مقاله انگلیسی رایگان در مورد صلاحیت مدیریت خدمات بهداشت و درمان – امرالد 2017

There is agreement among practitioners and academics that managerial competencies are useful for monitoring and improving the performance of organisational leaders and managers (Levenson et al., 2006), with useful application in healthcare (Stefl, 2008). While a wide variety of competency frameworks or models have been developed for healthcare managers around the world (Calhoun et al., 2008; Garman and Scribner, 2011; Stefl, 2008), there is strong evidence suggesting that management competencies are influenced by the industry context (Robotham and Jubb, 1996; Brownell, 2008). This limits the usefulness of competency scales developed for other industries or in other countries. In Australia, the needs of health service organisations have outpaced the science, with organisations adopting competency frameworks for which there is limited evidence and no validated and reliable measurement tools. Previous studies have suggested both a lack of leadership and management abilities in healthcare (Leggat et al., 2011; Leggat and Dwyer, 2005; Bartram et al., 2012), suggesting a need for an evidence-based competency system in Australia to inform measurement of management competence and to drive training and education requirements. This paper describes the development, testing and validation of a management competency framework relevant to the role requirements for health services managers working in Australia.

Theory

Since the concept developed by David McClelland (1973), the use of competencies to identify high-performing employees has gradually become widespread in human resource management (HRM) in both the health and non-health sectors (Rodriquez et al., 2002; Young and Dulewicz, 2008). Lucia and Lesinger (1999) defined a management competency as, “a descriptive tool that identifies the skills, knowledge, personal characteristics and behaviours needed to effectively perform a role in the organisation and help the business meet its strategic objectives” (Lucia and Lesinger, 1999, p. 5). Similarly, Hellriegel et al. (2008) viewed competence as the “sets of knowledge, skills, behaviours, and attitudes that a person needs to be effective in a wide range of positions and various types of organisation” (p. 2). A competency should predict performance on the job, be measured against well-accepted standards (Lucia and Lesinger, 1999). Competency of the management team can be achieved through recruitment and retention of competent managers, or through internal and external development activities (Cappelli, 2008). Therefore, the knowledge and utilisation of required management competencies is a critical strategic resource of an organisation (Castanias and Helfat, 2001) with evidence of a strong positive link between management competency identification and individual management performance, and a weaker relationship with unit-level performance (Levenson et al., 2006)