Louise Thomson1, Justine Schneider2, Laurie Hare Duke1. 1. Institute of Mental Health, School of Medicine, University of Nottingham, Nottingham, UK. 2. School of Sociology and Social Policy, University of Nottingham, Nottingham, UK.
Abstract
AIM: The purpose of the study was to explore unregistered health care staff's perceptions of 12 hour shifts on work performance and patient care. BACKGROUND: Many unregistered health care staff work 12 hour shifts, but it is unclear whether these are compatible with good quality care or work performance. METHOD: Twenty five health care assistants from a range of care settings with experience of working 12 hour shifts took part in interviews or focus groups. RESULTS: A wide range of views emerged on the perceived impact of 12 hour shifts in different settings. Negative outcomes were perceived to occur when 12 hour shifts were combined with short-staffing, consecutive long shifts, high work demands, insufficient breaks and working with unfamiliar colleagues. Positive outcomes were perceived to be more likely in a context of control over shift patterns, sufficient staffing levels, and a supportive team climate. CONCLUSION: The perceived relationship between 12 hour shifts and patient care and work performance varies by patient context and wider workplace factors, but largely focuses on the ability to deliver relational aspects of care. IMPLICATIONS FOR NURSING MANAGEMENT: Nursing managers need to consider the role of other workplace factors, such as shift patterns and breaks, when implementing 12 hour shifts with unregistered health care staff.
AIM: The purpose of the study was to explore unregistered health care staff's perceptions of 12 hour shifts on work performance and patient care. BACKGROUND: Many unregistered health care staff work 12 hour shifts, but it is unclear whether these are compatible with good quality care or work performance. METHOD: Twenty five health care assistants from a range of care settings with experience of working 12 hour shifts took part in interviews or focus groups. RESULTS: A wide range of views emerged on the perceived impact of 12 hour shifts in different settings. Negative outcomes were perceived to occur when 12 hour shifts were combined with short-staffing, consecutive long shifts, high work demands, insufficient breaks and working with unfamiliar colleagues. Positive outcomes were perceived to be more likely in a context of control over shift patterns, sufficient staffing levels, and a supportive team climate. CONCLUSION: The perceived relationship between 12 hour shifts and patient care and work performance varies by patient context and wider workplace factors, but largely focuses on the ability to deliver relational aspects of care. IMPLICATIONS FOR NURSING MANAGEMENT: Nursing managers need to consider the role of other workplace factors, such as shift patterns and breaks, when implementing 12 hour shifts with unregistered health care staff.