 Corresponding author: Enock Katere Department of OD and Entrepreneurship, College for Community and Organisation Development, Sunyani, Ghana. Copyright © 2022 Author(s) retain the copyright of this article. This article is published under the terms of the Creative Commons Attribution Liscense 4.0. Employee engagement and performance of lecturers in private Universities in Ghana Enock Katere 1, * , Eunice Dorgbetor 2 , Peter Sutinga 1 and Veronica Asare Bediako 3 1 Department of OD and Entrepreneurship, College for Community and Organization Development, Sunyani, Ghana. 2 Department of Management, Catholic University College, Fiapre –Sunyani, Ghana. 3 Department of Registry, St. Joseph's College of Education, Bechem, Ghana. World Journal of Advanced Research and Reviews, 2022, 15(03), 416–424 Publication history: Received on 30 July 2022; revised on 21 September 2022; accepted on 23 September 2022 Article DOI: https://doi.org/10.30574/wjarr.2022.15.3.0893 Abstract The study looked into the employee engagement and performance of lecturers at private universities in Ghana. It used descriptive and correlation research designs. Stratified random sampling was used to select five private universities in Ghana, yielding a sample size of 94 using Taro Yamane formulas. The reliability of the survey instrument was assessed using Cronbach's alpha, which provided a reliability value of 0.808, which is greater than the usually accepted criterion of 0.70 and thus regarded appropriate for the study. The Pearson Product Moment Coefficient was used to evaluate the hypothesis. With a coefficient of correlation (r) value of 0.710, the findings show that, with the exception of organizational culture and leadership, there is a positive relationship between the independent variables of effective communication, the work environment, compensation and benefits, training and development, and lecturers' performance. The findings suggest that private universities in Ghana should encourage participation by enhancing communication and giving academic staff enough training opportunities in order to raise organizational visibility and ranking. Keywords: Employee Engagement; Job Performance; Job Satisfaction, Private Universities; Organization Development 1. Introduction The discussion of employee engagement among experts in human resource management has increased in the last decade. According to Lee [1], this concept is a novel human resource strategy that relates to the manager's demand for solutions to employee issues and concerns about motivation and performance at work. It is argued that through understanding efficient procedures of employee engagement, organizations can manage uncertain and chaotic industrial situations. Disengaged personnel may display robotic behavior, lethargy, and a lack of effort in their work, which can be harmful to the success of the organization [2]. Additionally, performance, productivity, and customer service may be impacted by decreased employee engagement levels. However, a large portion of the literature on employee engagement comes from practitioner publications and consulting organizations. Academic research on employee engagement is seriously lacking [3]. More research is needed to back up the concept because it is still relatively new to academic circles. Major stakeholders in Ghanaian universities recently started to recognize the issue of employee engagement as a serious national concern [4]. It has been reported that the management of Ghanaian universities, both private and public, appears to be having difficulties retaining their employees, particularly academic staff. Poor working environment caused by insufficient or absent teaching and research facilities, poor pay, unfavorable policies like high taxation, and poor job security with non-pensionable incomes all contributes to this dilemma [4]. These issues might have contributed to the behavioral attitudes of the bureaucratic systems, a decline in employee engagement, a decline in productivity,