The current study strives to examine the impact of HR practices, working condition, intergroup relations, goal congruence, passion for work and organizational learning culture toward employee engagement and organizational innovation. In addition to that the moderating effect of servant leadership is tested between employee engagement and organizational innovation. The research design of this study is grounded in quantitative research approach. Data were retrieved from employees working in Saudi manufacturing organizations. Overall, 241 respondents have participated in this voluntarily research survey. Research framework was tested with structural equation modeling technique. Results revealed that human resource practices, working condition, intergroup relations, passion for work, goal congruence and organizational learning culture have explained large variance [Formula: see text] 52.8% in measuring employee work engagement. Similarly, organizational innovation is measured with employee work engagement and servant leadership and explained substantial 55% variance in organizational innovation. Likewise, the results of the blindfolding analysis revealed substantial predictive power [Formula: see text] 41.4 to predict organizational innovation. Therefore, in determining employee work engagement at workplace goal congruence has shown substantial effect size [Formula: see text] when compared with other exogenous constructs. Practically, this research suggests that goal congruence, human resource practices, and servant leadership are core factors which enhance employee engagement at workplace and organizational innovation in time of crisis and therefore need managerial attention. This study is unique as it examines employee engagement behavior with an integrative research framework. In addition to that the role of servant leadership has been studied as moderator between the relationship of employee engagement and organizational innovation.