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The purpose of this paper is to review the strategic planning process of the Hong Kong Police Force (the Force) and its outcomes for the planning cycle of 2019-2021.

Based on an insider's perspective drawn from documentation, internal reports and field observation, this study is an analysis of the five-step strategic planning process of the Force as a case study over the two-year period by using the 3-H (Heart-Head-Hand) framework and futures studies.

This study demonstrates the Force's strategic management in practice. The 3-H framework and the Six Pillars Foresight Process are found to be useful tools in strategic planning. When the Heart, Head and Hand elements are developed and integrated as a mindset during the process, they help theorise the practice and experience of police officers towards a holistic and effective strategic management. Coupled with the foresight process, the Force will be more agile and outward focused in the Volatile, Uncertain, Complex and Ambiguous (VUCA) world.

This is the first study to apply the 3-H framework and futures thinking in analysing the process in a police organisation in Hong Kong. While strategic planning is an important process to set directions for an organisation to move forward, this study describes the process in terms of relevant practice and theoretical concepts. It is hoped that such experience can serve as reference for practitioners in other government departments and police organisations.

The purpose of this paper is to look at the competitiveness motive and mastery motive across 33 countries. The competitiveness motive is found to be a significant but negative predictor of employee training.

The dataset was collected from two sources. Competitiveness motive and mastery motive scores of countries were collected from Lynn's study (1991); and work relation variables, such as employee training, worker motivation, and the world competitiveness score, were collected from the IMD World Competitiveness Yearbook 2008. Correlations, regression models and Sobel test were applied for analysis.

Although people with a strong competitiveness motive are eager to beat others, the results indicate that they may not see training as an effective method of beating others in terms of the competitiveness positions of their country. Employee training is found to be related to the work motivation of employees, and thus to the competitiveness positions of countries. Some suggestions are made for such outcomes.

The paper highlights the importance of employee training in organizations.

The paper demonstrates the importance of training with regard to global competitiveness positions.