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The statement claiming that the raised employees’ engagement level will eventually help increase the employees’ well-being and work performance has not previously vastly tested, specifically within faculty members of higher educational institutions (HEIs). The scarcity of noteworthy studies on the antecedents and outcomes of employee engagement is addressed while a complete, holistic and comprehensive model is presented in the paper that presents a rational basis on which further testing of the hypotheses could be identified and tested to verify the theory. Based on the job demands resources model (JDR), it is hypothesized in the current study that work engagement would be influenced by job resources and also engagement in turn have a positive impact on employees in role and extra role performance behaviors. We used a non-experimental design study with a survey sample of N=189 permanent full time teachers participated in the study. Structural equation modeling were applied to test the model empirically, the results showed that only one job resource out of three had a positive significant effect on boosting work engagement. Additionally, the employee engagement at workplace was also found positively and significantly influencing employees’ self rated performance. The current study also discussed the implications of these findings with respect to theory and practice.

A Study on the Drivers of Employee Engagement and its Relationship with Employee Performance