Managerial competences in public organisations: the healthcare professionals’ perspective

Abstract

Background: Human resources play a critical role in encouraging efficient performance within organisations, especially for public healthcare organisations, where competences of staff are key aspects of the quality of services provided. In this context, the enhancement of competences are strategic objectives for Human Resources Management (HRM) in order to achieve excellent and lasting results. However, competences of healthcare professionals are both clinical and managerial. This study identifies specific managerial competences perceived as crucial by healthcare professionals in order to improve their performance and develop suitable HRM practices. Methods: The research methodology was divided into three main phases using mixed methods, commencing with literature review to identify the initial framework about managerial competences. Focus groups were then used to discuss evidence from the literature. Feedback from focus groups was used to draft the final questionnaire. Finally, the answers to the questionnaire were analysed through statistical software. Results: The results show that managers and professionals share a view of what specific managerial competences for healthcare organisations should be. Main competences are: quality evaluation based on outcomes; enhancement of professional competences; programming based on process management; project cost assessment; informal communication style; and participatory leadership. Conclusions: Although the issue of managerial skills in healthcare is widely discussed in literature, findings are often fragmentary. Our work includes a systematic literature review useful for more empirical studies. Furthermore, our results can support public managers who want to set up positive HRM practices for healthcare professionals.

Facing the Pandemic: The Italian Experience From Health Management Experts’ Perspective

“…We administered a questionnaire to health management experts to capture their opinion on how the Italian health system and hospitals managed the COVID-19 pandemic. Previous studies have used experts’ perspective to have a better understanding of the phenomenon and to identify methods of improvement (Fanelli et al, 2020; Glasner et al, 2013; Tousignant-Laflamme et al, 2020). About 70 health management experts were invited to participate in the survey.…”

Managerial Competencies Required to Achieve Sustainable Development Projects: A Proposed Model for Managers

“…Nowadays, sustainable development has become a necessity to cope with the current requirements of a better economy, society, and environment (Ciegis et al, 2011;Secundo et al, 2020;Sobol, 2008;Wiek et al, 2011). Thus, for sustainable development to be achieved accurately in projects, the demand for managers who acquire robust managerial competencies is increasing (Arditi et al, 2013;Boyatzis, 1982;Bucur, 2013;Chong, 2013;Dumitrescu, et al, 2014;Fanelli et al, 2020;McGregor & Tweed, 2001;Shaikh et al, 2017;Wadongo et al, 2011;Wickramasinghe & De Zoyza, 2011). In other words, such competencies can enhance the overall performance of managers in accomplishing sustainable projects.…”

“…Later, Raišienė (2014) has specified that managerial competencies comprise the ability to communicate, make decisions in a team, collaborate, help the employees achieve results, and overcome various contradictions. Although there are several managerial competencies, scholars have continued to add more categories (Shaikh et al 2017;Fanelli et al, 2020). For instance, managerial competencies such as conceptual skills, personal image, personal value, experience, work effectiveness, awareness of (emotional and physical) barriers, career awareness, incentives, and networks help managers achieve their sustainable development targets (Shaikh et al 2017).…”

“…For instance, managerial competencies such as conceptual skills, personal image, personal value, experience, work effectiveness, awareness of (emotional and physical) barriers, career awareness, incentives, and networks help managers achieve their sustainable development targets (Shaikh et al 2017). Recently, Managerial competencies have been classified into seven categories that are leadership, costing, analysis, communication, human resources management, organizational design, programming, and quality (Fanelli et al, 2020). Though, it is crucial to realize that lacking the needed managerial competencies weakens managers' as well as project teams' competition and efforts to secure projects (Long, Ismail & Amin, 2013).…”

“…(2) threshold competencies: they involve knowledge, self-control, authority, energy, adaptability, self-assessment, logical thinking, spontaneity, and developing others (Boyatzis, 1982). Henceforth, scholars have provided different classifications for managerial competencies such as communication, leadership, development orientation, flexibility, influence, motivation, teamwork, achievement orientation, quality focus, customer focus, planning, innovation, and decision-making competencies (Abraham et al, 2001;Arditi et al, 2013;Chong, 2013;Cockerill et al, 1995;Fanelli et al, 2020;Fulop, 2012;Raišienė, 2014;Wadongo et al, 2011;Watson et al, 2004;Wickramasinghe & De Zoyza, 2011).…”