This study was conducted to examine the predictive effects of organizational culture on Employees’ Job Performance in particular case of Bahir Dar Textile Share Company. Random sampling was employed to select 285 sample employees out of total 1100 employees and Bahir Dar textile Share Company’s. Out of 285 selected employee respondents 268 respondents responded to the questionnaire (94 percent responsive rate). Data were collected using structured questionnaires. To realize the research objectives descriptive statistics such as frequency, percentage, mean and standard deviation and inferential statistics such as one sample t-test and regression were employed. The research found employee’s practice clan, adhocracy, and market cultures are significantly affecting the employee job performance. However, for hierarchy dimension of organizational culture which is not found to be significantly greater than the expected mean hence hierarchy culture is not practiced. The study findings revealed that market dimension of organizational culture has predict on employees’ job performance. Meaning, 21.5 percent of change in employees’ performance is attributed to market culture. However, clan, adhocracy and hierarchy cultures don’t have significant effect on employee job performance in the case of Bahir Dar Textile Share Company. The study recommends that Bahir Dar textile Share Company’s market culture enhance employee engagement to promote job performance.