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This structured assignment is to accompany the case ''410-107-1''. The abstract of the case is as follows: The million-dollar question for every employer is how to get every employee engaged and rally them around a common vision. Employee engagement is a critical factor that contributes to employer-employee alignment, which finally leads to increased productivity. However, instilling a ''sense of belongingness'' in its employees is not an easy feat for any organisation. An engaged employee is an asset for the organisation that in turn tries to foster employee engagement or belongingness for a company in the employee. The case study deals with questions like what inspires an employee to be engaged in his/her work. Is there a human resource perspective to motivate employees for such commitment? What is the difference between an engaged employee and a committed employee or are the two the same? Should there be a difference between the HR practices to retain an employee and the HR practices to engage an employee? Even if the company intends to engage what would be their limitations in doing so? This case study can be used to analyse the significance of employee engagement in companies, to discuss the linkage between employee engagement and employee empowerment, to discuss and differentiate the employee engagement best practices in the manufacturing and services sector, to highlight the role of leadership for ensuring employee engagement as a workable proposition, and to debate the applicability of employee engagement across the different types of businesses - sole proprietorship, listed companies, private companies, family businesses, etc.