This paper investigates the interactive effect of employee job engagement on the direct relation of organizational investment in social capital (OISC) and employee job performance. A lot of researchers studied on direct relationship of organizational social capital investment and job performance of the employee in west and east as well. This research will contribute to improve the performance of the frontline mangers and to identify the organizational culture which keeps the employee engage. The employee job engagement moderates the effect of organizational social capital investment and job performance of the employee. According to the author this paper will assess the investment of organization for the development of human resources. Authors based on social capital theory, purposed a model that test the relationship of organizational investment in human capital and job performance of the employee with interactive effect of employee job engagement. This study is questionnaire based and results are based on 150 frontline managers from multiple kinds of organization and suggest that organizational investment in social capital positively affect the performance of the employees, but the interactive effect of work engagement weaken this relation. Key Words: Organization, work engagement, job performance, OISC.