Career Stage Effect on Organizational Commitment: Empirical Evidence from Indian Banking Industry

  •  Kanwaldeep Kaur    
  •  H.S. Sandhu    
  •  Kanwaldeep Kaur    


This study examines the career stage effect on organizational commitment of bank employees. The subjects
included 660 clerical and managerial staff of Indian banks operating in the state of Punjab in northern India.
Organizational commitment has been measured by Meyer et al.’s (1993) Organizational Commitment Scale.
Career stages were identified by each respondent’s self- reported age, and tenure in the organization. Results of
the study revealed significant differences in organizational commitment across career stages of employees when
career stages were categorized on the basis of chronological age but no significant difference in any dimension
of organizational commitment has been found between employees in early-career stage (up to 2 years of
experience), and employees in mid-career stage (3-10 years of experience). The findings of the study have
positive and useful implications for HR systems in Indian banks to design more effective organizational career
planning programs and procedures.

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