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The compressed work week as organizational change: behavioral and attitudinal outcomes
Academy of Management Review. Academy of Management
|December 12, 1980
Summary
Compressed work week schedules generally improve employee attitudes toward their jobs. While performance outcomes are mixed, fatigue is the main drawback, necessitating further research into mediating variables.
Area of Science:
- Organizational Psychology
- Human Resources Management
- Work-Life Balance Studies
Background:
- The compressed work week (CWW) involves working longer hours over fewer days.
- Recent research has explored its impact on employees and organizations.
- Generalizing CWW effects requires synthesizing existing study findings.
Purpose of the Study:
- To compile and categorize results from CWW studies.
- To establish a basis for generalizing CWW effects on employee attitudes and behavior.
- To identify mediating variables influencing CWW outcomes.
Main Methods:
- Systematic review and categorization of existing CWW research.
- Analysis of reported employee attitudes, job satisfaction, and behavioral changes.
- Examination of performance metrics and potential negative consequences like fatigue.
Main Results:
- Favorable employee attitudes toward the CWW were observed.
- Positive generalization to broader job attitudes was noted.
- Performance outcomes were ambiguous, with no reported decreases; fatigue emerged as a primary negative aspect.
Conclusions:
- The CWW shows promise for improving employee attitudes.
- Complex relationships exist between CWW implementation and outcomes, influenced by mediating factors.
- Further research is needed to fully understand and optimize CWW strategies.