Healthcare is an evolving field of study. And healthcare managers saddled with the responsibility of administering a complex network of health care systems constantly face the challenge of gleaning different ideas on how to achieve sustainable development goals (SDGs). It is also a truism that the performance of healthcare facilities is largely dependent on the adapted management theory and the efficiency of its implementation (Chan., 2009).

Attribution Theory

As a healthcare management concept, the Attribution theory proposes regular assessment of the achievements and setbacks experienced within a health care system or program (Palmieri & Peterson., 2009). According to Patrick and Lori (2009), the theory is a proven tool for creating safer environments for care users. The authors suggest the conceptual framework is quite useful for organizations focused on fostering a positive and safe work environment for patients and health care workers. A key point from the healthcare management theory is the recognition that human error is inevitable. Therefore, healthcare leaders are expected to apply extreme caution in order to limit such occurrences while delivering health care services. But despite the usefulness of the Attribution theory, it has been criticized on two grounds: (a) for causing cynical attitude in employees and eventually leading to ‘organizational inertia.’ In other words, the Attribution theory focuses on analysing the current business environment of healthcare organizations without providing a strategic roadmap (SRM) to improve performance. However, by understanding where the feelings of cynicism come from, healthcare managers can create positive work environments that improve how employees respond to errors in health care. Importantly, the recognition that mistakes are simply ‘human error’ will help health workers, managers and researchers of finding new methods of delivering value within health systems (Bossidy & Charan., 2002; Munir et al., 2012).

Utilization Management Theory

The Utilization management theory is widely accepted and utilized in the health care industry. It is considered more practical and effective than the theoretical Attribution idea. As a proactive approach in healthcare management, Utilization theory concentrates on providing quality care through laid-down guidelines which, according to the American College of Medical Quality (ACMQ), includes different tasks that are essential for efficient delivery of services in healthcare organizations (Kim et al., 2016). First of the essentialities is to identify an organization’s priorities. This step is followed by research aimed at ascertaining who benefits from the major decisions taken towards achieving priorities set by the organization. With the information acquired, health care managers are positioned to set organizational goals and provide strategies for implementation. Results from these activities eventually provide background information for further research (Andrew., 2010; Al-Sawai., 2011).

With this analysis, it is understandable that Utilization management focuses on best practice, research and development (R&D), as well as proper use of human and material resources to achieve goals (van der Zee et al., 2004). Results from the theory are scientific in nature because they are based on data collection and data evaluation which are necessary for the formulation of policies, development of guidelines/procedures and implementation of strategies. But though the theory is applauded for emphasizing on the importance of improving work process, using guidelines and integrating innovation in healthcare management (Dubé et al., 2014), it is flawed for neglecting the crucial roles of leadership, job satisfaction and employee motivation (Andrew., 2010).

Evidence-Based Management Theory

The evidence-based theory was proposed to improve health care outcomes mainly because managers blame employees when overall performance falls below expectations—when, in fact, low productivity is a result of managers’ reluctance to integrate innovative management ideas (Stefl et al., 2008; Munir et al., 2012; Wong & Giallonardo., 2013). Additionally, the evidence-based theory was introduced to reduce gaps created by the Attribution and Utilization management theories in health care delivery. Thus, the evidence-based theory requires physicians, nurses and health care workers to make decisions based on the best available evidence. According to Walshe and Rundall (2001), health care managers should integrate the empirical approach in decision-making process to ensure uniformity of opinions/ideas. This implies that practical considerations on the relevance of project (health programmes), implementation process, timing and strategies make the evidence-based theory more suitable in volatile business environments such as the health sector (Mamon., 2005; Andrew., 2010).