Fostering employee engagement goes beyond just sustaining the business and maximising profits. It is also about ensuring that employees feel content and fulfilled. With the World Health Organisation officially recognising burnout as an “occupational phenomenon” three years ago, prioritising the well-being of employees as individuals who live outside of work has become increasingly crucial in reducing employee turnover and maintaining business success. An employee engagement model serves as a framework that delineates how a company can support its employees in feeling happy, content, supported, appreciated, respected and trusted in their workplace. It also acknowledges that employees are individuals with lives both within and beyond the workplace. Models of employee engagement extend beyond mere compensation or traditional benefits (although these are still important). They establish the foundation for the company’s culture and guide the methods of leadership and management. There are six models of employee engagement, i.e., (i) the Zinger model, (ii) the Gallup model, (iii) the AON-Hewitt model, (iv) the Kahn model, (v) the Maslow model and (vi) the JD-R model (Fig. 5.1).