Work time reduction via a 4-day workweek finds improvements in workers’ well-being

Wen Fan (), Juliet B. Schor (), Orla Kelly and Guolin Gu
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Wen Fan: Boston College
Juliet B. Schor: Boston College
Orla Kelly: University College Dublin
Guolin Gu: Boston College

Nature Human Behaviour, 2025, vol. 9, issue 10, 2153-2168

Abstract: Abstract Time spent on the job is a fundamental aspect of working conditions that influences many facets of individuals’ lives. Here we study how an organization-wide 4-day workweek intervention—with no reduction in pay—affects workers’ well-being. Organizations undergo pre-trial work reorganization to improve efficiency and collaboration, followed by a 6-month trial. Analysis of pre- and post-trial data from 2,896 employees across 141 organizations in Australia, Canada, Ireland, New Zealand, the UK and the USA shows improvements in burnout, job satisfaction, mental health and physical health—a pattern not observed in 12 control companies. Both company-level and individual-level reductions in hours are correlated with well-being gains, with larger individual-level (but not company-level) reductions associated with greater improvements in well-being. Three key factors mediate the relationship: improved self-reported work ability, reduced sleep problems and decreased fatigue. The results indicate that income-preserving 4-day workweeks are an effective organizational intervention for enhancing workers’ well-being.

Date: 2025
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DOI: 10.1038/s41562-025-02259-6

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