Organizational Commitment and Administrative Management in Public Service Delivery: Evidence from an Emerging Governance Context

Abstract

This study examines the relationship between organizational commitment and administrative management within a public service institution operating in an emerging governance context. Grounded in the three-component model of organizational commitment (affective, continuance, and normative) and classical administrative theory (planning, organizing, directing, and controlling), the research investigates how internal psychological bonds among frontline personnel influence institutional performance. A quantitative, cross-sectional, non-experimental design was applied, surveying 30 operational police officers using validated Likert-scale instruments. The results reveal a strong and statistically significant positive correlation between organizational commitment and administrative management (Spearman’s ρ = 0.775, p < 0.01), with normative commitment displaying the highest effect size (ρ = 0.812). These findings underscore the critical role of ethical obligation, loyalty, and affective alignment in enhancing managerial coherence and institutional responsiveness. The study contributes to ongoing debates on public sector reform and strategic human capital management by emphasizing the need for emotionally engaged and ethically anchored personnel. It aligns with Sustainable Development Goals (SDGs) 16 (Peace, Justice, and Strong Institutions) and 8 (Decent Work and Economic Growth), promoting inclusive, accountable governance and resilient administrative practices in resource-constrained environments.

1. Introduction

In contemporary public institutions, strengthening internal governance mechanisms and fostering organizational commitment are key strategies to enhance institutional resilience and service effectiveness—especially in emerging contexts where administrative capacity and personnel engagement are critical for achieving sustainable development goals. This research explores the interrelation between these two constructs within the operational personnel of a police station in an emerging context in Peru, aiming to assess their influence on institutional efficiency and employee engagement. Organizational commitment comprises affective, continuance, and normative components, reflecting emotional attachment, perceived costs of leaving, and a sense of obligation to the organization (Meyer & Allen, 1991). This framework has been widely validated in both private and public sectors, providing a robust lens through which to assess employee allegiance and motivation (Bayona et al., 2020; Muñante, 2017). Administrative management, conversely, is conceptualized as the strategic coordination of resources—human, financial, and material—through planning, organizing, directing, and controlling, with the goal of achieving institutional objectives efficiently (Koontz et al., 2017). When implemented effectively, this management paradigm enhances organizational coherence and productivity, particularly in complex public institutions such as police organizations (González et al., 2020). The study is contextualized within the operational framework of the Peruvian National Police (PNP), an institution responsible for maintaining public order and safety. Recent national statistics have shown a decline in performance indicators related to crime prevention and operational efficacy in certain regions (INEI, 2022), raising concerns about internal inefficiencies potentially linked to weak organizational commitment and poor administrative practices. These trends are especially evident in regions with limited infrastructure and resources, where the misalignment between institutional goals and personnel engagement becomes more critical. The selected site for this study—an operational unit in a locality with socio-political and logistical challenges—serves as a pertinent case for exploring these dynamics. Data from the local police station between 2019 and 2021 reveal a consistent decline in key operational metrics such as number of interventions, arrests, and recovered assets, coinciding with growing reports of demotivation, lack of strategic planning, and perceived mismanagement among personnel (Caycho et al., 2020). Furthermore, the COVID-19 pandemic has exacerbated issues of stress, mental health deterioration, and professional dissatisfaction among front-line police officers (Caycho et al., 2020), further undermining commitment levels. These factors underscore the urgency of reengineering administrative practices and fostering psychological contracts that bind personnel more deeply to their institutional missions.

By examining the correlation between organizational commitment and administrative management, this study not only fills a gap in empirical literature within the Peruvian public security sector but also proposes actionable strategies aligned with international best practices (Aldana et al., 2018; Caballero, 2018). The findings aim to contribute to policy frameworks that reinforce ethical leadership, participative management, and institutional resilience. Furthermore, the results are expected to inform policy interventions that support Sustainable Development Goal 16 (Peace, Justice, and Strong Institutions) by fostering ethical leadership and efficient management, and SDG 8 (Decent Work and Economic Growth) through improved staff engagement and well-being in the public sector. In this way, the study offers governance-oriented insights applicable beyond the local context. The empirical phase of the study involved the participation of all 30 operational officers assigned to the selected police unit, representing a full census of the target population. Their direct involvement ensures that the results reflect authentic perceptions from frontline personnel and reinforce the practical relevance of the findings. To operationalize this purpose, the study is guided by the following specific objectives:

O1.

To assess the relationship between affective commitment and administrative management.

O2.

To analyze the connection between continuance commitment and administrative management.

O3.

To examine the association between normative commitment and administrative management.

The article is structured as follows: Section 2 presents the theoretical framework and prior empirical evidence. Section 3 describes the methodology, including research design and instruments. Section 4 reports the main findings and statistical analysis. Section 5 discusses the results in light of previous literature and outlines implications. Finally, Section 6 concludes with recommendations for institutional improvement.

2. Theoretical Framework

2.1. Background

This theoretical foundation is particularly relevant for the evolving field of public administration, where improving institutional governance and personnel alignment is increasingly recognized as critical for service innovation and policy responsiveness. Multiple studies have addressed the relationship between organizational commitment and key institutional factors such as job satisfaction, leadership, and administrative management in both the public and private sectors. Some of them, particularly those conducted in military and government institutions, have consistently highlighted the critical role of these variables in institutional performance and employee engagement. In general terms, a significant and positive relationship between job satisfaction and employee commitment is found (Shahriari et al., 2022), supporting the psychological model proposed by Meyer and Allen (1991). Recent studies have emphasized the value of transformational leadership and participatory structures to foster institutional alignment and motivation (Lin & Li, 2024). For example, Klein et al. (2025) demonstrate how institutional investments in training and communication enhance commitment in decentralized public systems. Lin and Li (2024) similarly underscore the value of transformational leadership in aligning employee goals with organizational reforms. Similarly, Garay (2018) demonstrated that administrative management directly influences organizational commitment in the Central Hospital of the National Police, emphasizing the importance of strategic planning and participatory leadership in public institutions. In the municipal context, Lee and Lee (2021) confirmed a strong correlation between administrative management and organizational commitment among civil servants. This reinforces the applicability of Meyer and Allen’s model beyond police institutions. Quispe (2017) linked managerial leadership with employee commitment in the Logistics Division of the National Police, highlighting the need to replace rigid hierarchical models with more horizontal and communicative structures to foster a positive organizational climate.

