Economics · Literature

Research papers on The four-day workweek

Recent and highly-cited academic work on the four-day workweek, gathered from Semantic Scholar, CrossRef and OpenAlex.

1. Work shift duration: a review comparing eight hour and 12 hour shift systems.

   Lesley Smith, Simon Folkard, Philip Tucker, et al. · 1998 · Occupational and Environmental Medicine · 261 citations

   OBJECTIVES: Shiftwork is now a major feature of working life across a broad range of industries. The features of the shift systems operated can impact on the wellbeing, performance, and sleep of shiftworkers. This paper reviews the current state of knowledge on one major characteristic of shift rotas-namely, shift duration. Evidence comparing the relative effects of eight hour and 12 hour shifts on fatigue and job performance, safety, sleep, and physical and psychological health are considered. At the organisational level, factors such as the mode of system implementation, attitudes towards shift rotas, sickness absence and turnover, overtime, and moonlighting are discussed. METHODS: Manual

2. Smart Working: Work Flexibility Without Constraints

   Marta Angelici, Paola Profeta · 2023 · Management Science · 187 citations

   Does removing constraints on the time and place of work benefit the utility of workers and firms? We design a randomized experiment of a sample of workers in a large Italian company; workers are randomly divided into a treated group that engages in flexible place and time of work (which we call “smart working”) one day per week for nine months and a control group that continues to work traditionally. By comparing the treated and control groups, we find causal evidence that the flexibility of smart working increases the productivity of workers. We estimate a decrease of one day of leave on average per month, and we exclude a significant decline in objective productivity in any month. We also

3. Being present and thankful: A multi-study investigation of mindfulness, gratitude, and employee helping behavior.

   Katina Sawyer, Christian Thoroughgood, Elizabeth E. Stillwell, et al. · 2021 · Journal of Applied Psychology · 134 citations

   Gratitude plays an integral role in promoting helping behavior at work. Thus, cultivating employees' experiences of gratitude represents an important imperative in modern organizations that rely on teamwork and collaboration to achieve organizational goals. Yet, today's workplace presents a complex array of demands that make it difficult for employees to fully attend to and appreciate the various benefits they receive at work. As such, gratitude is difficult for employers to promote and for employees to experience. Despite these observations, the role of attention and awareness in facilitating employees' feelings of gratitude is largely overlooked in the extant literature. In this study, we

4. The wellbeing economy: Possibilities and limits in bringing sufficiency from the margins into the mainstream

   Anders Hayden, Clay Dasilva · 2022 · Frontiers in Sustainability · 44 citations

   The idea of sufficiency faces great obstacles in contemporary political economies in which production and consumption growth has long been considered imperative. Despite evidence supporting calls for a sufficiency-oriented, post-growth approach to environmental challenges, only pro-growth environmental perspectives have found significant mainstream political support until now. However, one recent formulation that has a strong affinity with a sufficiency approach—a wellbeing economy—has found growing support among mainstream political actors including governments and international organizations. Does the growing support for a wellbeing economy represent the long-sought breakthrough for a suff

5. A review of the physiological and psychological health and wellbeing of naval service personnel and the modalities used for monitoring

   Cliodhna Sargent, Cormac Gebruers, Jim O’Mahony · 2017 · Military Medical Research · 40 citations

   Naval cohorts rely heavily on personnel to ensure the efficient running of naval organisations. As such, the wellbeing of personnel is essential. In an occupational setting, naval service personnel experience a variety of physiological and psychological stressors. Most naval services arrange annual physical fitness and body composition tests to ensure the physical readiness of personnel. However, these tests only evaluate a small amount of physiological capabilities. Components such as aerobic and strength capabilities are assessed, however, other components of physical fitness such as speed, agility, anaerobic capacity and flexibility are not. In addition to the physical capabilities, perso

6. The impact of moving to a 12h shift pattern on employee wellbeing: A qualitative study in an acute mental health setting

   Jane Suter, Tina Kowalski, Misael Anaya-Montes, et al. · 2020 · International Journal of Nursing Studies · 27 citations

