DOI: https://doi.org/10.36719/2706-6185/62/71-80
The Value–practice Gap in Police Personnel Management: Empirical Evidence from Karakalpakstan
Adil Bekmuratov 
Abstract. This article examines the gap between employees’ value-based commitment and their everyday organizational experience in police personnel management. It offers a focused secondary analysis of aggregated survey data reported in a doctoral dissertation and collected from 471 serving employees across territorial and functional units of the Ministry of Internal Affairs of the Republic of Karakalpakstan. The analysis combines descriptive interpretation with an institutional and social-philosophical framework. The results reveal a pronounced normative resource: 80.5% of respondents associated service primarily with duty to the homeland and the people, while 71.6% continuously experienced their work as socially useful. Yet this commitment coexists with organizational uncertainty. Only 16.4% expected personnel stability to be maintained over the next three to five years; 41.1% could not offer a definite forecast, and 28.7% expected the departure of young employees to increase. Role ambiguity was also substantial: 42.6% could not clearly assess the correspondence between formal posts and actual duties, while 26.5% reported that one formal post involved multiple practical tasks. The article argues that personnel stability depends on aligning formal rules, workload allocation, career criteria, digital systems, and managerial accountability with employees’ moral commitment. A five-link model–normative clarity, institutional fairness, legitimacy and trust, professional identification, and personnel stability–is proposed as an interpretive and practical framework.
Keywords: police personnel management, professional identity, institutional fairness, organizational trust, workload, career transparency, Karakalpakstan