Building on this foundation, several applied studies have explored the relationship between job satisfaction and staff engagement, such as the case of the Student Life Dean’s Office at UDELAS in Panama (Caballero, 2018). The study found that improving physical workspaces, offering training aligned with employees’ aspirations, and providing institutional recognition enhanced the staff’s sense of belonging and commitment. In Colombia, Aldana et al. (2018) observed that in the health sector, organizational commitment is significantly influenced by employment conditions and leadership style. Factors such as long-term contracts and benefits reinforced both normative and affective commitment among employees. Stoop et al. (2021) investigated the impact of internal marketing on employee commitment within the cooperative sector. The findings indicated that internal communication had the highest correlation, suggesting that promoting the institution’s identity internally enhances employees’ identification and loyalty. This marketing-oriented approach positions workers as internal customers, promoting alignment with the organization’s mission and goals. Tanpipat et al. (2021) analyzed the effects of remote work on staff engagement in an institution during the COVID-19 pandemic. Despite the increased workload, most employees maintained a high level of commitment due to institutional flexibility and perceived job security. Their findings underscore the need to integrate adaptive management strategies that respond to employees’ emotional and situational needs. Collectively, these studies validate the relevance of organizational commitment as a fundamental driver of institutional performance. When complemented by effective administrative management, commitment fosters motivation, stability, and strategic alignment between employees and their organizations. These insights support the theoretical and empirical basis for examining such dynamics in public security contexts with organizational challenges. They also underscore the model’s versatility in explaining employee engagement and institutional performance across varied governance systems.

2.2. Theoretical and Scientific Foundations of the Variables

The theoretical foundation of this research lies at the intersection of behavioral psychology and administrative science. On the one hand, organizational commitment is conceptualized as a psychological state that influences an employee’s relationship with their institution and their willingness to remain part of it. The seminal model by Meyer and Allen (1991) defines this construct through three dimensions—affective, continuance, and normative—each capturing different motivational bases for organizational loyalty. This framework has been widely applied in both public and private sectors to explain how emotional attachment, perceived costs of leaving, and moral obligation shape employee engagement and institutional alignment (Alqudah et al., 2022; Ruiz de Alba Robledo, 2013; Oh & Sawang, 2021).

On the other hand, administrative management refers to the coordination of organizational resources—human, material, and financial—through a set of core managerial functions: planning, organizing, directing, and controlling (Koontz et al., 2017). These interrelated activities provide the structural and strategic backbone for institutional performance. Planning defines institutional goals and strategic direction (Ramírez et al., 2017); organizing ensures functional distribution of responsibilities and authority (Cooper et al., 2021); directing mobilizes leadership and communication to align teams (Lin & Li, 2024); and control ensures feedback, accountability, and continuous improvement. When considered together, these theoretical models offer a dual lens through which to analyze institutional effectiveness: psychological engagement at the individual level and managerial coordination at the structural level. This convergence supports the central hypothesis of the study—namely, that effective administrative systems reinforce organizational commitment, and vice versa. Such a comprehensive approach is particularly relevant in public security institutions, where rigid hierarchies and operational pressures require both human-centered and system-oriented management strategies. This theoretical duality underpins the analytical model developed in Section 2.3 and guides the empirical investigation presented in the subsequent sections.

2.3. Conceptual Framework of Variables

2.3.1. Variable: Organizational Commitment

Organizational commitment is a multidimensional construct that reflects the psychological connection between individuals and their institution. It is particularly relevant in public sector organizations, where the alignment between personal values and institutional goals plays a crucial role in performance and retention. According to Meyer and Allen (1991), organizational commitment is best understood through three distinct components: affective, continuance, and normative commitment. From a conceptual standpoint, organizational commitment is defined as a psychological state that characterizes an employee’s relationship with the organization and influences their decision to continue membership. Afshari (2021) describes it as a core element of human resource management, associated with loyalty, identification, and long-term engagement. This dimension is also defined by recent literature as the degree of identification with organizational goals and values (Alqudah et al., 2022).

• The affective commitment dimension is rooted in emotional attachment. Employees remain in the organization because they want to. Alqudah et al. (2022) explain that this form of commitment reflects personal congruence with organizational values and a sense of belonging. Ruiz de Alba Robledo (2013) reinforces this, stating that affective commitment is based on shared values and emotional connection, making employees more likely to speak positively about their institution and take initiative beyond formal responsibilities.
• The continuance commitment dimension is grounded in perceived costs. Here, employees remain because they need to, often due to personal investments or a lack of viable alternatives. Meyer and Allen (1991) emphasize the relevance of this dimension in institutional contexts with limited external mobility, where tenure, accumulated benefits, and economic considerations weigh heavily on the decision to stay. Employees may perceive that leaving would result in the loss of financial stability or professional status.
• The normative commitment dimension is based on a sense of moral obligation. Employees remain because they ought to. Oh and Sawang (2021) defines this as a value-driven loyalty that stems from gratitude or ethical duty, especially when the organization has provided support, opportunities, or training. In hierarchical or uniformed institutions, such as police forces, this dimension is particularly salient, as organizational culture often instills a strong sense of duty and institutional pride.

Each of these dimensions—desire (affective), need (continuance), and obligation (normative)—operates independently but can coexist in varying degrees within individuals. These three components offer a nuanced view of employee motivation in public institutions. Rather than treating commitment as a single construct, this model highlights the interplay between emotional attachment, pragmatic considerations, and ethical loyalty. The application of this model, especially in police institutions, supports the design of interventions that enhance institutional cohesion and operational effectiveness.

2.3.2. Variable: Administrative Management

Administrative management is a strategic and functional process through which institutions coordinate their resources—human, material, and financial—to achieve organizational objectives effectively and efficiently. In the context of public institutions, particularly in sectors with hierarchical and operational demands such as law enforcement, administrative management is fundamental to ensuring structured decision making and service delivery. Conceptually, administrative management is defined by Koontz et al. (2017) as the process of designing and maintaining an environment where individuals, working in groups, efficiently accomplish selected aims. This framework emphasizes five core managerial functions: planning, organizing, staffing, directing, and controlling—though the current study focuses on four key dimensions: planning, organizing, direction, and control.

• Planning is the foundational dimension of administrative management. It involves setting institutional goals, defining strategies, and outlining activities required to achieve desired outcomes. Ramírez et al. (2017) highlight that effective planning incorporates the organization’s vision, mission, and policies, serving as a strategic compass for the entire workforce. It allows the institution to anticipate future scenarios, allocate resources, and align personnel efforts toward common objectives.
• Organizing refers to the structural configuration of roles, responsibilities, and processes. This dimension is essential for defining the division of labor, specialization of tasks, and the establishment of hierarchical relationships. Cooper et al. (2021) adds that organization enhances institutional efficiency by delineating who does what, under whose authority, and with which resources—thereby minimizing redundancy and role conflict.
• Direction involves leading and motivating personnel to fulfill institutional goals. Koontz et al. (2017) equate this function with leadership, asserting that effective direction entails not only issuing commands but also inspiring commitment through communication, emotional intelligence, and participative leadership. Lin and Li (2024) differentiate between a manager and a leader, stating that while the former organizes resources, the latter cultivates engagement and vision among their teams.
• Control is the evaluative component of administrative management. It comprises performance measurement, comparison of actual versus expected outcomes, and implementation of corrective actions. Koontz et al. (2017) stress that without clear objectives and performance benchmarks—established during the planning phase—control mechanisms cannot function. It is through this feedback loop that organizations ensure accountability, transparency, and continuous improvement.

