Exploring Organizational Commitment as a Driver of Administrative Management in Local Public Institutions: Insights from a Low- and Middle-Income Country Governance Context

Administrative strategies are essential for ensuring efficiency and effectiveness in public institutions, particularly in the context of low- and middle-income countries where governance challenges and resource constraints persist. This study analyzes the relationship between organizational commitment and administrative management in a local public financial institution in Peru. Drawing on Meyer and Allen’s three-component model of commitment (affective, continuance, and normative) and classical administrative theory (planning, organizing, directing, and controlling), the research explores how psychosocial drivers influence perceptions of administrative practices. A cross-sectional, quantitative, non-experimental design was applied, surveying 31 employees using validated Likert-scale questionnaires. Fieldwork was conducted from January to June 2024. Non-parametric correlation analysis revealed a strong and statistically significant positive association between organizational commitment and administrative management (Spearman’s rho = 0.661, p < 0.01). Normative commitment was the most influential dimension, underscoring the role of loyalty and ethical obligation in sustaining perceived administrative management. These findings highlight the importance of strengthening human capital and organizational commitment as part of administrative strategies for institutional development. The study contributes to debates on governance and public sector reform by emphasizing how organizational dynamics in local institutions can shape broader trajectories of economic growth and development in emerging contexts.