An evaluation of the competencies of primary health care clinic nursing managers in two South African provinces

Munyewende, Pascalia; Levin, Jonathan; Rispel, Laetitia C.

doi:10.3402/gha.v9.32486

Cited by 26 publications

(44 citation statements)

References 43 publications

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“…This study found that PHC managers in Timor‐Leste are not competent in problem solving on financial management in their jobs. The finding was similar to the studies conducted in South Africa and Saudi Arabia…”

Section: Discussionsupporting

confidence: 91%

“…527 F I G U R E 1 The hypothesized seven-factor model (column 1) and five models' candidate (columns [2][3][4][5][6] found that PHC managers in Timor-Leste are not competent in problem solving on financial management in their jobs. The finding was similar to the studies conducted in South Africa 40 and Saudi Arabia. 38 Similarly, other studies argued that the lack of financial management competency is the fundamental cause of problems in financial management.…”

Section: Discussionsupporting

confidence: 91%

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An assessment of management competencies for primary health care managers in Timor‐Leste

Lopes

Narattharaksa

Siripornpibul

et al. 2019

Health Planning & Management

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Summary Background This study aims to assess the levels of management competencies of primary health care (PHC) managers in Timor‐Leste. Timor‐Leste is a young country. It has made important improvements in reconstructing its health system since its independence in 2002. However, most managers still learn through their failures, and few studies have described the perceptions of managers in Timor‐Leste. Methods This study used quantitative methods, using a cross‐sectional survey involving a structured self‐administered questionnaire. The Cochran formula was used in calculating the sample size. The sample included 183 PHC managers in Timor‐Leste. Stratified random sampling was adopted to conduct the survey. The researcher used confirmatory factor analysis (CFA) to confirm the validity and reliability of the tools and create new dimensions. The data were analyzed using the frequency and percentage. Results This study was initially designed to include seven dimensions, but after confirming it using the CFA, it was reduced to six dimensions. The result of CFA was used. This study found that PHC managers in Timor‐Leste had rated themselves “not competent” in knowing the organization, professionalism in the workplace, problem solving on financial management, and effective leadership and only “competent” in managing human resources and communicating effectively. Conclusion This study determined that policy makers and stakeholders must give more attention to knowing the organization, professionalism in the workplace, problem solving on financial management, and effective leadership. Managers need to be competent and have various skills to perform managerial functions effectively and efficiently.

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Section: Discussionsupporting

confidence: 91%

Section: Discussionsupporting

confidence: 91%

An assessment of management competencies for primary health care managers in Timor‐Leste

Lopes

Narattharaksa

Siripornpibul

et al. 2019

Health Planning & Management

View full text Add to dashboard Cite

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“…Researchers worldwide emphasize the importance of education and training as tools for improvement of core managerial competencies [15]. A study of nursing manager competencies from South Africa determined that even if the nursing managers have the experience, there is still a need for their continued professional education [16]. This type of education with specific aims could improve competencies, reduce the competency gaps and improve the decision-making process by upgrading skills in finding and using adequate information or research evidence [15,28].…”

Section: Discussionmentioning

confidence: 99%

“…Over the past several years, there has been a growing focus on measuring competencies and performances in health care. Competencies are an integrated set of knowledge, skills, attitudes, and behaviors that one individual possesses, which enable effective performance of tasks and activities in certain occupations or functions in various complex situations [14][15][16][17][18][19][20][21]. Systematic measurement is important for the continuous progress of quality in health care, best management practice use, and management educations design [15].…”

Section: Introductionmentioning

confidence: 99%

“…In the study of Monrad et al [23], importance of competencies is stressed for both undergraduate and graduate medical education with the systematic and rigorous approach in their assessment. To support this, several groups worldwide developed programs identifying competencies that doctors should have, such as CanMEDs in Canada, that were adopted later in some European countries, for example Netherlands and Denmark [24,25], as well as The Outcome Project in the US, the Global minimum essential requirements in China [19], along with around 120 management training modules that were developed by WHO [15] and many others [14][15][16][17][18]20,21]. Although there are differences between these frameworks, managerial competencies are recognized as very important for success in the health care [14][15][16][17][18][19][20][21]24,25].…”

Section: Introductionmentioning

confidence: 99%

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Alignment of Perceived Competencies and Perceived Job Tasks among Primary Care Managers

et al. 2019

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In this study we aimed to explore how managers in primary health care (PHC) organizations assess their managerial knowledge and skills, as well as the importance of these competencies for their job, and to identify whether there is an alignment between these two perceptions; therefore, whether there is a need for management competency improvement. With this study, we tried to address a high demand for information about health managers, especially in health systems in low- and middle-income countries. In a sample of 58 primary health care centers (n = 106 managers) in Serbia, we used a basic managerial competency matrix consisting of the following six competencies—communication, team-building, planning and priority-setting, performance assessment, problem-solving, and leading. Managerial perception of the importance of their job tasks differs by educational level and managerial position. The best alignment between the importance of knowledge and skills was for communication and leading. The study pointed out that managers were aware of the necessity to improve their level of managerial competencies, particularly in the domains of planning and priority-setting, performance assessment, and problem solving. The study highlights the need for formal managerial education for managers in PHC settings and commitment to continuously evaluate and improve management competencies in order to better manage PHC.

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Decision space and participation of primary healthcare facility managers in the Ideal Clinic Realisation and Maintenance programme in two South African provinces

Muthathi

Levin

Rispel

2019

Health Policy and Planning

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Abstract In South Africa, the introduction of a national health insurance (NHI) system is the most prominent health sector reform planned to achieve universal health coverage in the country. Primary health care (PHC) is the foundation of the proposed NHI system. This study draws on policy implementation theory and Bossert’s notion of decision space to analyse PHC facility managers’ decision space and their participation in the implementation of the Ideal Clinic Realisation and Maintenance (ICRM) programme. We conducted a cross-sectional survey among 127 PHC facility managers in two districts in Gauteng and Mpumalanga provinces. A self-administered questionnaire elicited socio-demographic information, the PHC managers’ participation in the conceptualization and implementation of the ICRM programme, their decision space and an optional open-ended question for further comments. We obtained a 100% response rate. The study found that PHC facility managers reported lack of involvement in the conceptualization of the ICRM programme, high levels of participation in implementation [mean score 5.77 (SD ±0.90), and overall decision space mean score of 2.54 (SD ±0.34)]. However, 17 and 21% of participants reported narrow decision space on the critical areas of the availability of essential medicines and on basic resuscitation equipment respectively. The qualitative data revealed the unintended negative consequences of striving for ‘ideal clinic status’, namely that of creating an illusion of compliance with the ICRM standards. The study findings suggest the need for greater investment in the health workforce, special efforts to involve frontline managers and staff in health reforms, as well as provision of adequate resources, and an enabling practice environment.

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An evaluation of the competencies of primary health care clinic nursing managers in two South African provinces

Cited by 26 publications

References 43 publications

An assessment of management competencies for primary health care managers in Timor‐Leste

An assessment of management competencies for primary health care managers in Timor‐Leste

Alignment of Perceived Competencies and Perceived Job Tasks among Primary Care Managers

Decision space and participation of primary healthcare facility managers in the Ideal Clinic Realisation and Maintenance programme in two South African provinces

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