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Managerial Competency of Primary Healthcare Facility Managers in the Selected District Councils in Tanzania

Author

Listed:
  • Ukende Apollo Kingu

    (Department of Business Administration and Management, University of Dodoma, P.O.Box 259, Dodoma (Tanzania) & Department of Business Management, Mbeya University of Science and Technology, Mbeya, P.O.Box 131 Mbeya (Tanzania))

  • Ismail J. Ismail

    (Department of Business Administration and Management, University of Dodoma, P.O.Box 259, Dodoma (Tanzania))

  • Stephen M. Kibusi

    (Department of Public Health, University of Dodoma, P.O.Box 259, Dodoma (Tanzania))

Abstract

Understanding the managerial competency of healthcare managers is very important. However limited evidence exists on the managerial competency of primary healthcare facility managers in low- and middle-income countries. The purpose of this research was to examine the managerial competency of primary healthcare facility managers in the selected District Councils in Tanzania. This research is grounded on positivism philosophy, a cross-sectional survey descriptive research design, a complete enumeration sampling strategy and a survey used to collect primary data from 102 public primary healthcare facility managers located in Kondoa, Iramba and Sumbawanga District Councils in Tanzania. To examine the managerial competency of primary healthcare facility managers, the study adapted the MCAP framework and Statistical Package for Social Sciences (SPSS) version 25 used to analyze the data. For the communication and relationship management domain, 74.5% were competent while 25.5% were less than fully competent. Likewise, 65.68% of them were competent while 34.32% were less than competent in the knowledge of the healthcare environment domain. Equally, 62.74% and 37.26% of the primary healthcare facility managers were competent and less than competent respectively in operations, administration and resources management domains. Correspondingly, 67.65% and 32.35% of the primary healthcare facility managers were competent and less than competent respectively in evidence-informed decision-making. On the same token, 74.55% and 25.45% were competent and less than competent respectively in enabling and managing change. The study used primary data and contributed recently well-worth and highly demanded knowledge on the managerial competency of healthcare managers in the LMICs.

Suggested Citation

  • Ukende Apollo Kingu & Ismail J. Ismail & Stephen M. Kibusi, 2023. "Managerial Competency of Primary Healthcare Facility Managers in the Selected District Councils in Tanzania," Management & Economics Research Journal, Faculty of Economics, Commercial and Management Sciences, Ziane Achour University of Djelfa, vol. 5(1), pages 45-65, March.
    • Handle: RePEc:alv:journl:v:5:y:2023:i:1:id:277
    DOI: 10.48100/merj.2023.277
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    References listed on IDEAS

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    1. Mohd Aliff Abdul Majid & Mohhidin Othman & Siti Fatimah Mohamad & Sarina Abdul Halim Lim, 2017. "Employee Satisfaction with Offshore Catering Job: Piloting for Interviews," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 7(10), pages 729-737, October.
    2. Supic, Zorica Terzic & Bjegovic, Vesna & Marinkovic, Jelena & Milicevic, Milena Santric & Vasic, Vladimir, 2010. "Hospital management training and improvement in managerial skills: Serbian experience," Health Policy, Elsevier, vol. 96(1), pages 80-89, June.
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    Cited by:

    1. Theresia Ernest Macharia & Alex Lelian Banzi & Ismail Abdi Changalima, 2023. "Effectiveness of the Force Account Approach in Tanzanian Local Government Authorities: Do Management Support and Staff Competence Matter?," Management & Economics Research Journal, Faculty of Economics, Commercial and Management Sciences, Ziane Achour University of Djelfa, vol. 5(1), pages 66-82, March.

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    More about this item

    Keywords

    Managerial Competency; Primary Healthcare Facility Managers; Tanzania;
    All these keywords.

    JEL classification:

    • H1 - Public Economics - - Structure and Scope of Government
    • M19 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Other

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