Academic Literature
This page is dedicated to summarising and linking the most recent research into the 4-day working week - its' benefits, drawbacks, and everything in-between. To read the articles directly, just click on the titles!
Case Studies
The following summaries and links demonstrate how the 4DWW works in real world scenarios. Each individual case has applied either a 4 day working week schedule or a reduced-hour format in some capacity leading to some very interesting outcomes. There are many more individual company case studies, but these are the main flagship cases.
The paper, “A Case Study on Four Day Workweek at Perpetual Guardian – New Zealand,” examines how reducing the workweek from five days to four affected employee performance and well-being at the financial services firm Perpetual Guardian. Based on secondary research and the company’s trial data, the study found that the four-day workweek improved work–life balance, reduced stress, and increased productivity and employee engagement. Employees reported better teamwork, motivation, family time, and overall satisfaction, while the organization saw stronger commitment and performance levels. However, the paper also notes challenges such as workload pressure, scheduling difficulties, customer service concerns, and suitability across different industries. Overall, the study concludes that a four-day workweek can benefit both employees and organizations when implemented carefully.
The Iceland four-day workweek trials (2015–2019) found that reducing working hours to 35–36 hours per week without cutting pay improved employee well-being, reduced stress and burnout, and maintained or increased productivity across many workplaces. The trials involved about 2,500 public-sector workers, and their success led to widespread adoption of shorter working hours, with around 86% of Iceland’s workforce gaining reduced hours or the right to request them.
The UK’s 2022 four-day workweek pilot, involving 61 companies and about 2,900 workers, found that reducing working hours without cutting pay improved employee well-being, reduced stress and burnout, and maintained or slightly increased company productivity and revenue. Most participating companies continued the policy after the trial, with many making it permanent, showing strong support for shorter working weeks across different industries.
The study on Microsoft Japan examined how its 2019 four-day workweek affected employee motivation and productivity using Self-Determination Theory. It found that reduced working hours improved work–life balance, lowered stress, and boosted productivity by around 40%, largely because employees experienced greater autonomy, motivation, and well-being.
Benefits
The following academic studies demonstrate the benefits that a 4DWW produces for companies, for employees, and for society as a whole. It is important to note that there are many other studies which find similar benefits, so these are just here to get you started!
The article “What a Difference a Day Makes, or Does It? Work/Family Balance and the Four-Day Work Week” argues that four-day workweeks can improve work–life balance by reducing work–family conflict, giving employees more time for family, rest, and personal responsibilities. Research reviewed in the paper found that many workers on compressed schedules reported lower stress and better balance between work and home life. However, the article also notes that the benefits are not equal for everyone, as longer working days and limited flexibility may make four-day schedules difficult for some employees, especially those with demanding caregiving responsibilities (Travis, 2009)
The report “Emerging Four Day Work Week Trends in Australia” found that Australian companies adopting four-day workweeks saw major improvements in employees’ work–life balance, with workers reporting more time for family, hobbies, exercise, rest, and everyday personal responsibilities. Employers also observed reduced burnout and absenteeism, alongside higher morale and job satisfaction. However, the report notes that maintaining customer service coverage and ensuring fair implementation across different roles remained important challenges (Hopkins, Bardoel, & Djurkovic, 2023)
The systematic review “The Four-Day Work Week: A Chronological Systematic Review of the Academic Literature” found that most studies link four-day workweeks with improved work–life balance, lower stress, and higher employee well-being. Employees generally reported having more time for family, rest, and personal activities, which often improved job satisfaction and morale. However, the review also noted that benefits depend on how the four-day week is implemented, as compressed schedules with longer daily hours can sometimes increase fatigue and workload pressure (Campbell, 2024)
The article “Could the 4-Day Week Work? A Scoping Review” found that four-day workweeks can improve work–life balance by giving employees more time for family, leisure, and personal responsibilities while often maintaining productivity. The review highlighted benefits such as reduced stress, greater employee satisfaction, and increased flexibility, but noted that outcomes depend on how the schedule is implemented, with some workers facing longer hours, workload pressure, or career trade-offs (Jahal, Bardoel, & Hopkins, 2024)
Drawbacks
The following academic articles are included to show that while the 4DWW has been found to produce many benefits, the working schedule is not without it's drawbacks. This demonstrates the need for further study.
The article “The Promise of a Four-Day Week? A Critical Appraisal of a Management-Led Initiative” found that while employees generally experienced better work–life balance, greater autonomy, and improved well-being under a four-day workweek, these benefits were often accompanied by increased productivity pressures and closer performance monitoring. The study argues that although shorter workweeks can support employee well-being, management-led implementations may still reinforce intense workplace expectations, limiting the broader social benefits of reduced working hours (Delaney & Casey, 2022)
The article “Doing More with Less? Flexible Working Practices and the Intensification of Work” found that while flexible working arrangements often improved employees’ job satisfaction and perceived work–life balance, they also frequently led to work intensification. Employees working reduced hours or remotely often compensated by working harder, longer, or remaining available outside normal hours, creating pressure that could undermine the intended work–life balance benefits. The study concludes that flexibility can improve well-being, but may also blur boundaries between work and personal life if workloads are not managed carefully (Kelliher & Anderson, 2010)
In “The Four-Day Work Week: A Chronological, Systematic Review of the Academic Literature,” Campbell argues that media coverage of four-day workweek trials often presents overly positive results by relying heavily on advocacy reports and companies’ self-reported success stories rather than rigorous academic evidence. The review found that while many studies do show improvements in morale, job satisfaction, and work–life balance, the media tends to underreport challenges such as intensified workloads, scheduling difficulties, performance monitoring, and the possibility that benefits decline over time. Campbell concludes that media narratives can create an overly optimistic view of four-day workweek trials, whereas academic research paints a more complex and mixed picture (Campbell, 2024)
The article “The Four-Day Work Week – An Inevitable Revolution or a Passing Fad?” critically reviews recent four-day workweek experiments from 2022–2024 and argues that many studies present overly optimistic results. While trials often report improved work–life balance, employee well-being, and productivity, the paper highlights that research frequently overlooks implementation barriers, long-term costs, workload pressures, and potential negative effects. The author also notes that many findings rely on short-term studies and subjective employee or employer feedback, making it difficult to determine whether the benefits of a four-day workweek are sustainable over time (Balla, 2024)
Taking everything into account, the research increasingly shows that the success of a four-day work week depends on far more than simply reducing working hours. Factors such as leadership style, organisational culture, industry demands, and workforce structure all play a critical role in whether reduced-hour models succeed sustainably.
At Better Work Lab, we believe organisations need careful planning, evidence-based strategies, and tailored implementation approaches to ensure the benefits of the four-day work week can be realised effectively for both businesses and employees.