The Significance of a Value-driven Competency-based Performance Management System: Key Issues With Reference to Developments in the Hong Kong Police Force

Abstract

The question of how employee performance can be improved has intrigued both academics and practitioners for many years. Management theorists have come a long way through trial-and-error from performance appraisal and performance management to a competency-based performance management system (PMS) in an attempt to better manage the performance of employees. Despite the popularity and prevalence of the competency-based PMS in recent years, it has neglected the essential “moral” issue in the subject matter and thereby resulted in a flawed system of performance management. This moral element is particularly important in the field of policing because of the extensive authority conferred on police officers. Only by incorporating organisational values into the competency-based PMS will employees truly “live” those values and ensure an appropriate alignment between the vision statement of the organisation and the PMS at the individual level. Accordingly, the Hong Kong Police Force embarked on a project to revise its performance appraisal system into a value-driven competency-based PMS. After comprehensive research and consultation within the Force, the system was introduced in 2001, commencing with the officer cadre and ultimately extending to junior officers as well. The experience has proved to be rewarding, though the full benefits of the system are likely to be reaped only when it is extended to include a human resource management framework and capability.

Additional information

Notes on contributors

Chiu Kai-ting Michael

Chut Kai-ting, Michael, is a Superintendent of Police with the Hong Kong Police Force He was the subject officer of the “PMS Study” since its inception in 1998 until 2002