In organizations today, performance and productivity levels are not maximized, and this has a real impact on business outcomes that affect the bottom line. If this untapped potential was utilized, organizations could maximize their return on their human capital and drive bottom line success. This gap between employee potential and actual performance level can be narrowed or closed by improving levels of employee work engagement. Using employee opinion survey data from 1,215 employees in two industries, the present study examined the relative contributions of various management practices in explaining variance in employee work engagement. Results indicate that supporting an employee’s professional development, focusing on team-building, aligning employees with organizational goals, and setting clear and reasonable expectations positively predict their work engagement, as measured by the vigor component. Post hoc analyses were conducted to compare differences between employees of different companies, genders, and generational groups.