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The growth of every economy strongly depends on the efforts exerted by the skilled employees. The employees are the key assets of the organization, and it is hard for any organization to lose such employees to avoid negative consequences. Skilled employees normally get more job choices, so the organization has to retain them (Butler & Waldroop, 1999; Thomas, 2000; Joo and McLean, 2006). However, keeping staff with the indispensable, integral, and essential skills is not enough to assist an organization to accomplish its goals. The fact of handling skilled workers fairly and actively to provide positive consequences also needs to be taken care of. As far as management and human resource development (HRD) is concerned, employee engagement is a life providing and embellishing topic. Certain researchers, i.e. Gordon, Lowman & Gebauer (2008); and Lehmann (2009), have conducted research in this area, and results indicated that for the employees who are highly engaged, financial compensation does not motivate them- rather they can be motivated through various intrinsic factors, such as providing them with opportunities for professional development, fair treatment, and appreciation. Almost every organization desire to get their employees involved and engaged. For this purpose, researchers put their efforts to evolve information about employee engagement from past analysis of motivation, commitment, involvement, and fair dealing. Professionals of the present era focus on this field of research to bring forth productivity and potency in work and workers, and they finally conclude that employee engagement should be given more attention for getting efficient and productive workforce (Sarath, 2015). Nelson and Cooper (2007); Bakker and Schaufeli (2008) were of the view that employee engagement is of immense value both among academics and industries. The concept for a better workplace was first coined by Kahn (1990). He was of the view that engagement is no more than a mental and psychological state of employees, which make them use their cognitive, physical, and emotional strength for role performance. Numerous people had been trying to understand engagement, according to their personal views. It is just because of its advantageous use and popularity. With the passage of time, interest of researchers is growing more in employee engagement and its aftermaths. They are of the view that motivating employees to stay engaged in work can increase business, economic, and educational performance because the role played by engaged employees possesses the place of backbone in the entire system and good working condition (Levinson, 2007; Cleland et al, 2008). The three major and essential attributes of employees, i.e. competency, engagement and contribution, can surely make an organization touch the zenith of skies. But it should be kept in mind that the success of an organization does not only depend on these attributes of a worker but also the emotional attachment of workers with the organization plays an important role in this regard. (Ulrich, 2007) Perfect psychological conditions of employees also count as much in this field since it adds to the active role of an employee and to the positive and favorable results of an organization. Hemsley Fraser (2008) was of the view that positive engagement leaves a strong effect on the attitudes, workforce, and turnover levels of employees and the performance of an organization. Several researchers formulated the studies composed of the effects of engagement over employees’ outcomes, success of an organization, and financial performance (Harter et al., 2002; Bates, 2004; Baumruk, 2004; Richman, 2006). Nahrgang (2011) was of the view that the more employees will be engaged with proper efficacy and concentration in result the more will they contribute to the success and reputation of an organization. When employees are engaged, they work with devotion to promote the perfect performance within an organization and take active part in its success. Hence, we can rightly say that engaged employees have direct and positive impact on the production level of an organization. According to Jeung (2011), growth and value addition, as experienced by the employees’ perception of an organization; influence employee engagement directly. By keeping in view all information, the research gap, on the hot topic of the era; between Western and Asian countries, it is imperative to study employee engagement and OCB, specifically in Pakistan. Hence, the major goal of this research work is to fill the research gap and to examine the impact of employee engagement on OCB specifically in the teaching faculty of Gomal University Dera Ismail Khan, Pakistan. To fill this practical gap in the southern region of KP, the researcher used convenient sampling, therefore the above selected population was convenient to the researcher.