A key feature of the HRM literature in recent years has concerned the identification of HR practices associated with high performance or high commitment management. Despite references to 'high commitment' in this literature, little research has examined the impact of these practices on the attitudes and commitment of employees. This is despite claims that commitment is best viewed as a multidimensional construct, with different outcomes for both individuals and for organisations pursuing high commitment strategies. This pursuit of two disparate research agendas makes it difficult to add sense to what might represent best practice from an employee perspective, and what might constitute high commitment HR practices. This paper extends both HRM and commitment research perspectives by examining employee experiences of HR practices and linking these experiences to multiple dimensions of commitment. Findings are based on a survey of employees (N = 288) within three multinational firms operating in the Irish Financial Services sector. The findings show that while attitudes towards some HR practices impact considerably on affective commitment, their impact on the continuance or normative dimensions is considerably weaker. In light of the findings, the paper evaluates the suitability of using a three-dimensional framework in research on high commitment management.