Abstract

The study examined the effect of organizational culture on employee work engagement at a higher education institution in Ghana. Hierarchy culture, clan culture, market culture, and adhocracy culture captured under Cameron and Quinn’s theory were investigated to determine the impact they had on employee work engagement. A correlational quantitative research design was used. The convenience sampling technique was used for the study. The findings of the study revealed that a significant positive relationship exists between clan culture and employee engagement, as well as between hierarchy culture and employee engagement. On the contrary, the results of the relationship between adhocracy culture and employee engagement and between market culture and employee engagement was found to be insignificantly positive. Trainings that would enhance teamwork and collaboration to attain the firm’s objectives are highly recommended.