Okello, Lazarus MillanOnyuka, Fredrick OchiengOtieno, Teresa AkinyiOmollo, Hezekiah Otieno2023-06-272023-06-272022-12-132394-9694http://repository.rongovarsity.ac.ke/handle/123456789/2502With the current on-going organizational transformation, the psychological contract between the University employer and the support staff is open to violation. Several University employees consider their psychological contract as effective compared to those considered normative and continuance. The psychological contract is a determinant of organizational commitment among non-academic staffs and in the case of public Universities along the lake region, there is an organizational commitment failure attributed to staff attitude and psychological rewards, thus causing a psychological contract breach. This paper discussed the employees’ organizational commitment among the none-academic staffs of public universities along the Lake Region in Kenya. The study was premised on Contract as a Mental Model by Rousseau (1995) theory adopting quantitative method approach with a cross-sectional research design. The reliability of the research instruments was determined using Cronbach’s Alpha and a coefficient of r˃.6 was reported in all the sub scales in the questionnaires. The data collected was analysed using Statistical Package for Social Sciences (SPSS) windows version 22 computer programme. Statistical tests, Pearson Product-Moment of Correlation and Regression were used to investigate the relationship between the variables. The study established that the employees’ organizational commitment in general accounted for 57.3% as signified by Adjusted coefficient of R2=.573, of the variation in organizational commitment among non- academic staffs. The study recommends that employees’ organizational commitment have a significant effect on the employees work output and so the institutions should ensure enabling work environment to workers, support and give motivational offers to employees and fulfil labour related promises. The contractual agreements should therefore be built and maintained in a stable, well-adjusted motivational force between the university non-academic staffs to enhance organizational commitments.enAttribution-NonCommercial-ShareAlike 3.0 United Stateshttp://creativecommons.org/licenses/by-nc-sa/3.0/us/Organizational Commitment, None-Academic Staffs, Public Universities.Article