Reducing weekly working hours: Temporal strategies and changes in the organization and experiences of work-Results from a qualitative study of a 30-hour workweek experiment

Abstract

In 2019, Femma Wereldvrouwen, a Belgian women’s organization experimented with a 30-hour workweek on organizational level. All full-time employees reduced their weekly working hours from 36, 34, or 32 (depending on their age) to 30. The experiment lasted one calendar year. By integrating a sociological temporal lens and considering the different levels in the organization, this study investigates how the organization has adapted their work to a shorter workweek based on 20 in-depth interviews and 4 focus-group interviews with employees. We find that Femma Wereldvrouwen combined structural changes on organizational and team level in a formalized way, with room for individual employees to find their own new temporal strategies in a shorter workweek. These strategies relate to focused work and consciousness of time. Although this combined responsibility of making a shorter workweek work was fairly successful, Femma Wereldvrouwen also faced some challenges, such as the lack of “fun” interaction through breaks, and time for “white space” in work.