The paper examines the relationship of 'Organizational Commitment' with 'Climate for Participation' and selected demographic variables. Three dimensions of climate for participation (extent of participation in 'task-related' matters, 'problem-solving', and participative 'influence') and two dimensions of organizational commitment ('affective' and 'continuance') were measured on 100 managers each in private and public sector manufacturing industries in Uttar Pradesh. Correlation analysis reveals that participation in problem-solving strengthens organizational commitment in both private and public sectors. Task-related participation and participative influence weaken organizational commitment in private sector but strengthen it in public sector.

Human resource management places great emphasis on developing and maintaining a workforce highly committed to the organization. Organizational commitment is a state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization. Participative management in organizations can have positive effects on the organizational commitment.Sheldon (1972) defined commitment as an attitude or an orientation towards the organizations, which links or attaches the identity of the person to the organization. Porter et al. (1974) suggested that organizational commitment is a three-part construct including a belief in and acceptance of the goals and values of the organizations, a willingness to exert effort on behalf of the organization, and an intention to stay with the organization. Organizational commitment has been variously defined as an affective attachment to the organization (Buchanan, 1974), identification with the organization (Lee, 1971), and identification with and involvement in the organization (Steers, 1977).

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