The Effect of Organizational Culture on Employee Work Engagement in a Higher Education Institution

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.