Competencies of Managers and Service Excellence in Military Hospitals

By Professor Emeritus Dr Syed Mohamed Aljunid and Dr Junaidah Kamarruddin

Excellence in service is needed in the Military Hospitals in Malaysia to ensure the best and the most effective services are delivered. One of the factors that contribute to the provision of excellent services is the presence of competent managers. In this book, we report the outcome of a study aimed to determine the level of service excellence among managers and the factors influencing it in five Military Hospitals under the Ministry of Defence, Malaysia. A cross sectional study was conducted using self-administered questionnaires distributed to Military and Non-Military managers with different demographic backgrounds and service characteristics. The questionnaires consist of six components: the background of the respondents; the level of service excellence; skills; knowledge of the Blue Ocean Strategy (BOS), leadership style, and organisational compliance. By using the Structural Equation Model, findings of the study showed that all independent variables, i.e., skills, knowledge on BOS, leadership style and organisational compliance are significantly related to service excellence. Using Stepwise Multiple Linear Regression, it was discovered that managers in the lower grades, as well as Non-Military managers, demonstrated significant service excellence. In conclusion, the service excellence of managers in Military Hospitals is strongly influenced by their competencies. Military Hospitals administration should focus into the needs for training and suitable courses for Military managers in senior position to enhance their competencies.

• Language: English
• Publisher: Partridge Publishing Singapore
• Release date: Jun 6, 2023
• ISBN: 9781543774283

Book preview

Copyright © 2023 by Dr Junaidah Kamarruddin

Professor Emeritus Dr Syed Mohamed Aljunid.

All rights reserved. No part of this book may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.

Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

www.partridgepublishing.com/singapore

Contents

ABBREVIATIONS

ACKNOWLEDGMENT

Chapter 1 INTRODUCTION

1.1The Importance Of Management Studies In Hospitals

1.2Study Background

1.3Problem Statement

1.4Objectives Of The Study

1.5Study Hypothesis

1.6Study Scope

1.7Impact Of The Study

1.8Conceptual Framework

Chapter 2 Literature Review

2.1Introduction

2.2Operational and Theoretical Definitions

2.2.1Operational Definition

2.2.2Skills

2.2.3Blue Ocean Strategy (BOS) Knowledge

2.2.4Leadership Style

2.2.5Organisational Compliance

2.2.6Demographics

2.2.7Services

2.3Theory And Study Model

2.3.1Resource-Based View (RBV) Theory

2.3.2Henry Mintzberg Management Theory

2.3.3Iceberg Competency Model

2.4Previous Studies

2.4.1Direct Relationship

2.4.2Indirect Relationships

2.5Conclusion

Chapter 3 STUDY METHODOLOGY

3.1Introduction

3.2Study Design

3.3Research Methods

3.4Population and Sample

3.5Data Collection Method

3.6Study Instruments

3.7Pilot Study

3.8Validity and Reliability

3.8.1Measurement of Cronbach’s Alpha (CA)

3.8.2Confirmatory Factor Analysis (CFA) Measurement

3.8.3Validity of Model Discriminant

3.9Study Ethics

3.10Analysis of Study Data

3.10.1Descriptive Analysis

3.10.2Correlation Analysis

3.10.3Structural Model Analysis

3.10.4Stepwise Double Linear Regression Analysis (SWDLR)

3.11Conclusion

Chapter 4 RESULTS

4.1Introduction

4.2Descriptive Analysis

4.2.1Distribution of Repondents based on Demographics

4.2.2Distributions of Respondents based of Services

4.2.3Total Score for DV and IV

4.2.4Relationship of Service Excellence with Independent Variables

4.2.5Score distribution for Dependent and Independent Variable

4.3Relationship between IV and DV

4.4Relationship between Independent Variable, Moderating Variables, and Dependent Variables

