Employee engagement has grown into a critical concept in organisational research, believed to drive higher employee performance and retention rates as well as overall increased success of the organisation. The study examines employee engagement in terms of its evolution, conceptual issues and research models. This review is based on Kahn’s (1990) original conceptualisation of engagement and assumes emotional, cognitive, and physical role-involvement with the work. The authors then build on this foundation by using work engagement frameworks like the Utrecht Work Engagement Model, which explains work engagement in terms of vigor, dedication and absorption, to look at how it differs from burnout models. In addition, it reviews a broad range of measurement instruments that have been developed to assess employee engagement. There are global approaches that assess engagement on a multi-dimensional basis—emotional, behavioural and cognitive dimensions of the construct. Additionally, the research relates to burnout being a reverse indicator of engagement. The current study is relevant as it analyses an exhaustive review of existing literature on work engagement models and measurement instruments. It provides a holistic view about the conceptualisation and measurements of engagement in recent organisational settings. The findings underscore the need for further research to adapt these frameworks to the evolving dynamics of work, including remote and hybrid models, to maintain engagement and organisational performance.