Employee engagement has emerged as a critical determinant of organizational performance, particularly in labor-intensive industries operating within culturally diverse contexts. This study examines the direct effects of workforce diversity, workplace inclusion, and managerial support on employee engagement in Pakistan’s textile sector, drawing on Social Exchange Theory as a guiding framework. Using a quantitative, cross-sectional research design, data were collected from 258 employees working across multiple departments in textile firms located in Faisalabad. The study employed structured questionnaires and analyzed the data using correlation and multiple regression techniques in SPSS. The results indicate that workforce diversity, workplace inclusion, and managerial support each exhibit a significant positive relationship with employee engagement. Among the predictors, managerial support explained the highest proportion of variance in employee engagement when assessed independently. Reliability analysis confirmed satisfactory internal consistency across all measurement scales. The findings suggest that while diversity and inclusion contribute meaningfully to employee engagement, their effectiveness is substantially reinforced by consistent and supportive managerial behavior. This study contributes empirical evidence from a developing-economy context and offers practical insights for managers and policymakers seeking to enhance employee engagement through inclusive workplace practices and effective supervisory support in the textile industry.