Working five days a week, enjoying a brief weekend, and then returning to work with fatigue and stress has become the norm for many office workers. Yet, as pressures in the modern workplace continue to mount, more people are beginning to question the necessity of this traditional work model. If life did not have to follow such a rigid schedule, could people be healthier, happier, and more productive? Recent studies and practical experiments suggest that reducing the workweek to four days can significantly enhance employee well-being while benefiting both mental and physical health, as well as social and economic systems.
A landmark study published in Nature Human Behaviour examined the effects of a four-day workweek. Researchers from Boston College tracked 141 organizations across the United States, the United Kingdom, Australia, Canada, Ireland, and New Zealand, evaluating four key indicators: job burnout, job satisfaction, mental and physical health, and productivity. The results were striking: employees reported significantly higher levels of well-being, while productivity and corporate revenue increased simultaneously. After the trial period, 90% of participating organizations chose to continue the four-day workweek. Sociologist Professor Fan Wen notes that this change not only improves individual quality of life but also makes organizational operations more efficient.
The link between work hours and health is not new. Long hours of work have been shown to have profound impacts on both the brain and the body, sometimes even altering brain structures. Research indicates that prolonged exposure to high-pressure work environments increases the risks of anxiety, depression, and chronic illnesses while reducing sleep quality. By contrast, a four-day workweek gives employees more time to rest and recuperate, alleviating stress, improving sleep, and enhancing overall mental health. In Cape Town, South Africa, a team that implemented a six-month trial of the four-day workweek saw sick leave drop dramatically from 51 days in the previous year to just four days. Team members reported that they could better care for students while also having more time for personal development, exercise, and hobbies.
Long working hours are deeply embedded in workplace cultures across the globe. In China, the so-called "996" work schedule—working from 9 a.m. to 9 p.m., six days a week—has been considered a symbol of professional dedication. In India’s technology and finance sectors, employees often endure endless overtime to meet the demands of global operations. In Japan, unpaid overtime is widespread, and the phenomenon of “karoshi,” or death from overwork, has become a serious social concern. Japanese labor market expert Hiroshi Ono explains that in Japan, long working hours are not merely about productivity; they serve as a social ritual, with employees demonstrating loyalty and commitment to their companies through extended work hours, thereby intensifying overwork.
Despite these cultural and structural challenges, a growing body of evidence suggests that shorter workweeks do not necessarily reduce productivity; in fact, they can improve it. When Microsoft Japan trialed a four-day workweek in 2019, sales per employee rose by 40% compared to the previous year. Similarly, the police department in Golden, Colorado, experienced an 80% reduction in overtime costs and a halving of staff turnover after adopting a four-day schedule. According to Professor Fan Wen, the increase in efficiency is not about asking employees to “work twice as hard in less time,” but about reducing low-value tasks, optimizing workflows, and leveraging technology. For example, unnecessary meetings can often be replaced with phone calls, video conferences, or instant messaging, while automation can handle repetitive tasks, freeing employees’ time and energy for higher-value work.
The benefits of a four-day workweek extend beyond individual well-being and productivity; they can have profound effects on families and society at large. In Iceland, nearly 90% of workers have access to reduced work hours or flexible workweeks. Such flexibility allows individuals to spend more time with family, engage in community activities, and pursue personal interests. Studies show that work-time flexibility is closely linked to child development, family relationships, and community involvement. Increased interactions among family members strengthen parent-child bonds and can reduce conflicts caused by work-related stress.
However, adopting a four-day workweek is not without challenges. The feasibility of this model varies greatly across industries. Employees in low-skill, physically demanding, or informal sectors—such as agriculture, mining, and service industries—often have less flexibility, and employers in these sectors prioritize output and profit. For them, reducing the workweek might mean directly reducing production unless carefully planned with supporting policies. Cultural perceptions also present obstacles. Even where labor laws guarantee leave rights, such as parental leave in Japan, employees may avoid taking it out of concern for burdening colleagues. Changing deeply ingrained workplace norms requires more than isolated company experiments; it needs time, social dialogue, and institutional support.
The younger generation is becoming a driving force behind the push for a four-day workweek. Global surveys indicate that work-life balance now outranks salary as the most important consideration for young professionals. In South Korea, many young workers are willing to accept lower pay in exchange for a shorter workweek. This shift in values reflects a broader reevaluation of the purpose of work and the importance of life quality. The COVID-19 pandemic amplified these trends, as seen in the widespread phenomenon of mass resignations and “quiet quitting,” signaling resistance among younger laborers to traditional overwork cultures. Similarly, China’s “lying flat” movement illustrates how younger generations reduce unnecessary work engagement as a form of protest against societal pressure to overwork.
The four-day workweek may also promote gender equality in the workplace. Studies show that women often face greater career pressure due to family and childcare responsibilities. Flexible working hours help alleviate this double burden, allowing women to balance professional advancement with family life. In Japan, an increasing number of men are taking parental leave, slowly changing traditional gender roles. Over time, this model can foster more inclusive and equitable workplace environments, benefiting both employees and employers.
Moreover, a shorter workweek can stimulate creativity and innovation. When employees have more discretionary time, they are more likely to explore hobbies, engage in cross-disciplinary learning, or participate in social initiatives. Such diverse experiences can broaden thinking and inspire innovation at work. For knowledge-intensive and creative industries, the benefits of a four-day workweek are particularly pronounced. Organizations can harness employees’ enhanced creativity to develop new products, improve services, and respond more agilely to market demands.
Around the world, from South Africa and Brazil to France, Spain, the Dominican Republic, and Botswana, four-day workweek trials are ongoing. Governments and companies are exploring these reforms across public and private sectors, demonstrating that with proper planning, task allocation, and modern technology, a reduced workweek is feasible. Dubai and Tokyo have initiated pilot programs in government departments, while South Korea plans to implement a 4.5-day workweek trial in October 2025. These experiments provide valuable insights into how to balance productivity with well-being.
Of course, a four-day workweek is not a panacea. Professor Fan Wen emphasizes that its effectiveness depends on industry structure, economic development, and company size, meaning that feasibility varies by sector and role. Nonetheless, the positive impacts on mental health, life satisfaction, productivity, social equity, and innovation are increasingly undeniable. As more organizations and governments experiment with reduced workweeks, the global labor landscape is poised for significant transformation.
Ultimately, reducing the workweek from five days to four is more than a minor adjustment in work schedules—it represents a profound shift in societal and cultural norms. It touches on mental and physical health, work efficiency, family relationships, gender equality, and overall quality of life. In an era of accelerating social pace and mounting workplace stress, the four-day workweek offers a promising model that balances efficiency with human well-being. With younger generations embracing new interpretations of work and life, the four-day workweek may no longer remain an experimental idea but could become the dominant model in global workplaces of the future.