Employee engagement is becoming increasingly challenging with the growing millennial population in the workplace and consequent increasing generational diversity. This study investigated the role of different facets of organisational culture in the employee engagement of millennials and their preceding non-millennial generations. Such studies are sparse in the literature. Hypotheses developed in the study were tested using PLS-SEM with a sample size of 252 comprising 151 millennials and 101 non-millennials. The results showed a significant effect of adhocracy culture on the job engagement of millennials but not on non-millennials, however, clan culture significantly affected the organisation engagement of both millennials and the non-millennials of older generations. Whereas market culture significantly affected organisation engagement of non-millennials but not of millennials. Hierarchy culture had no significant effect on the job or organisation engagement for any generations under the study. The theoretical and practical significance of the study is discussed