IndexIntroductionEmployee Engagement (EE)Employee Engagement in the UKEmployee Engagement in the Public SectorEmployee Engagement and the State-Led ApproachRelationship between Empathy and the State Approach for EEIntroductionI HR professionals constantly emphasize strategies for achieving employee engagement (EE) to achieve high performance and competitive advantage. However, the challenge for HR professionals is to implement EE practices in an effective, ameliorative and cost-effective manner, considering both organizational objectives and psychological consideration of the employee. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Previous research conducted by Kahn to Determine the 3 Psychological Conditions (1990) provides solid research and foundational evidence for the relationship between “dependent state” and commitment. Although it is observed that EE HR practice is more “device-driven” and emphasizes greater importance in the organizational agenda, causing discordance in its implementation. The services sector in the UK economy is experiencing multiple political and financial uncertainties. Therefore the maintenance of internal contingents is vital for sustenance. This research aims to study aspects influencing employee status and factors influencing device-driven EE policies in the public sector. The study examines the concepts of empathy that impact and influence employee status, relationship and engagement. The essence of this research is to understand the approach in order to gain employee trust, motivation and commitment and gain a clear understanding of the state approach through which the related implementation and effectiveness of strategies can be effective. The overall goal of this research is to understand a procedure in which EE practices can be more cost-effective and rewarding in terms of high productivity and performance, as well as a workforce with positive emotions and commitment towards work. Employee Engagement (EE) Employee engagement is defined as “a positive employee attitude towards the organization and its values. An engaged employee is considered to be aware of the business environment and works with colleagues to improve work performance for the benefit of the organization. On the other hand, the organization develops this type of cultivated behavior and commitment. It is a two-way relationship between employer and employee”. association with social and individual factors) also defined as positive employee and device approach is the relationship with business development, also defined as organizational strategic approach is similar to HR practices and soft approaches hard skills. The benefits of EE are not only limited to organizational gains (focusing on organizational perspectives, goals and objectives) defined as "device objective" such as improved performance and productivity, lower employee retention and absenteeism, but also have a deep relationship with “psychological or state benefits” (concerning the individual employee's thoughts, feelings, and behavior) such as employee well-being and satisfaction, and employee engagement. Employee involvement in UKEE in the UK economy can be studied in the 'public or service' sector and the 'private' sector. The current economic condition afterUK referendum on leaving the EU has impacted business with high uncertainty and change in the UK job market. The decision also had impacts such as inflation, decline in GDP, decrease in currency value and increase in interest rate, creating a sense of psychological and job uncertainty. A post-Brexit survey conducted by the CIPD shows that 44% of British employees surveyed are pessimistic and uncertain about the future, while 22% feel less secure about their jobs. Worry and uncertainty usually leads to increased absenteeism and turnover, decreased productivity and lower levels of trust and has a negative impact on EE. Gallup, a leading research organization in the field of EE, has ranked the UK in the bottom 4 low engagement countries in the Western world with only 8% of UK employees to be engaged. This is predominantly higher than in the private sector in the UK. The predominant reasons are strong human resources practices and continued emphasis on research and surveys that enable the private sector to gain a competitive advantage. Private sector organizations in general are a single employer which makes management decisions and maintaining the organizational climate more predictable. It is also observed that private sector organizations are self-financed and less dependent on outside for financial aid and decision-making and management activities are more independent. Employee Involvement in the Public Sector On the other hand the public sector in the UK plays an important role in the provision of services from healthcare to education, from social care to housing, from waste collection to international development, from tourism promotion to pensions - this sector employs over 1/4 of the working population in the UK. 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 wages and vacant positions which impact work intensity among employees. These scenarios require the need for organizational citizenship behaviors for the operation and sustenance of the service sector. The challenges and uncertainty in the public sector challenge HR practice to constantly strive to consistently achieve employee motivation and engagement. HR professionals in the UK public sector rely on the device-based approach to create engagement despite the lack of academic researchers on the subject. Civil Service People Survey (CSPC) is among the leading providers reporting to study attitudes and aspects of engagement in the public sector. Despite intensive CSPS studies and programs, the public sector still faces a “deficit” commitment. The public sector in the UK views EE as an 'add-on' benefit and not integrated as an overall business approach. Despite the implementation of the competitive engagement program, the results are found to be limited in its effectiveness due to its replicability and reliance on strategies designed for the private sector that primarily emphasize the device-based approach. However, a significant disadvantage is the gap between intended and actual implementation practices. Factors such as the fact that the public sector is not a single employer and the organizational culture is one of diversified management and comparison.