Together, these four dimensions form an integrated system that supports institutional coherence, resource optimization, and the achievement of strategic goals. In public security institutions, where operational conditions are often unstable and personnel face high stress levels, a robust administrative management framework not only supports organizational performance but also contributes to the psychological and professional well-being of its members. Thus, administrative management is not merely a procedural tool; it is a dynamic system that, when executed effectively, fosters stability, clarity, and alignment between institutional mandates and individual responsibilities. Its integration with human-centered approaches such as organizational commitment is essential for sustainable institutional development. This conceptualization will inform the analysis of how administrative practices and commitment interact within a public security setting, as explored in the empirical sections of this study.

3. Materials and Methods

3.1. Methodology and Design

3.1.1. Research Method

The present study is guided by the scientific method, which provides a systematic framework for observing, analyzing, and interpreting phenomena within the organizational context. The scientific method comprises a set of procedures aimed at formulating problems, testing hypotheses, and generating reliable knowledge (Levine et al., 2023). In this research, the method serves not only as a logical structure for inquiry but also as a formal protocol for documenting and validating findings related to the correlation between organizational commitment and administrative management. This general method ensures that the study adheres to empirical standards, beginning with the identification of a real-world problem—in this case, low levels of institutional performance and employee disengagement within a police unit. Through observation and theoretical alignment, the study seeks to generate meaningful data to inform institutional interventions and reforms. Complementing the general framework is the hypothetical-deductive method, employed as the specific research strategy. This method involves generating hypotheses based on theoretical assumptions and then empirically testing them against observed data. It operates in four main stages: observation of the problem, formulation of hypotheses, derivation of consequences, and empirical verification or falsification (Dudbridge, 2024). In the present research, this method was particularly suited to testing the proposed relationships between the dimensions of organizational commitment (affective, continuance, and normative) and the core functions of administrative management (planning, organization, direction, and control). The hypotheses were formulated based on Meyer and Allen’s (1991) commitment model and the classical management functions proposed by Koontz et al. (2017). The study then utilized survey data from operational police personnel to validate or reject these hypotheses through statistical analysis. The choice of this deductive approach is justified by the study’s relational purpose, aimed at identifying associations between predefined variables rather than discovering new phenomena. It also enabled the researchers to interpret the strength and direction of these relationships using inferential statistics—specifically Spearman’s Rho, given the ordinal nature of the data and the results of normality tests that recommended non-parametric methods. By integrating the scientific and hypothetical-deductive methods, the study achieved both rigor and relevance. It allowed for structured problem-solving while remaining grounded in real-world institutional challenges. This dual-methodological approach ensured that theoretical insights were translated into practical recommendations for improving administrative management practices and enhancing organizational commitment within the public security sector. In summary, the scientific method provided the overarching logic and structure of the investigation, while the hypothetical-deductive method offered a precise tool for testing assumptions and generating actionable insights. Both approaches, applied coherently, contributed to the validity and applicability of the study’s findings.

3.1.2. Type, Level, and Design of the Research

The present study is classified as a basic or pure research project, as its primary objective is to expand theoretical understanding rather than to implement immediate practical solutions. Basic research—also known as theoretical or explanatory research—aims to enrich the scientific body of knowledge by exploring, analyzing, and interpreting phenomena without directly intervening in reality (Madden, 2021). In this case, the investigation seeks to examine the relationship between organizational commitment and administrative management within a specific institutional context, providing insights that may inform future interventions or institutional policies. In terms of research level, the study is relational, as it focuses on identifying and analyzing the correlation between two primary variables: organizational commitment and administrative management. Relational-level research is one that determines the degree of association between variables and explores potential cause-effect interactions without asserting causality definitively (Glückler & Panitz, 2021). This approach moves beyond description, enabling analysis of how variations in one variable correspond to those in another within the institutional context. Regarding the design, the study adopts a non-experimental, descriptive-correlational, and cross-sectional design. Hernández and Mendoza (2018) explain that a non-experimental design is appropriate when the researcher does not manipulate variables or assign subjects to treatment conditions but rather observes phenomena as they naturally occur. This is particularly suitable in institutional settings where interventions are not ethically or operationally feasible. The descriptive-correlational aspect refers to the dual objective of the study: first, to describe the levels of organizational commitment and administrative management among operational police personnel, and second, to determine the degree and nature of the relationship between these variables. This correlational focus allows for the testing of specific hypotheses derived from established theories—specifically the three-component model of organizational commitment (Meyer & Allen, 1991) and the classical functions of administrative management (Koontz et al., 2017). Finally, the cross-sectional nature of the design indicates that data collection was conducted at a single point in time. Cross-sectional studies provide a snapshot of the phenomena being studied, which is particularly useful when resources, time, or access limit the possibility of longitudinal analysis (Butler et al., 2021). This approach was suitable for surveying the 30 members of the operational staff in the selected police unit, capturing their perceptions and attitudes at a specific moment without follow-up over time. In summary, this study employs a basic, relational, and non-experimental cross-sectional design with a descriptive-correlational structure. This methodological configuration allows for a rigorous and theoretically grounded exploration of the dynamics between two critical organizational variables, offering insights relevant to institutional management, public administration, and human resource development in complex and hierarchical environments such as public security institutions.

3.1.3. Description of the Population and Sample

The population considered in this study consists of operational personnel from a police unit located in an emerging context. In total, the defined universe comprises 100 police officers actively serving in the designated station. According to Hernández and Mendoza (2018), a population is understood as the total group of individuals or elements sharing common characteristics relevant to the research objective. The inclusion criteria for the population focused specifically on personnel who hold command roles or are directly responsible for operational tasks within the institution. Exclusion criteria involved individuals without supervisory responsibilities or those in administrative or support positions. This distinction was essential to ensure the relevance of responses to the study’s variables: organizational commitment and administrative management. The sample selected for this investigation is census-based, consisting of the entire subset of 30 operational officers identified as eligible based on the inclusion criteria. Given the relatively small size of the target group and its defined nature, the researchers opted for a non-probabilistic sampling method, specifically purposive sampling, which is often used in quantitative studies when working with small and focused groups (Hernández & Mendoza, 2018). The decision to use a census approach is justified by the need for comprehensive data from all qualified members of the unit, allowing for a more accurate representation of perceptions regarding both organizational commitment and administrative management. This strategy also reduces sampling error and increases internal validity, ensuring that the study captures the full range of variation within the selected operational group. It is important to note that the chosen sample reflects the full operational spectrum of the unit’s personnel, enhancing the reliability of the correlations identified between the studied variables. The homogeneity in role functions within the sample further supports the coherence of the analysis, as all respondents operate within similar institutional constraints and leadership structures. In summary, the population of the study includes 100 operational officers, while the sample comprises 30 selected personnel who meet specific inclusion criteria. The use of a census-type, non-probabilistic sampling design aligns with the methodological focus of the study and supports the relational analysis between organizational commitment and administrative management within a public security context.

