Organizational commitment is an important aspect influencing organizational growth and performance. Organizations face enormous challenges in understanding the commitment level of employees of different career stages. Depending on this understanding about the commitment level that organizations do undertake different measures for enhancing their commitment for improved organizational productivity. Therefore, understanding the commitment level of the employees corresponding to their career stages has emerged as an important dimension of human resource management these days. The changing business environment and its associated complexities have increased the necessity for a study on the effect of career stage on organizational commitment so as to enable the progressive organisations to be more proactive in addressing to the underlying issues associated with career stages and organizational commitment. This study is an endeavour to examine the effect of career stages on organizational commitment with respect to bank employees. The study which has been undertaken based on Super (1984) career stages and Meyer et al. (1993) organizational commitment scale, conducted upon 165 employees on three banks reveal that there exists a significant difference between affective commitment and employees career stages. Similarly, career stages also affect the continuance commitment of the employees significantly. Further, the study also found that no significant relationship exists between normative commitment and career stages. This implies that the organisations in order to get the commitment of the employees have to undertake measures to design effective organizational career planning programs.