The Subtle Art of Effecting a Four-day Workweek to Drive Performance

Abstract

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 employees was taken from the service and manufacturing companies in India. Partial least squares structural equation modelling (PLS-SEM) has been used to analyse the inter relationships among the variables. The findings revealed that the following factors had a significant effect on the performance of employees practising the four-day workweek: ‘strategic planning at work’, ‘viewing the company as a brand’, ‘continually connecting’ and ‘inspiring happiness at work’. The various implications of this study are discussed in depth in light of these findings.