A study published in the journal Nature Human Behavior revealed that implementing a four-day workweek without a reduction in pay increases job satisfaction and improves the physical and mental health of employees. The research, led by Professors Juliet Schor and Wen Fan from Boston College, involved a six-month trial with 2,896 employees across 141 organizations in six countries: the United States, the United Kingdom, Canada, Ireland, New Zealand, and Australia.
The study found that employees who shifted to a four-day workweek reported reductions in stress and burnout. Work-related burnout decreased from 2.83 to 2.38 on a scale of 1 to 5. Additionally, job satisfaction increased from 7.07 to 7.59 on a scale of 0 to 10. Workers also reported improvements in mental and physical health, with many noting better sleep quality and reduced feelings of fatigue.
According to the researchers, these positive effects were most pronounced among employees who reduced their working hours by eight hours or more per week. "Our study underscores the potential that companies and policymakers have to improve employee well-being by reducing working hours," said Fan, lead author of the study.
The study included a comparison group of 285 employees from 12 companies that maintained a traditional five-day workweek. In these control companies, a pattern of improvements in well-being was not observed, indicating the impact of the reduced work schedule.
The trial also addressed concerns that a shorter workweek might increase stress due to the same amount of work needing to be completed in less time. The findings, however, contradicted this assumption. "When workers want to deliver the same productivity, they might work very rapidly to get the job done, and their well-being might actually worsen," noted Fan. "But that's not what we found." Instead, the researchers observed that employees felt less stressed and more capable in their roles.
"More than 90% of the companies that reduced the workday for the study decided to continue with this model," stated Fan. This suggests that employers also recognized the benefits of the shorter workweek, not only for their employees' well-being but potentially for organizational outcomes as well.
To maintain productivity while reducing hours, companies were encouraged to eliminate unnecessary activities, such as time-wasting meetings. This restructuring allowed employees to focus on essential tasks, contributing to sustained or even improved productivity levels despite fewer working hours.
The positive results of the four-day workweek were consistent across demographics, including age, gender, and whether employees worked remotely or in the office. The study also found that employees in higher positions reported greater improvements in well-being compared to non-supervisors.
While the findings are promising, the researchers acknowledged limitations in their methodology. The companies involved opted in voluntarily, which may introduce bias as these organizations might already be more inclined towards innovative work practices. The study relied on self-reported data, which can be subjective. The authors suggested that further experiments, including a wider variety of industries and organizational sizes, are needed.
Still, the researchers believe that the evidence supports broader adoption of reduced working hours. "These changes help maintain productivity while reducing working hours," explained Fan, adding, "If there is an evidence-backed way to support a healthier, more productive, and more balanced approach to work, it should be embraced."
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