The effects of using participatory working time scheduling software on working hour characteristics and wellbeing: A quasi-experimental study of irregular shift work

The important factors nurses consider when choosing shift patterns: A cross-sectional study

AIM

To gain a deeper understanding of what is important to nurses when thinking about shift patterns and the organisation of working time.

DESIGN

A cross-sectional survey of nursing staff working across the UK and Ireland collected quantitative and qualitative responses.

METHODS

We recruited from two National Health Service Trusts and through an open call via trade union membership, online/print nursing profession magazines and social media. Worked versus preferred shift length/pattern, satisfaction and choice over shift patterns and nurses' views on aspects related to work and life (when working short, long, rotating shifts) were analysed with comparisons of proportions of agreement and crosstabulation. Qualitative responses on important factors related to shift preferences were analysed with inductive thematic analysis.

RESULTS

Eight hundred and seventy-three survey responses were collected. When nurses worked long shifts and rotating shifts, lower proportions reported being satisfied with their shifts and working their preferred shift length and pattern. Limited advantages were realised when comparing different shift types; however, respondents more frequently associated 'low travel costs' and 'better ability to do paid overtime' with long shifts and 'healthy diet/exercise' with short shifts; aspects related to rotating shifts often had the lowest proportions of agreement. In the qualitative analysis, three themes were developed: 'When I want to work', 'Impacts to my life outside work' and 'Improving my work environment'. Reasons for nurses' shift preferences were frequently related to nurses' priorities outside of work, highlighting the importance of organising schedules that support a good work-life balance.

RELEVANCE TO CLINICAL PRACTICE

General scheduling practices like adhering to existing shift work guidelines, using consistent and predictable shift patterns and facilitating flexibility over working time were identified by nurses as enablers for their preferences and priorities. These practices warrant meaningful consideration when establishing safe and efficient nurse rosters.

PATIENT OR PUBLIC CONTRIBUTION

This survey was developed and tested with a diverse group of stakeholders, including nursing staff, patients, union leads and ward managers.

REPORTING METHOD

The Strengthening the Reporting of Observational Studies (STROBE) checklist for cross-sectional studies was used to guide reporting.

Development of a new personalized staff-scheduling method with a work-life balance perspective: case of a hospital

Burnout rates and dissatisfaction among healthcare workers remain high due to long working hours. One possible solution to this problem is to let them choose their weekly working hours and starting times in order to achieve a work-life balance. Moreover, a scheduling process that responds to changing healthcare demands at different times of the day should increase work efficiency in hospitals. In this study, a methodology and software were developed to schedule hospital personnel, taking into account their preferences regarding working hours and starting time. The software also allows the hospital management to determine the number of staff needed at different times of the day. Three methods and five working-time scenarios characterized by different divisions of working time are proposed to solve the scheduling problem. The Seniority score Priority assignment Method appoints personnel prioritizing seniority, whereas the newly developed Balanced and Fair assignment Method and Genetic Algorithm Method aim for a more nuanced distribution. The methods proposed were applied to physicians in the internal diseases department in a specific hospital. Weekly/monthly scheduling of all employees was carried out with the software. The results of scheduling factoring in work-life balance, and the performances of algorithms are shown for the hospital where the application was trialled.

The Time-Varying Effect of Participatory Shift Scheduling on Working Hour Characteristics and Sickness Absence: Evidence from a Quasi-Experiment in Hospitals

Participatory shift scheduling for irregular working hours can influence shift schedules and sickness absence. We investigated the effects of using participatory shift scheduling and shift schedule evaluation tools on working hour characteristics and sickness absence. We utilized a panel data for 2015-2019 with 16,557 hospital employees (6143 in the intervention and 10,345 in the control group). Difference-in-differences regression with ward-level clustered standard errors was used to estimate the average treatment effect on the treated coefficients relative to timing of the intervention with 95% confidence intervals (CI). Using participatory scheduling tool increased long working hours and weekend work and had delayed effects on the short (1-3 days) sickness absences. Increased effects were observed: 0.2 [95% CI 0.0-0.4] days for the second, and 0.8 [95% CI 0.5-1.0] for the third year after the onset of intervention. An average increase of 0.5 [95% CI 0.1-0.9] episodes on all sickness absence episodes was observed for the third year. Using the shift schedule evaluation tool with the participatory shift scheduling tool attenuated the adverse effects. To conclude, participatory shift scheduling increased some potentially harmful working hour characteristics but its effects on sickness absence were negligible, and further attenuated by using the shift schedule evaluation tool.

