360° management competency assessment: is our understanding adequate?

Liang, Zhanming; Howard, Peter; Leggat, Sandra G.

doi:10.1111/1744-7941.12108

Cited by 12 publications

(13 citation statements)

References 51 publications

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“…The development of the MCAP assessment and identification of core managerial competencies for the healthcare sector is described in Liang et al (2013a, 2013b) [11, 25]. The MCAP is a reliable and valid measure of HSM managerial competency [26].…”

Section: Methodsmentioning

confidence: 99%

An evidence-based approach to understanding the competency development needs of the health service management workforce in Australia

Liang

Blackstock

Howard

et al. 2018

BMC Health Serv Res

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BackgroundCompetent managers are essential to the productivity of organisations and the sustainability of health systems. Effective workforce development strategies sensitive to the current competency development needs of health service managers (HSMs) are required.PurposeTo conduct a 360° assessment of the competence of Australian HSMs to identify managerial competence levels, and training and development needs.MethodsAssessment of 93 middle-level HSMs from two public hospitals (n = 25) and five community health services (CHS) (n = 68), using the Managerial Competency Assessment Partnership (MCAP) framework and tool, conducted between 2012 and 2014 in Victoria, Australia.ResultsMean competency scores from both self- and combined colleagues’ assessments indicated competence (scores greater than five but less than six) without guidance, but many HSMs have not had extensive experience. Around 12% of HSMs were unable to demonstrate the competency of ‘evidence-informed decision-making’ and 4% of HSMs were unable to demonstrate the competency of ‘enabling and managing change’.ConclusionThe assessments confirmed managerial competence for the majority of middle-level HSMs from hospitals and CHS in Victoria, but found competency gaps. In addition, the assessment confirmed managerial strengths and weaknesses varied across management groups from different organisations. These findings suggest that the development of strategies to strengthen the health service management workforce should be multifaceted.Practice implicationsA focus on competency in performance evaluation and development using the MCAP framework and tool not only provides insights into performance of HSMs, but also has the potential to provide an organisation strategic advantage through succession planning and advancing managers’ competence via learning needs analysis and targeted professional development. Linking competencies of HSMs to organisational objectives and strategies provides optimal use of the human resource capacity, improving the organisation’s productivity and sustainability.

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Section: Methodsmentioning

confidence: 99%

An evidence-based approach to understanding the competency development needs of the health service management workforce in Australia

Liang

Blackstock

Howard

et al. 2018

BMC Health Serv Res

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“…-For performance management and staff development, competencies facilitate the establishment of performance standards against which staff will be assessed, and the identification of individual and organisation-wide staff-development priorities. Competencies can be classified into the following six types (Devkar & Kalidindi, 2013;Durand, 2000;Liang, Howard & Leggat, 2017):…”

Section: The Concept Of Competencymentioning

confidence: 99%

Designer Competency of the Fashion Design Undergraduate Students in Thailand: A Need Assessment Perspective

Boonthon¹,

Ratanaolarn²

2019

Mediterranean Journal of Social Sciences

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This study used a mixed approach research design. The objectives were to study employers’ and college instructors’ needs regarding the designer competencies of undergraduate fashion-design students in Thailand, and to propose a guideline for the development of designer competencies of undergraduate fashion-design students in Thailand. For the quantitative approach, the research samples included 250 business owners/designers and 163 college instructors from fashion design faculties in Thai universities. A questionnaire was used as the research instrument. Data were collected by email. A “need-assessment analysis” technique was implemented in the data analysis. Regarding the qualitative approach, 15 key informants were interviewed via the interview script. A “content analysis” technique was used to analyse the qualitative data in this research. The results revealed that the employers’ need for improved components of knowledge competencies was consistent with the need of college instructors: both placed a priority on the development of language knowledge, followed by product-management knowledge, innovative knowledge and design knowledge. The employers’ need for improved components of skill competencies was consistent with the need of college instructors: both placed a priority on the development of language skills, followed by product-management skills, innovative and technology skills, and design skills. The employers’ need for improvement of qualification competencies was consistent with the need of college instructors: both placed a priority on the social role, followed by inner drive and self-conceptualisation, respectively. However, the findings indicated a difference between their needs: employers found that none of the qualification competencies needed rapid development, whereas college instructors indicated that one component needed rapid improvement – the social role.

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“…Assessing the Competence of Evidence-Informed Decision-Making Amongst Health Service Managers [3,4] However, recent research suggests that managers may not have absorbed the behaviour into their daily practice, especially the use of scientific evidence to guide decisionmaking. [5,6] A survey of 130 senior health service managers in Victoria found that own experience, data internally developed in the organisation and stakeholder preference were the three most used evidence types to guide management decisionmaking.…”

Section: Introductionmentioning

confidence: 99%

“…In this context, competency assessments of midlevel managers in two public hospitals in Victoria were conducted in order to understand managerial competence and competency development needs. [4] The assessment included a 360º subjective assessment and a case study-based objective assessment, measuring six core competencies confirmed as essential to effective management performance for mid-to senior-level managers in Victoria. [3,4] One of these six core competencies was EIDM.…”

Section: Introductionmentioning

confidence: 99%

“…[4] The assessment included a 360º subjective assessment and a case study-based objective assessment, measuring six core competencies confirmed as essential to effective management performance for mid-to senior-level managers in Victoria. [3,4] One of these six core competencies was EIDM. The purpose of this paper is to present the results of assessment of EIDM in order to answer the following research questions:…”

Section: Introductionmentioning

confidence: 99%

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

Liang

Howard

Wollersheim

2017

APJHM

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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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360° management competency assessment: is our understanding adequate?

Cited by 12 publications

References 51 publications

An evidence-based approach to understanding the competency development needs of the health service management workforce in Australia

An evidence-based approach to understanding the competency development needs of the health service management workforce in Australia

Designer Competency of the Fashion Design Undergraduate Students in Thailand: A Need Assessment Perspective

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

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