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Papers on “four-day workweek trial productivity employee wellbeing”

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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 · 327 cites

   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

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 cites

   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

3. Employee Acceptance of a Four-Day Workweek.

   M. D. Fottler · 1977 · Academy of Management Journal · 19 cites

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 cites

   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

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

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

   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

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 cites

   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

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 cites

   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,

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 cites

   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