   BACKGROUND: Against a backdrop of increasing demand for mental health services, and difficulties in recruitment and retention of mental health staff, employers may consider implementation of 12 h shifts to reduce wage costs. Mixed evidence regarding the impact of 12 h shifts may arise because research is conducted in divergent contexts. Much existing research is cross sectional in design and evaluates impact during the honeymoon phase of implementation. Previous research has not examined the impact of 12 h shifts in mental health service settings. OBJECTIVE: To evaluate how employees in acute mental health settings adapt and respond to a new 12 h shift system from a wellbeing perspective. DE

7. The promise of a four-day week? A critical appraisal of a management-led initiative

   Helen Delaney, Catherine Casey · 2021 · Employee Relations: The International Journal · 24 citations

   PurposeThis article critically investigates a management-led experiment to institute a four-day work week with stated intentions of improving productivity and worker wellbeing. The article analyses the framing and implementation of the reduced work hours (RWH) trial, the responses of employees and the outcomes and implications of the trial. It raises concerns regarding the managerial appropriation of employee aspirations for more autonomy over time and improved work life.Design/methodology/approachWe conducted a qualitative case study of a medium-sized company operating in the financial services sector in New Zealand. Focus groups and semi-structured interviews were conducted with 45 employe

8. The Effects of the Emeryville Fair Workweek Ordinance on the Daily Lives of Low-Wage Workers and Their Families

   Elizabeth Ananat, Anna Gassman‐Pines, John A. Fitz-Henley · 2022 · RSF The Russell Sage Foundation Journal of the Social Sciences · 23 citations

   Emeryville, California's Fair Workweek Ordinance (FWO) aimed to reduce service workers' schedule unpredictability by requiring large retail and food service employers to provide advanced notice of schedules and to compensate workers for last-minute schedule changes. From ninety-six workers with young children (N = 78 in longitudinal analyses; 58 percent working in regulated businesses at baseline), this study gathered daily reports of work schedule unpredictability and worker and family well-being over three waves before and after FWO implementation. The FWO decreased working parents' schedule unpredictability and improved their well-being relative to those in similar jobs at unregulated est

9. Employee Acceptance of a Four-Day Workweek.

   M. D. Fottler · 1977 · Academy of Management Journal · 17 citations

10. An organizational working time reduction and its impact on three domains of mental well-being of employees: a panel study

    Francisca Mullens, Ilse Laurijssen · 2024 · BMC Public Health · 15 citations

    BACKGROUND: Work hours are an important aspect of one's job and these in turn have the potential to impact people's well-being. Much research investigating the link between working hours and well-being uses cross-sectional data. Longitudinal studies, especially those studying the same subjects changing their working time, can study the impact of work time more clearly. Using panel data, this study aims to explore the impact of a reduction in working time on three domains of well-being: general well-being, job-related well-being (positive work experience) and work-family well-being (work-family conflict). In addition, our study offers insights into the role of concomitant changes in work and

11. The Subtle Art of Effecting a Four-day Workweek to Drive Performance

    Debarun Chakraborty, Shakti Bodh Bhatnagar, Wendrila Biswas, et al. · 2022 · Management and Labour Studies · 13 citations

    Organizations have long been experimenting with shortened workweeks. This study investigates the finer points that can make a four-day workweek efficacious. Though studies have revealed that the four-day workweek delivers well on productivity goals, extant literature has not yet examined the details of how to bring about a transformational change in employee performance as a result of the change. The current study empirically explores different nuanced factors that can translate a strategic vision into an achievable tactical plan, one that hones the skills and learning of employees. The present study takes into consideration psychological well-being as a possible moderator. A sample of 604 e

12. Illuminating Shades: A Qualitative Analysis of the Impact of a Four-Day Workweek on Subjective Well-being in Hungary

    Tímea Venczel · 2024 · Employee Responsibilities and Rights Journal · 10 citations

    Abstract This study examines the implementation of the four-day week in a small Hungarian company, using qualitative research before and after the change. By conducting semi-structured interviews with all employees and the CEO, the paper explores, how social, organisational and individual factors influence the ability of employees to improve their subjective well-being through reduced working hours. The results indicate that the effects of mandated schedule changes are less about increased freedom from work and more about the ability to engage in personally meaningful activities. Interviews revealed four dimensions of well-being: temporal harmony, social involvement, advancement and autonomy

