This study examined the antecedents and consequences of a multi-dimensional model of engagement. It was proposed that engagement is a positive psychological state that can be defined in terms of individual and workgroup morale, affective and continuance commitment, and job involvement. Moreover, it was hypothesised that psychological climate would be a predictor of the five components of engagement, and that psychological climate and engagement would contribute to performance-related outcomes. The relationship between psychological climate, engagement and performance-related outcomes was examined through a series of confirmatory factor analyses and structural equation analyses using data obtained from 592 academic staff from a large Australian university. The results provided strong empirical support for the proposed five-factor model of engagement and demonstrated that engagement mediated the relationship between psychological climate and performancerelated outcomes. Moreover, the results strongly suggested that engagement programs should focus on improving workgroup morale and that this will best be achieved by focusing on the organisational characteristics that underpin psychological climate.