3.2. Analysis and Techniques

3.2.1. Data Collection and Instruments

To collect reliable and valid data on the variables of interest—organizational commitment and administrative management—the study employed the survey technique, a commonly used method in quantitative research for gathering standardized information from a defined group. According to Alvarez and Li (2023), surveys are effective in obtaining self-reported data on attitudes, perceptions, and behaviors, especially when aiming to test hypotheses through structured responses. The chosen technique was operationalized through a structured questionnaire, designed to measure both the independent and dependent variables using a Likert-type scale. This instrument was selected for its capacity to quantify the intensity and frequency of perceptions related to each variable, allowing for statistical analysis and correlation testing. For the variable organizational commitment, the questionnaire was adapted from the model developed by Meyer and Allen (1991) and specifically validated by Neyra et al. (2020). It includes 16 items covering three dimensions:

• Affective commitment (e.g., emotional attachment to the institution),
• Continuance commitment (e.g., perceived costs of leaving),
• Normative commitment (e.g., moral obligation to remain).

Each item was rated on a five-point Likert scale, ranging from 1 (never) to 5 (always), enabling ordinal measurement suitable for non-parametric statistical analysis (Granizo et al., 2024). For the variable administrative management, the questionnaire consists of 17 items distributed across four managerial dimensions:

• Planning (e.g., clarity of goals and strategies),
• Organization (e.g., task distribution and structure),
• Direction (e.g., leadership and communication),
• Control (e.g., performance evaluation and feedback mechanisms).

These items also follow a five-point Likert scale format, ensuring consistency in data collection and facilitating comparative analysis across variables. The conceptual breakdown of the variables and their corresponding dimensions, indicators, and items is summarized in

Table 1. Matrix for the development of instruments.

Variables	Dimensiones	Indicadores	Items
Variable: Organizational Commitment	Affective Commitment	Identification with the organization	1. You identify with a sense of belonging or attachment to your institution.
			2. There is an environment in your institution that makes you feel like part of a family.
		Involvement	3. You consider the problems of your institution as your own.
		Public welfare	4. You voluntarily engage in constructive behaviors that benefit your colleagues and the institution.
			5. There is a state of well-being that makes you want to spend the rest of your working life in the institution.
		Satisfaction	6. You speak positively about your institution with outsiders.
	Continuance Commitment	Time investment	7. You have identified how you spend your time in daily activities to stay aligned with your goals.
		Benefits	8. You feel aligned with your institution’s projects and achievements.
			9. Senior management’s vision seems disconnected from the real experience of the teams.
		Comfort	10. You consider your workplace to be comfortable.
			11. You have been provided with clothing or equipment for your safety and protection.
	Normative Commitment	Moral obligation	12. You feel gratitude toward your institution that motivates you to continue working.
			13. You have experienced events or situations within the institution that had a positive impact on you.
		Reciprocity	14. There is mutual reciprocity (benefits) between you and your institution.
		Loyalty	15. You believe that there is loyalty from the institution where you work.
		Personalized service	16. There is personalized treatment from superiors to consider your needs and achieve institutional goals.
Variable: Administrative Management	Planning	Vision	1. Operational staff in a public service institution understand the purpose of the institutional vision.
		Mission	2. The institutional mission is put into practice by operational personnel.
		Objectives	3. Operational personnel are aware of the objectives (specific and measurable actions) pursued by the institution.
		Goals	4. Operational personnel understand the goals that justify the objectives.
		Policies	5. There is a policy that explains functions, organization, and activities for efficient work.
		Activities	6. Activities are carried out based on institutional objectives and goals.
		Strategies	7. Operational personnel are informed of the strategies to follow in order to meet the plans.
	Organization	Division of labor	8. There is a clear division of labor for the development of institutional functions.
		Specialization	9. Personnel receive specialized training related to their duties.
		Hierarchy	10. There is a hierarchical organization that supports efficient work.
	Direction	Motivation	11. Motivation workshops or talks are offered to staff.
		Leadership	12. Leadership from superiors inspires personnel to achieve their goals.
		Communication	13. There is clear communication about activities and responsibilities.
		Teamwork	14. Teamwork facilitates the achievement of goals in an efficient manner.
	Control	Measurement	15. Supervisors conduct performance measurements to reduce management errors.
		Comparison	16. Work results are compared against expectations to improve performance.
		Administrative actions	17. Administrative actions are taken to correct work-related mistakes.

, which provides the operational matrix used to guide the instrument’s development.

The questionnaires were applied directly to the 30 operational officers in the sample, with prior informed consent and instructions to ensure anonymity and authenticity of responses. The data were collected in 2023 during the operational work period of the participants. The application of instruments was coordinated with institutional schedules to ensure full participation without disrupting service delivery. The study was conducted in accordance with institutional ethical standards. Given its non-interventional and observational nature, formal ethical approval by an independent review board was not deemed mandatory. Nevertheless, participants were informed of the study’s purpose, participation was voluntary, and full confidentiality and anonymity were guaranteed throughout the data collection process. This approach was essential to minimize social desirability bias and encourage honest feedback, especially within a hierarchical institutional setting. To ensure the validity and reliability of the instrument, the researchers conducted internal consistency tests. The Cronbach’s alpha coefficient yielded a value of 0.936 for the organizational commitment scale and 0.974 for the administrative management scale, indicating excellent reliability levels for both instruments. In summary, the study employed a survey technique with validated Likert-scale questionnaires as the main instruments for data collection. These tools were adapted from theoretically grounded models and demonstrated high internal consistency, ensuring that the information gathered was both accurate and suitable for the relational analysis of the study’s core variables.

3.2.2. Data Processing and Analysis

The processing and analysis of data in this study followed a structured, quantitative approach consistent with the non-experimental, correlational design. The collected information, obtained through Likert-scale questionnaires, was systematically organized and analyzed using the Statistical Package for the Social Sciences (SPSS) version 26, a widely recognized tool for statistical computation in social sciences. Initially, the data underwent a tabulation process, where responses were grouped by frequency and categorized according to the predefined scales for each variable. This phase involved coding the items numerically (1 to 5) based on the Likert responses: never, almost never, sometimes, almost always, and always. Frequency distributions and percentage tables were then constructed to describe the general tendencies in responses, serving as the foundation for descriptive analysis. Following the tabulation, the normality of the data was evaluated through the Shapiro–Wilk test, as recommended for small samples (n < 50) in non-parametric analysis (Ghasemi & Zahediasl, 2012). As noted in the results, the significance values obtained for both organizational commitment (p = 0.002) and administrative management (p = 0.004) were less than 0.05. Consequently, the null hypothesis of normal distribution was rejected, indicating that the data did not follow a normal distribution. This result justified the use of non-parametric statistical methods for inferential analysis. For hypothesis testing, the study employed the Spearman’s rho correlation coefficient, a non-parametric measure of rank correlation used to assess the strength and direction of association between two variables. This method was particularly appropriate given the ordinal nature of the data and the absence of normal distribution. Spearman’s rho allowed the researchers to test both the general hypothesis (the relationship between organizational commitment and administrative management) and the specific hypotheses corresponding to the three subdimensions of commitment: affective, continuance, and normative. The analysis revealed a strong and statistically significant correlation between the main variables, with a Spearman’s rho of 0.775 and a p-value of 0.000, confirming the central hypothesis of the study. Similarly, the specific dimensions also showed significant positive correlations:

• Affective commitment and administrative management (r = 0.704),
• Continuance commitment and administrative management (r = 0.722),
• Normative commitment and administrative management (r = 0.812).

