Competencies gap of management teams in primary health care.

BACKGROUND: Health workforce competencies are considered crucial for attaining high-quality health care in the current market principles approach to the provision of health services. This study explored the competencies and the perceived competence gap of management personnel in public primary healthcare.
METHODS: During 2007 and 2008, 14 management teams of Belgrade primary health-care centres were questioned before and after management training in six competency categories. Competency mean differences (95% confidence interval) by gender, educational level, experience and position were analysed by Leven, Snedecor or Welch statistics, and Student's t-test for comparison of two independent samples. Mixed Model Analysis clarified possible interactions of the managers' baseline characteristics and competency task ratings. Differences between team ratings were analysed by analysis of variance (ANOVA) or the Kruskal-Wallis test. The General Linear Model Repeated Measures Analysis determined interactions and competency gap changes. Differences were statistically significant at P ≤ 0.05.
RESULTS: Female managers developed higher competency levels after training in communication skills and problem solving. Top managers rated assessing performance of higher importance, while chief nurses emphasized the importance of leading. Before training, the estimated competency gap was generally the highest in assessing performance (6.29), followed by team building (5.81) and planning and priority setting (5.70). Five months after training, the highest gap remained in assessing performance, although it was reduced considerably to 3.18 (P < 0.0005).
CONCLUSIONS: Managers rated core competencies as highly important. The reduction in competency gaps can be significant through training. However, assessing performance remained a relatively high weakness among managers.