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Post 1: Self-scheduling: Inflexible work schedules affect job satisfaction and influence nurse

turnover. Job satisfaction is a significant predictor of nurse retention. Acute care hospitals report that

job satisfaction is influenced by autonomy and educational opportunity (Wright et al., 2017). I

believe that by letting nurses/employees facilitate their schedules it can increase job contentment and

reduce work-life imbalances that occurs with poor scheduling. In addition, self-scheduling can lower

absences and last-minute requests to change shifts. Self-scheduling can also promote accountability

and responsibility that leads to personal growth. By implementing an effective self-scheduling

process, we can ensure that patient needs will be met because of satisfied and present nursing staff.

Staffing by acuity/patient classification systems: When it comes to nurse staffing, it may be difficult

for nurse managers to assign and allocate nurses to the right patients. Staffing ratios may be a start

for this dilemma, but knowing the needs of the individual patient on any given day is as crucial as

adhering to raw patient numbers. Patients may range from needing minimal care on the day of their

discharge to needing a dedicated nurse around the clock after a complication puts them in the ICU

(American Sentinel, 2014). Having an acuity/patient classification system can aid nurse managers in

assigning nurses with specialized skills to patients with the greatest needs. Patient assessment, and

advocacy can be done in a timely and effective manner because of nurses that are assigned to focus

on tasks they are allocated to. Staffing aligned with patient acuity directly and positively impacts

medical errors, falls, hospital-associated pressure ulcers, and other adverse incidents, such as

readmissions.

Organizational policies that help to support fair/equitable staffing practices include (1) responding to

staff work-life considerations and their effect on retention and recruitment, (2) creating a quota for

the maximum number of staff that can be granted time off at any one time, and (3) workload

measurement systems that measure adjustment between actual and required levels of staffing

(RNAO, 2017).

Post 2: Centralized versus Decentralized Scheduling

With centralized scheduling the schedule for nurses is made by people in a staffing

center and decentralized scheduling is when a unit manager makes the schedule

(Marquis & Huston, 2017). There are pros and cons for both types of

scheduling. With decentralized the unit manager is in direct communication with the

staff and can get to know the staff's needs. The workers can make direct requests to

their manager and this also offers more flexibility for the staff. The problem that can

occur with this type of scheduling is that the unit manager may be bias and use the

schedule as punishment or they may play favorites. Centralized scheduling is fair for

everyone and is less bias. The issue with centralized is the lack of flexibility and they

may not be as compliant with the staff scheduling needs.

6-8- 10-12 Hour Shifts

Most hospitals I have been to have 12 hour schedules. I think this is an incentive for

many of us going into this career because we can work less days, but still get full time

hours. Many jobs work 5 days a week with 8 hour shifts and do not get overtime. At

the job I work now I am able to work 3 days and still keep my full time status which

also allows me to keep my health insurance. I understand that shorter shifts would

have benefits especially with those who have a family. It may also be better for patient

care because nurses won't be as tired. Overall, I think that 12 hour shifts allow for

more over time, less days having to commute to and from work, and allows for more