13. From Five to Four: Examining Employee Perspectives Towards the Four-Day Workweek

    Mahek Jain, N. Chouliara, H. Blake · 2025 · Administrative Sciences · 8 citations

    The concept of a four-day workweek (4DWW) has gained traction as organisations explore ways to improve employee well-being and productivity. This study investigates the opportunities, challenges, and perceived feasibility of adopting a 4DWW in the UK, from the perspective of employees on five-day schedules. A qualitative research design was employed, involving semi-structured interviews with 14 participants from diverse sectors, including education, finance, healthcare, and manufacturing. A thematic analysis identified the key benefits, concerns, and contextual influences at an employee, organisational, and wider system level. Switching to a 4DWW was seen as an opportunity to enhance work–li

14. Embracing Flexibility: Exploring the Impact and Future of Remote Work, Flextime, and the Four-Day Workweek on Productivity and Well-Being

    Rinandita Wikansari, Christian Kuswibowo, Dony Firman Santosa, et al. · 2025 · Athena: Journal of Social, Culture and Society · 5 citations

    The study is aimed at trend analysis, adoption, and effects of remote work, flexible schedules, and a four-day work week on performance and employee well-being; it engages in a systematic literature review methodology for data collection on several industries concerning the pros and cons of different flexible employment paradigigms. Remote working has been embraced best in knowledge-intensive industries, where it increases productivity significantly but at the same time enhances the risk of feeling isolated, and flexitime gives a good work-life balance but needs clear demarcations in the use of this flexibility to prevent over-commitment. Though the four-day work week is hardly ever adopted,

15. SMALL BUSINESS EYES THE FOUR-DAY WORKWEEK

    K. E. Wheeler · 1970 · Harvard Business Review · 5 citations

16. The impact of a compressed workweek on shareholder value: An event study analysis of Belgium's 4‐day workweek legislation

    Marie Dutordoir, Kristof Struyfs · 2024 · Human Resource Management · 4 citations

    Abstract While the compressed workweek (CWW) has gained traction in recent years, its impact on firms' financial performance is not well understood. This study addresses this gap in the literature by examining the effect of the CWW on shareholder value. Drawing on social exchange theory and its norm of reciprocity, we introduce a conceptual model on the main effect of the CWW on shareholder value, and the moderating roles of the anticipated type and degree of employee reciprocation. To test the model's predictions, we exploit the announcement of Belgium's mandatory adoption of a CWW in February 2022 as the setting for a policy event study analysis. We find positive average stock price reacti

17. Unlocking Productivity and Well-Being: Exploring the Four-Day Workweek and Design Thinking for Its Implementation

    Muhammad Naufal Sugiarto, Fakhira Salsabilla, Asep Taryana · 2024 · Jurnal Syntax Admiration · 3 citations

    Work life balance is the most important factor for employees of this generation in keeping their jobs. Meanwhile, the five-day workweek working system that is implemented today is raising concerns as the workload increases which leads to work life imbalance, declining productivity, also burnouts and mental-health issues of the employees. To overcome it, this study proposes a four-day workweek system as a possible solution. The study aims to explore the potential benefits of a fourday workweek as well as the usage of design thinking method in enabling a successful implementation of the system. By examining factors like work scheduling, business needs, and employee satisfaction, this study als

18. Does work time reduction improve workers' well-being? Evidence from global four-day workweek trials

    Fan Wen, Juliet B. Schor, Orla Kelly, et al. · 2023 · 3 citations

    Time spent on the job is a fundamental aspect of working conditions that influences many facets of individuals’ lives. We study how an organisation-wide four-day workweek intervention—with no reduction in pay—affects workers’ well-being. Participating organisations undergo pre-trial work reorganisation to improve efficiency and collaboration, followed by a 6-month four-day workweek trial. Based on pre- and post-trial data from 2,896 employees in 141 organisations, we find that the trial leads to improvements in multiple measures of well-being, including burnout, job satisfaction, mental health, and physical health—a pattern not observed in 12 control companies. Both company-level and individ

