Unstable Schedules Research Articles

"I Depend on Her for Everything": A Retrospective Chart Review of Home Care Worker Service Disruptions for Homebound Older Adults During the COVID-19 Pandemic.

Home care workers played critical roles in meeting the complex medical and social needs of homebound adults during COVID-19, yet their contributions remain underappreciated. This study characterizes home care workers’ roles during COVID-19 and examines how home care disruptions impacted homebound individuals and caregivers. Using a qualitative analysis of electronic medical records among a randomly sampled subset of homebound patients in a home-based primary care practice, we found that home care workers were essential in meeting existing and new needs of homebound individuals. Insufficient home care worker services, including unstable schedules and inadequate hours of paid care, became particularly disruptive, leading to risks for patients and their caregivers. Given their integral role on care teams, home care workers must be a policy focus to prepare for emergent situations and ensure that homebound individuals have access to high quality, stable home care.

Stability of a schedule minimising the makespan for processing jobs on identical machines

ABSTRACT A set of jobs has to be processed on identical machines. Every job may be processed on any available machine without preemptions. The criterion is to minimise the makespan (i.e. the completion time of the last job in a schedule). During the realisation of a schedule, durations of some jobs may deviate from the initial values estimated before scheduling. Other jobs have fixed durations that are known before scheduling. We conduct a stability analysis of the optimal semi-active schedule. First, we derive necessary and sufficient conditions for an optimal schedule to be unstable with respect to infinitely small variations of the non-fixed durations (the stability radius of an unstable schedule is equal to zero). Second, we show that the stability radius of an optimal schedule could be infinitely large. Furthermore, several lower and upper bounds on the stability radius have been established. Third, we derive a formula and develop an algorithm for calculating stability radii.

“I Depend on Her for Everything”: Characterizing the Role of Home Care Workers Caring for Seriously Ill Homebound Older Adults During the COVID-19 Pandemic Through a Mixed-Methods Study (RP419)

Outcomes1. Illustrate the role of home care workers (HCWs) in caring for homebound older adults during COVID-192. Characterize disruptions in HCW services in the setting of COVID-19 and how these impacted the ability of patients to stay safely at home3. Identify the impact of HCW services on patients and their family and other unpaid caregiversImportanceThe devastating impact of the COVID-19 pandemic has made the need for quality home-based care for homebound older adults with serious illness clear. Home care workers (HCWs) played a critical role in keeping homebound older adults safely at home during COVID-19, yet their essential work is often undervalued and understudied.Objective(s)To illustrate the roles of HCWs during COVID-19 and how HCW service disruptions impacted patients and their caregivers.Method(s)We collected demographic and clinical data and performed a thematic analysis of medical records from 53 patients with HCWs in a home-based primary and palliative care practice in New York City. We abstracted unstructured clinical notes between 12/1/2019 and 12/31/2020 into a priori and emergent categories and identified core themes via discussion in team meetings.ResultsOf the 53 patients, 24.5% died during the initial COVID surge, 34% lived alone, and 41.5% had 24-hour HCWs. The following five themes emerged: Changes to HCW roles included taking on new medical tasks and increased intensity of existing tasks (e.g., managing progressing dementia behaviors); delays in staffing contributed to changes in HCW hours and continuity, including unexpected loss of services; disruptions in HCW services put patients at risk of hospitalization and nursing home placement due to safety concerns; payment structure and patient preferences made it challenging to get sufficient hours of paid care; and lack of adequate and high-quality HCW services created additional caregiver responsibilities and caregiver burden.Conclusion(s)During COVID-19, HCWs were essential to keeping homebound older adults safely at home. Inadequate HCW services, including unstable schedules and inadequate hours of paid care, became particularly disruptive, leading to risk of hospitalization and prolonged length of stay.ImpactThis analysis can inform policies encouraging better integration of HCWs on medical teams and addressing workforce shortages to expand access to adequate HCW services for homebound older adults and their caregivers to manage serious illness and end-of-life care.

