©JBSQ 2013 183 Journal of Business Studies Quarterly 2013, Volume 4, Number 4 ISSN 2152-1034 Antecedents and Consequences of Employee Engagement: The Case of Pakistan Adnan Rasheed, Superior University Sanam Khan, Comsats University Dr. Muhammad Ramzan, Lahore University of Management Sciences Abstract Employee engagement is becoming a hot topic among business organizations and decision making bodies. The main aim of this study is to check the relationship between the antecedents and consequences of employee engagement in the banking sector of Pakistan. A survey was carried out on 303 employees working in the private and public banking sector of Lahore Pakistan. Participants were currently doing job in their organization from at least 2 years and having at least 2 years work experience. In this study correlation among antecedents and consequences of employee engagement is measured. Results of this study indicate that there is a positive relationship among the antecedents and consequences of employee engagement. But variables are less correlated with each other. Keywords: employee engagement, antecedents, consequences. Introduction In reМent years tСe term “empХoyee enРaРement” Сas taФen a funНamentaХ roХe on organizational effectiveness. This is gaining popularity because it poured significance impact on employee outcomes, explaining a rich level of involvement, passion and exuberance for work as compare to other variables like organizational commitment and job satisfaction. This thesis examines Сow “empХoyee enРaРement” is a МomparativeХy new anН attraМtive researМС topiМ, its impact on organizational performance and its various drivers. It will also search the significance role of employee engagement on the organizational performance. Employee engagement was firstly introduced by the Kahn (1990) tСat “harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionaХХy НurinР roХe performanМes.” Perceived Organizational support, perceived supervisor support and organizational justice are various antecedents of employee engagement and organizational citizenship is the consequence of employee engagement (Saks 2006; Balain 2009). These can be defined as: Perceived organizational support represents the common belief of employees that organizations consider the values of employees and care about the well-being of employees. Perceived supervisor support (PSS) is defined as it is general view of employees tСat Сow muМС supervisor Рive importanМe to tСe empХoyee’s Мontribution, taФe Мare of