REVIEW OF HOSPITAL MANAGER’S COMPETENCIES IN ASTANA
Currently, in the Republic of Kazakhstan, the institution of professional managers and transparent forms of health organizations management, including modern management technologies, are being implemented. Thus, sufficient professional competency of managerial decision-makers should be one of the most important factors in ensuring the development of a national health system and implementation of all current reforms in the industry. This article aims to investigate the high relevance of the evaluation of health care manager’s competencies and the development of measures to improve its level.
In this cross-sectional study, we have analyzed managerial competencies of different levels of healthcare managers using a special questionnaire, which was developed by EPOS health management group to assess their competencies. We interviewed 61 managers of different levels. On the basis of feedbacks, core competencies and their possession by hospital managers were identified.
At the first stage, respondents were asked to assess the importance of different competencies required for their work activity. All levels of management showed the high practical importance of assessed competencies. Results of the basic level demonstrated a practical importance of competencies ranging from 73% to 85%, the middle-level managers were from 83% to 93%, and senior level results were 97% to 98%. The next stage of the survey was an assessment of respondent’s average level of self-esteem for the competencies they possessed. Mid- level managers showed a higher possession of competencies than other levels, from 56.8% to 70.2%; the basic level was from 46.9% to 59.6%; and senior level was from 41.6% to 54.7%. The questionnaire was designed in a way to highlight the training gaps as the difference between the importance attributed to the command of a given piece of knowledge, competency or skills, and the level of proficiency the managers are demonstrating currently. Finally, the third stage assessed the training required, wherein each management level has their specific training requirements. As research shows, senior managers have the highest level of required training. For senior level, the greatest needs for training are “self-management” and “quality management.” For basic level, trainings are in “HR management” and “quality management.” For middle managers, their training needs are in all domains of management.
There is a discrepancy between the required and the actual competencies that different levels of health managers’ have. The largest gap between mandatory and existing competences exists at the basic level, in “Personnel Management.” A gap in the mid-level was in “Information and Financial Management”; and it was in “Quality Management” for the senior level. The proposed questionnaire could help to identify the most important training required to fill these gaps.
EPOS Health Management. (2010). Assessment of Current Needs in Health Management Training in the Republic of Kazakhstan.
Fleishman, E.A., & Bartlett, C. (1969). Human Abilities. Annual Review of Psychology, 2(20), 349-380.
Hudak, R.P., & Brooke, P. (2000). Identifying Management Competencies for Health Care Executives: Review of a Series of Delphi Studies. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/11183260
Kak, N., & Bart, A. (2001). Measuring the Competenceof Health Care Providers. Operations Research Issue Paper, 2(1). Bethesda, Maryland: USAID.
Landry, A., & Stowe, M. (2012, May). Competency Assessment and Development among Healthcare Leaders: Results of a Cross-Sectional Survey. Health Services Management Research, 25(2), 78-86.
Lane, D., & Ross, V. (1998). Declining Competencies and Performance Indicators for Physician in Medical Management. American Journal for Preventive Medicine, 3(14).
Liang, Z., & Howard, P. (2010). Competencies Required by Senior Health Executives in New South Wales in 1990-1999. Australian Health Review, 4(1), 52-58.
Lockhart, W., & Backman, A. (2009). Health Care Management Competencies: Identifying the GAPs. Health Management Forum 22(2), pp. 30-37.
Mansfield, R. (1999). What Is “Competence” All About? Competency, 6(3), 24-28.
Mohd-Shamsudin, F., & Chuttipatana, N. (2012). Determinants of Managerial Competencies for Primary Care Managers in Southern Thailand. Journal of Health Organization and Management, 26(2), 258-280.
Stefl, M. (2008). Common Competencies for All Healthcare Managers: The Healthcare Leadership. Journal of Healthcare Management, 53(6), 360-373.
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License (Creative Commons Attribution License 3.0 - CC BY 3.0) that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
firstname.lastname@example.org, www.iseic.cz, ojs.journals.cz