The purpose of the study was to explain the relationship between organizational culture and its influence on employee’s organizational affective commitment using Cameron and Quinn (2006) Competing Value Framework for the independent variable and Meyer and Allen (1990) employees’ commitment questionnaire (ECQ) for the only dependent variable of affective commitment. Being a quantitative research approach in nature, this study used crosses sectional survey and correlation as its research strategy. It takes professional employees of commercial banks (both private and public) particularly at Bahir Dar city as its target population. Of the total population 738 professional employees, 260 were selected using a proportional stratified sampling method. The above standardized questionnaires were used after being modified to fit to the local context. The test and re-test of reliability of measurements conducted to test for the standardized questionnaires shows 0.948. Selfadministered questionnaires were distributed to 260 employees, but only 245 are legitimate for data execution and valid for analysis using SPSS version 21. The Pearson correlation coefficients shows that the four factors measuring organizational culture (Clan, adhocracy, market and hierarchy) were all positively and strongly related with employees affective commitment within the range of 0.555 to 0.602 and all were significant at p<0.01 level. The dominant organizational culture of the industry, from the highest to the lowest, was hierarchy, market, clan and adhocracy respectively. Employees were above-average level of affective commitment affectively committed with a mean value of 3.6495. The regression result indicted that only clan type of organizational culture has a strong positive and significant effect on employees’ affective commitment. However, adhocracy, market and hierarchical types of culture have positive and insignificant effect on the employee’s affective commitment. In general the result of the finding indicates that clan organizational culture has a contribution for the variability of employees’ affective organizational commitment. The industry should integrate the strategic development of human resource (in the short, medium and long term basis) for the improvement of employees’ affective commitment.