitment and involvement of employees towards their organization and its value. An engaged employee works with their colleagues to improve their productivity within their job, for the maximum benefit of the organization. This paper critically examines the MacLeod (2009) report, “Engaging for Success” and analyzes its suitability as an engagement model for organizations to adapt. Furthermore, this paper suggests an alternative engagement model, which can be applied and adopted by the organization to achieve its strategic objectives. Employee Engagement Employee engagement is a relatively new term in the corporate world. Due to the global nature of work and workforce diversity, it has become a key part of competitive advantage for many organizations. Work commitment was conceptualized by Kahn (1990:694) as “the linking of organizational members' selves to their work roles; in engagement, people engage and express themselves physically, cognitively and emotionally during role performances.” The other construct related to commitment in organizational behavior is the notion of flow. Csikszentmihalyi (1975, 1990) defines flow as the “holistic feeling” that people experience when they act with total involvement. So employee engagement is the level of commitment and involvement that an employee has towards... middle of the paper. .....selid, M.A. 1995. "The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance," Academy of Management Journal, Vol 38, pp635-670.Kahn, W.A. (1990 ), "Psychological conditions of personal engagement and disengagement at work", Academy of Management Journal, Vol 33, pp692-724 MacLeod, D. and Clarke, N. (2009), Engaging for success: optimizing performance through Employee engagement, London: Department for Business, Innovation and SkillsOsterman P (1994), "How widespread is workplace transformation and how can we explain who adopts it?" Results from a National Survey', Industrial and Labor Relations Review,47.Pil, FK and McDuffie, JP (1996), 'The adoption of high-involvement work practices', Industrial Relations,Vol 35:pp423-455Vodafone website: http:/ /www.vodafone.com/start/responsibility/employees.html