IntroductionEmployee engagement has become a hot topic of discussion in the corporate world. There is no single accepted definition of engagement or a recognized approach to measuring or increasing it. HRM practitioners have participated 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 values. An engaged employee works with his colleagues to improve their productivity within their work, for the ultimate benefit of the organization. This article critically examines the MacLeod Report (2009), “Committing for Success” and analyzes its relevance as a model of commitment for organizations to adapt. Furthermore, this article 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 business world. Due to the global nature of work and the diversity of the workforce, it has become a key part of competitive advantage for many organizations. Work engagement was conceptualized by Kahn (1990: 694) as “the mobilization of organizational members in their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally when performing roles.” The other concept related to engagement in organizational behavior is the notion of flow. Csikszentmihalyi (1975, 1990) defines flow as the “holistic feeling” that people experience when they act with full involvement. So, employee engagement is the level of commitment and involvement that an employee has towards...... middle of paper. .....selid, MA 1995. 'The impact of human resource management practices on corporate turnover, productivity and financial performance', Academy of Management Journal, Vol 38, pp635- 670. Kahn, WA (1990), 'Psychological conditions of personal engagement and disengagement at work', Academy of Management Journal, Vol 33, pp692-724 MacLeod, D. and Clarke, N. (2009), Committing for Success: Improving performance through employee engagement, London: Department for Business, Innovation and SkillsOsterman P (1994), “How common is workplace transformation and how can we explain who adopts it? Results of 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