UNCERTAIN TIME: PRECARIOUS SCHEDULES AND JOB TURNOVER IN THE US SERVICE SECTOR.

The authors develop a model of cumulative disadvantage relating three axes of disadvantage for hourly workers in the US retail and food service sectors: schedule instability, turnover, and earnings. In this model, exposure to unstable work schedules disrupts workers' family and economic lives, straining the employment relation and increasing the likelihood of turnover, which can then lead to earnings losses. Drawing on new panel data from 1,827 hourly workers in retail and food service collected as part of the Shift Project, the authors demonstrate that exposure to schedule instability is a strong, robust predictor of turnover for workers with relatively unstable schedules (about one-third of the sample). Slightly less than half of this relationship is mediated by job satisfaction and another quarter by work-family conflict. Job turnover is generally associated with earnings losses due to unemployment, but workers leaving jobs with moderately unstable schedules experience earnings growth upon re-employment.

The Effect of Unstable Schedules on Unit and Employee Productivity

Unstable schedules—hours that are inadequate, unpredictable (i.e., deviate from scheduled hours), or that vary from week to week—hurt employees. We examine whether they also affect financial performance. Using 52 weeks of data from over 1,000 stores and more than 15,000 employees of a specialty retailer, we estimate the effect of unstable schedules on employee and store productivity. We use an instrumental variable approach and a natural experiment to partially address the possible endogeneity of scheduling decisions. We find evidence that increasing the adequacy and consistency of employees’ hours improves employee and store productivity and find partial support for the positive effect of predictability. Our estimates suggest that improving adequacy has the largest productivity effect; having a typical employee work 24 hours a week instead of 13, without changing overall staffing levels, can increase her productivity by 10% to 29% in different estimations. Our findings highlight the unintended consequences of a narrow focus on matching labor supply to customer demand; incorporating hour adequacy, consistency, and predictability in scheduling decisions could not only create better jobs but also improve productivity.

Work Scheduling for American Mothers, 1990 and 2012

Abstract American working conditions have deteriorated over the last 40 years. One commonly-noted change is the rise of nonstandard and unstable work schedules. Such schedules, especially when held by mothers, negatively affect family functioning and the well-being and development of children; they have implications for the intergenerational transmission of disadvantage. This article describes and compares the working schedules—in terms of type, duration, and variability—of American mothers in 1990 and 2012 in an attempt to assess whether nonstandard and unstable schedules are growing more common. Analyses demonstrate that evening work has increased in prevalence for single mothers but not for their partnered peers. Mothers in both single-mother and two-partner households experienced considerably greater within-week schedule variability and higher likelihood of weekend work in 2012 than they did in 1990. These changes resulted from widespread shifts in the nature of work, especially affecting less educated mothers.

The Effect of Unstable Schedules on Employee Turnover Productivity

Unstable schedules with varying hours week to week and inadequate average hours hurt low-wage retail employees and their families. In this paper, we examine how unstable schedules affect company performance. Using 52 weeks of data from over 1,500 stores and more than 77,000 employees of a large specialty retailer, we find that inconsistent hours and low weekly hours for associates increase employee turnover and decrease productivity both at the individual and store level. The effect of hours on productivity, in particular, is quite significant. Having a typical employee, who works 16 hours per week instead work 26 hours per week, without changing the total hours worked at the store, can increase their sales per hour between 12% and 20%. Our findings highlight the unintended consequences of a narrow focus on minimizing labor supply and demand costs. They also imply that a labor strategy with fewer employees, each getting more hours and more consistent schedules, would not only create better jobs but also help companies lower their turnover costs and improve productivity.

