Competency is an important aspect, especially when combined with proficiency. In the case of Barbera et al., competency means creating a model which works well in business management ans research especially for health emergency management (Boyatzis, 1982). The competency-based model has been used extensively over the last 25 years, and this is not bound to change anytime soon. The reasons that Barbera and co puts forth is that it is essential to enhance job analysis by relating the skills, knowledge, abilities with the overall objectives of the company or the organization (Macintyre et al., 2009). Emphasis is being put into competency as it helps align the objectives of the different individual jobs with the main goals of the organization. The main aim of skills is to ensure that the matching is done and boost productivity and efficiency especially in tasks that are directly related to management of emergencies (Macintyre et al., 2009).

According to Barbera, definitions for competency are especially motive, traits, skills , and aspects of one’s self-image. Competencies aim to ensure that performance is adequate and superior. The application of competencies across many organizations is only aimed at providing that the best are selected to work. It is believed to be a tool to sieve the committed and those that are not willing to give their best to the organization (Macintyre et al., 2009). Competency is essential as it has been used to guide the future of programs and training and development for most teams. The best way to achieve organizational goals is to ensure that skills are not compromised and that competencies are used in the hiring process of the workers.

In health emergency management, it is a prerequisite to ensure that all tools for competency development projects are assessed at all stages (Macintyre et al., 2009). Health emergency management is one of the most important investments that health facilities and institutions can make. managing health emergencies with competency in mind is not only the way forward but it is also the best approach to reduce wastages, improve reliability and increase the effectiveness of the management approaches used (Macintyre et al., 2009).

According to my opinion Barbera is not asking for a lot from the person identified in the competencies document as this is the prerequisite in minimizing damages and improving health emergency management. In designing the health emergency management competencies framework, it is essential to ensure that organizational consensus on what competency means is reached (Macintyre et al., 2009). The overall situation would mean setting performance standards and goals that can be achieved by all stakeholders. Setting the standards for organizational competencies will now help shape the methodology that is used in identifying and assessing the skills within the said organization (Boyatzis, 1982).

Barbera understands that project competencies especially on emergency management are only intended to serve as tools to guide healthcare systems and their personnel in developing the knowledge, skills, and abilities for ensuring an effective performance especially in periods of emergency response and recovery (Macintyre et al., 2009). The insisting of competencies by Barbera is proof of how it is essential to develop adequate resources and preparedness especially in matters of education, training and disaster management. Awareness is crucial as it represents an understanding of knowledge and competency. According to Barbera, another critical aspect is ensuring that operations are led by proficiencies individuals and experts to solve problems (Macintyre et al., 2009). The focus of Barbera in matters of competency is to ensure that health emergency management is not only made possible by the person being competent but also by the levels of mastery brought by every individual team member.

References

Macintyre, A. G., Barbera, J. A., & Brewster, P. (2009). Health care emergency management: establishing the science of managing mass casualty and mass effect incidents. Disaster medicine and public health preparedness, 3(S1), S52-S58.

Boyatzis, R. E. (1982). The competent manager: A model for effective performance. John Wiley & Sons.

 
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