Multinational groups invest heavily in human capital, a source of competitive advantage, that depends on employees' engagement in optimising processes. There are several factors for management to consider that can lead to greater engagement, including organisational culture. This study focuses on one of the determining factors in defining the degree of employee engagement in the organisation and their work, which has been largely overlooked in the literature compared to the others. This research used a sample of 125 employees from Shared Services Centres in mainland Portugal owned by a non-Portuguese multinational. The results of this study show that organisations with different types of organisational culture achieve various effects, both in terms of engagement in the organisation and of employees' engagement in their work—adhocracy and clan culture have a positive impact on engagement with the organisation. However, hierarchy positively influences engagement in the work.