Effect of Direct Participation on Organizational Commitment
Komal Khalid Bhatti, Dr. Samina Nawab, Dr Aisha Akbar

Abstract
The purpose of this study is to determine that if types of employee participation practice would explain variance in the organizational commitment of banking sector employees in the Pakistan and United States and also what kind and extent of differences are exists in both countries regarding this relationship. In this cross sectional study the primary data on one independent and three dependent variables were collected from HRM professionals working in different commercial banks of Pakistan and U.S.A. through questionnaires. Analysis is done in two parts; the first part contains analysis of respondents’ answers to the questions and second part is a comparative analysis of Pakistan and America. Results indicate that in both countries types of employee participation are gaining popularity day by day, but unlike in U.S.A., direct participation has a more significant and positive relationship in Pakistan. Study concluded that investment in employee participation in an organization showed better results, high employees’ commitment and productivity, development of desired knowledge, skills, attitudes and other behaviors result in higher job satisfaction and organizational performance. This research study is a cross cultural comparative analysis regarding forms of organizational commitment from the banking organizations in the context of Pakistan and U.S.A.

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