This research paper will discuss how employee engagement (EI) programs improve organizational performance by focusing on the role of decision making in the process. Decision making is an area of ​​interest that gives you the opportunity to study a variety of different aspects regarding EI. EI has regularly affected several hundred people for many years. It is a philosophy put in place to sculpt management and leadership in order to maintain, improve and achieve success within an organization. If we consider EI as a model, it is a concept that was developed to relieve the pressure of supervisory personnel by increasing workers' dependence (Tannenbaum and Schmidt, 1958). This analysis encapsulates the importance of decision making in EI programs through reference to several empirical studies that highlight that: “Decision making is important for employees participating in programs. It gives them the opportunity to express their opinions and decide how events regarding the future of organizations occur.” Decision making plays a key role in improving organizational performance. Unionized workers are forced to collaborate with EI programs in an attempt to solve emerging problems in some industries (Leana, Ahlbrandt, & Murrell, 1992). For these workers, the study examines how an EI program encourages those who take part in it to exert greater influence within the workforce than those who do not. Admitting the hypothesis, the result was partially true since the people involved discovered that they actually had minimal influence in the decision-making process. These employees want to see improvements in organizational performance and after reading this article it is clearly identifiable that decision making h...... middle of paper ......er III, EE (1994) 'Total Quality Management and Involvement of employees: are they compatible?', The Academy of Management Executive, vol. 8, no. 1, February, pp. 68-76. Leana, C.R., Ahlbrandt, R.S. and Murrell, A.J. (1992) "The effects of employee involvement programs on unionized workers' attitudes, perceptions, and preferences in decision making", The Academy of Management Journal, Vol. 35, no. 4, October, pp. 861-873. Tannenbaum, R. and Schmidt, W. (1958) 'How to choose a leadership model', Harvard Business Review, vol. 36, pp. 95-101. Tjosvold, D. (1998) 'Making employee involvement work: cooperative goals and cost-cutting controversy', Human Relations, vol. 51, no. 2, February, pp. 201-214. Verma, A. and McKersie, R.B. (1987) 'Employee Involvement: The Implications of Noninvolvement by Unions', Industrial and Labor Relations Review, vol. 40, no. 4, July, pp. 556-568.