PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

The influence of personal competencies on organizational competences of Emergency Medical Units

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The aim of the article is to present organizational competences of Emergency Medical Units (EMU) in the areas of marketing (recognizing the patient's needs), quality (the level of medical services) and logistics (a provision of medical services in the right place) during the time of the COVID 19 pandemic, influenced by managerial and professional competencies, and to identify those that have become particularly important in the period of the pandemic. Design/methodology/approach: The proposed lists of managerial (five domains) and professional competencies (eight domains) were created and are based on the analysis of healthcare competencies models – the study of the literature – and the author of this paper’s observations of the analyzed entities. There were 57 respondents weighing managerial competences and 135 respondents assessing professional competences. Findings: As a result of the research, it is determined that the highest level among the professional competencies presented in the model (in all areas) is characterized by transportation competencies. The most undoubtedly framing organizational competences of EMU were managerial competencies: in marketing area Business Competencies and Professional and Social Competencies in quality and logistic areas. Practical implications: Currently health systems are being faced with briskly growing necessity developed by the COVID-19 outbreak. A well-organized and adapted health system has the scope to manage decent access to fundamental service delivery throughout an emergency, restraining direct mortality and avoiding heightened indirect mortality. Originality/value: An integration personal competencies (professional and managerial) with organizational competences of Emergency Medical Units especially relevant in pandemic time.
Rocznik
Tom
Strony
209--220
Opis fizyczny
Bibliogr. 38 poz.
Twórcy
  • Opole University, Faculty of Economics, Ul. Ozimska 46A, 45-058 Opole
Bibliografia
  • 1. Bartczak, K. (2015). Logistyka w systemie ratownictwa medycznego w Polsce. Logistyka, 5, pp. 7241-7249.
  • 2. Bartram, T., Casimir, G., Djurkovic, N., Leggat, S., and Stanton, P. (2012). Do perceived high performance work systems influence the relationships between emotional labor, burnout and intention to leave? A study of Australian nurses, Journal of Advanced Nursing, 68(7), pp. 1567-1578.
  • 3. Bober, B., Majchrzak-Lepczyk, J. (2015). Rola oraz zadania marketingu w procesie świadczenia usług w szpitalach publicznych. Handel Wewnętrzny, 5(358), pp. 62-80.
  • 4. Breuer, F., Pommerenke, C., Ziemen, B., et al. (2020). Introduction of emergency paramedic investigators in the context of the COVID-19 pandemic in the Berlin emergency medical service. Notfall & Rettungsmedizin, September, pp. 1-10.
  • 5. Clark, J., and Armit, K. (2010). Leadership competency for doctors: a framework, Leadership in Health Services, 23(2), pp. 115-129.
  • 6. Committee on Quality of Health Care in America, Institute of Medicine. (2001). Crossing the Quality Chasm: A New Health System for the 21st Century. Washington, DC: National Academy Press.
  • 7. Dahmen, J. et al. (2021). COVID-19 Stress test for ensuring emergency healthcare: strategy and response of emergency medical services in Berlin. Anaesthesis, 70(5), pp. 420-431.
  • 8. Epstein, R.M., and Hundert, E. (2002). Defining and Assessing Professional Competence. JAMA, 287(2), pp. 226-235.
  • 9. Gibson, C., Ventura, C., Collier, G.D. (2020). Emergency Medical Services resource capacity and competency amid COVID-19 in the United States: preliminary findings from a national survey. Heliyon, 6(5), pp. E 03900.
  • 10. Halpern, R., Lee, M.Y., Boulter, P.R., and Phillips, R.R. (2001). A synthesis of nine major reports on physicians competencies for the emerging practice environment. Academic Medicine, 76 (6), pp. 606-15.
  • 11. Hein, S.G., and Riegel, C.D. (2012). Human Resource and Organizational Management Content in the Hospitality Curriculum: How the Professionals View It. Journal of Human Resources in Hospitality & Tourism, 11(2). pp. 165-181.
  • 12. International Hospital Federation (2015). Leadership Competencies for Healthcare Services Managers. www.ihf-fih.org, 30th August 2021.
  • 13. Kęsy, M. (2013). Kształtowanie kompetencji menedżerskich personelu medycznego w szpitalach. Kraków: Wydawnictwo Uniwersytetu Jagiellońskiego.
  • 14. Krawczyk-Sołtys, A. (2017). From Healthcare Manager’s Competencies To Healthcare Organization’s Competences. VADYBA Journal of Management”, 31(2), pp. 9-15.
  • 15. Krawczyk-Sołtys, A. (2018a). Modelowanie kompetencji w jednostkach ratownictwa medycznego – założenia wstępne. In: M. Tutko, M. Wronka-Pośpiech (EDS.), Nauki o zarządzaniu w odmiennych kontekstach badawczych (pp. 105-116). Kraków: Wydawnictwo Uniwersytetu Jagiellońskiego.
