This study examined organizational commitment and employee performance in selected commercial banks in Delta State, Nigeria. Four research questions and corresponding hypotheses guided the investigation. A descriptive survey design was adopted, with a population of 158 employees across seven commercial banks in Abraka, Delta State, all of whom were included in the study. A structured questionnaire served as the primary instrument, validated by domain experts and found reliable at a Cronbach's alpha aggregate value of 0.924. Of the 158 questionnaires administered, 150 were successfully retrieved and used for analysis. Data were analyzed using descriptive statistics and multiple regression analysis with the aid of SPSS (v.23). Findings revealed that affective commitment (β = 0.230, p = 0.003 < 0.05), normative commitment (β = 0.330, p = 0.000 < 0.05), and continuance commitment (β = 0.273, p = 0.004 < 0.05) each significantly and positively affect employee performance, while forced and habitual commitment (β = 0.088, p = 0.272 > 0.05) do not exert a significant effect. Jointly, organizational commitment dimensions explained 52.3% of the variance in employee performance (R² = 0.523, F = 39.822, p < 0.05). The study recommends that human resource managers in banks should deliberately cultivate affective, normative, and continuance commitment among employees, while avoiding coercive commitment strategies that undermine performance.