A new Australian study published in Nature is adding to the growing body of evidence that a four-day workweek can improve employee well-being without hurting business performance.
Researchers tracked 15 companies that adopted a “100:80:100” model, in which employees receive full pay for working 80% of their previous hours while maintaining the same level of productivity. The findings showed participating organizations maintained productivity levels, with more than one-third reporting productivity gains.
Rather than squeezing five days of work into four longer shifts, companies focused on improving efficiency. Teams reduced unnecessary meetings, eliminated low-value tasks, and streamlined workflows.
The result was no recorded productivity decline across the participating organizations, suggesting that operational changes played a significant role in maintaining output despite reduced working hours.
Burnout and Stress Declined
The trial also produced notable improvements in employee well-being.
Researchers found burnout levels fell by 64%, while stress dropped by 38%. Participants also reported sleeping better, exercising more frequently, and spending more time on activities outside work.
The additional day off appeared to help workers manage household responsibilities more effectively, leaving more time for rest and personal interests.
Benefits Extended Beyond the Workplace
The study found the extra day off also affected family life. Employees reported fewer conflicts between work and personal responsibilities, while households saw a more even distribution of childcare and domestic tasks.
Researchers recorded nearly a 50% reduction in work-family conflict among participants.
Employers also benefited from improved attendance and retention. The trial reported a 44% decline in sick and personal leave usage, alongside lower employee turnover.
Growing Interest in Alternative Work Models
While the traditional five-day, 40-hour workweek remains the standard in most countries, the findings suggest shorter workweeks can be implemented without sacrificing business performance when organizations redesign how work gets done.
The researchers concluded that improving productivity and improving work-life balance do not necessarily have to be competing goals.
