This provocative book makes a compelling case for reducing the number of workdays in a week to four. Globalization has brought with it fiercer competition and greater worker mobility, and as organizations compete for top talent, they are becoming more open to unconventional worker arrangements, such as remote working and flextime.
International business expert, Robert Grosse, draws on scholarly research to construct an appealing argument for why the four-day workweek benefits both the organization and the employee. Research has demonstrated that longer work hours harm the individual and don’t amount to a more effective organization, which begs the question: then why do it? The book goes beyond merely arguing that a reduced workweek is a good idea. It delves into why, explores the means for achieving it, and scrutinizes the barriers to getting there.
This is a book for forward-thinking executives, leaders, and academics who understand that work–life balance is the secret sauce not only for organizational success, but also for greater productivity and satisfaction in their careers and those of the people they manage.
Table of Contents
- Half Title
- Title Page
- Copyright Page
- One Introduction
- Two Quality of Life and Satisfaction/Happiness
Three Motivation and Productivity
- Motivation in Experiments with a Four-Day, 40-Hour Compressed Workweek
- Productivity in Experiments with a Compressed Four-Day, 40-Hour Workweek
- Examples of Reduced-Hours, Five-Day Workweeks
- Motivation and Productivity in Examples of Four-Day, 32-Hour Workweeks
- Productivity Increases in the US over the Years
- Four What Will People Do with More Time Free from Work?
- Five Compensation
- Six Man vs. Machine – Job Losses with Technology Advances
Seven Logistics – How Can It Be Done?
- Businesses/Offices that Are Open 40 Hours, 5 Days per Week
- Restaurants/Hotels/Businesses that Are Already Open for Extended Hours, Say Seven Days a Week
- Doctors, Lawyers, and Other Professionals
- Managers and other Salaried Employees
- The Financial Challenge
- Who Jumps First?
- Adjustment Costs
Eight Some History on the Length of the Workweek
- History from the Beginning of the Industrial Revolution
- The 1800s
- The Early 1900s – Major Changes
- After World War II – Reduced Unionization
- 1970s – Compressed Workweeks
- Since 2000 – More Flexible Workweeks
Nine The Future of Work
- How Does This Relate to the Four-Day, 32-Hour Workweek?
- Part-Time vs. Full-Time Workers
- Flexible Schedules
- Contractees vs. Employees
- Faster Job Rotation
- Technology Change
- Economic Cost Changes (Especially in Communications and Transportation)
- New Work Models – Uber, Ace Hardware, Airbnb, and eBay
- Malone’s Networks Idea
- The Digital Age of Schmidt and Cohen
- Jacob Morgan’s Future of Work for Employees and Employers
- What Do People Want from a Job? Income, Friends, Safety, Health, Routine, Freedom/Flexibility, Creativity, Freedom in Decision-Making, and Hierarchy vs. Democracy
Ten This Won’t Work
- Reasons Why It Won’t Work
- Reasons Why It Will Work
- Eleven Conclusions
- Title: The Four-Day Workweek
- Release date: May 2018
- Publisher(s): Routledge
- ISBN: 9781351673761