The Impact of Quality of Work Organization on Distress and Absenteeism among Healthcare Workers

The quality of work organization may be responsible not only for reduced productivity but also for an increased risk of mental and physical disorders. This study was aimed at testing this hypothesis. Workers of a local health unit in Italy were asked to fill out the Work Organization Assessment Questionnaire (WOAQ) during their periodic medical examinations in the second half of 2018. On the same occasion, they also completed the Demand/Control/Support (DCS) measure of job strain, the Effort/Reward Imbalance (ERI) questionnaire, and the General Health Questionnaire (GHQ12) to assess psychological health. A total of 345 workers (85.8%) completed the survey. Linear regression analysis showed that the quality of work organization was inversely proportional to psychological health problems (p < 0.001). Occupational stress, measured both by job strain and ERI, was a moderating factor in this relationship. The relationship between the WOAQ and psychological health, moderated by job strain or ERI, remained highly significant even after adjustment for sex, age, social support, and overcommitment. Regression models explained over 40% of the shared variance of the association between quality of work organization and psychological health. The quality of work organization significantly predicted the risk of sickness absence for musculoskeletal disorders (OR = 0.984, CI95% 0.972-0.996) and for other health problems (OR = 0.977, CI95% 0.967-0.988). A continuous improvement of work organization must consider not only the clients' or production needs but also the well-being of workers.

Social jetlag and depression in female rotating-shift nurses: A secondary analysis

PURPOSE

This study aimed to identify the predictors of depression among female rotating-shift nurses.

DESIGN AND METHODS

This secondary data analysis used data of 190 Korean female rotating-shift nurses from the parent study conducted in 2018. A multiple logistic regression analysis was performed to identify the predictors of depression.

FINDINGS

Young age, poor sleep quality, and greater morning-shift social jetlag predicted depression among female nurses working a three-shift schedule.

PRACTICE IMPLICATIONS

Nursing management should consider scheduling shifts to minimize nurses' social jetlag and develop interventions for improving sleep quality to prevent depression among female rotating-shift nurses.

A Longitudinal Study on Trajectories of Night Work and Sickness Absence among Hospital Employees

This study aimed to investigate trajectories of night shift work in irregular shift work across a 12-year follow-up among hospital employees with and without sickness absence (SA). The payroll-based register data of one hospital district in Finland included objective working hours and SA from 2008 to 2019. The number of night shifts per year was used in group-based trajectory modeling (GBTM). The results indicate that, among those who had any sickness absence episodes, the amount of night work decreased prior to the first SA. In general, trajectories of night shift work varied from stably high to low-but-increasing trajectories in terms of the number of shifts. However, a group with decreasing pattern of night work was identified only among those with sickness absence episodes but not among those without such episodes. To conclude, the identified trajectories of night work with or without sickness absences may indicate that, among those with sickness absence episodes, night work was reduced due to increasing health problems. Hence, the hospital employees working night shifts are likely a selected population because the employees who work at night are supposed to be healthier than those not opting for night work.

Student nurses' views on shift patterns: What do they prefer and why? Results from a Tweetchat

Aim

The main aim of the study was to understand student nurses’ views around shift patterns.

Design

Qualitative study.

Method

We held a Tweetchat in May 2019, where we asked questions around the frequency of 12‐hr shifts working on placement; schedule flexibility while on placement; which shift patterns they preferred and why. Data from the Tweetchat were analysed using reflexive thematic analysis to generate themes from initial codes.

Results

Seventy‐three nursing students participated in the Tweetchat. The majority reported that they work 12‐hr shifts on placements, particularly when based in a hospital. We identified three themes: ‘Achieving a personal equilibrium’; ‘Meeting the needs of the care environment’; ‘Factors affecting negotiation capacity’. Data highlighted a conflict for most students, where they preferred 12‐hr shifts because of more time off for study, paid work and leisure, while acknowledging 12‐hr shifts negatively affected their fatigue, exhaustion and led them to follow a poor diet and neglect exercise and sleep.

Is Work Time Control Good for Innovation? A Two-Stage Study to Verify the Mediating and Moderating Processes

As a part of job resources, work time control is essential for innovation. We examine how work time control impacts knowledge employees’ innovation in the workplace. A two-stage study was conducted to verify the mediating and moderating processes. In Study 1, adopting the job demands–resources model as a theoretical framework, we conducted a laboratory test to find the relation between work time control, job engagement, job burnout, and innovation, and verified the path between work time control and innovation. In Study 2, drawing on the job demands–resources model verified by Study 1 and self-regulation theory, it is proposed that during the psychological process in the workplace, job engagement plays a mediating role, and the vocational delay of gratification plays a moderating role between work time control and innovation. A total of 254 knowledge employees from diverse organizations participated in the survey study. After taking demographic variables, job demands, and neuroticism as control variables, the results showed that job engagement would mediate the relationship between work time control and innovation. A higher level of delay of gratification buffered the effect of a higher level of work time control on innovation. All these findings verified and expanded knowledge on work time control and innovation literature, showing that work time control is important for innovation. Based on Chinese cultural background, managers should offer employees the opportunity to conduct self-control training and encourage them with great freedom to foster employee innovation.

