This study investigated the impact of organizational culture on employee work behaviour using Ho Municipal Assembly, a
Local Government Authority in Ghana, as a case study. Using the mixed method approach, 93 employees completed questionnaires on organizational culture and employee behaviour. Eleven (11) senior management employees were also purposefully selected and interviewed. Results were analyzed using descriptive statistics, Pearson’s correlation and content analysis approach. Findings revealed a significant positive relationship between organizational culture and citizenship behaviour. However, no significant relationship existed between organizational culture and counterproductive work behaviour. The dominant organizational culture of the selected organization was found to be power culture. This study concludes that enacting the appropriate organizational culture is indispensable to achieving desirable employee behaviours. It is therefore recommended that public sector recognize the potential influence of culture on employee behaviour in managerial all decisions.