The promise of a four-day week? A critical appraisal of a management-led initiative

Delaney, Helen; Casey, Catherine

doi:10.1108/er-02-2021-0056

Cited by 42Employment, Labor, and Gender StudiesWork-Family Balance ChallengesLabor Movements and Unions

The promise of a four-day week? A critical appraisal of a management-led initiative

Delaney, Helen, Casey, Catherine·2022·Employee Relations: The International Journal

DOI 10.1108/er-02-2021-0056

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Abstract

Purpose: This article critically investigates a management-led experiment to institute a four-day work week with stated intentions of improving productivity and worker wellbeing. The article analyses the framing and implementation of the reduced work hours (RWH) trial, the responses of employees and the outcomes and implications of the trial. It raises concerns regarding the managerial appropriation of employee aspirations for more autonomy over time and improved work life. Design/methodology/approach: We conducted a qualitative case study of a medium-sized company operating in the financial services sector in New Zealand. Focus groups and semi-structured interviews were conducted with 45 employees. Findings: Our study finds that the promise of a four-day week attracted employee favour and individualised benefits. However, entrenched managerialist practices of performance measurement, monitoring and productivity pressures were intensified. Pro-social and collective interests evident in labour-led campaigns were absent. We urge greater critical scrutiny into seemingly advantageous “business case” initiatives for reduced work hours. Originality/value: Little is known about what happens to concern for social and employee interests entailed in reduced working hours initiatives when a management-led initiative is implemented. Indeed, the majority of research focuses on the macro-level rather than interrogating the “black box” of firms. Our inquiry contributes to these debates by asking, how does a management-led RWH initiative affect employees?

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There is a lack of academic literature specifically on the 100:80:100 model format of 4DWW.
“Given the lack of academic literature specifically on the 100:80:100 model format of 4DWW”
From The four-day workweek in Australia: insights from early adopters of the 100:80:100 model (2026) · cites this paper as Delaney and Casey, 2022
Existing studies of the 4DWW typically only focus on individual workplaces.
“existing studies typically only focus on individual workplaces (see Delaney andCasey, 2022, Moen andChu, 2024)”
From The four-day workweek in Australia: insights from early adopters of the 100:80:100 model (2026) · cites this paper as Delaney and Casey, 2022

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Authors: Delaney, H., & Casey, C.
Affiliations: University of Auckland (NZ)
Loughborough University (GB)
ORCID: Delaney, Helen
Casey, Catherine
Venue: Employee Relations: The International Journal
Publisher: Emerald
Published: 2021-08-10
Volume: 44
Issue: 1
Pages: 176-190
ISSN: 0142-5455 (ISSN-L)
DOI: 10.1108/er-02-2021-0056
OpenAlex: W3190201265
Cited by: 41
References: 41
Citations by year: 2026: 11 · 2025: 7 · 2024: 15 · 2023: 8
FWCI: 7.20
Type: journal article
Language: en
Open access: closed
Licence: www.emerald.com/insight/site-policies (tdm)
Locations: Employee Relations (publishedVersion)
Topics: Social Sciences › Safety Research › Employment, Labor, and Gender Studies
Social Sciences › Sociology and Political Science › Work-Family Balance Challenges
Social Sciences › Public Administration › Labor Movements and Unions
Keywords: four-day work week, working time reduction, employee well-being, productivity, employee autonomy, work-life balance, managerialism, performance measurement, employee reactions, financial services, New Zealand

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The promise of a four-day week? A critical appraisal of a management-led initiative

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