Published Online:April 2026
Product Name:The IUP Journal of Management Research
Product Type:Article
Product Code:IJMR060426
DOI:10.71329/IUPJMR/2026.25.2.119-136
Author Name:Awantika Garg and Aditi Veda
Availability:YES
Subject/Domain:Management
Download Format:PDF
Pages:119-136
The correlation between organizational culture (OC) and employee engagement (EE) is becoming an evolving concept in the dynamic environment of healthcare institutions, contributing to their performance. This paper explores these dynamics in the context of Indian hospitals. The data was collected using a structured questionnaire from a sample of 150 clinical and non-clinical employees of selected government and private hospitals in Indore, Madhya Pradesh, India. The study investigated the effect of cultural dimensions on engagement outcomes, using t-tests, exploratory factor analysis (EFA), Pearson correlation, linear regression, and SPSS v26. The findings indicate that the level of engagement was significantly greater in private hospitals, facilitated by openness and recognition and decentralized decision making, while in public hospitals rigorous and hierarchical culture with regard to engagement and burnout was observed.
In the high stakes healthcare environment, where the quality of care cannot be separated from workforce performance, organizational culture plays a critical role in defining the behavior of employees, engagement, and effectiveness of the institution itself. This is clearer in hospitals where service outcomes are characterized by human interactions, emotional strength and coordination of decisions.