These results were interpreted using the correlation scale provided by Hernández and Mendoza (2018), where values between 0.50 and 0.74 indicate moderate positive correlation, and values above 0.75 represent strong positive correlation. In conclusion, the data analysis strategy was designed to align with the methodological rigor of the study. It began with descriptive statistics and progressed to non-parametric inferential analysis using Spearman’s Rho, supported by SPSS 26 software. This robust analytical framework ensured the validity of findings, enabling clear conclusions about the dynamics between commitment and management in structured institutional settings.

4. Results

4.1. Variable 1: Organizational Commitment

The analysis of the first variable, organizational commitment, reveals a critical scenario regarding the level of institutional engagement among operational personnel at the police station under study. As shown in

Table 2. Variable 1—organizational commitment.

Levels	Scale	Frequency	%
Low	16 to 40	18	60.00%
Medium	41 to 56	9	30.00%
High	57 to 80	3	10.00%
Total		30	100%

, 60% of the respondents demonstrate a low level of commitment, while only 30% show a moderate level and a mere 10% exhibit a high level of commitment. These results suggest that a significant portion of the personnel operates without a strong psychological or emotional bond with the institution. This situation reflects systemic challenges within public administration, where follow-up mechanisms, motivational support, and strategic human capital policies—commonly referred to as talent or potential management—are largely absent. Instead, high rates of absenteeism and frequent personnel turnover, as observed across multiple stations, are symptomatic of broader organizational disengagement that undermines the achievement of institutional goals and values (Table 2). The breakdown of this variable by dimensions provides further insight into the structural weaknesses affecting police personnel.

The first dimension, affective commitment, evaluates the emotional attachment and identification of staff with the organization. As shown in

Table 3. Dimension 1—variable 1—affective commitment.

Levels	Scale	Frequency	%
Low	6 to 15	20	66.67%
Medium	15 to 21	6	20.00%
High	22 to 30	4	13.33%
Total		30	100%

Note: SPSS 26 results.

, 66.67% of respondents score within the low level, while 20% are at a moderate level and only 13.33% reach a high level. This indicates that most officers do not share or internalize the institution’s mission, vision, or core values. Consequently, they lack a sense of belonging or pride in their professional identity. In many cases, this detachment is intensified by the tarnished public image of the institution, driven by misconduct from a minority of personnel, which in turn generates feelings of disillusionment or even shame among their peers (Table 3).

The second dimension, continuance commitment, which reflects the perceived cost of leaving the organization, also presents concerning results. According to

Table 4. Dimension 2—variable 1—continuance commitment.

Levels	Scale	Frequency	%
Low	5 to 12	20	66.67%
Medium	13 to 18	6	20.00%
High	19 to 25	4	13.33%
Total		30	100%

Note: SPSS 26 results.

, 66.67% of respondents show a low level of continuance commitment. This implies that most officers do not perceive sufficient benefits, incentives, or professional alignment between their personal aspirations and the institutional objectives. Without adequate career pathways or motivational policies, their presence within the organization appears more circumstantial than deliberate, eroding the potential for long-term institutional engagement (Table 4).

The third dimension, normative commitment, related to moral obligation and loyalty, further confirms this institutional disconnect. As shown in

Table 5. Dimension 3—variable 1—normative commitment.

Levels	Scale	Frequency	%
Low	5 to 12	19	63.33%
Medium	13 to 18	7	23.33%
High	19 to 25	4	13.33%
Total		30	100%

Note: SPSS 26 results.

, 63.33% of participants register a low level in this dimension, suggesting that a majority do not feel a strong ethical responsibility toward the organization. This may be explained by the hierarchical and impersonal structure typical of militarized institutions, where vertical leadership and the absence of personalized feedback or recognition limit the development of reciprocal institutional loyalty. Furthermore, the lack of both economic and moral incentives from superiors reduces any sense of duty or long-term affiliation (Table 5).

In summary, the data across all three dimensions of organizational commitment reveal a consistent pattern: the majority of operational personnel exhibit low levels of engagement, shaped by structural, motivational, and cultural limitations that hinder the consolidation of a committed and resilient workforce.

4.2. Variable 2: Administrative Management

The analysis of the administrative management variable highlights significant deficiencies in the organizational capabilities of the operational personnel assigned to a police unit situated in an emerging locality. According to

Table 6. Variable 2—administrative management.

Levels	Scale	Frequency	%
Low	17 to 42	18	60.00%
Medium	43 to 59	8	26.67%
High	60 to 85	4	13.33%
Total		30	100%

Note: SPSS 26 results.

, 60% of the respondents exhibit a low level of administrative management, while 26.67% show a moderate level and only 13.33% a high level. These figures reveal structural limitations in managerial competence, likely rooted in the absence of formal training in public or business administration. Despite the fact that uniformed institutions function as state-managed organizations with clear objectives and mandates, the personnel in question have not received systematic instruction in fundamental management functions such as planning, organization, direction, and control. This competency gap has been acknowledged in recent institutional initiatives that began assigning managerial responsibilities to individuals with specialized administrative profiles, rather than purely military ones (Table 6). The breakdown of administrative management into its four core dimensions offers a more detailed view of these institutional weaknesses.

The first dimension, planning, examines the personnel’s capacity to define goals, prioritize actions, and align efforts with institutional objectives. As indicated in

Table 7. Dimension 1—variable 2—planning.

Levels	Scale	Frequency	%
Low	7 to 17	19	63.33%
Medium	18 to 24	5	16.67%
High	25 to 35	6	20.00%
Total		30	100%

Note: SPSS 26 results.

, 63.33% of respondents demonstrate a low level in this area, compared to 16.67% at a moderate level and 20% at a high level. These results reflect an alarming disconnect between the operational staff and the strategic frameworks of the institution—mission, vision, and values. The absence of reinforcement from leadership, coupled with a lack of interest or awareness among personnel, severely limits the capacity for informed and timely decision making (Table 7).

The second dimension, organization, which evaluates the structuring of roles and resources, also shows notable deficiencies.

Table 8. Dimension 2 Variable 2—organization.

Levels	Scale	Frequency	%
Low	3 to 7	16	53.33%
Medium	8 to 11	10	33.33%
High	12 to 15	4	13.33%
Total		30	100%

Note: SPSS 26 results.

reveals that 53.33% of personnel operate at a low level, with only 13.33% displaying high organizational ability. These findings suggest that ineffective planning cascades into poor organizational design. When the initial stages of management are weak or misaligned, subsequent functions like task allocation, resource management, and role definition become fragmented and inefficient (Table 8).

The third dimension, direction (

Table 9. Dimension 3—variable 2—direction.

Levels	Scale	Frequency	%
Low	4 to 10	17	56.67%
Medium	11 to 14	9	30.00%
High	15 to 20	4	13.33%
Total		30	100%

Note: SPSS 26 results.

