How do extrinsic performance incentives affect the alignment between frontline police performance and police strategy?
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This research explored how extrinsic performance incentives (EPIs) affect the alignment of frontline police performance and police strategy using the Hong Kong Police Force as a case study. A formal research model was developed and used to explore the correlations between EPIs and organisational alignment, between EPIs and constructs of individual performance and between individual performance and organisational alignment. A combined methodology was adopted using questionnaires and semi-structured interviews to test the formal research theory. The findings indicate that there is a significant relationship between EPIs, when measured in terms or effort reward imbalance (ERI), and organisational alignment, but not generally between the realisation or expectation of an EPI and organisational alignment. There are no consistent patterns or relationships between EPIs and the constructs of individual performance. The effect of EPIs on the alignment of frontline police performance and police strategy is influenced by the officer’s career stage. The results and findings support the notion that stewardship theory fits the case organisation more closely than agency theory. This research contributes to the body of knowledge relating to the effects of EPIs on frontline performance and organisational alignment. Further research should apply the research model to other case settings.