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This research critically examines the pervasive effects of blame culture on organisational productivity, using Mcpee Limited—a production-oriented company based in Southern Nigeria—as a case study. The study explores how blame culture is embedded within the operational and social fabric of the company and investigates its impact on employee behaviour, work procedures, and overall organisational performance. This research investigates the pervasive effects of blame culture on organisational productivity, using Mcpee Limited, a production-oriented firm in Southern Nigeria, as a case study. The study aims to explore how blame culture is embedded within the company’s operational and social environment and its influence on employee behaviour, work procedures, and overall productivity. An inductive research approach with a descriptive design was adopted, employing a mixed- methods data collection strategy. Quantitative data were gathered through questionnaires administered to 314 employees across varied departments, while qualitative insights were obtained from 80 department heads and supervisors via in-depth interviews. This triangulation enabled a comprehensive understanding of how blame culture permeates the organization and affects its functioning. The findings reveal that blame culture cultivates a tense and insecure workplace, where employees avoid assuming responsibility for mistakes due to fear of punitive consequences. This environment suppresses risk-taking and innovation, thereby constraining the organization’s ability to adapt and improve continuously. Several factors perpetuate this culture, including rigid procedural frameworks that restrict employee discretion, entrenched favoritism and nepotism, and ineffective recognition and reward systems that fail to engage or motivate staff adequately. Moreover, blame culture fosters demotivation, learned helplessness, micromanagement, and erodes employee empowerment, trust, and cooperation. Managers, concerned about protecting their reputations, frequently shift blame downward instead of promoting accountability, resulting in excessive bureaucracy and decreased employee engagement. To counteract these detrimental effects, the study recommends shifting organizational culture from blame-oriented to accountability-focused. This transformation calls for promoting fairness and meritocracy by eliminating favouritism, encouraging teamwork and collaboration aligned with shared goals, and streamlining work processes to reduce unnecessary rigidity. Empowering employees to exercise discretion, creativity, and problem- solving initiative without fear of unjust repercussions is emphasized as critical for fostering innovation and boosting productivity. The study concludes that blame culture significantly undermines organizational productivity by creating a fearful and rigid work environment. It recommends transforming the culture from blame-oriented to accountability-focused by promoting fairness, teamwork, flexible work practices, and problem-solving approaches. Empowering employees to take initiative without fear of unjust punishment and recognizing their contributions can foster innovation and enhance productivity. These findings offer valuable insights for organizations seeking to cultivate a positive, supportive, and accountable workplace culture conducive to sustained performance improvement.