Traditional competitive mechanism have become less effective as business life became complex. Because of this reason, companies need to search for newer sources of competitive advantage (Jayaram et al., 1999: Several studies in the HR literature investigated the impact of HR practices on organizational performance. Over the years, researchers have suggested many HRM practices that have the potential to improve and sustain organizational performance (Ahmad & Schroeder, 2003: 20). Although much of the previous research on the relationship between HRM practices and organizational performance has concentrated on a single HRM practice, within growing number of research it has been argued for instituting complementary bundles of HRM practices to enhance organizational performance. However, very few studies have examined the impact of HRM practices on operational performance measures (quality, cost, delivery etc) or intangible performance measures such as organizational commitment (Ahmad & Schroeder, 2003:21, 23, 25). Organizational commitment is an indicator that testifies whether the HRM practices employed in an organization are able to foster psychological links between organizational and employee goals. This is an intangible outcome of a HRM system and is important in retaining employees and exploiting their potential to fullest extent over time (Ahmad & Schroeder, 2003: 26). This paper is organized as follows. First, the organizational commitment and HRM literatures are reviewed to identify organizational commitment dimensions and human resource management practices. Propositions are introduced that focus on the relationship between individual HRM practices and organizational commitment. Relationships between individual HRM items and organizational commitment are explored using correlation analysis. Next we assess the impact of each of these practices on organizational commitment. Lastly, the results of the study have been discussed.