Employee engagement remains a central concern for organizations seeking to improve performance, retention, and employee well-being. This journal-style literature review synthesizes evidence from 60 peer-reviewed studies on employee engagement activities and their effects on individual and organizational outcomes. Drawing primarily on the Job Demands–Resources framework and complementary motivational and social exchange perspectives, the review consolidates what is known about engagement-enhancing practices such as well-being programs, stress management interventions, learning and development initiatives, leadership and culture interventions, and technology-enabled engagement approaches. Across the literature, engagement activities are consistently associated with improved job satisfaction, commitment, psychological well-being, and performance-related outcomes, though effect strength varies by context, implementation quality, and measurement approach. The review identifies persistent gaps in causal inference, long-term sustainability evidence, and context-specific guidance, and proposes a set of researchable hypotheses and a future research agenda. Practical recommendations emphasize strategic alignment, leadership involvement, measurement discipline, and equitable access to engagement resources.