This study investigates the effects of job crafting on work engagement and finds a close and significant relationship between the two. Work engagement is a widely accepted concept in organizational and work psychology that can enhance employee well-being and happiness at work. On the other hand, Job crafting is an innovative practice that can create a sustainable workplace where employee-initiated changes to the content or aspects of their jobs have emerged as an essential mechanism for improving engagement at work. Based on theoretical foundations like the Job Demands-Resources (JD-R) model (Bakker et al.) and the Conservation of Resources (COR) theory (Hobfoll, 1989), this research emphasizes that job crafting leads to enhanced motivation, job satisfaction, and subjective well-being. Correlation and regression analyses support that job crafting is a significant predictor of work engagement, showing a positive correlation between task crafting, cognitive crafting, and relational crafting with dimensions of engagement-vigour, dedication, and absorption, respectively. The paper attempts to highlight the critical roles of leadership, innovative hr practices like Job Crafting, digitalization, and cultural contexts in enhancing engagement and employee well-being at the workplace. The results indicate both theoretical and practical implications, presenting a need for a supportive organizational climate to ensure maximum job crafting that boosts employee engagement. Longitudinal studies examine the long-term effects of job crafting on employee engagement and disaggregate job crafting and engagement measures by industry.