Gloria Mercy Akao2026-03-162026-03-162026-03-05https://hdl.handle.net/20.500.12311/3182UndergraduateThis paper analyzed how organizational culture has influenced employee engagement and performance at Centenary Bank in Kampala. The problem that was studied happened to be the poor levels of engagement and fluctuating performance outputs, evidenced by absentees, staff turnover, and declining customer satisfaction, even after numerous human resource practices like induction programs, refresher training, performance-based bonuses, and recognition schemes. The research aims were to investigate the effect of organizational values and culture on employee engagement and the effect of culture in performance of various categories of staff. The sample size was 1000 full-time employees, and a purposive sample of 36 employees was taken to make sure that managers, professional/technical, support, and branch employees were all represented. The information source was gathered by using interviews, a focus group discussion, and reviewing documents, which were analyzed based on a thematic content analysis. The results showed that the organizational culture of Centenary Bank is found to be values-based, balanced, and embracing, and integrity, teamwork, and innovation are always placed at the forefront. Nevertheless, it was observed that there were weaknesses in communication, merit promotion, and rewarding contributions, which constrained the complete implementation of employee engagement. The practice of performance management was organized with a tendency to require more quantitative goals than qualitative ones, including collaboration and flexibility. They reviewed the documents and found that the fostering of these cultural values and practices was formally instilled in the institutional text, which strengthened but at the same time identified the spheres of disconnect between the policy and lived experience. The research findings conclude that organizational culture is the main key to determining engagement and performance in Centenary Bank. Enhanced communication, recognition, and equity would serve to increase employee commitment, and performance would be more strategic in purpose. The results can be added to the bodies of knowledge about organizational culture in African financial institutions and offer a practical implication to the leaders who want to promote engagement and competitiveness.enThesis