19. The four-day workweek in Australia: insights from early adopters of the 100:80:100 model

    John Hopkins, A. Bardoel, N. Djurkovic · 2026 · Humanities and Social Sciences Communications · 2 citations

    A new version of the four-day workweek is rapidly gaining global attention, in response to increasing demands for flexible work arrangements, rising burnout levels and a greater emphasis on the importance of work-life balance in post-pandemic workplaces. The ‘100:80:100 model’ – which offers employees 100% pay for 80% of their previous working hours, in exchange for a commitment to maintain 100% productivity – not only offers to reduce the number of days employees are required to work but also reduces their overall number of weekly work hours. This research uses a series of semi-structured interviews with key decision-makers (n = 15) from distinct firms (n = 15) throughout Australia who have

20. Deconstructing Sustainability Challenges in the Transition to a Four-Day Workweek: The Case of Private Companies in Eastern Europe

    Tatjana Tambovceva, Regina Veckalne, Marina Järvis, et al. · 2025 · Sustainability · 1 citations

    As global challenges escalate—economic shocks, environmental issues, and evolving work expectations—the four-day workweek (4DWW) is gaining traction as a sustainable and viable alternative. This study investigates the transition from a traditional 5-day workweek to a 4DWW in the context of private companies in the Baltic States, supplemented by the insights from informal interviews with 17 representatives across Latvia, Lithuania, and Estonia and an in-depth case study of a Latvian wholesale company. Employing a mixed-methods approach, the research integrates document analysis, structured interviews, and quantitative assessment of key performance indicators over an 8-year period. The finding

21. Four-day workweek in corporate sector: post-pandemic work arrangement for Bangladesh

    N. Yasmin · 2024 · SN Business & Economics · 1 citations

22. Assessing the Operational and Psychosocial Impact of the Compressed Workweek: A Meta-Analytic Review of Four-Day Work Week Trials Across Industries

    Stephanie Onyekachi Oparah, Pamela Gado, Funmi Eko Ezeh, et al. · 2024 · Global Multidisciplinary Perspectives Journal · 1 citations

    The growing global interest in flexible and sustainable work arrangements has led to the widespread experimentation with compressed workweek models, particularly the four-day work week. This meta-analytic review synthesizes empirical findings from diverse industries to assess both the operational efficiency and psychosocial outcomes associated with this evolving work structure. Drawing from over 50 trial implementations across sectors such as healthcare, technology, education, and public administration, the paper evaluates the impact of reduced work hours on productivity, employee well-being, organizational commitment, and customer satisfaction. Quantitative outcomes are analyzed alongside q

23. Exploring the impact of a four-day workweek on sustainable people management: a systematic review of the literature

    A. Araújo, Ana Cláudia Rodrigues, Marisa R. Ferreira · 2024 · Journal of Organizational Effectiveness: People and Performance · 1 citations

    PurposeSustainability, based on the principles of sustainable development, is supported through human resource management practices that enable the attraction, development and efficient management of organizations' employees. These sustainable practices bring various benefits to organizations, the environment and their employees, so should consider how employees are treated and how their well-being is promoted through actions that value their health, development, work–life balance and the provision of adequate working conditions.Design/methodology/approachWe conducted a bibliometric analysis and a systematic literature review. We identified 644 records from the past 52 years related to the f

24. The Four-Day Workweek as a Legally Permissible Public Policy Option Empirical Evidence -Legal Compatibility -Ethical Foundations 

    Pelagia Eleftheriadou · 2026 · SSRN Electronic Journal

    This policy brief examines the four-day workweek with full pay (32 hours, 100:80:100 model) as a legally permissible, empirically supported and strategically relevant public policy option within an evolving European environment that increasingly moves toward working-time reduction.The paper reviews empirical evidence from international pilot programs and large-scale studies, including findings from the United Kingdom, Iceland and recent research published in Nature Human Behaviour (2025). It further examines the compatibility of reduced working-time models with European and international labour law. The analysis argues that the four-day workweek should not be approached as an ideological dem