1. What job resources and job demands can be identified in Elaine Farndale case that may be contributing to engagement levels?

2. As the firm transforms its focus from multiple product brands to a single global corporate brand, how might it go about ensuring levels of employee engagement are maintained or increased at both work and organization level? 

3. How might a firm such as this increased engagement amongst employees when there is no room to offer additional financial incentives? 

4. What do you think will be the effect on the engagement of remaining employees when their colleagues are laid off involuntarily across the organization due to downsizing requirements? How might any negative effects be minimized?