Validation of a management competency assessment tool for health service managers

ObjectiveThis study examined whether the management competency framework for health service managers developed in the Victorian healthcare context is applicable to managers in other Australian states. MethodsAn online questionnaire survey of senior and middle-level health service managers in both community health services and hospitals was conducted in New South Wales and Queensland. ResultsThe study confirmed that the essential tasks for senior and middle-level managers are consistent across health and social care sectors, as well as states. Core competencies for health services managers identified in the Victorian healthcare context are relevant to other Australian states. In addition, two additional competencies were incorporated into the framework. ConclusionThe Management Competency Assessment Program competency framework summarises six competencies and associated behaviours that may be useful for guiding performance management and the education and training development of health service managers in Australia. What is known about the topic?The evidence suggests that competency-based approaches can enhance performance and talent management, and inform education and training needs, yet there has been no validated competency framework for Australian health service managers. What does the paper add?This paper explains the process of the finalisation of the first management competency framework for guiding the identification of the training and development needs of Australian health service managers and the management of their performance. What are the implications for practice?The Management Competency Assessment Program competency framework can guide the development of the health service management workforce in three Australian states, and may be applicable to other jurisdictions. Further studies are required in the remaining jurisdictions to improve the external validity of the framework.

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Development and validation of health service management competencies

Journal of Health Organization and Management ◽

10.1108/jhom-06-2017-0120 ◽

2018 ◽

Vol 32 (2) ◽

pp. 157-175 ◽

Cited By ~ 10

Author(s):

Zhanming Liang ◽

Peter F. Howard ◽

Sandra Leggat ◽

Timothy Bartram

Keyword(s):

Health Service ◽

Quantitative Methods ◽

Service Management ◽

Assessment Tool ◽

Core Competencies ◽

Competency Framework ◽

Management Competencies ◽

Content Type ◽

Service Managers ◽

Management Competency

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.

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Assessing the Competence of Evidence-Informed Decision-Making Amongst Health Service Managers

Asia Pacific Journal of Health Management ◽

10.24083/apjhm.v12i3.53 ◽

2017 ◽

Vol 12 (3) ◽

pp. 16-23 ◽

Cited By ~ 1

Author(s):

Zhangming Liang ◽

Peter Howard ◽

Dennis Wollersheim

Keyword(s):

Decision Making ◽

Health Service ◽

Assessment Tool ◽

Objective Assessment ◽

Informed Decision ◽

Competency Assessment ◽

Informed Decision Making ◽

Study Objective ◽

Objective Evidence ◽

Service Managers

Objective: Evidence-informed decision-making (EIDM) amongst health service managers has been positively linked to better decision outcome, hence more effective healthcare provision. Efforts to improve EIDM practice are required to meet the current challenging healthcare environment. One key step to improve such practices is skill enhancement. The purpose of the study is the measure the competence of mid-level managers in two Victorian hospitals in applying EIDM in their roles. Design: The competence of 25 mid-level managers in applying EIDM in their roles was assessed via a 360° process using an online management competency assessment tool (MCAP Tool) and case-study objective assessment tool. Setting: Mid-level managers working in Victorian hospitals were selected. Main outcome measures: The competence of mid-level managers in applying the competency of EIDM was assessed. This paper discusses the areas of improvement identified in enhancing the competence of EIDM amongst mid-level managers in the group, organisational and individual levels Results: EIDM is an important competency for health service managers. Managers who participated in the assessment are competent in applying EIDM in their roles, but require guidance and improvements. Strengths and weaknesses of managers in applying EIDM in their roles varied between organisations. Conclusion: This paper suggests that not only improvement of specific aspects of evidenceinformed decision-making amongst health service managers are required, additional more systematic changes at the organisational and individual management level are essential to achieve competent evidence-informed decision-making practices amongst health service managers. Abbreviations: CCA – Combined Colleagues; CEO – Chief Executive Officer; EIDM – Evidence Informed Decision Making; OA – Objective Assessment; SA – Self Assessment.

