Table of contentsIntroductionEmployee engagement (EE)Employee engagement in the UKEmployee engagement in the public sectorEmployee engagement and the employee-led approach StateRelationship Between Empathy and State Approach to EEIntroductionHuman resource professionals constantly emphasize strategies to reach employees. engagement (EE) to achieve high performance and competitive advantage. However, the challenge for HR professionals is to implement EE practices in an effective, improved and affordable manner, taking into account both the organizational objective and the psychological consideration of the employee . Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay Previous research by Kahn on determining 3 psychological conditions (1990) provides solid foundational research and evidence for the relationship between “employee status” and engagement. Although it is observed that EE HR practices are more “device driven” and place more emphasis on the organizational agenda, which causes discordance in its implementation. The services sector in the UK economy is subject to multiple political and financial uncertainties. Thus, maintaining internal contingents is vital for subsistence. This research aims to study the aspects affecting the state of employees and the factors affecting device-based EE policies in the public sector. The study reviews empathy concepts that impact employee status, relationships, and engagement. The essence of this research is to understand the approach in order to gain trust, motivation and commitment of employees, and to gain a clear understanding of the state approach by which implementation and effectiveness correlate strategies can be effective. The overall objective of this research is to understand a procedure in which EE practices can be more profitable and rewarding in terms of high productivity and performance, as well as a workforce with positive emotions and a commitment to work. Employee Engagement (EE) Employee engagement is defined as “a positive attitude of the employee towards the organization and its values. An engaged employee is considered to be aware of the business context and works with colleagues to improve performance within their job for the benefit of the organization. On the other hand, the organization develops this attitude. type of behavior and nurture engagement. It is a two-way relationship between employer and employee. Its understanding can be derived from personal engagement approaches (which is the association with social and individual factors) also called positive approach to the employee and the device which is the relationship with business development, also called organizational strategic approach Understanding the concept of EE is similar to HR practices and soft and technical skills approaches. not only limited to organizational gains (focus on the perspectives, objectives and goals of the organization) called "system objectives", such as improved performance and productivity, reduced employee retention and absenteeism, but they also have a deep relationship with the "psychological impact or benefits of the state" (concerning the thoughts, feelings and behavior of each employee), such as well-being, satisfaction and l employee engagement.UKEE employee engagement in the UK economy can be studied in both the 'public or service' sector and the 'private' sector. . The current economic situation following the UK referendum on leaving the EU has impacted business activities, leading to significant uncertainty and changes in the UK labor market. The decision also had consequences such as inflation, falling GDP, decreasing currency value and increasing interest rates, creating a sense of psychological and professional uncertainty. A post-Brexit survey by the CIPD reveals that 44% of UK workers surveyed are pessimistic and uncertain about the future, and 22% feel less secure in their work. Job insecurity and uncertainty typically leads to increased absenteeism and employee turnover, decreased productivity and lower levels of confidence, all of which negatively impacts EE. Gallup, one of the leading research organizations in the field of EE, has ranked the UK among the bottom 4 low engagement countries in the Western world with only 8% of Western countries. British employees must be engaged. This figure is significantly higher than that of the private sector in the United Kingdom. The main reasons being the strong human resource practices and continued focus on research and surveys, which allow the private sector to enjoy a competitive advantage. Private sector organizations in general are a single employer, making management decisions and maintaining the organizational climate more predictable. It is also observed that private sector organizations are self-funded and less dependent on external sources for financial assistance and decision-making and management activities are more independent. Employee Engagement in the Public Sector On the other hand, the public sector in the UK plays a major role in providing services from health to education, from social care to housing, from waste collection to development internationally, from tourism promotion to pensions, this sector employs more than a quarter of the UK's working population. Service sectors are more dependent on government and controlled by external stakeholders, making it difficult to maintain a similar organizational climate and goals. Factors such as budget cuts in the public sector influence situations such as lack of funds, lower competitive salaries and vacancies impacting the work intensity among employees. These scenarios require organizational citizenship behavior for the functioning and sustainability of the service sector. Challenges and uncertainty in the public sector require HR practices to constantly strive to achieve employee motivation and engagement. HR professionals in the UK public sector are relying on the Device approach to boost engagement despite a lack of academic researchers on the topic. Civil Service People Survey (CSPC) is one of the leading providers reporting on attitudes and engagement aspects of the public. sector. Despite intensive studies and programs carried out by the CSPS, the public sector is still faced with a “deficit”. The public sector in the UK views EE as an “additional” benefit and not as an overall business approach. Despite the implementation of the competitive engagement program, the results prove to be limited in its effectiveness due to its replication and its dependence on strategies designed for the private sector which put..