Victorian junior doctors’ perception of their competency and training needs in healthcare management
Suzanne G. Schoenmaker A E , Lizanne Berkenbosch B , Susannah Ahern C and Jamiu O. Busari B DA Diaconessenhuis Leiden, Pediatrics, Houtlaan 55, 2334 CK Leiden, The Netherlands.
B Educational Development and Research Department, Faculty of Health, Medicine and Life Sciences, Maastricht University, Henri Dunantstraat 5 6419 PC Heerlen, The Netherlands. Email: l·berkenbosch@alumni.maastrichtuniversity.nl; jamiu.busari@maastrichtuniversity.nl
C Postgraduate Medical Council of Victoria, St Vincent’s Hospital, PO Box 2900, Fitzroy, Vic. 3065, Australia. Email: sahern@pmcv.com.au
D Paediatric Residency Training Program, Atrium Medical Center, Heerlen, The Netherlands.
E Corresponding author. Email: suus.schoenmaker@gmail.com
Australian Health Review 37(4) 412-417 https://doi.org/10.1071/AH13015
Submitted: 5 October 2012 Accepted: 6 June 2013 Published: 21 August 2013
Abstract
Introduction. Australian medical speciality colleges have adapted and integrated the CanMEDS Physician Competency Framework into their training programs. The role as manager is one of the competencies and is presently thought to receive little attention during training. The objective of our study was to investigate the perceptions of Australian junior doctors regarding their management skills and their perceived need for management education.
Methods. In November and December 2011, 1376 junior doctors from eight Victorian metropolitan health services were invited via email to participate in this study. Participating junior doctors received a questionnaire regarding their self- perceived management skills and knowledge and a medical management training needs assessment.
Results. The response rate of one of the health centres was too low (6%) and therefore insufficient for credible conclusions to be drawn. Of the other health services, 194 (16%) out of 1213 junior doctors responded to the survey. Overall, the junior doctors rated their perceived competency on a 1–5 Likert scale as moderate (mean 3.45; s.d. 0.42). Of the 194 residents who responded, 71.3% (n = 139) reported a need for management training.
Discussion. The junior doctors of Victoria, Australia perceived their knowledge on medical management as moderate. The results of this study showed that there is a perceived need among junior doctors for more management training. This need seems to confirm that management skills are thought to be valuable in medical practice. Our study also suggests that before the development of specific interventions, there is a need for a gap analysis between the perceived and actual management skills desired in medical residents. The attention paid to the role ‘as manager’ should therefore be embedded in training of all junior doctors.
What is known about the topic? The CanMEDS 2005 Framework describes the seven key competencies physicians should possess to meet the needs of patients and society, and was developed by The Royal College of Physicians and Surgeons of Canada. One of these competencies is the role as manager. Published studies have shown that medical residents have a need for education in healthcare management in basic and postgraduate medical training.
What does this paper add? In this study we discovered that junior doctors in Victorian metropolitan health services have a moderate perception of their competencies as managers. Previous management experience influenced the perceived competence in a positive way.
What are the implications for practitioners? We believe that it is necessary that junior doctors continue to build on existing opportunities to develop their management skills. In order to achieve this, awareness of the importance of management competencies and the possibilities to obtain management experience must be raised among junior doctors. Furthermore, they need to be given the opportunity to obtain experience.
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