Purpose : The present study examined the relationship between work alienation and work engagement and further investigated the moderating role of mentoring in this relationship.

Methodology : A quantitative survey was conducted among 160 executives and managers from firms located in the Delhi NCR region. Variables of the study, i.e., work alienation, mentoring, and work engagement, were measured using standardized questionnaires. Then the data was analyzed using hierarchical multiple regression and correlation techniques.

Findings : The results showed a strong negative relation between work alienation and work engagement, showing that employees with higher levels of alienation reported decreased involvement at work. Mentoring was found to be positively associated with work engagement. The results further demonstrated that mentoring moderated the relationship between work alienation and work engagement by reducing the negative impact of work alienation on employee engagement.

Practical Implications : Alienated employees pose a risk for organizations by adversely impacting motivation, productivity, performance, and organizational profits. Hence, firms must design and implement mentoring programs to prevent alienation and enhance employee engagement. However, the research findings have limitations of generalizability.

Originality : The study extended existing literature by empirically examining mentoring as a moderator between work alienation and work engagement in the Indian organizational context. The findings demonstrated the importance of mentoring in reducing the adverse effects of work alienation and enhancing employee engagement.

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