Competing for hours: unstable work schedules and underemployment among hourly workers in Canada

AbstractThis paper investigates the relationship between schedule instability and underemployment among hourly employees. The value to employers of specific hours of work often varies over short intervals, motivating variable scheduling and incomplete contracts that do not specify hours or availability. When employers offer variable weekly total hours, competition for scarce hours motivates employees to be available for work over a broader range of times. Workers may consequently be rewarded with more hours, but they garner fewer hours than their counterparts with stable hours. Cross-sectional analysis of the Canadian Workplace and Employee Survey demonstrates that underemployment is significantly more likely among hourly workers on unstable schedules. Longitudinal analysis indicates that even among the initially underemployed, who are strongly motivated to increase their availability, switching into an unstable schedule results in significantly fewer hours, providing evidence of employer-driven constraints on hours. There is no evidence of compensating differentials for unstable schedules.

Associations of Tipped and Untipped Service Work With Poor Mental Health in a Nationally Representative Cohort of Adolescents Followed Into Adulthood.

Precarious work is concentrated in the service industry in the United States and is a risk factor for poor mental health. Service occupations in which workers receive tips are potentially more precarious due to unstable schedule and income, and lack of benefits. We tested hypotheses that individuals working in tipped service occupations have greater odds of experiencing poor mental health (as indicated by self-reported depression, sleep problems, and/or greater perceived stress) relative to individuals in untipped service and nonservice occupations, using cross-sectional data from wave IV of the National Longitudinal Study of Adolescent to Adult Health data set (2007-2008; age range, 24-33 years). To improve comparability of occupation types, propensity scores were computed as a function of childhood factors, then used to construct a sample of 2,815 women and 2,586 men. In gender-stratified multivariable regression, women in tipped service had greater odds of reporting a depression diagnosis or symptoms relative to women in nonservice work (odds ratio = 1.61; 95% confidence interval: 1.11, 2.34). Associations of similar magnitude for sleep problems and perceived stress were observed among women but were not statistically significant; all associations were close to the null among men. Additional research is necessary to understand the factors that underlie differences in poor mental health in tipped and untipped service versus nonservice workers.

When Does Paying More Pay Off?

Several case studies suggest that firms targeting mass-market services can align profitability with jobs offering a living wage, stable schedules, and engaging work. Yet few do. To understand this puzzle, we draw on theories of firms as systems of interdependent choices. Building on a few cases, we map the processes connecting managerial choice to performance and formalize the resulting performance landscape. In a strategy space defined by two dimensions — task richness and compensation — two local profitability peaks emerge: one with low compensation and low task richness and one with high compensation and high task richness. The bimodal landscape results from complementarity among choices and is robust when the strategy space is expanded from two to six dimensions and under many alternative parameterizations. Exploring how firms discover, move to, and remain at the high-compensation–high-task-richness peak, we find three challenges to this strategy: (a) contextuality — adoption, imitation, and replication is harder for strategies that rely on interdependences among components and thus require significant customization for each context; (b) temporal complexity — strategies depending on long-term and synergistic investments and slow-moving reinforcing feedbacks are hard to learn, due to misleading performance feedback; and (c) variable demand with no inventory buffers — efforts to adjust labor supply to highly variable demand in services often lead to unstable schedules given with short notice that drive quality employees away and compromises the strategy. These mechanisms can undermine promising strategies even if the actual performance landscape includes a small number of local peaks.

If Higher Pay Is Profitable, Why Is It So Rare? Modeling Competing Strategies in Mass Market Services

Several case studies suggest that firms targeting mass market services can align profitability with jobs offering a living wage, stable schedules, and engaging work. Yet, few do. To understand this puzzle, we draw on theories of firms as systems of interdependent choices. Building on a few cases, we map the processes connecting managerial choice to performance and formalize the resulting performance landscape. In a strategy space defined by two dimensions—task richness and compensation—two local profitability peaks emerge: one with low compensation and low task richness and one with high compensation and high task richness. The bimodal landscape results from complementarity among choices and is robust when the strategy space is expanded from two to six dimensions and under many alternative parameterizations. Exploring how firms discover, move to, and remain at the high-compensation–high-task richness peak, we find three challenges to this strategy: (a) contextuality—adoption, imitation, and replication are harder for strategies that rely on interdependences among components and thus, require significant customization for each context; (b) temporal complexity—strategies depending on long-term and synergistic investments and slow-moving reinforcing feedbacks are hard to learn owing to misleading performance feedback; and (c) variable demand with no inventory buffers—efforts to adjust labor supply to highly variable demand in services often lead to unstable schedules given with short notice that drive quality employees away and compromise the strategy. These mechanisms can undermine promising strategies even if the actual performance landscape includes a small number of local peaks.

