An evidence-based approach to understanding the competency development needs of the health service management workforce in Australia

Liang, Zhanming; Blackstock, Felicity; Howard, Peter; Briggs, David; Leggat, Sandra G.; Wollersheim, Dennis; Edvardsson, David; Rahman, Muhammad Aziz

doi:10.1186/s12913-018-3760-z

Cited by 30 publications

(58 citation statements)

References 31 publications

(46 reference statements)

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“…Less than 4% of managers indicated any of the six competencies being unimportant or very unimportant. This confirms the 'existence of core management competencies across management levels and position theory' [35,27,28]. The confirmation of the inadequate acquisition of competency C2 and C6 prior to taking up the current management positions are confirmed by the low levels of self-perceived competence when managers were asked to rate their competency level against each management competency using the validated MCAP competency scale [27].…”

Section: Management Competency Self-perception -Importance Acquisitisupporting

confidence: 68%

Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese Health System

Liang

Howard

Wang³

et al. 2020

Preprint

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Background: To improve the effectiveness and efficiency of health service provision in China, the National Health Commission has emphasised that training of all health service managers is essential. However, the implementation of that policy has proven challenging for various reasons, one of which is the lack of understanding of the competency requirements and gaps. The aims of the study were to develop an understanding of the characteristics and training experience of hospital managers in one major Chinese city, explore the difficulties they experience and relate them to their perceived importance of management competencies and the perceived level of their management competency. Methods: A cross-sectional, descriptive study with a three-component survey including the use of a validated management competency assessment tool was conducted with three senior executive groups (n=498) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey confirmed that formal and informal management training amongst participants before commencing their management positions was inadequate. The core competencies identified in the Australia context were applicable to the management roles in Chinese hospitals. In addition. the senior executives had low levels of confidence in their management competence. Furthermore, the data showed significant differences between hospital categories and management levels in terms of their commitment to formal and informal training and self-perceived management competence. Conclusions: The study suggests that management training and support should be provided using a systematic approach with specific consideration to hospital types and management levels and positions. Such an approach should include clear competency requirements to guide management position recruitment and performance management.

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Section: Management Competency Self-perception -Importance Acquisitisupporting

confidence: 68%

Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese Health System

Liang

Howard

Wang³

et al. 2020

Preprint

Self Cite

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“…Less than 4% of managers indicated any of the six competencies being unimportant or very unimportant. This confirms the 'existence of core management competencies across management levels and position theory' [27,28,35]. Ignoring their importance, not all managers believed that they had acquired the required competencies prior to taking up the current management positions.…”

Section: Management Competency Self-perceptionimportance Acquisitionsupporting

confidence: 62%

“…Overall, C2 and C6 were the only two competencies which received mean competency scores lower than four amongst all managers. A similar study conducted with senior managers in public hospitals and community health services in Australia also confirmed C2 and C6 were two of the competencies in which managers were least confident by self-competency assessment [35].…”

Section: Management Competency Self-perceptionimportance Acquisitionmentioning

confidence: 59%

Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese health system

Liang

Howard

Wang

et al. 2020

BMC Health Serv Res

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“…The six core competencies that have been included in the MCAP framework as detailed earlier in the paper have been well discussed in the literature and agreed by recent studeis. Hence, there is no doubt of their importance to be included as core competenceis for health service managers to acquire in order to perform their managerial responsibilities effectively [11,35,53]. Although the MCAP framework did incorporate behavioural items associating with the competency of Professionalism, the systematic literature review and the mapping confirmed the neccessity of including Professionalism as a separate competency for health service managers.…”

Section: Figure 3 Insert Herementioning

confidence: 95%

“…in-service training; in-house use of mentors and study groups; offsite intensive training, and seminars and conferences for acheive it [55]. To facilitate managerial development, It has been suggested that competency-based education and training for health services managers be established and adopted [53].…”

Section: Figure 3 Insert Herementioning

confidence: 99%

Management and leadership competence for hospital managers: a systematic review and best fit framework synthesis

Kakemam¹,

Liang²,

Janati³

et al. 2019

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Background Competent managers are vital to the productivity and service quality of healthcare organizations and the sustainability of the healthcare system including hospitals. The purpose of this study is to synthesize the evidence related competency to management and leadership in healthcare organizations including hospitals through the Best Fit Method. Methods A systematic literature review was performed to identify studies focusing on confirming and/or assessing the competency requirements of health service managers in particular hospital managers. The following electronic databases were searched from January 2000 and December 2018: ISI/Web of Sciences, PubMed, Scopus, Emerald, and the Scientific Information Database. Applying the Best Fit Framework Synthesis Method, we mapped all of the competency and associating behavioral items against the validated MCAP management competency framework which includes 6 core competencies, 18 subthemes and 83 associating behavioural items. Results Eleven studies were identified for inclusion in the review. The mapping of the competencies and relevant items identified in these studies with the validated MCAP management competency framework and associating items confirm that the MCAP framework has vastly represented findings of all recent studies. Although the MCAP framework incorporated behavioral items associating with the competency of Professionalism into the six core competencies, the study found the necessity of treating Professionalism as an independent competency to be included in the global management competency framework for health service managers, in particular hospital managers. As a result, the proposed Global Management Competency Framework includes the following 7 competencies: evidence-informed decision making, operations, administration and resource management, knowledge of healthcare environment and the organization, interpersonal, communication qualities and relationship management, leading people and organisation, enabling and managing change, and professionalism. Conclusions This review and the mapping of the competencies identified in previous studies with the validated MCAP framework resulted in the recommendation of Global Management Competency Framework for health service managers. It provides useful guidance to the formulation of training and development direction for the health service management workforce. However, since management competencies are context sensitive, in order to developing a more targeted approach or target curriculum for the development managers from different sectors, management levels, validation is recommended.

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An evidence-based approach to understanding the competency development needs of the health service management workforce in Australia

Cited by 30 publications

References 31 publications

Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese Health System

Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese Health System

Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese health system

Management and leadership competence for hospital managers: a systematic review and best fit framework synthesis

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