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

10.21203/rs.2.19042/v2 ◽

2020 ◽

Author(s):

Zhanming Liang ◽

Peter F Howard ◽

Jian Wang ◽

Min Xu ◽

Mei Zhao

Keyword(s):

Health Service ◽

Performance Management ◽

Assessment Tool ◽

Core Competencies ◽

Management Training ◽

Competency Assessment ◽

Training Experience ◽

Health Service Provision ◽

Hospital Managers ◽

Management Competency

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

10.21203/rs.2.19042/v3 ◽

2020 ◽

Author(s):

Zhanming Liang ◽

Peter F Howard ◽

Jian Wang ◽

Min Xu ◽

Mei Zhao

Keyword(s):

Health Service ◽

Performance Management ◽

Assessment Tool ◽

Core Competencies ◽

Management Training ◽

Competency Assessment ◽

Training Experience ◽

Health Service Provision ◽

Hospital Managers ◽

Management Competency

Abstract 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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Exploring health work: a critical-action perspective

Journal of Health Organization and Management ◽

10.1108/jhom-02-2017-0034 ◽

2017 ◽

Vol 31 (5) ◽

pp. 567-580 ◽

Cited By ~ 1

Author(s):

John Hassard ◽

Paula Hyde ◽

Julie Wolfram Cox ◽

Edward Granter ◽

Leo McCann

Keyword(s):

Health Service ◽

New Public Management ◽

Hybrid Approach ◽

Community Services ◽

Ethnographic Study ◽

Research Issues ◽

Content Type ◽

Main Research ◽

Service Organisation ◽

Critical Action

Purpose The purpose of this paper is to describe a hybrid approach to the research developed during a multi-researcher, ethnographic study of NHS management in the UK. Design/methodology/approach This methodological paper elaborates a hybrid approach to the sociological analysis – the critical-action theory – and indicates how it can contribute to the critical health management studies. Findings After exploring the various theoretical, methodological and philosophical options available, the paper discusses the main research issues that influenced the development of this perspective and the process by which the critical-action perspective was applied to the studies of managerial work in four health service sectors – acute hospitals, ambulance services, community services and mental healthcare. Research limitations/implications This methodological perspective enabled a critical analysis of health service organisation that considered macro, meso and micro effects, in particular and in this case, how new public management drained power from clinicians through managerialist discourses and practices. Practical implications Healthcare organisations are often responding to the decisions that lie outside of their control and may have to enact changes that make little sense locally. In order to make sense of these effects, micro-, meso- and macro-level analyses are necessary. Originality/value The critical-action perspective is presented as an adjunct to traditional approaches that have been taken to the study of health service organisation and delivery.

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Validity and reliability of Korean version Competency Assessment Tool-Mental Health

Frontiers of Nursing ◽

10.2478/fon-2020-0017 ◽

2020 ◽

Vol 7 (2) ◽

pp. 143-152

Author(s):

Hyun Mee Cho ◽

Jeong Won Han ◽

Eun Joung Choi ◽

Hyo Eun Jeong ◽

Bo Ram Hong ◽

...

Keyword(s):

Mental Health ◽

Health Care ◽

Mental Health Care ◽

Internal Consistency ◽

Assessment Tool ◽

Reliability And Validity ◽

Basic Data ◽

Measurement Tool ◽

Competency Assessment ◽

Validity And Reliability

AbstractObjectiveTo establish basic data for identifying the level of mental health care competency of general nurses through verification of the reliability and validity of Competency Assessment Tool-Mental Health in the development of a measurement tool for mental health care competency in Korea.MethodsThis study was conducted on nurses working at general wards, excluding those working at the Department of Psychiatry, in five hospitals with 200 beds or more located in Korea. Content, construct, concurrent validity, and internal consistency of the measurement were confirmed.ResultsAs a result of the construct validity, the section on importance of skills and knowledge for mental health care had 21 items, whereas the section on benefits of additional education had 22 items. The internal consistency of measurement was confirmed as follows: Cronbach's α = 0.96 for the section on importance and 0.96 for the section on benefits section.ConclusionsThis study verified the high validity and reliability of the tool in assessing the mental health care competency of nurses, and it is believed to be significant as basic data for enhancing such competency.

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Ophthalmic simulated surgical competency assessment rubric (Sim-OSSCAR) for trabeculectomy

BMJ Open Ophthalmology ◽

10.1136/bmjophth-2019-000313 ◽

2019 ◽

Vol 4 (1) ◽

pp. e000313 ◽

Cited By ~ 2

Author(s):

William H Dean ◽

John Buchan ◽

Fisseha Admassu ◽

Min J Kim ◽

Karl C Golnik ◽

...

