An assessment of management competencies for primary health care managers in Timor‐Leste

Abstract

Summary Background This study aims to assess the levels of management competencies of primary health care (PHC) managers in Timor‐Leste. Timor‐Leste is a young country. It has made important improvements in reconstructing its health system since its independence in 2002. However, most managers still learn through their failures, and few studies have described the perceptions of managers in Timor‐Leste. Methods This study used quantitative methods, using a cross‐sectional survey involving a structured self‐administered questionnaire. The Cochran formula was used in calculating the sample size. The sample included 183 PHC managers in Timor‐Leste. Stratified random sampling was adopted to conduct the survey. The researcher used confirmatory factor analysis (CFA) to confirm the validity and reliability of the tools and create new dimensions. The data were analyzed using the frequency and percentage. Results This study was initially designed to include seven dimensions, but after confirming it using the CFA, it was reduced to six dimensions. The result of CFA was used. This study found that PHC managers in Timor‐Leste had rated themselves “not competent” in knowing the organization, professionalism in the workplace, problem solving on financial management, and effective leadership and only “competent” in managing human resources and communicating effectively. Conclusion This study determined that policy makers and stakeholders must give more attention to knowing the organization, professionalism in the workplace, problem solving on financial management, and effective leadership. Managers need to be competent and have various skills to perform managerial functions effectively and efficiently.

<p>Leadership and Management Competencies for Hospital Managers: A Systematic Review and Best-Fit Framework Synthesis</p>

“…These problems are further compounded by workforce maldistribution and shortages, and poor quality and safety of service provision. [1][2][3] In addition, inequities in health, lack of access to quality health care and a poorly skilled health workforce represent some of the major challenges facing many countries in the Eastern Mediterranean Region. 4,5 As a result, reforms have been implemented to improve the effectiveness and efficiency of service delivery at the organizational level including streamlining the management structure, focusing more on performance improvement and benchmarking service outcomes.…”

Managerial Strategies for Long-Term Care Organization Professionals: COVID-19 Pandemic Impacts

“…Lopes et al [24] developed a study in Timor-Leste that reveals that managerial competencies are fundamental to improve institutional and individual performances and consequentially to improve healthcare service quality. The study highlights the need of continuing professional training in competencies like communication, leadership, human resource management, financial management, problem solving, professionalism, and knowledge of the healthcare environment [24].…”

“…Lopes et al [24] developed a study in Timor-Leste that reveals that managerial competencies are fundamental to improve institutional and individual performances and consequentially to improve healthcare service quality. The study highlights the need of continuing professional training in competencies like communication, leadership, human resource management, financial management, problem solving, professionalism, and knowledge of the healthcare environment [24]. Dowling et al [25] affirm that continuous learning is a practice that all healthcare professionals should have to keep their clinical knowledge of updated, while Drew and Pandit [26] add that the healthcare learning process includes healthcare process improvement and frontline experience.…”

“…Attending clinical forums [32] Balancing management theory and practice [34] Collaborative managers and compassionate leaders [34] Communication [24,33,39,51,55] Community and customer assessment and engagement [28] Continuous learning [25,27,28,34] Cooperating for public benefit [32] Demonstrating personal qualities [28] Disclosing and genuinely empathizing about medical errors and futile care [32] Table 1. Cont.…”

“…Donating [32] Engaging with clinical partners [32] Engaging in the culture and environment [40] Experiencing all shifts [32] Experiencing hospital services [32] Financial management [24] Governance and leadership [28] Human resource management [28] Improving services [67] Influencing skill [55,56] Innovation [55,56,66,81,82] Leadership [21,24,26,30,31,33,34,[36][37][38][39][40][41][42][43][49][50][51][52]66,81,82] Managing and making change [34] Managing services [28,34] Organization [31,35,36,48] Performance management and accountability [28] Political analysis and dialogue [28] Political and legal issues …”