The aim of this study was to investigate the impact of human resource management practice onrnorganizational commitment and perceived organizational performance. The nature of this studyrnwas a cross sectional survey design with a quantitative approach. The population of this study wasrnemployees working in public sector organizations in Ethiopia. A total of 375 questionnaires with arn95% response rate were collected from public sector employees working in 24 Federal and AddisrnAbaba City Administration offices in Ethiopia using convenient sampling technique. Arnstandardized five-point Likert scale questionnaire was used to gather the necessary data. ThernPearson correlation and multiple linear regression as well as a partial least square methods werernused in the data analysis process. The Pearson correlation analysis result at the 0.01 level (2-rntailed) levels, clearly shows that there is a moderate level association between four HRM practicesrn(training and development, performance appraisal, promotion, recruitment and selection) andrnorganizational commitment. But the least link is obtained between employee compensationrnmanagement practice and organizational commitment. Moreover, the regression analysis resultrnshows that all the five HRM practices namely recruitment and selection, performance evaluation,rntraining and development, compensation management and promotion have the ability to influencernorganizational commitment. The result also revealed that a positive and moderate link between thernfour HRM practices (training, recruitment and selection, promotion, and performance evaluationrnpractices) and organizational performance, while there is a weak link between compensationrnmanagement practices and organizational performance. Similarly, the multiple regression analysisrnresult revealed that, all the five HRM practices namely recruitment and selection, performancernevaluation, training and development, compensation management and promotion practices havernthe ability to influence organizational performance. The result shows that there is a moderate andrnpositive correlation between all organizational commitment elements (normative, continuance andrnaffective) and organizational performance. The Partial least square and Soble calculation resultrnshows that organizational commitment significantly mediates the relationship between HRMrnpractices and organizational performance. It can be concluded that there is a positively linearrnrelationship between HRM practice, organizational commitment and organizational performance.rnBearing in mind the positive link between HRM practices on the organizational commitment andrnorganizational performance schemes, public sector organizations should give greater emphasis onrnestablishing effective HRM practices in their organizations.