Global Study Finds 4-Day Work Week Linked To Improved Wellbeing
A US and Irish research team ran six-month trials involving almost 3000 employees at 141 organisations, reducing their hours to four days a week without a pay reduction. Compared with employees at 12 companies that didn't shorten their work weeks, the workers reported improvements in burnout, job satisfaction, and physical and mental health.
The researchers say the improvements were mostly driven by the workers reporting fewer sleep problems, less fatigue, and greater work ability.
The Science Media Centre asked third-party experts to comment.
Dr Dougal Sutherland, Principal Psychologist, Umbrella Wellbeing, comments:
'Findings from research over the last decade have been generally positive about the effectiveness of a four-day work week at full pay for employee wellbeing and company performance. However, much of the published research has been limited by difficult data collection conditions, lacking controls and longitudinal data.
'This study sets a new standard, finding across a large sample that employee wellbeing improved over a six-month trial period when work hours were reduced, explained in part by increases in people's perceived productivity, sleep and energy. One important factor contributing to the trial's success, no doubt, was that participating organisations were coached in the weeks before the trial to find smarter ways of working for staff, streamlining processes, and reducing unnecessary meetings or tasks. Reducing work hours without any supporting workplace scaffolds is unlikely to produce the same results.
'As organisations continue to look for innovative ways to improve wellbeing, this study offers a strong business case for businesses to work smarter, rather than longer, to keep workers and their work output strong.'
Conflict of interest statement: Umbrella Wellbeing provides workplace wellbeing services to organisations.
Associate Professor Paula O'Kane, Otago Business School, University of Otago, comments:
'It's great to see growing evidence that reductions in working hours can significantly impact well-being, reduce burnout and improve job satisfaction. Traditionally, time spent working is used as a proxy for productivity, when in fact better rested and healthier people can be more productive in less time. The four-day week model in this study enhanced work ability, reduced sleep problems, and decreased fatigue—all of which contributed to the positive outcomes. While the study centred on a four-day week, the broader implication is clear: flexible and potentially individualised working arrangements can deliver similar benefits.
'Interestingly, many organisations who participated in the trial were not-for-profits, who often offer flexibility in lieu of higher salaries, perhaps the for-profit sector can learn from them. Although self-report measures have limitations, the study effectively addressed many of these. It was also insightful to examine both average company-wide reductions and individual-level changes in working hours.'
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A four-day work week is linked to improved employee wellbeing and job satisfaction, according to trials in over 140 organisations across six countries including New Zealand. A US and Irish research team ran six-month trials involving almost 3000 employees at 141 organisations, reducing their hours to four days a week without a pay reduction. Compared with employees at 12 companies that didn't shorten their work weeks, the workers reported improvements in burnout, job satisfaction, and physical and mental health. The researchers say the improvements were mostly driven by the workers reporting fewer sleep problems, less fatigue, and greater work ability. The Science Media Centre asked third-party experts to comment. Dr Dougal Sutherland, Principal Psychologist, Umbrella Wellbeing, comments: 'Findings from research over the last decade have been generally positive about the effectiveness of a four-day work week at full pay for employee wellbeing and company performance. However, much of the published research has been limited by difficult data collection conditions, lacking controls and longitudinal data. 'This study sets a new standard, finding across a large sample that employee wellbeing improved over a six-month trial period when work hours were reduced, explained in part by increases in people's perceived productivity, sleep and energy. One important factor contributing to the trial's success, no doubt, was that participating organisations were coached in the weeks before the trial to find smarter ways of working for staff, streamlining processes, and reducing unnecessary meetings or tasks. Reducing work hours without any supporting workplace scaffolds is unlikely to produce the same results. 'As organisations continue to look for innovative ways to improve wellbeing, this study offers a strong business case for businesses to work smarter, rather than longer, to keep workers and their work output strong.' Conflict of interest statement: Umbrella Wellbeing provides workplace wellbeing services to organisations. Associate Professor Paula O'Kane, Otago Business School, University of Otago, comments: 'It's great to see growing evidence that reductions in working hours can significantly impact well-being, reduce burnout and improve job satisfaction. Traditionally, time spent working is used as a proxy for productivity, when in fact better rested and healthier people can be more productive in less time. The four-day week model in this study enhanced work ability, reduced sleep problems, and decreased fatigue—all of which contributed to the positive outcomes. While the study centred on a four-day week, the broader implication is clear: flexible and potentially individualised working arrangements can deliver similar benefits. 'Interestingly, many organisations who participated in the trial were not-for-profits, who often offer flexibility in lieu of higher salaries, perhaps the for-profit sector can learn from them. Although self-report measures have limitations, the study effectively addressed many of these. It was also insightful to examine both average company-wide reductions and individual-level changes in working hours.'
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