), assesses leadership and the ability to guide teams toward institutional objectives. Results show that 56.67% of respondents fall into the low category. This suggests a prevalent model of leadership based more on informal command or seniority than on technical competencies in project management, personnel coordination, or strategic oversight. Unlike managerial roles that involve planning, budgeting, and monitoring, many operational leaders appear to rely primarily on hierarchy rather than evidence-based direction (Table 9).

The final dimension, control, focuses on performance evaluation and corrective action.

Table 10. Dimension 4—variable 2—control.

Levels	Scale	Frequency	%
Low	3 to 7	16	53.33%
Medium	8 to 11	11	36.67%
High	12 to 15	3	10.00%
Total		30	100%

Note: SPSS 26 results.

shows that 53.33% of personnel exhibit a low level in this area. This deficiency stems largely from the lack of clearly communicated objectives by upper management. Without measurable indicators or systematic follow-up, it becomes nearly impossible to implement meaningful quality control or ensure goal attainment (Table 10).

In conclusion, the results from this variable confirm that administrative management within the evaluated police unit is critically underdeveloped. The findings, derived from research conducted, underscore the need to institutionalize formal management training and develop administrative competencies at all operational levels. Without such structural improvements, public security agencies in emerging contexts risk continued inefficiency and institutional stagnation.

4.3. Inferential Statistical Analysis and Hypothesis Testing

The inferential phase of the study began with the normality test for the two main variables: organizational commitment and administrative management. According to the results shown in

Table 11. Normality test—inferential statistics.

	Statistic	df	Sig. (p-Value)
Organizational commitment	0.871	30	0.002
Administrative management	0.888	30	0.004

Note: SPSS 26 results.

, the Shapiro–Wilk test statistic for organizational commitment was 0.871 (p = 0.002), and 0.888 (p = 0.004) for administrative management, indicating a non-normal distribution for both variables. Given that both p-values are less than the established alpha level of 0.05, the null hypothesis (H₀)—which assumed a normal distribution—is rejected. This confirms that the data do not follow a normal distribution, thereby justifying the use of non-parametric statistical methods, such as Spearman’s rho, for subsequent correlation analysis (Table 11; Hernández & Mendoza, 2018).

4.3.1. General Hypothesis Testing

To evaluate the relationship between organizational commitment and administrative management, Spearman’s rho was applied.

Table 12. Correlation coefficient.

Relationship Type (r)	Range	Relation	Significance
r is 1 Direct relationship (positive)	(+0.10 to +0.24)	Very weak positive correlation	Significant (p-value < 0.05)   Highly significant (p-value < 0.01)   No significative (p-value > 0.05)
	(+0.25 to +0.49)	Weak positive correlation
	(+0.50 to +0.74)	Average positive correlation
	(+0.75 to +0.89)	Strong positive correlation
	(+0.90 to +0.99)	Very strong positive correlation
	(+1)	Perfect positive correlation
r is 1 Inverse relationship (negative)	(−0.10 to −0.24)	Very weak negative correlation
	(−0.25 to −0.49)	Weak negative correlation
	(−0.50 to −0.74)	Average negative correlation
	(−0.75 to −0.89)	Strong negative correlation
	(−0.90 to −0.99)	Very strong negative correlation
	(−1)	Perfect negative correlation

outlines the interpretative scale of Spearman’s rho, which categorizes correlation strengths from very weak to perfect, both in positive and negative directions. This classification—defining moderate correlations as those between 0.50 and 0.74 and strong correlations as those between 0.75 and 0.89—provided the basis for interpreting the statistical outputs obtained. This framework was essential for validating the significance and strength of the observed relationships (Hernández & Mendoza, 2018).

As detailed in

Table 13. Correlation between organizational commitment and administrative management.

			Organizational Commitment	Administrative Management
	Organizational Commitment	Correlation coefficient	1.000	0.775 **
		Sig. (2-tailed)		0.000
		N	30	30
Spearman’s rho	Administrative Management	Correlation coefficient	0.775 **	1.000
		Sig. (2-tailed)	0.000
		N	30	30

** Correlation is significant at the 0.01 level (2-tailed). Note. SPSS 26 results.

, the correlation coefficient was r = 0.775 with a p-value = 0.000, indicating a strong and statistically significant positive correlation. This finding supports the alternative hypothesis (H₁), confirming that higher levels of organizational commitment are indeed associated with stronger administrative management practices within the operational context analyzed. The corresponding scatterplot (Figure 1) graphically illustrates this direct relationship, further validating the rejection of the null hypothesis (Table 13).

4.3.2. Specific Hypothesis 1—Affective Commitment

The first dimension analyzed was affective commitment, which refers to the emotional connection and identification of personnel with the institution. According to

Table 14. Correlation between affective commitment and administrative management.

		Affective Commitment	Administrative Management
	Correlation coefficient	1.000	0.704 **
Affective commitment	Sig. (2-tailed)		0.000
	N	30	30
Spearman’s rho	Correlation coefficient	0.704 **	1.000
Administrative management	Sig. (2-tailed)	0.000
	N	30	30

** Correlation is significant at the 0.01 level (2-tailed). Note. SPSS 26 results.

, the correlation with administrative management was r = 0.704, with a p-value = 0.000, reflecting a moderate but significant positive association. This suggests that personnel who feel emotionally aligned with institutional goals are more likely to perceive administrative processes—planning, organization, leadership, and control—as coherent and supportive. This association is visually reinforced in Figure 2, where the positive trend is evident (Table 14).

4.3.3. Specific Hypothesis 2—Continuance Commitment

The second dimension examined was continuance commitment, which relates to the perceived costs of leaving the institution. The results in

Table 15. Correlation between continuance commitment and administrative management.

			Continuance Commitment	Administrative Management
	Continuance Commitment	Correlation coefficient	1.000	0.722 **
		Sig. (2-tailed)		0.000
		N	30	30
Spearman’s rho	Administrative Management	Correlation coefficient	0.722 **	1.000
		Sig. (2-tailed)	0.000
		N	30	30

** Correlation is significant at the 0.01 level (2-tailed). Note. SPSS 26 results.

show a correlation coefficient of r = 0.722, again with a p-value = 0.000. This indicates a moderate positive correlation, suggesting that individuals who remain due to perceived stability or accumulated benefits also tend to evaluate administrative management more favorably. The implication here is that retention based on practical considerations may reinforce a minimum level of institutional adherence and compliance (Table 15; Figure 3).

4.3.4. Specific Hypothesis 3—Normative Commitment

The final dimension, normative commitment, linked to a sense of duty and moral obligation, demonstrated the strongest relationship with administrative management. As shown in

Table 16. Correlation between regulatory commitment and administrative management.

