<![CDATA[This qualitative study seeks to explore the lived experiences of employees to uncover how they perceive the meaning of engagement and how this perception influences their commitment to remain within the organization. This study employed a qualitative research design using a phenomenological approach. Phenomenology is well-suited for exploring the lived experiences and personal interpretations of individuals. Thematic analysis was used to analyze the data, following Braun and Clarke’s (2006) six-step approach. The findings reveal that employee engagement is deeply rooted in emotional connection, recognition, meaningful work, and supportive leadership. Engagement is not just a state of doing, it is a state of being. It is shaped by how employees experience their roles, relationships, and the organizational environment. For HR and Management, engagement strategies should prioritize emotional connection, purpose, recognition, and leadership development. Top-down engagement initiatives must be supplemented with authentic two-way communication. Future research could consider involving employees from different industries, countries, or generational cohorts to compare engagement perceptions.]]>
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