The study examined the effect of top management commitment on organizational performance at Mukwano Industries, Uganda. Using a cross-sectional survey design, data were collected from 156 respondents comprising top management, middle management, and operational staff through structured questionnaires and interviews. The study employed both quantitative and qualitative methods, with statistical analysis conducted using SPSS version 25. Results revealed a strong positive correlation (r = 0.782, p < 0.001) between top management commitment and organizational performance. Specifically, resource allocation (β = 0.456, p < 0.001), strategic direction (β = 0.389, p < 0.001), and employee engagement (β = 0.312, p < 0.01) significantly predicted organizational performance, explaining 71.3% of the variance (R² = 0.713). The findings demonstrated that departments with higher perceived top management commitment showed 43% better performance metrics compared to those with lower commitment levels. The study concluded that top management commitment was a critical driver of organizational performance at Mukwano Industries, influencing productivity, employee morale, and competitive positioning. It was recommended that organizations invest in leadership development programs, establish clear communication channels between management and staff, and implement regular performance monitoring systems to sustain management commitment and enhance overall organizational effectiveness.