EXTRINSIC MOTIVATION AND EMPLOYEE PERFORMANCE AMONG LAW ENFORCEMENT PERSONNEL

Providing extrinsic incentives like awards, recognition, or chances for career progression does not always equate to higher performance from employees. Extrinsic motivators have the potential to encourage desired actions in the short term, but over time, they may become less successful, especially if they conflict with intrinsic motivators or foster a culture of reliance on outside rewards. The purpose of the study was to investigate the effect of extrinsic motivation on employee performance among law enforcement personnel with the objective to determine the effect of promotion and establish how training, the work environment and job security affect employee performance at the National Police Service Commission, Kenya. The study adopted the ERG Theory, the Two-Factor Theory of Motivation and the Hierarchy of Needs Theory. The study adopted a descriptive research design analyzing data from a sample of 180 employees from a sampling frame of 270 employees in the target population. The study collected data using questionnaires, tested the validity and reliability of the data, and analyzed the data using both descriptive and inferential statistical methods. The study established that extrinsic motivation has a favorable influence on staff performance; employee performance has a strong positive and significant influence, and work environment has a moderate positive and significant influence, while job security has a positive but low significant influence on employee performance at the National Police Service Commission of Kenya. Training has a significant positive influence on employee performance. The study recommended that in order to improve staff promotion at the commission, the management should establish clear criteria and pathways for advancement, ensuring that employees understand the skills and achievements needed for progression; To improve on employee training at NPSC, managers should conduct thorough training needs assessments to identify specific skill gaps and areas for development among employees; To improve on the work environment at NPSC, managers should develop open communication channels where employees feel comfortable sharing their ideas, concerns, and feedback. They should also design physical workspaces that promote comfort, creativity, and flexibility, offering options for both collaborative and independent work and to ensure that employees commit to the organization and retain them for the long term, managers should clearly communicate the organization's mission, vision, and long-term goals to in-still confidence and trust among employees. Study findings inform strategic decisions in areas such as compensation, performance management, and employee engagement. HR professionals can use insights from this study to design incentive programs that effectively motivate employees to achieve organizational goals while aligning rewards with desired outcomes.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/soc/0908/a.php" alt="Hit counter" /></p>