Competency requirements for middle and senior managers in community health services

Liang, Zhanming; Howard, Peter; Koh, Lee; Leggat, Sandra G.

doi:10.1071/py12041

Cited by 31 publications

(55 citation statements)

References 16 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In other high-income countries, nursing management competencies include communication as critical for health systems strengthening (2, 6, 19–23). Notwithstanding study setting differences, our results are similar to a UK study among nursing managers which indicated additional training in communication as a need (43).…”

Section: Discussionmentioning

confidence: 99%

“…Several authors have suggested that nursing management competencies should include communication, team building, planning, priority setting and problem-solving, performance, health programme, and resource management (2, 6, 19–21), especially financial management (22, 23). Change management and community collaboration are other essential competencies required at the district level (18).…”

Section: Introductionmentioning

confidence: 99%

“…Competency assessments enable managers to enhance the skills needed to perform in complex health care systems (19). However, studies on managerial competencies tend to focus on district or hospital managers, and there is a dearth of studies focusing on the competencies of primary health care (PHC) clinic nursing managers (7).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

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

Munyewende

Levin

Rispel

2016

Global Health Action

View full text Add to dashboard Cite

BackgroundManagerial competencies to enhance individual and organisational performance have gained currency in global efforts to strengthen health systems. Competent managers are essential in the implementation of primary health care (PHC) reforms that aim to achieve universal health coverage.ObjectiveTo evaluate the competencies of PHC clinic nursing managers in two South African provinces.DesignA cross-sectional study was conducted in two South African provinces. Using stratified random sampling, 111 PHC clinic nursing managers were selected. All supervisors (n=104) and subordinate nurses (n=383) were invited to participate in the survey on the day of data collection. Following informed consent, the nursing managers, their supervisors, and subordinate nurses completed a 40-item, 360-degree competency assessment questionnaire, with six domains: communication, leadership and management, staff management, financial management, planning and priority setting, and problem-solving. Standard deviations, medians, and inter-quartile ranges (IQRs) were computed separately for PHC nursing managers, supervisors, and subordinate nurses for competencies in the six domains. The Tinsley and Weiss index was used to assess agreement between each of the three possible pairs of raters.ResultsA 95.4% response rate was obtained, with 105 nursing managers in Gauteng and Free State completing the questionnaires. There was a lack of agreement about nursing managers’ competencies among the three groups of raters. Overall, clinic nursing managers rated themselves high on the five domains of communication (8.6), leadership and management (8.67), staff management (8.75), planning and priority setting (8.6), and problem-solving (8.83). The exception was financial management with a median score of 7.94 (IQR 6.33–9.11). Compared to the PHC clinic managers, the supervisors and subordinate nurses gave PHC nursing managers lower ratings on all six competency domains, with the lowest rating for financial management (supervisor median rating 6.56; subordinate median rating 7.31).ConclusionThe financial management competencies of PHC clinic nursing managers need to be prioritised in continuing professional development programmes.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

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

Munyewende

Levin

Rispel

2016

Global Health Action

View full text Add to dashboard Cite

show abstract

“…Recently, through a rigorous research process combining a literature review, focus group discussions, an online survey of HSMs and input from a group of expert advisors, a Management Competency Assessment Project (MCAP) conducted in Victoria, Australia, identified six core competencies for middle and senior level managers working in hospitals and community health services (CHS) (Liang et al. 2013a, b). Each of the competencies was further developed, resulting in 79 behavioural items to assess the capabilities of the managers in demonstrating these competencies in their roles (see Table ).…”

Section: The Six Competencesmentioning

confidence: 99%

360° management competency assessment: is our understanding adequate?

Liang

Howard

Leggat

2016

Asia Pac J Human Res

Self Cite

View full text Add to dashboard Cite

Management competence links positively to organisational success and efficient and safe healthcare service delivery. A newly developed 360° management competency assessment tool was used to assess 68 middle level managers working in the community health services in Victoria, Australia. Based on the assessment results, this study confirmed the benefits of using a 360° subjective tool incorporating self and multiple colleague assessments in conducting management competency assessment and generating valuable evidence in guiding management competency development and the development of human resource management strategies at the organisational level. The 360° competency assessment (feedback) process not only confirmed the competency level of the assessment participants, but also identified managerial strengths and weaknesses of health service managers at individual, team and organisational levels. The paper suggests the investment of organisations in assisting their managers to improve their managerial competence by including the 360° competency assessment/ feedback process as one of the key steps.

show abstract

“…2,3 However, the effects of such programmes on competence and individual or organisational performance have not been assessed and synthesised systematically. Thus, questions arise as to whether or not the various interventions aimed at addressing the gaps in health management and leadership competence actually lead to improvement in individual and organisational performance.…”

Section: Introductionmentioning

confidence: 99%

Outcomes and Impact of Training and Development in Health Management and Leadership in Relation to Competence in Role: A Mixed-Methods Systematic Review Protocol

Ayeleke

North

Wallis

et al. 2016

Int J Health Policy Manag

Self Cite

View full text Add to dashboard Cite

Background: The need for competence training and development in health management and leadership workforces has been emphasised. However, evidence of the outcomes and impact of such training and development has not been systematically assessed. The aim of this review is to synthesise the available evidence of the outcomes and impact of training and development in relation to the competence of health management and leadership workforces. This is with a view to enhancing the development of evidence-informed programmes to improve competence. Methods and Analysis: A systematic review will be undertaken using a mixed-methods research synthesis to identify, assess and synthesise relevant empirical studies. We will search relevant electronic databases and other sources for eligible studies. The eligibility of studies for inclusion will be assessed independently by two review authors. Similarly, the methodological quality of the included studies will be assessed independently by two review authors using appropriate validated instruments. Data from qualitative studies will be synthesised using thematic analysis. For quantitative studies, appropriate effect size estimate will be calculated for each of the interventions. Where studies are sufficiently similar, their findings will be combined in meta-analyses or meta-syntheses. Findings from quantitative syntheses will be converted into textual descriptions (qualitative themes) using Bayesian method. Textual descriptions and results of the initial qualitative syntheses that are mutually compatible will be combined in mixed-methods syntheses. Discussion: The outcome of data collection and analysis will lead, first, to a descriptive account of training and development programmes used to improve the competence of health management and leadership workforces and the acceptability of such programmes to participants. Secondly, the outcomes and impact of such programmes in relation to participants’ competence as well as individual and organisational performance will be identified. If possible, the relationship between health contexts and the interventions required to improve management and leadership competence will be examined

show abstract

Competency requirements for middle and senior managers in community health services

Cited by 31 publications

References 16 publications

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

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

360° management competency assessment: is our understanding adequate?

Outcomes and Impact of Training and Development in Health Management and Leadership in Relation to Competence in Role: A Mixed-Methods Systematic Review Protocol

Contact Info

Product

Resources

About