Attitudes toward work, leisure and the four day workweek

Allen, Robert E.; Hawes, Douglass K.

doi:10.1002/hrm.3930180103

Cited by 17 publications

(9 citation statements)

References 2 publications

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“…However, the findings of the current research suggest that this “wisdom” may underestimate the value older employees place on family-friendly policies. Although previous research (R. E. Allen & Hawes, 1979) has pointed to issues such as fatigue from the longer workdays, which many have assumed will affect older workers more significantly, the current study found very little difference between age groups in reported impact of the 4/10 schedule and attitudes about the schedule.…”

Section: Discussioncontrasting

confidence: 92%

“…However, the findings of the current research suggest that this "wisdom" may underestimate the value older employees place on family-friendly policies. Although previous research (R. E. Allen & Hawes, 1979) has pointed to issues such as fatigue from the longer workdays, which many have assumed will affect older workers more significantly, the current study found very little difference between age groups in reported impact of the 4/10 schedule and attitudes about the schedule. These findings might relate to the results of previous research (Ng & Feldman, 2012) that found age was not significantly related to organizational change or health problems, suggesting that older employees are just as comfortable with organizational change and health issues are not a significant factor of differentiation by age.…”

Section: Managerial Implicationscontrasting

confidence: 95%

“…Although previous research suggests that compressed work schedules will specifically benefit younger employees (Kim & Wiggins, 2011), the current research finds that age is not an indicator of satisfaction with the schedule. Although there has been some concern about the physical impact of the longer workdays on older employees (R. E. Allen & Hawes, 1979), no significant difference by age was found in the impact of compressed work schedule or the attitude toward the compressed work schedule.…”

Section: Discussionmentioning

confidence: 99%

“…Organizations have cited attracting and retaining a talented workforce as one of the benefits of alternative work schedules (Facer et al, 2009;Wise & Bond, 2003). Previous research suggests that compressed workweek schedules are especially seen as a benefit to younger employees (Kim & Wiggins, 2011), whereas older employees experience greater levels of fatigue and dissatisfaction with the longer workdays (R. E. Allen & Hawes, 1979) and lower levels of performance (Reid & Dawson, 2001). Therefore, the following is predicted:…”

Section: Agementioning

confidence: 99%

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Work–Family Balance and Alternative Work Schedules

Wadsworth

Facer

2016

Public Personnel Management

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In 2008, the State of Utah implemented a 4-day workweek for their employees. This article examines the impact on employees using a postimplementation survey. For employees on the 4-day schedule, there were no significant differences by gender on work-family balance or on the impact of the schedule. However, women did demonstrate slightly more positive attitudes toward the 4-day schedule. Employees with children at home reported lower work-family balance and greater impact of the 4-day schedule. In contrast, no difference in attitudes toward the 4-day schedule was found by age, although work-family balance differed among age groups. There were differences in work-family balance between employees on the 4-day schedule and those on traditional schedules; however, the more substantial factor was whether an employee selected his or her schedule. The current study highlights the importance of engaging employees when making significant organizational changes, such as transitioning from traditional work schedules to alternative schedules.

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Section: Discussioncontrasting

confidence: 92%

Section: Managerial Implicationscontrasting

confidence: 95%

Section: Discussionmentioning

confidence: 99%

Section: Agementioning

confidence: 99%

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Work–Family Balance and Alternative Work Schedules

Wadsworth

Facer

2016

Public Personnel Management

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“…It is quite clear that many employees tend to favor nontraditional work schedules (cf. Ahmadi, Raiszedeh, & Wells, 1986;Allen & Hawes, 1979;Goodale & Aagaard, 1975;Mahoney, 1978;Mahoney, Newman, & Frost, 1975;Millard, Lockwood, & Luthans, 1980;Nord & Costigan, 1973;Steele & Poor, 1970;Thomas, 1986). These same studies also indicate that, once the compressed or flexible schedule is experienced, most employees prefer to stay with the alternative schedule instead of returning to the traditional schedule.…”

