If you find yourself at your desk, feeling a bit fatigued and pondering where the weekend went, the thought of a four-day workweek might sound incredibly appealing. Just think about all you could accomplish with an extra day! You could finally tackle those odd tasks, enjoy some fresh air, or simply catch up on sleep.

This notion has circulated for years, but now the evidence is mounting. By trimming the workweek by just one day, you can reduce stress, enhance sleep quality, boost physical activity, and even improve productivity.

This concept is shaping a global movement toward rethinking the modern workweek, backed by trials occurring in Europe, North America, and other regions.

A recent study conducted by researchers from Boston College and University College Dublin tracked approximately 3,000 employees across 141 organizations in six English-speaking countries. For six months, these participants worked up to eight hours less per week, without any reduction in pay.

The results published in Natural Human Behavior were quite impressive. Employees reported enhanced mental and physical health, fewer sleep disturbances, and lower fatigue levels. Most companies found sufficient value in the results to continue with the new arrangements post-trial.

“We are observing global trends where workers experience burnout, extended hours, and minimal time for personal and family matters—not just in high-income nations but across many low and middle-income countries,” noted Wenfang, the study’s author and associate professor of sociology at Boston University, in an interview with BBC Science Focus.

“A four-day workweek offers a potential avenue for employees to rethink and restructure their work arrangements for better benefit.”

Hard Data

While many studies rely on employee surveys, recent research in Germany led by Professor Julia Bachmann aims to gather more concrete data. Her team monitored stress, activity levels, and sleep using Garmin fitness trackers worn by both participants in the four-day workweek and those maintaining full-time schedules.

The findings revealed that those in the four-day workweek group experienced significantly lower stress levels, as indicated by heart rate variability.

“The four-day workweek group showed significantly less stress on most days,” said Bachmann to BBC Science Focus. “Interestingly, even on weekends, they did not reach the stress levels of the control group.”

Interestingly, Saturday turned out to be the most stressful day, likely due to errands and family responsibilities, while Sunday was the least stressful. Participants also increased their walking, exercise, and gained an extra 38 minutes of sleep per week.

“They are more active, engaging in more sports. Their stress levels are lower, and they’re sleeping a bit more during the week,” Bachmann noted.

According to Bachmann, the early indicators point in a favorable direction; however, the data on sleep quality is still being analyzed.

Crucially, these physiological findings aligned with the self-reported data from participants. This is significant given the long-standing concerns about bias in self-reported data in other studies on the four-day workweek. “This is typically the main criticism,” Bachmann stated. “But now we have objective data that supports these self-reported outcomes.”

As part of the same study, researchers also gathered hair samples to analyze cortisol levels, a hormone linked to chronic stress. The results are pending, but Bachmann is hopeful they will be available later this year. If consistent with other findings, these results could provide further independent evidence of the health benefits of a four-day workweek.

The trial included 41 organizations across Germany, spanning from IT firms to healthcare providers. Not every employee transitioned to a four-day schedule within each company, as some departments within large corporations maintained full-time hours. Most who switched reduced their work hours without extending their workdays. Reports indicated that monthly overtime also decreased.

Fortunately, for any CEOs reading this, no significant revenue changes were noted during the four-day workweek, and both employee productivity and work intensity improved.

Importantly, this model gained widespread popularity: 73% of organizations expressed plans to continue with the four-day workweek in some capacity, and 82% of workers hoped to maintain it.

The Future of Work

So, is the Monday to Friday grind truly sustainable? According to Professor Cal Newport, a Georgetown University computer science professor trained at MIT and author of Deep Work, it’s not that straightforward. He agrees that a shortened week may offer some relief; however, he believes it lacks proper progression. “One of the key contributors to burnout among knowledge workers is overload,” he noted in an interview with BBC Science Focus. “Individuals juggle numerous projects, tasks, and obligations simultaneously.”

In other words, the focus should not solely be on how long we work, but also on the expectations attached to that work. “Transitioning to a four-day week only indirectly addresses this issue,” he asserted. “There’s anecdotal evidence suggesting that reducing workloads might lessen them somewhat. These new constraints can help people feel comfortable saying ‘no,’ making the most effective approach to managing workloads direct.”

Bachmann’s team is currently planning to streamline the four-day workweek concept further to explore how employees compress their tasks into four days compared to genuine reductions in total working hours.

Overall, the outlook for a four-day workweek is positive. Studies around the globe are converging on similar conclusions. Hopefully, a shorter workweek can enhance health and well-being without compromising performance.

However, as Newport emphasizes, the hours we work may matter less than the expectations we set. If a four-day week becomes a reality, it may require reevaluating our workloads rather than just adjusting our calendars.

Read more:

About Our Experts

Wenfang He is an associate professor in the Sociology department at Boston University, USA. His research has appeared in journals like Natural Human Behavior, Social Forces, Jobs and Occupations, and Advances in Life Course Research.

Julia Buckmann is the chair for co-direction at the Centre for Work Transformation and Business Transformation at the University of Münster in Germany. Before this role, she served as an assistant professor at the University of Dublin and LMU Munich. Having received several international awards, Julia is focused on the impact of social and technological change on (collaborative) work, leadership, and innovation.

Cal Newport is a computer science professor trained at MIT and teaching at Georgetown University in the United States. He writes extensively about technology, work, and the pursuit of depth in an increasingly distracting world. His publications include eight books such as Lower Productivity, Email-Free World, Digital Minimalism, and Deep Work.