دانلود رایگان مقاله انگلیسی توسعه و اعتبار بخشی به صلاحیت های مدیریت خدمات بهداشت و درمان - امرالد 2017

Abstract

Purpose – The importance of managerial competencies in monitoring and improving the performance of organisational leaders and managers is well accepted. Different processes have been used to identify and develop competency frameworks or models for healthcare managers around the world to meet different contextual needs. The purpose of the paper is to introduce a validated process in management competency identification and development applied in Australia – a process leading to a management competency framework with associated behavioural items that can be used to measure core management competencies of health service managers. Design/methodology/approach – The management competency framework development study incorporated both qualitative and quantitative methods, implemented in four stages, including job description analysis, focus group discussions and online surveys. Findings – The study confirmed that the four-stage process could identify management competencies and the framework developed is considered reliable and valid for developing a management competency assessment tool that can measure management competence amongst managers in health organisations. In addition, supervisors of health service managers could use the framework to distinguish perceived superior and average performers among managers in health organisations. Practical implications – Developing the core competencies of health service managers is important for management performance improvement and talent management. The six core management competencies identified can be used to guide the design professional development activities for health service managers. Originality/value – The validated management competency identification and development process can be applied in other countries and different industrial contexts to identify core management competency requirements.

Discussion

Data generated via various steps of the study positively answered the research questions outlined earlier which include management competency framework development (RQ1 and RQ2), the measures of reliability and validity (RQ3), and the ability of the framework to allow supervisors to distinguish between high-performing and average-performing managers who they supervise (RQ4). Guided by past experience, the study established and confirmed a valid process (see Figure 3) that can be adopted to identify and develop a management competency framework that not only demonstrates the core competency requirements of healthcare managers, but also sets the direction for training and development necessary for the effective skill formation of individual managers and management team.

The development of the competency framework and their associated behavioural items via a rigorous, multistage process was described in the first part of the methods section. Both qualitative and quantitative methods were employed, the latter used to confirm the former.

The development was also informed by published research from the USA (Garman and Scribner, 2011). We suggest that by using this process, the framework and associated behaviours have high levels of face validity. The final step of the process – the supervisors’ survey –provided statistical evidence of the framework’s reliability and validity, which addresses question 3.