With burnout being at an all-time high, organizations must find new ways to prioritize staff wellbeing and promote work-life balance. According to the Emergency Nurses Association (ENA) turnover in emergency departments ranges from 15-30% within the first year of nursing, and 43% within the first three years (Roncallo et al., 2020). These turnover rates cost a 300-bed facility approximately four million dollars in annual expenditure (Hesse, 2016). This level of loss and expenditure is unsustainable for the future of nursing and diverts resources away from our patients.

In recent studies, it was shown that burnout leads to difficulties for nurses in personal life and an increase in medical errors during their shifts (Boamah et al., 2016; Vidal-Blanco et al., 2019). While workload is largely driven by staffing conditions and availability of additional support services, scheduling was reported to be the most significant influence on work-life integration (Vidal-Blanco et al., 2019). Currently, the only institutional measure that has been noted to have any significant reduction in burnout is through schedule modification, specifically empowering staff to take ownership of their schedule (Min et al., 2019; Ruotsalainen et al., 2016). The literature shows that through the empowerment of staff, nurses will experience a reduction in burnout, and improve staff morale and patient care throughout the organization (Butler et al., 2019; Drach-Zahavy & Marzuq, 2012; Joyce et al., 2010; Ruotsalainen et al., 2016; Savic, 2019).

The relationships between scheduling, work-life-integration, and burn out are complex and have not been fully assessed by any groups in a dynamic quantitative manner.

Date of publication

Winter 12-4-2023

Document Type

MSN Capstone Project



Persistent identifier



Masters in Nursing Administration