The concept of Organizational Commitment (OC) has gained considerable attention in organizational psychology in past 20 (to 30) years (Gautam et al., 2001). This research study looks at the bases of Organizational Commitment and tries to find out the impact of Compensation, Supervisor Support, and Training & Development on Organizational Commitment in a Pakistani Setting.

Over the years we have seen, a solid boost in the research of Organizational Commitment as a workplace construct. There have been a lot of studies in the West, other developed countries and also in a few developing countries, but very little research has been done in the East, especially Muslim countries, and Pakistan is no exception. Thus this study tries to be a grain in the almost empty jug of research, in the hope that some day it will be filled up.

Pakistan has previously neglected investment in human capital and thus fosters a persistently high population, deceleration of growth and overruling poverty (Pakistan Economic Survey, 2005-06). Because of this, the standard of education has remained poor, and the level of Organizational Commitment in teachers is very low. Continuous empirical research has shown that low Organizational Commitment results in unfavorable outcomes such as, low performance and low productivity, while high Organizational Commitment is believed to be related with favorable outcomes such as improved performance, reduced absenteeism, and decreased turnover (Angle & Perry, 1981; Balfour & Wechsler, 1996; Benson, 2006; Gautam et al. 2001; Karatepe & Kilic, 2007; Loke, 2001). We have chosen Higher Secondary School (Intermediate level) teachers as our sample to investigate the determinants of OC in teachers in Pakistan.

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