Section: Specific Work-schedule Attitudesmentioning

confidence: 99%

Alternative Work Schedules: Two Field Quasi‐experiments

Dunham

Pierce

Castañeda

1987

Personnel Psychology

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In the first (N = 140) of two quasi-experimental field studies, trial group employees were changed from a 5/40 to a 4/40 work schedule for four months then returned to a 5/40 schedule. In a second study (N = 102), trial group employees were changed from 5/40 to flextime. Reactions were evaluated using a model for understanding the impact of work schedules. The effects of schedule changes matched those anticipated by pre-intervention surveys of employees. Factors related to organizational effectiveness were enhanced where specific organizational needs were met. Interference with personal activities was reduced where employees had experienced specific difficulties. The most powerful effect, however, was on worker attitudes toward specific work schedules. In addition, a mild positive (perhaps Hawthorne) effect was evident for a wide range of general worker reactions. The authors would like to thank Joel R. Levin of the University of Wisconsin-Madison for his very helpful input regarding the design of the statistical analysis reported in this paper. COPYRIGHT 0 1987 PERSONNEL PSYCHOLOGY, INC. 215 2. Does the introduction of an alternative work schedule (4/40 or flextime) influence the extent to which work interferes with the following personal activities of workers: (a) interactions with family and friends; (b) access to services, events, and consumables; and (c) the conduct of financial activities? It is predicted that movement from 5/40 to 4/40 or from 5/40 to flextime RANDALL B. DUNHAM ET AL. 217 INTERFERENCE WITH PERSONAL ACTIVITIES EMPLOYEE NEEDS AND PREFERENCES t GENERAL REACTIONS W SPECIFIC WORK SCHEDULE ATTITUDES EFFECTIVENESS / NEEDS AND --T ENVIRONMENT Figure 1: The Impact of Work Schedule Characteristicswill cause interference to decrease, while movement from 4/40 to 5/40 will cause interference to increase.'3. Does the introduction of an alternative work schedule (4/40 or flextime) influence worker satisfaction with the work schedule? It is predicted that movement from 5/40 to 4/40 or from 5/40 to flextime will cause satisfaction with the work schedule to increase, while movement from 4/40 to 5/40 will cause satisfaction to decrease. 4.Does the introduction of an alternative work schedule (4/40 or flextime) influence general worker reactions (e.g., overall satisfaction, job involvement, motivation, and stress reactions)? It is predicted that movement from 5/40 to 4/40 or from 5/40 to flextime will cause overall satisfaction, job involvement, and motivation to rise slightly and stress reactions to decrease slightly.'This prediction is quite straightforward for the flextime schedule if we assume that schedule will allow individual workers to alter their schedules to reduce interference. A 4/40 schedule could, however, produce mixed results. The extra day off should reduce some interference on a weekly basis, but the two extra hours of work per day could increase interference during these days.

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The impact of a compressed workweek on shareholder value: An event study analysis of Belgium's 4‐day workweek legislation

Dutordoir,

Struyfs

2024

Human Resource Management

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While the compressed workweek (CWW) has gained traction in recent years, its impact on firms' financial performance is not well understood. This study addresses this gap in the literature by examining the effect of the CWW on shareholder value. Drawing on social exchange theory and its norm of reciprocity, we introduce a conceptual model on the main effect of the CWW on shareholder value, and the moderating roles of the anticipated type and degree of employee reciprocation. To test the model's predictions, we exploit the announcement of Belgium's mandatory adoption of a CWW in February 2022 as the setting for a policy event study analysis. We find positive average stock price reactions of Belgian listed firms to the CWW's announcement, consistent with investors expecting the CWW to result in favorable employee reciprocation. Stock price reactions are more positive for firms with a lower ex ante employee productivity, suggesting employees are predicted to reciprocate with higher efforts. Stock price reactions are also more positive for firms with a higher reliance on knowledge workers, consistent with these employees deriving a greater utility from flexible working arrangements. Robustness tests, including a placebo analysis and an event study of international firms with Belgian subsidiaries, corroborate our results. Our study offers several theoretical contributions and has practical implications for HR managers and policymakers.

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Attitudes toward work, leisure and the four day workweek

Cited by 17 publications

References 2 publications

Work–Family Balance and Alternative Work Schedules

Work–Family Balance and Alternative Work Schedules

Alternative Work Schedules: Two Field Quasi‐experiments

The impact of a compressed workweek on shareholder value: An event study analysis of Belgium's 4‐day workweek legislation

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