Delivering and understanding the drivers of superior customer service can be a critical differentiator in service provision contexts. To this end, drawing from social exchange theory, this study investigates the antecedents of frontline employee engagement. In line with previous studies, our research identifies three types of organizational resources, motivational resources (perceived job autonomy), relational-contextual resources (perceived relationship investment), and socio-emotional resources (perceived organizational support), and suggests that these resources collectively contribute to employee engagement through the psychological mechanism of employee gratitude. In addition, we also explore the role of supervisory feedback as a moderator that enhances the relationship between employee gratitude and employee engagement.