Introduction: Corporate Social Responsibility (CSR) has become an increasingly important concept in today's business world. Organizations are expected to take responsibility for their impact on society and the environment, and the public is becoming more conscious of these issues. As a result, CSR has become a key factor for organizations to maintain their legitimacy and reputation. Work engagement, on the other hand, refers to the level of involvement, enthusiasm, and energy employees have towards their work, and has been shown to be a significant predictor of job performance and organizational outcomes. The relationship between CSR and work engagement has received limited attention in prior literature. However, it is reasonable to suggest that CSR perceptions may affect work engagement in various ways. For instance, employees who perceive their organization as socially responsible may feel more connected to the organization's mission and values, leading to increased work engagement. CSR perceptions may also signal to employees that their organization cares about their well-being, leading to higher levels of job satisfaction and work engagement. Despite the potential importance of CSR perceptions for work engagement, prior research has only hinted at this relationship. For example, some studies have suggested that CSR may lead to higher levels of job satisfaction, which in turn may lead to higher levels of work engagement. However, these studies have not directly examined the relationship between CSR perceptions and work engagement. Therefore, a deeper understanding of the effect of CSR perceptions on work engagement is necessary. This study seeks to fill this gap by proposing a theoretical framework that supports the relationship between CSR perceptions and work engagement. Specifically, we propose that CSR perceptions will positively affect work engagement, through the mediating role of job satisfaction. Using a sample of employees from various industries, we will test our model and provide a new perspective on the relationship between CSR perceptions and work engagement. The theoretical framework underlying this study is based on social exchange theory, which suggests that employees reciprocate their organization's positive actions towards them. We argue that CSR perceptions can be seen as a positive action by the organization, which may lead to increased work engagement through the psychological mechanism of job satisfaction. In sum, this study aims to contribute to the literature by providing a new perspective on the relationship between CSR perceptions and work engagement. By proposing a theoretical framework and testing it empirically, we hope to shed light on the potential benefits of CSR for work engagement, and provide insights for organizations seeking to improve their employees' well-being and performance.