Faced with the constant changing nature of work and diversity of workforce, modern management is increasingly investing in policies and practices that strengthen employee’s engagement. Starting from the importance of the concept of overall organizational performance, the study elaborates on the concept of a particular case. It contributes to the on-going debate on drivers of employee engagement through examining the current level of engagement under the influence of nine (9) organizational dimensions of successful business. The study consists of five components: evolution of the concept and its definition; review of key drivers of engagement models for analysis of the concept, research methodology, results and discussion of proposed measures on strategies for developing the concept in the present case, analysis and conclusion. The development of employee engagement is based on understanding the antecedents and consequences of the construct. From the perspective of practitioners, the primary driver of the concept is the organizational HR system. Most drivers that lead to employee engagement are non-financial in their nature and in general are the result of the proper alignment of HR practices. Using established methodology, the main aim of this study (paper) is to identify the key engagement driver in the organization through several hypotheses. Keywords: employee engagement, employee engagement key drivers, index of satisfaction / engagement of employees

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