ARTICLE INFO ABSTRACT Employee engagement has emerged as a crucial factor influencing organizational performance and success, garnering significant attention from scholars and practitioners alike. This review paper explores the intricate relationship between employee engagement and organizational performance from a human resource perspective. By synthesizing existing literature, this paper provides a comprehensive analysis of the mechanisms through which employee engagement impacts various dimensions of organizational effectiveness. The paper begins by defining employee engagement and delineating its key components, including affective, cognitive, and behavioral dimensions. Drawing on theories such as social exchange theory and self-determination theory, the paper elucidates the antecedents of employee engagement, including leadership style, organizational culture, job characteristics, and employee well-being. Moreover, it discusses the role of human resource practices, such as recruitment, training, and performance management, in fostering employee engagement. Furthermore, the paper examines the outcomes of employee engagement on organizational performance across multiple levels, including individual, team, and organizational levels. It highlights the positive effects of employee engagement on employee productivity, job satisfaction, retention, innovation, customer satisfaction, and financial performance. Additionally, the paper explores potential moderating factors, such as industry context and organizational size, that may influence the relationship between employee engagement and organizational performance. The review also identifies gaps and limitations in the existing literature, including the need for more longitudinal studies and research examining the mediating mechanisms linking employee engagement to organizational outcomes. Finally, the paper offers practical implications for human resource management practitioners, emphasizing the importance of fostering a culture of engagement and implementing evidence-based strategies to enhance employee engagement and, consequently, organizational performance. Introduction In contemporary organizational management, the concept of employee engagement has emerged as a critical factor influencing organizational performance and success. As businesses navigate an increasingly competitive and dynamic landscape, the role of human resources (HR) in fostering employee engagement has gained 5942 Dr. N. Deepalakshmi, et al. / Kuey, 30(4), 2323 significant attention. This review paper aims to explore the intricate relationship between employee engagement and organizational performance from a human resource perspective. Employee engagement refers to the emotional and intellectual commitment of employees towards their work roles and organizational objectives. It encompasses factors such as job satisfaction, organizational commitment, and a sense of belongingness to the workplace. Engaged employees are more likely to demonstrate higher levels of discretionary effort, creativity, and innovation, thereby contributing positively to organizational outcomes such as productivity, profitability, and customer satisfaction. From a human resource perspective, employee engagement is not merely a matter of employee satisfaction but a strategic imperative for organizational success. HR practices play a pivotal role in cultivating a culture of engagement within the organization. Recruitment and selection processes that align with organizational values and goals can contribute to attracting individuals who are more likely to become engaged employees. Moreover, effective onboarding, training, and development programs can enhance employees' skills and confidence, fostering a sense of competence and autonomy in their roles. Furthermore, HR policies and practices related to performance management, recognition, and rewards are instrumental in reinforcing desired behaviors and motivating employees to go above and beyond their job expectations. A supportive and inclusive work environment, characterized by open communication, trust, and transparency, also plays a crucial role in fostering employee engagement. The link between employee engagement and organizational performance has been extensively studied across various industries and organizational contexts. Research findings consistently indicate a positive correlation between high levels of employee engagement and improved organizational outcomes, including increased productivity, higher levels of customer satisfaction, lower turnover rates, and greater profitability. However, the relationship between employee engagement and organizational performance is complex and multifaceted. While numerous studies highlight the benefits of employee engagement, challenges such as measurement issues, cultural differences, and the impact of external factors on engagement levels warrant further investigation. In this review paper, we aim to synthesize existing literature on employee engagement and organizational performance from a human resource perspective, exploring key theories, empirical findings, and practical implications for HR practitioners and organizational leaders. By gaining a deeper understanding of the dynamics between employee engagement and organizational performance, organizations can develop strategies to enhance employee engagement and thereby drive sustainable organizational success.