Abstract

This study critically examines the influence of organisational culture on employee engagement within University andCollege Libraries, recognizing culture as a foundational element in shaping employee experiences, behaviors, and organizationalcommitment. Through the integration of quantitative surveys (n = 200) and qualitative interviews (n = 20), the research analyzes theeffects of three cultural dimensions—supportive (clan), innovative (adhocracy), and directive (hierarchical)—on engagement levelsusing the Utrecht Work Engagement Scale. Findings indicate that a supportive culture fosters the highest levels of employeeengagement, followed by innovative cultures, while directive cultures exhibit a suppressive effect. The research not only reinforcesthe strategic role of cultural alignment in human resource practices but also provides practical recommendations for organizationsseeking to enhance engagement and organizational performance through cultural transformation. The study contributes to theexpanding body of organizational behavior literature by linking cultural typologies with measurable engagement outcomes in anemerging market context.Keywords: Organizational Culture; Employee Engagement; Supportive Culture; Innovative Culture; Directive Culture