Abstract

Abstract Introduction Increasing of performance and efficient use of manpower is a necessity that should be considered by all managers and decision makers of organizations. Regarding that one of the most important resources within organizations is their personnel, a part of management actions with the aim of making the most effective and efficient work of these resources are implemented in this stage and effective management of performance has become one of the most important duties of directors. One of the impalpable factors affecting the performance of employees is their organizational commitment. Loyal manpower, consistent with the goals and values of the organization, is ready to be active even beyond the obligations set forth in the job description and can be an important factor for organizational effectiveness. Existing of such forces in organizations is coupled with higher levels of performance and lower rates of absenteeism and desertion and will cause that credit organizations in the community be seemed appropriate and provides the context for the development of organization. Conversely manpower with a low sense of loyalty, belonging and commitment not only does not move towards achieving the goals of the organization, but may have a negative impact on other partners by creating a sense of indifference to the problems and difficulties of organization and this provides the source of many abnormalities in various aspects of social, political, economic, social and cultural cooperation, so the study of organizational commitment and its influencing factors and the results can be an effective research in organizational behavior science. In the past decade, organizational commitment and its dimensions has allocated an important place in research. On the other hand, the power is the basic characteristics of a manager's role and provides the background of his effectiveness in the organization. In fact, it is an inevitable phenomenon in the organization but managers in organizations look at it as a negative phenomenon. But the truth is that this is not a negative phenomenon essentially, but also being positive and negative depends on the judgment and its application. Certainly, if the purpose of empowerment is the organizational goals, it can function as a positive phenomenon, and cause the system and organization be dynamics, but if the goal is to achieve personal goals, it certainly would be a negative and unaccepted phenomenon. Nowadays organizations are being changed rapidly and unpredictably and largely in environment. Increasing of global competition, development and deployment of information technology and changes in the demographic characteristics of human resources and customer are in the center of these changes (Bir and Jerilla, 1991, Benis and Nanos, 1985). In such circumstances, there is no opportunity for managers to control their employees and must spend most of their time and energy to identify the internal and external environment and charge other daily tasks to the employees. Therefore,