Abstract
Organizations of all types - government, nonprofit, and private - are moving toward alternative work schedules such as compressed workweeks. Other organizations are considering the move and are anxiously awaiting more information to determine if it is the right decision for their organization. In this paper, we present a framework for implementing compressed workweeks. This framework draws upon the latest relevant research to assist organizations in this critical decision making process. We suggest that organizations ought to consider five key issues when analyzing the decision to move to compressed workweeks: people, purpose, process, perceptions, and performance. While these categories may overlap in important ways, they can aid in careful and deliberate thinking.
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