This study examines the effect of organisational culture on employee productivity and well-being in the Lagos State Civil Service. Despite ongoing public sector reforms aimed at improving efficiency through structural and technological changes, challenges such as low employee motivation, moderate productivity levels, and increasing work-related stress persist. The research adopts a descriptive survey research design, with data collected from 400 civil servants across selected Ministries, Departments, and Agencies using a structured questionnaire. Organisational culture is conceptualised through leadership practices, communication patterns, reward systems, and innovation, while employee productivity and well-being serve as outcome variables. To achieve proper representation of the cadres, stratified random sampling is used, and data is analysed using descriptive and inferential statistics.Findings reveal a significant positive effect of organisational culture on both employee productivity and well-being. Leadership and innovation emerged as the strongest cultural determinants of productivity, while weaknesses in reward systems and employee participation limited motivational and well-being outcomes. The study is anchored in the Resource-Based View, Dynamic Capabilities Theory, and Social Exchange Theory, highlighting organisational culture as a strategic internal resource that shapes employee performance and experience, particularly within a reform-oriented public sector context. The study concludes that sustainable productivity and employee well-being in the Lagos State Civil Service require deliberate cultural alignment alongside structural reforms. It therefore recommends strengthening inclusive leadership, fair reward systems, open communication, and innovation-friendly practices to enhance service delivery and employee welfare.
Keywords: Civil service, Employee Productivity, Employee well-being, Organisational Culture, Public Sector
