The purpose of this study is to assess employeeâ€™s perception on the effect of organizationalrnculture on employee performance in Ethiopian Institute of Agricultural Research. The specificrnobjectives of the study were to determine the relationship between organizational culture typesrnnamely clan culture, adhocracy culture, market culture, and hierarchy culture with employeernperformance in Ethiopian Institute of Agricultural Research. The research design adopted forrnthis study was a case study in which the research pursued to collect data from a targetrnpopulation of employees working in EIAR, using survey questionnaire. This study used twornsampling stage. The first one is to sample out the research centers and secondly a number ofrnrespondents within the research centers. Purposive sampling technique was adopted to select thernresearch centers (Jimma, Debrezeit, & Holleta) within Ethiopian Institute of AgriculturalrnResearch including Headquarter. The target populations contained 1850 employees from threeresearchrncenters and headquarter of the study organization. A sample size of 327 was drawnrnfrom the overall target population and out of those, 302 responses were valid for analysis.rnDescriptive Statistics, Pearson correlation, and Regression analysis were carried out to analyzernthe data by using statistical package for social sciences (SPSS IBM version 20). The results showrnthat clan culture was the dominant culture type in the institute. In addition, this study found thatrnall organizational culture types namely clan culture, adhocracy culture, market culture andrnhierarchy culture were a significant and a positive relationship with employee performance.rnAccording to regression analysis result, clan culture is the most contributing organizationalrnculture types followed by adhocracy culture, market culture and hierarchy culture in thernprediction of employee performance in the institute respectively.