Public Policy Dimensions of Factors Influencing Workload in the Operating Room: An Analysis of Medical Staff Ratings

Abstract

Operating-room work combines high temporal, cognitive, physical, and organisational demands, yet evidence linking staff perceptions to hospital-management and public-policy priorities remains limited. This study examined modifiable factors influencing operating-room workload and developed evidence-based recommendations for hospital governance and health-sector policy. A cross-sectional survey of 1,003 operating-room professionals in Latvia assessed four determinants on a 10-point scale (1 = no influence; 10 = very frequent influence): limited time to complete tasks, interpersonal communication, workload distribution, and workplace convenience. Descriptive statistics, 95% confidence intervals, independent-samples t-tests, one-way analysis of variance (ANOVA), chi-square tests, and correlation analysis were applied. Limited time received the highest rating (M = 6.88, SD = 2.41), followed by workload distribution (M = 6.74, SD = 2.31), workplace convenience (M = 6.73, SD = 2.35), and interpersonal communication (M = 6.17, SD = 2.31). Ratings differed significantly across professional positions for limited time, F(7, 991) = 2.184, p = .033, and workload distribution, F(7, 991) = 3.184, p = .002; age-group differences were significant only for limited time, F(5, 988) = 2.663, p = .021. Professional experience was associated with communication, workload distribution, and workplace convenience, whereas gender and dominant-hand comparisons were not significant. The findings indicate that workload is primarily related to modifiable organisational and ergonomic conditions. Hospital policy should prioritise realistic scheduling, equitable task allocation, ergonomic workplace design, structured interprofessional communication, and role-sensitive monitoring to support staff well-being, operational efficiency, and patient safety.