The main objective of this study was to assess the influence of organizational culture on employee’s organizational affective commitment using Cameron and Quinn (2006)Competing Value Framework(CVF) as the independent variable and Meyer and Allen (1990) employees’ affective commitment measurement (EACM) as the dependent variable. The research is crosssectional survey and explanatory study in research design. The research approach applied for this study was quantitative in nature .The target population of this study was professional employees of commercial banks (both private and public) particularly at Bahir Dar city. The dominant organizational culture of the industry was hierarchy, market, clan and adhocracy respectively from the highest to the lowest dominant. Employees were affectively committed with a mean value of 3.6495. 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, all were significant at p<0.01 level. The regression result of the study, indicted that only clan type of organizational culture type has a strong positive and significant effect on employees’ affective commitment. However, adhocracy, market and hierarchical types of culture have positive but insignificant effect on the employees 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.