Less is more: Organisational and employee outcomes of reduced working hours

Abstract

Purpose: The study explores factors and consequences of reduced working hours as an example of flexible work policies, in particular assessing whether global findings observed also manifest in the South African (SA) context, and provide key considerations to inform strategies in organisations looking to adopt such policies.
Design/methodology/approach: Primary data were collected through semi-structured interviews with senior managers who participated in the 4-Day Week South Africa trial. Data were analysed thematically.
Findings/results: Findings affirmed that benefits experienced in SA companies trialling reduced working hours were similar to those in developed countries. The 4 Day Week SA pilot programme largely appealed to people-centred leadership in smaller companies offering specialised services. Furthermore, results confirmed that favourable working conditions increased employee well-being and engagement, which could drive productivity and business outcomes. Favourable working policies could also lead to increased worker retention and talent attraction, creating a sustainable advantage for organisations. Lastly, increased flexibility and work–life balance appealed to men and women, indicating that such work policies could contribute to a more equal society.
Practical implications: The study provides guidelines for companies considering adopting flexible work, and more specifically, reduced working hour policies. Because the study is based on real-life experience, it highlights considerations not available elsewhere that will help companies plan and implement steps when introducing new work policies.
Originality/value: This research uncovered in-depth information not fully addressed in the publicly available reports on 4 Day Week Global trials. Some previously underexplored aspects of implementation could lead to better policy adoption strategies.