		Normative Commitment	Management Administrative
	Correlation coefficient	1.000	0.812 **
Normative commitment	Sig. (2-tailed)		0.000
	N	30	30
Spearman’s rho	Correlation coefficient	0.812 **	1.000
Management administrative	Sig. (2-tailed)	0.000
	N	30	30

** Correlation is significant at the 0.01 level (2-tailed). Note. SPSS 26 results.

, the correlation coefficient reached r = 0.812, with a p-value = 0.000, indicating a strong and highly significant positive correlation. This result suggests that personnel who feel ethically committed to their institution—regardless of affective ties or material incentives—are particularly sensitive to the quality and consistency of administrative processes. The visual representation in Figure 4 corroborates this result, with a consistent monotonic increase, reinforcing the hypothesized linear association (Table 16).

Overall, the statistical analysis confirms the general and specific hypotheses of the study. Organizational commitment—especially in its normative and affective forms—is strongly associated with effective administrative management. These results reinforce the need to address both psychological engagement and structural governance to improve institutional performance in public security organizations, particularly in emerging contexts.

5. Discussion

5.1. Analysis in Relation to the Objectives

The results of this study confirmed a statistically significant and positive correlation between organizational commitment and administrative management among the operational personnel of the selected police unit. The general objective—to determine the relationship between these two variables—was addressed through Spearman’s rho correlation analysis, which yielded a coefficient of 0.775 with a p-value of 0.000, indicating a strong and significant association. This supports the theoretical premise that committed personnel contribute more effectively to institutional performance when supported by structured administrative systems (Koontz et al., 2017; Meyer & Allen, 1991).

Regarding the first specific objective, which sought to establish the relationship between affective commitment and administrative management, the results revealed a moderate positive correlation (r = 0.704; p = 0.000). This suggests that emotional identification with the institution—such as pride, belonging, and value alignment—contributes meaningfully to perceptions of administrative coherence and leadership. These findings align with those of Muñante (2017), who emphasized that an affective bond enhances cooperation and reduces absenteeism in police units.

The second specific objective addressed the relationship between continuance commitment and administrative management. The correlation obtained (r = 0.722; p = 0.000) also indicated a moderate and significant relationship. This implies that personnel who perceive material or professional costs associated with leaving the institution (e.g., benefits, job stability, or accumulated experience) are more likely to conform to organizational procedures and managerial directives. Similar results found that employment continuity perceptions influence institutional compliance and long-term service commitment (Shahriari et al., 2022).

The third specific objective examined the link between normative commitment and administrative management. This relationship was found to be strongest among all dimensions, with a Spearman’s rho of 0.812 (p = 0.000). The finding underscores that when personnel feel a moral duty or ethical obligation toward their institution, their behavior aligns more strongly with organizational goals, regardless of personal satisfaction. This resonates with Stoop et al. (2021), who identified that internal communication and values-driven culture significantly enhance normative commitment in structured organizations.

These results support Meyer and Allen’s (1991) multidimensional commitment model and highlight the need for police institutions to adopt strategies that promote emotional engagement, career development, and a culture of mutual responsibility. Moreover, the findings confirm prior national research—such as Garay (2018) and Quispe (2017)—demonstrating that administrative performance is not only a technical matter but also a psychological and relational dynamic shaped by workforce perceptions and institutional practices. In conclusion, the analysis validates all proposed hypotheses and objectives, confirming that a committed workforce is significantly linked to improved administrative performance. Nonetheless, it is important to interpret these results with caution. The limited sample size and single-site design restrict external generalizability. Moreover, the cross-sectional nature of the study does not allow for causal inference. Additionally, the geographic and institutional specificity of the study—focused on a single operational police unit—limits the applicability of the findings to other public institutions, especially those operating in structurally or culturally different environments. Variations in organizational hierarchy, leadership styles, or internal communication protocols may significantly influence the way commitment and administrative practices interact. Therefore, caution is required when attempting to generalize these results beyond comparable public security settings. These limitations were considered when formulating the implications and underscore the need for longitudinal and comparative research in similar contexts. In addition, while the methodology section clearly details the design and sample characteristics, a visual synthesis of the analytical model could enhance reader comprehension. Accordingly, a diagram illustrating the relationship between organizational commitment dimensions and administrative management functions is included (see Figure 5). This supports the conceptual clarity of the research framework.

These results advocate for reforms in leadership style, institutional recognition, and organizational structure to reinforce both commitment and management efficiency in public security environments. More specifically, the findings suggest that police institutions could benefit from institutionalizing participative planning processes, strengthening internal communication, and developing recognition mechanisms that reinforce ethical and emotional bonds. These reforms may serve to bridge the gap between hierarchical command structures and the expectations of frontline personnel, thus promoting sustained engagement and operational effectiveness.

5.2. Comparison of Results with Previous Studies

The findings of this study reveal a significant and positive relationship between organizational commitment and administrative management, consistent with the results of several prior investigations in both national and international contexts. The confirmation of a strong correlation (r = 0.775; p = 0.000) aligns with the theoretical and empirical evidence presented by Meyer and Allen (1991), reinforcing the robustness of their three-component model in institutional settings with hierarchical and operational structures such as police organizations. A high correlation between job satisfaction and organizational commitment among public staff (Shahriari et al., 2022) supports the present study’s emphasis on affective and continuance dimensions as key predictors of institutional engagement. Both studies underscore the influence of psychological factors—such as emotional identification and perceived investment—in shaping performance in public security roles. Similarly, Garay (2018) established a statistically significant link between administrative management and organizational commitment in a health facility of the National Police, mirroring the current study’s emphasis on planning, leadership, and structural clarity. Garay’s recommendations—such as fostering teamwork, institutional recognition, and leadership development—echo the implications derived from our results, particularly in improving affective and normative commitment through inclusive and motivational management practices. Lee and Lee (2021) also reported a strong association between these two variables in a municipal government context, highlighting that employees with a higher level of commitment contribute more actively to institutional goals when administrative structures are participatory and transparent. Klein et al. (2025) further reinforce this relationship, demonstrating that strategic investments in internal communication and capacity building significantly enhance employee engagement and organizational commitment in decentralized public systems. This supports our interpretation that institutional engagement is not merely a result of organizational culture but also a response to how management systems are perceived and implemented by employees. Aldana et al. (2018) analyzed the health sector in Colombia and concluded that organizational commitment is shaped by both internal factors (e.g., leadership and work conditions) and external pressures (e.g., socio-political and economic factors). Their study identified a prevalence of continuance and normative commitment in public institutions, which is consistent with our finding that the normative dimension showed the highest correlation (r = 0.812) with administrative management in the police unit analyzed. Moreover, Stoop et al. (2021) found that internal marketing practices, particularly internal communication, were strongly linked to organizational commitment in cooperatives. Their findings validate the notion that effective communication and recognition structures—elements intrinsic to administrative management—have a decisive impact on fostering emotional and normative bonds with the institution. This aligns with our results, which suggest that clear direction and shared institutional values enhance the sense of moral duty and belonging among personnel. Lastly, Caballero (2018) showed that improvements in the work environment and recognition systems significantly increased organizational commitment among university staff in Panama. These findings reinforce our conclusion that institutional support mechanisms promote affective and normative commitment, even across diverse organizational structures. In summary, the results of this research are consistent with a broad body of national and international studies, reinforcing the validity of the three-component model of organizational commitment and demonstrating the pivotal role of administrative management in enhancing personnel engagement and institutional effectiveness.

