Abstract
Calculating a modelled workload based on objective measures. Exploring the relation between this modelled workload and workload as perceived by nurses, including the effects of specific job demands, job resources and personal resources on the relation. Academic hospital in the Netherlands. Six surgical wards, capacity 15-30 beds. Data collected over 15 consecutive day shifts. Modelled workload is calculated as a ratio of required care time, based on patient characteristics, baseline care time and time for non-patient related activities, and allocated care time, based on the amount of available nurses. Both required and allocated care time are corrected for nurse proficiency. Five dimensions of perceived workload were determined by questionnaires. Both the modelled and the perceived workloads were measured on a daily basis. Linear mixed effects models study the longitudinal relation between this modelled and workload as perceived by nurses and the effects of personal resources, job resources and job demands. ANOVA and post-hoc tests were used to identify differences in modelled workload between wards. Modelled workload varies roughly between 70 and 170%. Significant differences in modelled workload between wards were found but confidence intervals were wide. Modelled workload is positively associated with all five perceived workload measures (work pace, amount of work, mental load, emotional load, physical load). In addition to modelled workload, the job resource support of colleagues and job demands time spent on direct patient care and time spent on registration had the biggest significant effects on perceived workload. The modelled workload does not exactly predict perceived workload, however there is a correlation between the two. The modelled workload can be used to detect differences in workload between wards, which may be useful in distributing workload more evenly in order prevent issues of over- and understaffing and organizational justice. Extra effort to promote team work is likely to have a positive effect on perceived workload. Nurse management can stimulate team cohesion, especially when workload is high. Registered nurses perceive a higher workload than other nurses. When the proportion of direct patient care in a workday is higher, the perceived workload is also higher. Further research is recommended. The findings of this research can help nursing management in allocating resources and directing their attention to the most relevant factors for balancing workload.
Highlights
In healthcare, there is an increasing pressure on maintaining a high quality of care whilst containing expenditure [1]
This paper considers the effects of four job demands, three job resources and two personal resources on the relation between modelled and perceived workload
Every 10% increase in estimated workload is associated with a 0.209 increase in perceived work pace, 0.198 (5%) in perceived amount of work, 0.141 (3.5%) in perceived mental workload, 0.043 (1.1%) in perceived emotional workload and 0.047 (1.2%) in perceived physical load
Summary
There is an increasing pressure on maintaining a high quality of care whilst containing expenditure [1]. Workload is considered unacceptable, when nurses are not able to meet patients’ needs, physical as well as emotional [7], or if nurses’ health is at risk. Nurses report that when workload is high, they cannot deliver all the care that they believe they should [26] Important tasks, such as tending to patients’ emotional and psychological needs, are left undone, which leaves nurses feeling dissatisfied with their job and occupation,. This leads to an increasing intent to leave, lower reported quality of care and deteriorating patient satisfaction [26]
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