Linking Organisational Culture and Faculty Engagement: Evidence from Punjab's Higher Education Sector Using SEM Approach

In the contemporary higher education landscape, organisational culture has emerged as a critical determinant of employee engagement, particularly in knowledge-intensive environments such as universities and colleges. This study investigates the impact of organisational culture on employee engagement among faculty members in higher education institutions in Punjab, India. Grounded in the Job Demands–Resources (JD-R) model, the research examines how key cultural dimensions—including values and goal clarity, team orientation, and leadership influence engagement both directly and indirectly through mediating variables such as communication, organisational support, and training and development. The study adopts a quantitative research design and is based on primary data collected from 458 faculty members across public, aided, and private institutions. Advanced statistical techniques, including Confirmatory Factor Analysis (CFA), Cronbach’s Alpha, Multiple Regression Analysis, and Structural Equation Modelling (SEM), were employed to validate constructs and test hypothesised relationships. The findings reveal that values and goal clarity, team orientation, and leadership are significant predictors of employee engagement, while organisational resources act as important mediating mechanisms. Additionally, demographic analysis indicates variations in engagement across institutional type, gender, and experience levels. The study contributes to the existing literature by empirically validating the JD-R model in the context of Indian higher education and offers practical insights for policymakers and institutional leaders to foster engagement-driven organisational cultures. The findings underscore the need for strategic alignment, collaborative work environments, and transformational leadership to enhance faculty engagement and institutional effectiveness.