The Effect of Using Participatory Working Time Scheduling Software on Employee Well-Being and Workability: A Cohort Study Analysed as a Pseudo-Experiment

Shift workers are at increased risk of health problems. Effective preventive measures are needed to reduce the unfavourable effects of shift work. In this study we explored whether use of digital participatory working time scheduling software improves employee well-being and perceived workability by analysing an observational cohort study as a pseudo-experiment. Participants of the Finnish Public Sector cohort study with payroll records available between 2015 and 2019 were included (N = 2427). After estimating the propensity score of using the participatory working time scheduling software on the baseline characteristics using multilevel mixed-effects logistic regression and assigning inverse probability of treatment weights for each participant, we used generalised linear model to estimate the effect of using the participatory working time scheduling software on employees’ control over scheduling of shifts, perceived workability, self-rated health, work-life conflict, psychological distress and short sleep (≤ 6 h). During a 2-year follow-up, using the participatory working time scheduling software reduced the risk of employees’ low control over scheduling of shifts (risk ratio [RR] 0.34; 95% CI 0.25–0.46), short sleep (RR 0.70; 95% CI 0.52–0.95) and poor workability (RR 0.74; 95% CI 0.55–0.99). The use of the software was not associated with changes in psychological distress, self-rated health and work-life conflict. In this observational study, we analysed as a pseudo-experiment, the use of participatory working time scheduling software was associated with increased employees’ perceived control over scheduling of shifts and improved sleep and self-rated workability.

Ageing shift workers' sleep and working-hour characteristics after implementing ergonomic shift-scheduling rules

We studied whether implementing binding ergonomic shift‐scheduling rules change ageing (≥45 years) social and healthcare employees’ (mean age 52.5 years, 95% women) working‐hour characteristics (e.g. weekly working hours, number and length of night shifts, and short shift intervals) and sleep. We compared an intervention group (n = 253) to a control group (n = 1,234) by survey responses (baseline 2007/2008, follow‐up 2012) and objective working‐hour characteristics (intervention group n = 159, control group n = 379) from 91 days preceding the surveys. Changes in working‐hour characteristics were analysed with repeated measures general linear models. The fully adjusted model (sociodemographics and full‐/part‐time work) showed that proportion of short shift intervals (<11 hr, p = .033) and weekend work (p = .01) decreased more in the intervention than in the control group. Changes in sleep outcomes were analysed with generalised logit model to binomial and multinomial variables. The fully adjusted model (sociodemographics, full‐/part‐time work, job strain, health behaviours, and perceived health) revealed higher odds in the intervention group for long sleep (≥9 hr; odds ratio [OR] 5.53, 95% confidence interval [CI] 2.21–13.80), and lower odds of short sleep (<6 hr; OR 0.72, 95% CI 0.57–0.92), having at least two sleep difficulties often (OR 0.55, 95% CI 0.43–0.70), and more specifically difficulties in falling asleep (OR 0.56, 95% CI 0.41–0.77), waking up several times per night (OR 0.43, 95% CI 0.34–0.55), difficulties in staying asleep (OR 0.64, 95% CI 0.49–0.82), and non‐restorative sleep (OR 0.70, 95% CI 0.54–0.90) than the control group. In conclusion, implementation of ergonomic shift‐scheduling rules resulted in minor changes in ageing employees’ objective working hours and a consistent buffering effect against worsening of sleep.

Determinants of nurse job dissatisfaction - findings from a cross-sectional survey analysis in the UK

Background

A lower recruitment and high turnover rate of registered nurses have resulted in a global shortage of nurses. In the UK, prior to the COVID-19 epidemic, nurses’ intention to leave rates were between 30 and 50% suggesting a high level of job dissatisfaction.

Methods

In this study, we analysed data from a cross-sectional mixed-methods survey developed by the Royal College of Nursing and administered to the nursing workforce across all four UK nations, to explore the levels of dissatisfaction and demoralisation- one of the predictors of nurses’ intention to leave. We carried out logistic regression analysis on available data in order to determine what impacts job dissatisfaction.

Results

In total, 1742 nurses responded to questions about working conditions on their last shift. We found that nearly two-thirds of respondents were demoralised. Nurses were five times more likely (OR 5.08, 95% CI: 3.82–6.60) to feel demoralised if they reported missed care. A perceived lack of support had nearly the same impact on the level of demoralisation (OR 4.8, 95% CI: 3.67–6.38). These findings were reflected in the qualitative findings where RNs reported how staffing issues and failures in leadership, left them feeling disempowered and demoralised.

Conclusion

A large proportion of nurses reported feeling dissatisfied and demoralised. In order to reduce the negative impact of dissatisfaction and improve retention, more research needs to investigate the relationship dynamics within healthcare teams and how the burden experienced by RNs when unsupported by managers impacts on their ability to provide safe, good-quality care. These findings predate the current Covid-19 pandemic outbreak which may have had a further detrimental effect on job satisfaction in the UK and other nation’s nursing workforce.