Effective employee performance is crucial to safeguarding an organization's competitive positioning in the marketplace. However, building a strong and highly motivated workforce committed to a company's mission and goals is undoubtedly a challenging endeavor for many managers (Kidwell, et al., 2010). In an attempt to promote productivity, the human resources manager implemented an employee engagement policy with the aim of improving workplace satisfaction, motivation and therefore employee retention. This was caused by increased employee turnover rates, absenteeism and constant conflicts between managers and workers, something which had seen a decrease in production from the company. In its most basic form, this employee engagement policy involved improving communication, identifying and resolving various issues that threaten optimal employee productivity. True to the letter, as organizations seek to fully exploit the productive capabilities of their workforce, workers have their own expectations in return. Indeed, reliable productivity is best achieved only when employers value, among other socioeconomic, career and health interests of employees (Mcknight, et al., 2001). From an employee behavior perspective, an effective employee engagement strategy should take into consideration employee needs and expectations such as career development, social life, and workplace safety (Kidwell, et al. , 2010). To realize these needs, employee involvement policy of our company offers workers professional training programs; entirely or partially paid by the organization. These include organizing seminars and part-time study programs for interested workers. In terms of addressing social needs… the focus of the paper… it is useful for an organization. Therefore, effective employee engagement initiatives should promote workforce retention by ensuring employee satisfaction, motivation, and commitment to the organization's goals and objectives. References Kidwell, R., Bennett, N. & Valentine, S. (2010). The limits of effort in understanding performance: What employees “do” and what could be done about it. Journal of Applied Management and Entrepreneurship, 15, 34-39.Mcknight, D.H., Ahmad, S. & Schroeder, R.G. (2001). When does feedback, incentive control, and autonomy improve morale? The importance of closeness of the employee-management relationship. Journal of Managerial Issues, 13, 67-74.Robbins, S.P. & Judge, T.A. (2009). Organizational behavior (personalized ed.). Upper Saddle River, NJ: Prentice-Hall. The American Bible Society. The Holy Bible; King James Version.