4.4.1Skills

4.4.2BOS Knowledge

4.4.3Transformational Style

4.4.4Organisational Compliance

4.4.5Findings

Chapter 5 DISCUSSION AND CONCLUSION

5.1Introduction

5.2IV and DV Direct Relationship Discussion

5.2.1Relationship between skills and service excellence (DV)

5.2.2Relationship between Blue Ocean Strategy (BOS) knowledge and service excellence

5.2.3Relationship between Blue Ocean Strategy (BOS) knowledge and service excellence

5.2.4Relationship between management style and service excellence

5.2.5Relationship of organisational compliance with service excellence

5.3Indirect Relationships

5.3.1The Relationship of Skills with Service Excellence with the inclusion of the Moderating Variable

5.3.2Relationship of Transformational Style and Service Excellence with Inclusion of Moderating Variables

5.3.3Relationship f Organisational Compliance with Service Excellence with the inclusion of Moderating Variables

5.3.4Conclusion of Study Results

5.4Recommendations

5.4.1Recommendations to the Organisation

5.4.2Recommendation to the Managers

5.5Limitations and Recommendations for Future Research

5.6Conclusion

References

List of Figures

Figure 1.1: Conceptual Framework on the Impact of Manager’s Competency on Health Service Excellence at Military Hospitals

Figure 2. 1: Managerial Level and Skills Competency

Figure 3.1: Original Path Model

Figure 3.2: Outcome of Confirmatory Factor Analysis (CFA)

Figure 4.1: The Relationship between Skills and Service Excellence

Figure: 4.2: The Relationship between Blue Ocean Strategy Knowledge and Service Excellence

Figure 4.3: The Relationship between Transformational Style and Service Excellence

Figure 4.4: The Relationship between Organisational Compliance and Service Excellence

Figure 5.1: New Conceptual Framework Developed Based on Analysed Hyphothesis

Figure 5.2: New Model Showing Direct and Indirect Relationship of Competency Factors with Service Excellence in Health

List of Tables

Table 3.1: Outcome of Cronbach’s Alpha Analysis

Table 3.2: Strength of R²

Tables 4.1: Demographic Distributions of Respondents

Table 4.2: Services Distribution of Respondents

Table 4.3: Dependent Variables and Independent Variable Scores

Table 4.4: Correlation between Independent Variables and Dependent Variable

Table 4.5: Score Distribution on Service Excellence

Table 4.6: Score Distribution on Skills

Table 4.7: Score Distribution on BOS Knowledge

Table 4.8: Score Distribution on Transformational Style

Table 4.9: Score Distribution Compliance Level

Table 4.10: Relationship Between Skills and Service Excellence

Table 4.11: The Relationship between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.12: The Relationship between Transformational Style and Service Excellence

Table 4. 13: The Relationship between Organisational Compliance and Service Excellence

Table 4.14: P Value for Gender as a Moderating Variable between Skills and Service Excellence

Table 4.15: P Value for Age as a Moderating Variable between Skills and Service Excellence

Table 4.16: P Value for Marital Status as a Moderating Variable between Skills and Service Excellence

Table 4.17: P Value of Educational Status as a Moderating Variable between Skills and Service Excellence

Table 4.18: P Value for Experience as a Moderating Variable between Skills and Service Excellence

Table 4.19: P Value for Grade as a Moderatoring Variable between Skills and Service Excellence

Table 4.20: P Value for Scheme as a Modearting Variable between Skills and Service Excellence

Table 4.21: P Value for Types as a Moderating Variable between Skills and Service Excellence

Table 4.22: P Value for Training as a Moderating Variable between Skills ns and Service Excellence

Table 4.23: P Value for Activity as a Moderating Variable between Skills and Service Excellence

Table 4. 24: Stepwise Double Linear Regression Analysis – The Relationship between Skills and Dependent Variable with Moderating Variable

Table 4.25: P Value for Gender as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.26: P Value for Age as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.27: P Value for Marital Status as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.28: P Value for Educational as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.29: P Value for Experience as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.30: P Value for Grade as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.31: P Value for Scheme as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.32: P Value for Type as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.33: P Value for Training as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4.34: P Value for Activity as a Moderating Variable between Blue Ocean Strategy Knowledge and Service Excellence