Keyword(s):

Content Validity ◽

Assessment Tool ◽

Interobserver Reliability ◽

Glaucoma Surgery ◽

Face Validity ◽

Competency Assessment ◽

Validity And Reliability ◽

Wilcoxon Rank Sum Test ◽

Better Than ◽

Assessment Rubric

Background/aimsTo develop, test and determine whether a surgical-competency assessment tool for simulated glaucoma surgery is valid.MethodsThe trabeculectomy ophthalmic simulated surgical competency assessment rubric (Sim-OSSCAR) was assessed for face and content validity with a large international group of expert eye surgeons. Cohorts of novice and competent surgeons were invited to perform anonymised simulation trabeculectomy surgery, which was marked using the Sim-OSSCAR in a masked fashion by a panel of four expert surgeons. Construct validity was assessed using a Wilcoxon rank-sum test. Krippendorff’s alpha was calculated for interobserver reliability.ResultsFor the Sim-OSSCAR for trabeculectomy, 58 of 67 surgeons (86.6%) either agreed or strongly agreed that the Sim-OSSCAR is an appropriate way to assess trainees’ surgical skill. Face validity was rated as 4.04 (out of 5.00). Fifty-seven of 71 surgeons (80.3%) either agreed or strongly agreed that the Sim-OSSCAR contents represented the surgical technique of surgical trabeculectomy. Content validity was rated as 4.00. Wilcoxon rank-sum test showed that competent surgeons perform better than novices (p=0.02). Interobserver reliability was rated >0.60 (Krippendorff’s alpha) in 19 of 20 steps of the Sim-OSSCAR.ConclusionThe Sim-OSSCAR for trabeculectomy, a newly developed and validated assessment tool for simulation glaucoma surgery, has validity and reliability. It has the potential to play a useful role in ophthalmic surgical education.

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Organising health services through modularity

International Journal of Operations & Production Management ◽

10.1108/ijopm-12-2013-0523 ◽

2015 ◽

Vol 35 (6) ◽

pp. 925-945 ◽

Cited By ~ 26

Author(s):

Mervi Vähätalo ◽

Tomi Juhani Kallio

Keyword(s):

Health Service ◽

Health Services ◽

Elderly Care ◽

Public And Private ◽

Health Service Provision ◽

Content Type ◽

Modular Systems ◽

Wide Range ◽

Service Managers ◽

Better Than

Purpose – The purpose of this paper is to analyse the way in which the factors influencing a transformation towards or away from modularity, according to general modular systems theory, appear in the context of health services, and the extent to which the special characteristics of health services might support or prevent its application. Design/methodology/approach – The arguments constructed in the study are based on the theme of modularity, reflected against the special characteristics of health services identified in the context of health economics. Findings – The results include 11 proposition pairs that direct health services both towards and away from modularity. Research limitations/implications – Health services are highly heterogeneous in nature and the authors illustrate this with a wide range of examples from elderly care as the authors discuss the application of modularity in this context. Nevertheless, the authors recognise that modularity might suit some health services better than others. The findings provide potentially important information to health service managers and providers, enabling them to understand how modularity would benefit health service provision and where contradictions are to be expected. Originality/value – This study contributes to the discourse on service modularity in general, and complements the literature on modularity with reference to both public and private health services.

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A Call for Leadership and Management Competency Development for Directors of Medical Services—Evidence from the Chinese Public Hospital System

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph17186913 ◽

2020 ◽

Vol 17 (18) ◽

pp. 6913

Author(s):

Zhanming Liang ◽

Peter Howard ◽

Jian Wang ◽

Min Xu

Keyword(s):

Assessment Tool ◽

System Level ◽

Medical Services ◽

Competency Assessment ◽

Competency Development ◽

Hospital System ◽

Health Service Provision ◽

Leadership And Management ◽

Medical Leadership ◽

Management Competency

Background: A competent medical leadership and management workforce is key to the effectiveness and efficiency of health service provision and to leading and managing the health system reform agenda in China. However, the traditional recruitment and promotion approach of relying on clinical performance and seniority provides limited incentive for competency development and improvement. Methods: A three-component survey including the use of a validated management competency assessment tool was conducted with Directors of Medical Services (n = 143) and Deputy Directors of Medical Services (n = 152) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey identified the inadequacy of formal and informal management training received by hospital medical leaders before commencing their management positions and confirms that the low self-perceived competency level across two medical management level and three hospitals was beyond acceptable. The study also indicates that the informal and formal education provided to Chinese medical leaders have not been effective in developing the required management competencies. Conclusions: The study suggests two system level approaches (health and higher education systems) and one organization level approach to formulate overall medical leadership and management workforce development strategies to encourages continuous management competency development and self-improvement among clinical leaders in China.

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