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Research papers on The four-day workweek

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  1. Flexible working conditions and their effects on employee health and wellbeing

    Kerry E. Joyce, Roman Pabayo, Julia Critchley, et al. · 2010 · Cochrane Database of Systematic Reviews · 332 citations

    BACKGROUND: Flexible working conditions are increasingly popular in developed countries but the effects on employee health and wellbeing are largely unknown. OBJECTIVES: To evaluate the effects (benefits and harms) of flexible working interventions on the physical, mental and general health and wellbeing of employees and their families. SEARCH STRATEGY: Our searches (July 2009) covered 12 databases including the Cochrane Public Health Group Specialised Register, CENTRAL; MEDLINE; EMBASE; CINAHL; PsycINFO; Social Science Citation Index; ASSIA; IBSS; Sociological Abstracts; and ABI/Inform. We also searched relevant websites, handsearched key journals, searched bibliographies and contacted stud

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  2. 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 · 27 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

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  4. 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 · 15 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

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

    Mahek Jain, N. Chouliara, H. Blake · 2025 · Administrative Sciences · 9 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

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  6. 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 · 9 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

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  7. 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, D. Santosa, et al. · 2025 · Athena: Journal of Social, Culture and Society · 7 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,

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  8. 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 · 6 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

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

    Wen Fan, Juliet B. Schor, Orla M. Kelly, et al. · 2023 · 4 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

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

    M. 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

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

    John Hopkins, E. Anne Bardoel, Nikola 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 ha

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

    Tatjana Tambovceva, Regina Veckalne, M. 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

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  15. 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

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  16. 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

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  17. Reorganizing working time through the four-day working week: an analysis of enterprise experiences in Spain

    C. Gallego-Gómez, Cristina Parente · 2026 · International Journal of Organizational Analysis · 1 citations

    This study aims to analyze 10 organizational experiences in Spain that have implemented a reduction in the weekly working hours – either full or partial – through a four-day working week, without a reduction in salary, exploring motivations, applied models and organizational impacts from a management perspective. A qualitative study based on semi-structured interviews with human resources managers, general managers and executive teams from organizations in various sectors (including technology, industry, education and hospitality) across six Spanish autonomous communities. The analysis focused on identifying common patterns in the motivations for adoption, implementation approache

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  18. 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

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  19. Perception of Government Employees on the Impact of the Four-Day Workweek Mandate on Their Work Performance: A Shift in Productivity

    Aguilay, Vicente, Jiménez, et al. · 2026 · DIT ADS International Multidisciplinary Research Journal

    This study examined the perceptions of government employees regarding the impact of the four-day workweek mandate on their work performance. Specifically, it analyzed how the policy influenced work schedule flexibility, work-life balance, job satisfaction, and employee well-being, and how these factors related to work performance indicators such as task efficiency, quality of work, work motivation, and productivity output. The study employed a descriptive and regression research design, and data were collected through a structured questionnaire distributed to government employees. Descriptive statistics, including mean and standard deviation, were used to analyze respondents’ perceptions, wh

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  20. Between temporal liberation and temporal recolonisation: Experiences of time under a four-day workweek

    Sofia Alexandra Cruz, Martha Hoth · 2026 · Time & Society

    This article examines how female employees experience temporal change under a four-day workweek in a childcare non-profit organisation. Drawing on semi-structured interviews, it analyses the lived temporal experience of reduced work-time. The findings reveal a paradox: while the four-day workweek promises temporal liberation, women's experiences often involve a form of temporal recolonisation, whereby free time is rapidly absorbed into existing webs of gendered obligations. The analysis shows how temporal interdependencies across work, family, and institutional schedules constrain how this time can be experienced, with inequalities amplified rather than reduced. Women with fewer resources fa

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  21. The Impact of a 4-Day Work Week on Employee Productivity and Mental Health

    V. Batra · 2026 · International Journal of Innovations & Research Analysis

    Interest in the four-day work week has transitioned from being an outlier workplace trial to becoming an actively debated topic among researchers and policymakers. In this paper, I will evaluate the results of the major trials performed thus far, including the public sector pilot trials of Iceland (2015-2019), the world's biggest national trial in the United Kingdom (2022), the international trial known as 4 Day Week Global, and corporate trials at Microsoft Japan and Perpetual Guardian, assessing how reducing work hours affects employee productivity and wellbeing [1,2,3,4,5]. Using the framework of the Job Demands-Resources theory to explain these effects, this paper aims to show that the r

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  22. AI and the Surprising Key to Adopting a 4-Day Workweek

    Jonathan H. Westover · 2024 · Human Capital Leadership Review

    Abstract: This article examines how artificial intelligence can facilitate organizations' adoption of four-day workweeks at scale by addressing concerns over costs and maintaining operations. Research finds four-day models improve employee well-being, satisfaction and productivity when carefully implemented. However, widescale adoption faces challenges like covering essential functions and rising expenses. The article argues AI can automate routine tasks to reduce necessary work hours, optimize workflows and resource allocation through data analytics, and distribute workloads virtually through chatbots and other technologies. Case studies across industries like healthcare, manufacturing, cus

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  23. More is less: a four-day workweek

    Nensi Sirc

    It is commonly believed that reducing the workweek to four days might decrease productivity. However, studies have shown that employees can maintain or increase their productivity levels in alternative work environments, which challenges the traditional relationship between work hours and output. Findings from various studies showed that implementing a four-day workweek could lead to greater job satisfaction, increased morale, and productivity, and reduced turnover and absenteeism. Nevertheless, it could also result in work intensification and stress for employees, potentially leading to burnout. However, studies revealed that flexible working reduces the risk of burnout. The theoretical fou

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  24. The four-day week in Italy: approaches and benefits

    Anna Montanari · 2026 · Italian Labour Law e-Journal

    This article examines the growing interest in the four-day working week with no loss of pay in Italy. It distinguishes genuine working-time reduction from compressed working-week arrangements and analyses recent company-level agreements adopted by Intesa Sanpaolo, Lamborghini and EssilorLuxottica, as well as initial trials in public administrations. The article highlights potential benefits for work-life balance, health, productivity, employee retention and business attractiveness, while also considering organisational, financial and distributive challenges. It concludes that company-level collective bargaining currently provides the most suitable framework for developing sustainable and mut

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