Table 4. 35: Stepwise Double Linear Regression Analysis – Relationship of Blue Ocean Strategy Knowledge and Service Excellence with Moderating Variables

Table 4.36: P Value for Gender as a Moderating Variable between Transformational Style and Service Excellence

Table 4.37: P Value for Age as a Moderating Variable between Transformational Style and Service Excellence

Table 4.38: P Value for Marital Status as a Moderating Variable between Transformational Style and Service Excellence

Table 4.39: P Value for Education as a Moderating Variable between Transformational Style and Service Excellence

Table 4.40: P Value for Experience as a Moderating Variable between Transformational Style and Service Excellence

Table 4.41: P Value for Grade as a Moderatoring Variable between Transformational Style and Service Excellence

Table 4.42: P Value for Scheme as a Moderating Variable between Transformational Style and Service Excellence

Table 4.43: P Value for Type as a Moderating Variable between Transformational Style and Service Excellence

Table 4.44: P Value for Training as a Moderating Variable between Transformational Style and Service Excellence

Table 4.45: P Value for Activity as a Moderating Variable betweenTransformational Style and Service Excellence

Table 4.46: Stepwise Double Linear Regression Analysis – Transformational Style and Service Excellence with Moderating Variables

Table 4.47: P Value for Gender as a Moderating Variable between Organisational Compliance and Service Excellence

Table 4.48:P Value for Age as a Moderating Variable between Organisational Compliance Relationship and Service Excellence

Table 4.49: P Value for Marital Status as a Moderating Variable between Organisational Compliance and Service Excellence

Table 4.50: P Value for Educational Status as ModeratingVariable between Organisational Compliance and Service Excellence

Table 4.51: P Value for Experience as a Moderating Variable between Organisational Compliance and Service Excellence

Table 4.53: P Value for Scheme as a Moderating Variable between Organisational Compliance and Service Excellence

Table 4.54: P Value for Type as a Moderating Variable between Organisational Compliance and Service Excellence

Table 4.55: P Value for Training as a Moderating Variable between Organisational Compliance and Service Excellence

Table 4.56: P Value for Activity as a Moderating Variable between Organisational Compliance and Service Excellence

Table 4. 57: Stepwise Double Linear Regression Analysis: Organisational Compliance and Service Excellence with Moderating Variables

Table 4.59: Summary of Indirect Relationship between Skills and Service Excellence with Moderating Variable

Table 4.60: Summary of Indirect Relationship between BOS Knowledge and Service Excellence with Moderating Variables

Table 4.61: Summary of Indirect Relationship between Transformational Style and Excellence Services with Moderating Variables

Table 4.63: Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable on Gender

Table 4.64: Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable on Age

Table 4.65: : Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable on Marital Status

Tablel 4.66: Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable on Educational Status

Table 4.67: Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable on Experience

Table 4.68: Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable on Grade

Table 4.69: Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable on Scheme

Table 4. 70: Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable On Types

Table 4.71: Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable on Training

Table 4.72: Summary of Indirect Relationship Between Independent Variable and Dependent Variable with Moderating Variable on Activities

ABBREVIATIONS

ACKNOWLEDGMENT

Our appreciation goes to those from the National Defence University, Malaysia (UPNM), Malaysia who have helped directly and indirectly for us to complete the study that formed the content of this book. They are Prof. Dr. Haslinda Binti Abdullah who was involved in the preliminary discussion on the scope of this study. Col. Assoc. Prof. Dr. Mohd Nor Bin Yahya (R) and Prof. Dr. Adlina Binti Suleiman, who has provided guidance to complete the study.

Our appreciation and gratitude goes to those from the Ministry of Defence Malaysia (MOD), in particular, the officers from the Malaysian Armed Forces Headquarters, Health Services Division and the respondents who participated in this study.