Beyond its alignment with previous empirical studies, this research also contributes to the global agenda on sustainable development and institutional effectiveness. Specifically, it advances Sustainable Development Goal 16 (Peace, Justice, and Strong Institutions) by emphasizing how internal organizational dynamics—such as affective, continuance, and normative commitment—enhance integrity and performance in frontline public services. Furthermore, the study supports SDG 8 (Decent Work and Economic Growth) by demonstrating how emotionally and ethically engaged public servants foster administrative coherence, reduce institutional friction, and improve service delivery. This aligns with recent findings by Klein et al. (2025), who emphasize that internal organizational investments in employee development translate into measurable improvements in public sector performance. In doing so, it underscores the role of human-centered governance in strengthening institutional resilience and accountability, particularly in emerging governance contexts.

5.3. Limitations and Recommendations

This study, while yielding valuable insights into the relationship between organizational commitment and administrative management within a police institution, is subject to several limitations that should be acknowledged to guide future research efforts.

• First, the research was conducted with a small and localized sample, comprising only 30 operational personnel from a single police station. While the census approach ensured full representation of the defined target group, the limited geographic and institutional scope restricts the generalizability of the findings to other police units or public institutions with differing administrative structures and cultural contexts (Hernández & Mendoza, 2018). Although the sample comprises the full operational census of the selected unit, its small size (n = 30) inherently constrains the extrapolation of findings to broader populations. This limitation should not undermine the internal validity of the relational analysis, but future studies are encouraged to validate the results across larger and more heterogeneous samples to ensure external generalizability.
• Second, the study employed a cross-sectional design, which captures the variables at a single point in time. As Butler et al. (2021) explain, cross-sectional studies do not account for changes over time or allow for the identification of causal relationships. Organizational commitment is a dynamic construct, influenced by evolving leadership, policy shifts, and external conditions (e.g., economic crises or public scandals). Therefore, a longitudinal design would allow future research to observe variations in commitment and administrative effectiveness over time.
• Third, the use of self-report questionnaires—though validated—introduces potential response biases, such as social desirability bias, especially in hierarchical institutions like police forces. Even with anonymity assured, participants may feel pressure to align their answers with perceived institutional expectations. Future studies could complement quantitative methods with qualitative approaches, such as interviews or focus groups, to capture deeper insights into perceptions, motivations, and institutional culture (Rusticus et al., 2022).
• Fourth, the study focused exclusively on the relationship between two variables, based on the model of Meyer and Allen (1991) and the administrative management framework of Koontz et al. (2017). While this provided theoretical clarity, it limited the inclusion of intervening variables such as job satisfaction, emotional intelligence, leadership style, or institutional climate, which have been shown to mediate or moderate organizational commitment (Bayona et al., 2020).

Given these limitations, the following recommendations are proposed for future research:

• Expand the sample size and institutional diversity, incorporating multiple police units from different regions and levels (urban/rural, preventive/investigative) to enhance the external validity of the results.
• Employ mixed-methods designs that integrate surveys with qualitative tools to explore the nuances of organizational culture, leadership dynamics, and employee perception in more depth.
• Furthermore, future studies should consider multi-site research designs involving diverse regions and institutional types. This would allow for cross-comparative analysis, enhance the external validity of findings, and reveal context-specific factors that may moderate the relationship between organizational commitment and administrative practices.
• Consider longitudinal approaches to analyze how commitment and administrative management evolve over time, particularly in response to internal reforms or external pressures such as political instability or public health crises (Caycho et al., 2020).
• Incorporate additional psychosocial variables, such as burnout, recognition, or role clarity, to develop more comprehensive explanatory models of commitment in public institutions.
• Finally, future studies could explore the impact of administrative training and leadership development programs on strengthening the three components of organizational commitment, especially in sectors where hierarchical structures may hinder participative management.

In sum, addressing these limitations can deepen our understanding of how organizational commitment interacts with institutional practices. Such improvements not only enhance theoretical understanding but also inform the design of institutional policies that strengthen administrative capacity and workforce engagement in critical public sectors.

6. Conclusions and Implications

This study confirmed a strong and statistically significant relationship between organizational commitment and administrative management within the operational personnel of a public security unit in Peru. The general hypothesis was supported by a Spearman’s rho coefficient of 0.775 (p = 0.000), indicating a strong correlation between the two variables. This result aligns with the theoretical model of Meyer and Allen (1991), which emphasizes that institutional performance is closely linked to the emotional, economic, and normative bonds employees establish with their organizations. As demonstrated in prior research by Garay (2018) and Fenizia (2022), effective administrative systems—centered on planning, leadership, organization, and control—are essential for fostering a committed and productive workforce. In turn, this commitment translates into reduced absenteeism, improved motivation, and better institutional outcomes. Regarding the first specific objective, which examined the relationship between affective commitment and administrative management, the results showed a moderate positive correlation (r = 0.704; p = 0.000). This implies that when employees emotionally identify with their institution—feeling proud and involved—they are more likely to engage with managerial processes and support institutional goals. This conclusion echoes the findings of Muñante (2017) and Quispe (2017), who emphasize the need for inclusive leadership and institutional identity to strengthen emotional engagement. The second specific objective, concerning continuance commitment, also displayed a moderate positive correlation (r = 0.722; p = 0.000). This suggests that when personnel perceive personal or financial costs associated with leaving the organization, they are more inclined to comply with administrative systems and maintain consistent performance. This result is consistent with Shahriari et al. (2022) and Caballero (2018), who argue that perceived institutional support and job stability play key roles in retaining employees and encouraging compliance with managerial structures. The third specific conclusion—and the strongest among all dimensions—relates to normative commitment, which showed a strong positive correlation (r = 0.812; p = 0.000). This indicates that when personnel feel a moral obligation to their institution, based on values like loyalty, reciprocity, and ethical duty, their adherence to administrative goals and processes increases substantially. These findings are strongly supported by Stoop et al. (2021), who affirm that normative commitment is crucial in organizations where institutional culture and public service values are emphasized.

Overall, the research validates that organizational commitment is a multidimensional construct that significantly influences how personnel respond to administrative structures. Promoting affective identification, recognizing individual investment, and reinforcing ethical responsibility are all essential strategies to enhance commitment and, in turn, improve administrative performance. These insights are especially relevant for public institutions like the Peruvian police, where aligning staff with organizational systems is key to institutional credibility and performance. While the findings provide useful insights into the relationship between commitment and administrative management, their scope remains exploratory and context specific. Caution is advised when considering their applicability to broader national policy. Instead, they may serve as a foundation for hypothesis-driven inquiry in similar institutional settings. Strengthening organizational commitment through human-centered administrative practices may thus serve as a strategic lever for institutional resilience, citizen trust, and the sustainable development of public service organizations in emerging contexts. In policy terms, the study encourages public administrators to integrate emotional and ethical commitment as strategic dimensions of institutional governance. Future research could explore how different leadership styles or institutional maturity levels moderate this relationship, particularly in fragile or decentralized governance contexts.