The purpose of this paper is to outline the development and implementation of the “values‐driven competency‐based performance management system” (VDCBPMS) and report the findings of a study that aims to examine the effect of the new PMS on officers of the Hong Kong Police Force.
The research focuses on the officers’ perceptions and attitudes resulting from the intervention and hypothesizes that the new system will increase their organisational commitment and job satisfaction, job‐effort and value alignment with the Force, as well as overall performance of the Force through enhanced performance of individual officers. The study employs a staff survey and interviews with a cross section of officers in different ranks to examine the impact on them of VDCBPMS.
The research findings reveal evidence to support all the hypotheses and their implications for management are outlined.
The research is not a done in a “before‐and‐after” fashion due to inherent limitations and the findings cannot be isolated from other clandestine management initiatives for examination due to practical limitations.
The research findings provide food for thought for the management to consider how best to improve the performance of officers in the Force.
The research findings suggest ways to improve policing in Hong Kong, which ultimately will benefit the society of Hong Kong at large.
This research fills a void in the literature of competency‐based PMS by introducing the “values” dimension to the notion, and contributes to the study of public policy implementation by illustrating how a novice system is developed and introduced in a policing context.
