The topic of engagement has developed into a current trend in emerging and explorative research within the field of Human Resource Development. The maturation and swiftness at which the construct is emerging is a testament to the serious research scholars are undertaking, as well as the popularity of the construct in practice throughout a myriad of organizations. This article is a reaction to the preceding article (Kim, Kolb, and Kim, 2013), which seeks to investigate the relation between work engagement and performance utilizing a review of empirical literature. This reaction considers the findings espoused by Kim et al (2013) and suggests further thematic observations on the reported conclusions. Several recommendations for research and practice are suggested for further consideration.