Abstract
AbstractPurpose: The purpose of this paper is to report the results of the study carried out to examine the effects of hospital board governance and managerial competencies on accountability in the health care systems in Uganda. Design/methodology: This study is cross–sectional and correlational. This study utilizes multiple regression models based on a sample of 52 government hospitals. The study’s unit of inquiry is hospital directors and accountants. Findings: The correlation results indicate a significant positive relationship between managerial competencies and accountability. The study further finds that board governance is not significantly correlated with accountability of government hospitals. In terms of hospital governance dimensions; board composition is positively and significantly related with accountability unlike board structure and board independence. Research limitations/implications: The measurements used in all the predictor variables may not perfectly represent all the dimensions alth...
Highlights
The aim of this paper is to examine the relationship between hospital board governance, managerial competencies and accountability in the health sector of a developing country where minimum attention is received
Results indicate that managerial competencies is a significant predictor of accountability unlike board governance
Focus should be on managerial competencies as a significant predictor for accountability than the hospital board governance
Summary
The aim of this paper is to examine the relationship between hospital board governance, managerial competencies and accountability in the health sector of a developing country where minimum attention is received. In their study of accountability in Bangladeshi privatized health care sector, Nurunnabi and Islam (2012), found out that accountability mainly depends on government initiatives and effectively implementing existing laws. This implies that since hospital governing boards are appointed by central government and managers are appointed by the boards, both the managers and the hospital board must be accountable for their actions. For the case of Uganda, the Uganda’s Auditor General continue to lament the persistent accountability failures in the health sector since 2008 up to date for example, in the financial year 2012/2013 alone, Ushs 23.7 billion (about 6.7 million US$) was not accounted for by the ministry of health and several hospitals country wide. In India, 80% of the medical doctors agree that rules and norms are frequently flouted and payments are made to avoid any disciplinary proceedings and accountability for the resources entrusted with the medical doctors is compromised (Jishnu et al, 2016)
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