The research sought to investigate factors that influence levels of employee empowerment Management Training Bureau (MTB), a government owned training institution in Harare, Zimbabwe. The study employed the use of a case study research design. Initially, the target population was divided into two main strata, managerial and non- managerial employees. From a population of 187 non- managerial members of staff, a sample of 56 was drawn from which data was collected using self- administered questionnaires. From the initially scheduled 12 interviews with members of the management team, 9 were successfully conducted. Data was analyzed through the use of both qualitative and quantitative approaches. The research established a fairly high level of feelings of alienation and disempowerment among members of staff across the various levels of the organizational structure. The main factors that were found to influence levels of employee engagement at Management Training Bureau, included organizational culture, the availability of resources as well as the leadership styles of managers, communication styles, quality of training and development, lack of succession planning and mentorship programmes, as well as high labor turnover of qualified and competent staff. The research recommends that the organization among others, revisits its organizational culture, with a view to encompassing tenets of employee empowerment such as more effective communication, participatory decision making, and coaching and delegation of duties and responsibilities to staff. Key Words: Positive Psychology; Positive Organizational Behavior; Employee empowerment Performance management; Job performance.