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Our modern lifestyle has resulted in a lot of work-related stress. Even if we look at data before the pandemic. In 2016, nearly half (44 percent) of working adults said that their job affects their overall health, but only 28 percent of those believe that effect is a good one.
People with disabilities, in dangerous or low-paying jobs, and those in retail are most likely to say their job has a negative impact on their stress levels (43 percent), eating habits (28 percent), sleeping patterns (27 percent) and weight (22 percent), according to a survey from the Harvard T.H. Chan School of Public Health in collaboration with National Public Radio and the Robert Wood Johnson Foundation.
Things get even worse if you have a heightened appetite for work. First of all, evidence suggests that putting in more hours each week doesn't necessarily equate to higher productivity, in fact, research tells us that productivity drops sharply after grinding 50 hours per week, and falls off a cliff after 55 hours. Plus, not taking at least one full day off per week lowers our hourly output overall.
Overwork can also take a huge toll on our health. A study from the World Health Organization (WHO), for example, discovered that working an average of 55 hours or more each week increases your risk of stroke by 35 percent and your risk of dying from heart disease by 17 percent, compared to averaging a 35-40 hour workweek.
As a result, a number of companies worldwide have implemented the four-day workweek and Japan's government has recommended it as national policy. It isn't a new idea, but the concept seems to have come under greater consideration since the pandemic has generated a broad reevaluation of how we work, including a greater work-from-home migration and hybrid office arrangements.
The four-day workweek, ideally, should come with no loss in productivity, pay, or benefits. Depending on the company and the industry, everyone might work Monday through Thursday and have Fridays off but there are other possibilities, including allowing each employee to choose their extra day off or having a company-wide policy of a different third day off, such as Monday or Wednesday.
A lot of companies have tried this practice but one of the biggest tests comes from Iceland. Roughly 1 percent of the country's working population was involved in a set of trials of shorter workweeks for equal pay, which ran for several years starting in 2015.
"The trials were successful," concluded a recent research report on the experiment."
Participating workers took on fewer hours and enjoyed greater well-being, improved work-life balance and a better cooperative spirit in the workplace — all while maintaining existing standards of performance and productivity."
One disadvantage reported in Iceland's experiments was that it was more challenging for managers to schedule group activities like training days or goodbye parties for departing staff. Some workers also said that the compressed pace made it harder to communicate handoff information to their colleagues between shifts.
A Gallup study found that people who worked four-day weeks had significantly higher levels of well-being and were less likely to feel chronically burned out. But they also had higher levels of active disengagement. "By working fewer days per week, employees who already feel disconnected from their employer, team, or manager are more likely to drift even farther away — from tolerating their jobs to hating them," Gallup’s Jim Harter and Ryan Pendell stated. That's especially important for companies that worry about worker retention.
