Reduced nurse working time and surgical productivity and economics.

Abstract

Working time reduction is an issue in many sectors of the economy of several countries. In the health care sector, this reduction is mostly felt in regions with a shortage of personnel. In The Netherlands, this is the operating theater suite. We designed this study to evaluate the effects of a policy reduction in working time from 38 to 36 h/wk on the performance of the operating theater suite. The study describes the policy process and its context. For retrospective before-and-after analyses of various performance variables, multivariate linear regression techniques were used. A 4% decrease to a 36-h work week was implemented in our hospital during a period of shortage of personnel in the labor market. This resulted in a 2% decrease in the number of surgical operations performed. The expected increased demand for nursing personnel is reflected in larger wages and the introduction of additional benefits. Additionally, the introduction of a 36-h work week and the 4-day working schedule was accompanied by an increase in absenteeism. Taken together, this resulted in an increase in nursing costs per average operation of 20%. This means that a small reduction in working time during a period of labor shortage can cause an important decrease in surgical productivity. In our hospital, this was accompanied by an increase in sick leave, resulting in a substantial increase of nursing costs per operation. Our retrospective study describes an increase of 20% in nursing costs after a 4% decrease in nurse working time. During the period of implementation of the new working schedule, an increase in sick leave was observed. The interaction between shortage of nursing personnel, working time, and wages is discussed.