Social computing networking is fast becoming a part of how project managers interact, communicate, and conduct business with each other. This quantitative, non-experimental, survey research addressed the extent to which social computing networking (SCN) affects workplace engagement and ethical workplace behaviors of project managers within public sector organizations. The Utrecht Work Engagement Scale (UWES-17) and the Workplace Ethics Behavior Survey (WEBS) were used to measure the constructs. Data analysis included descriptive statistics, inferential statistics, and hypothesis testing using correlational and multiple regression analysis. The study combined social identity theory with empirical findings from business ethics and workplace engagement research. The accessible population was 116 project managers from the public sector in the southeastern regional area of the United States. The results indicated that a significant, positive relationship did exist between social computing networking and workplace engagement. Additionally, there was a significant, positive, relationship between social computing networking and ethical workplace behaviors. Each null hypothesis was significant at a .05 level and rejected in consideration of the alternate hypothesis. The findings provided insight and increased understanding of project manager needs for engagement and helped determined how organizations can respond to such needs. Consequently, Project Management policies on social networking and expected ethical conduct should be understood by all users. Corporate policies on social computing networking should balance the employer's and employee's interests relevant to workplace engagement and ethical behaviors for a more positive, productive, and secure workplace.