A health management competency framework for Australia
Zhanming Liang A , Felicity Blackstock B , Peter Howard A H , Geoffrey Leggat A , Alison Hughes A C , Janny Maddern D , David Briggs E , Godfrey Isouard F , Nicola North G and Sandra G. Leggat AA School of Psychology and Public Health, La Trobe University, Bundoora, Vic. 3086, Australia. Email: z.liang@latrobe.edu.au; g.leggat@latrobe.edu.au; s.leggat@latrobe.edu.au
B School of Science and Health, Western Sydney University, Penrith, NSW 2751, Australia. Email: f.blackstock@westernsydney.edu.au
C Present address: School of Behavioural and Health Sciences, Australian Catholic University, 17–20 Young Street, Fitzroy, Vic. 3065, Australia. Email: alison.hughes@acu.edu.au
D Health Care Management, College of Business, Government and Law, Flinders University, Bedford Park, SA 5042, Australia. Email: janny.maddern@flinders.edu.au
E Faculty of Medicine and Health, University of New England, Armidale, NSW 2351, Australia. Email: dsbriggs007@gmail.com
F School of Health, University of New England, Armidale, NSW 2351, Australia. Email: gisouard@une.edu.au
G School of Population Health, University of Auckland, 85 Park Road, Grafton, Auckland, 1023, New Zealand. Email: nicolahnorth@gmail.com
H Corresponding author. Email: pfh.php@bigpond.net.au
Australian Health Review 44(6) 958-964 https://doi.org/10.1071/AH19006
Submitted: 8 January 2019 Accepted: 16 January 2020 Published: 16 November 2020
Abstract
Objective This 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.
Methods An 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.
Results The 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.
Conclusion The 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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