Instability of Work and Care: How Work Schedules Shape Child-Care Arrangements for Parents Working in the Service Sector

AbstractDrawing on 25 in-depth interviews with parents employed in the service sector in the San Francisco Bay area, we find that meeting the demands of work and parenting almost invariably involved reliance on informal child care. We unpack the relationship between work schedules and specific constellations of informal child care. We show that the stability and predictability of work schedules shaped child-care arrangements. Working parents with stable, although frequently nonstandard, schedules often managed child care using a tag team parenting approach. Those with unstable schedules often engaged in a child-care scramble, in which care arrangements were pieced together on an ad hoc basis. Some parents with unstable work schedules avoided child-care instability by relying heavily on one family anchor who could consistently provide child care. On-call family support can sometimes buffer against the instability created by unstable and unpredictable work schedules, but instability in work schedules often ...

Underwork, Work‐Hour Insecurity, and A New Approach to Wage and Hour Regulation

When it was passed in 1938, the Fair Labor Standards Act (FLSA) sought to address the “evils” of underpay and overwork by establishing an hourly minimum wage and requiring premium overtime pay. However, today's low‐wage, hourly workers more often face underwork than overwork, as well as fluctuating, unstable schedules, neither of which is addressed by the FLSA. This paper presents and assesses the effectiveness of an alternative approach to wage and hour regulation, the “reporting pay” guarantee. We begin by examining the problem of work‐hour insecurity, particularly employers’ practice of sending workers home early from scheduled shifts. We then move to a detailed assessment of state laws that require reporting pay, as well as reporting pay guarantees in union contracts and private‐employer practices that attempt to address the problem of work‐hour insecurity. We conclude by considering paths for strengthening such protections in law.

Scheduling challenges among workers in low-wage hourly jobs: similarities and differences among workers in standard- and nonstandard-hour jobs

Work schedules are a central theme in the work–family challenges of low-wage hourly workers. Yet, research on scheduling patterns among this worker population has primarily focused on nonstandard schedules. We know very little about the scheduling patterns of workers in hourly jobs with standard fixed schedules. Knowledge about the key scheduling challenges by schedule type is necessary to develop targeted workplace solutions, such as flexible work arrangements, to enhance work–life fit among workers in low-wage hourly jobs. Using the 2008 National Study of the Changing Workforce, bivariate and multivariate analyses were employed to determine (1) the prevalence of rigid, unpredictable and unstable work schedules among low-wage hourly workers employed in jobs with standard and nonstandard schedules and whether there is variation in these scheduling practices among full- and part-time workers; and (2) the individual or job characteristics that influence the odds of experiencing rigid, unpredictable or unstable work schedules. Results indicate that rigid and unpredictable schedule practices are most prevalent among low-wage hourly workers in full-time standard-hour jobs and part-time nonstandard-hour jobs, while unstable scheduling practices are most prevalent among hourly workers in full- and part-time nonstandard-hour jobs. Implications and limitations of the research are discussed.

Investigating the Sources and Causes of Schedule Instability

The sources and consequences of schedule instability at an automotive assembler producing two models on the same assembly track are described. One model was produced under conditions of relatively lengthy stable schedules, the other under more unstable schedule conditions. The two logistics processes were compared, and measures of schedule uncertainty identified. The relative impact on human resources was explored by investigating constructs of the two production systems according to people who worked in the processes. Relative quality and productivity of the two systems were evaluated. It was concluded that there were advantages in both of these measures for the more stable production system, and that the supply chain and core manufacturing process were relatively lean. But the less stable production system provided greater responsiveness to the market and greater discretion to people working in the process.