Organisations seek methods to maximise performance in order to be successful. The purpose of this study was to examine and empirically quantify the drivers of organisational energy in relation to driving organisational performance. Organisational energy can be seen as the power source that ignites all aspects of organisational climate and behaviour. Most importantly, this study sought to develop the existing theory further and to operationalise the variables for organisations.A quantitative analysis was conducted on data collected from 292 knowledge workers across a wide range of industries. A questionnaire was used to measure respondents’ observations on the drivers of organisational energy and performance in the workplace. Statistical techniques including factor analysis, regression analysis and analysis of variance were applied to determine whether significant relations exist amongst the variables.In complementing and expanding on preceding research, this study provided empirical evidence of the relationship between organisational energy and organisational performance. It also demonstrated the most statistically significant drivers of organisational energy to be that of innovation followed by collective identity and engagement.