  • 16. Krawczyk-Sołtys, A. (2018b). Personal Competencies Enhancing Organizational Competences Of Emergency Medical Units In Poland – Empirical Research. Conference Proceedings Of The 2nd International Scientific Conference Development And Administration Of Border Areas Of The Czech Republic And Poland Support For Sustainable Development, E. Ardielli (ed.). Ostrava, pp. 125-134.
  • 17. Krawczyk-Sołtys, A. (2019). Professional and managerial competencies enhancing organizational competences of emergency medical units. Zeszyty Naukowe Politechniki Śląskiej, 136, pp. 305-322.
  • 18. Krawczyk-Sołtys, A. (2021). Professional competencies in shaping the organizational competences of Polish emergency medical units in the light of survey research. Zeszyty Naukowe Politechniki ŚląskieJ, 150, pp. 99-114.
  • 19. Leggat, S.G., Balding, C., and Anderson, J.A. (2011). Empowering health-care managers in Australia: an action learning approach. Health Services Management Research, 24(4), pp. 196-202.
  • 20. Lewandowski, R. (2017). Key Competences of a Health Care Manager. Journal of Intercultural Management, 9(4), pp. 165-184.
  • 21. Liang, Z., Howard, P.F., Leggat, S., and Bartram, T. (2018). Development and validation of health service management competencies. Journal of Health Organization and Management, 32(2), pp. 157-175.
  • 22. Lewin, S.A., Skea, Z.C., Entwistle, V., Zwarenstein, M., and Dick, J. (2001). Interventions for providers to promote a patient-centred approach in clinical consultations (Cochrane Review). Cochrane Database System Review, 4, CD003267.
  • 23. Lisiecka-Biełanowicz, M. (2016). Zarządzanie jakością relacji w organizacjach ochrony zdrowia. Warszawa: Difin.
  • 24. Lustri, D, Miura, I, and Takahashi, S. (2007). Knowledge Management Model: Practical Application for Competency Development. The Learning Organization, 14(2), pp. 186-202.
  • 25. Mazurek-Melnyk, B., Gallaghert-Ford, L., and Fineout-Overholt, E. (2016). Implementing the Evidence-Based Practice (EBP) Competencies in Healthcare: A Practical Guide for Improving Quality, Safety, & Outcomes. Indianapolis: Sigma Theta Tau International.
  • 26. Mead, N., and Bower, P. (2000). Patient-centredness: A conceptual framework and review of the empirical literature. Social Science Medicine, 51(7), pp. 1087-110.
  • 27. National Center for Healthcare Leadership (NCHL) (2005). Healthcare Leadership Competency Model, Summary. www.nchl.org, 30th August 2021.
  • 28. O’Neil, E.H. and the Pew Health Professions Commission (1998). Recreating health professional practice for a new century – The fourth report of the PEW health professions Commission. San Francisco, CA: Pew Health Professions Commission.
  • 29. Paramedic Association of Canada (2011). National Occupational Competency Profile For Paramedics. www.paramedic.ca, 30th August 2021.
  • 30. Parker, G. et al. (2020). Environmental competencies for healthcare educators and trainees: A scoping review. Health Educational Journal, 79(3), pp. 327-345.
  • 31. Pomoc doraźna i ratownictwo medyczne (2020). Warszawa: Główny Urząd Statystyczny, https://stat.gov.pl, 30th August 2021.
  • 32. Ritchie, D., and Yen, M. (2013). Health services management development: what formal knowledge should support the skills and experience required? Australian Health Review, 37(2), pp. 189-193.
  • 33. Sanghi, S. (2010). The Handbook of Competency Mapping. Understanding, Designing and Implementing Competency Models in Organizations. Los Angeles-London-New Dehli- Singapore: Sage Publications.
  • 34. Stefl, M.E. (2003). Report of the Competency Task Force: Healthcare Leadership Alliance. Chicago: HLA.
  • 35. Stefl, M.E. (2008). Common Competencies for All Healthcare Managers: The Healthcare Leadership Alliance Model. Journal of Healthcare Management, 53(6), pp. 360-374.
  • 36. Stewart, M. (2001). Towards a global definition of patient centered care. British Medical Journal, 322(7284), pp. 444-45.
  • 37. Wickramasinghe, V., and De Zoyza, N. (2011). Managerial competency requirements that enhance organizational competences: A study of a Sri Lanka telecom organization. The International Journal of Human Resource Management, 22(14), pp. 2981-3000.
  • 38. Yang, B.C., Wu, B.E., Shu, P.G., and Yang, M.H. (2006). On establishing the core competency identifying model: A value‐activity and process oriented approach. Industrial Management & Data Systems, 106(1), pp. 60-80.
Uwagi
PL
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-d46970a8-74f3-427b-a247-b6f199caa716
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.