The subtle art of effecting a four-day workweek to drive performance
By: Charaborty, D., Bhatnagar, S.B. and Dash, G
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Material type: 
BookPublisher: Management and Labour Studies Description: 47(3), Aug, 2022: p.275-297.Subject(s): Four-day workweek, Psychological well-being, Strategic planning at work, Inspiring happiness at work
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Management and Labour StudiesSummary: 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.- Reproduced
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Articles
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Indian Institute of Public Administration | 47(3), Aug, 2022: p.275-297 | Available | AR127922 |
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.- Reproduced
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