In recent years, the concept of a four-day work week has gained significant traction, with businesses and policymakers debating its feasibility, benefits, and challenges. As the UK witnesses growing adoption of this model among businesses, the question remains: is the four-day work week the future of employment, or is it an idealistic vision that only suits select industries?
200 UK companies have committed to a permanent four-day work week for all employees without any reduction in pay, marking a significant milestone in the movement to reshape Britain’s work culture. Collectively, these companies employ over 5,000 people, with organisations in sectors such as charities, marketing and technology leading the way, according to the latest update from the 4 Day Week Foundation.
Advocates of the four-day work week argue that the traditional five-day schedule is a relic of a past economic era which no longer serves its purpose. The five-day work week, now standard in many countries, has evolved over centuries in response to industrial, social, and economic changes. Before industrialisation, work schedules were often dictated by seasons, religious observances, and local customs. Agrarian societies followed irregular patterns, with longer hours during harvests and more leisure time in winter.
A look back at the evolution of work schedules
During the first Industrial Revolution, factory work became dominant, and employees often worked six or even seven days a week, typically for 10-16 hours per day. The long hours led to widespread labour exploitation, prompting early worker protests and the rise of labour unions. This led to early calls for a shorter work week with British and American labour movements advocating for reduced working hours, emphasising workers’ health and well-being.
The Ten-Hour Movement in the UK (in the 1840s) pushed for a 10-hour workday, a stepping stone towards further reductions. In 1866, the National Labor Union (USA) called for an eight-hour workday, which laid the groundwork for future labour rights. By 1914, the Ford Motor Company introduced the eight-hour workday and a five-day workweek (1926), recognising that shorter hours increased productivity and consumer demand. In the 1930s, economic pressures from the Great Depression led to further reductions in working hours to spread employment opportunities.
The Fair Labor Standards Act (FLSA) of 1938 in the US legally established the 40-hour, five-day workweek for many industries. By the mid-20th Century, the five-day workweek became standard in many countries, often aligned with Saturdays and Sundays as rest days, influenced by Christian and Jewish religious traditions.
Weighing up the pros and cons of a four-day working week
Recent challenges and experiments coinciding with advances in technology and changes in work culture have led to calls for even shorter work weeks with countries like Iceland, Belgium and New Zealand having experimented with four-day work weeks, showing positive effects on productivity and wellbeing.
The COVID-19 pandemic accelerated discussions on flexible and hybrid work models. Many commentators believe that mandating a four-day work week is not only a progressive step, but a necessary one to address the evolving demands of modern economies, as it can enhance worker wellbeing, boost productivity, address inequality, and allow workers to benefit from the efficiencies their labour creates, rather than solely enriching shareholders. There is also opportunity for long-term economic growth where healthier, happier and more productive workers can contribute to a stronger economy.
There has been some resistance to the four-day working week however with US-based companies such as JPMorgan Chase and Amazon implementing some of the strictest return-to-office policies, requiring employees to be on-site five days a week. Meanwhile, Lloyds Banking Group is evaluating whether senior staff are meeting their in-office attendance targets as a factor in determining annual bonuses.
The main issue with the four-day working week may not be feasible for all businesses, particularly those requiring continuous operations. Sectors such as hospitality, healthcare, and transportation, which rely on 24/7 staffing, may struggle with staff shortages and scheduling difficulties. Also, companies adopting a four-day work week might face customer service challenges, potentially leading to dissatisfaction. While technology can help bridge communication gaps, customers may become frustrated with delayed responses, ultimately affecting customer retention. In fact, one UK study found that 75% of companies not adopting a four-day week were concerned about customer accessibility.
Businesses may also experience higher operational costs if workloads exceed the reduced schedule. This could result in overtime payments for employees or the need to hire temporary staff, increasing overall expenses. Although some studies suggest a shorter work week can boost efficiency, the pressure to maintain five-day productivity within four days could have the opposite effect. Employees may feel overburdened, leading to lower work quality and higher stress levels. Condensing a full work week into four days often means longer shifts, which can negatively impact work-life balance and job satisfaction. Extended workdays may lead to decreased productivity, employee fatigue and higher turnover rates.
The likelihood of transitioning to a four-day working week
As of February 2025, the UK government has not officially incorporated a four-day working week into its legislative agenda, including the upcoming Spring Budget. However, the concept has gained significant traction both politically and within the business community. Also, a group of Labour MPs, supported by one Green Party MP, have recently proposed an amendment to the Employment Rights Bill advocating for the establishment of a Working Time Council. This council would explore transitioning to a four-day working week across the economy. Peter Dowd, the Labour MP leading the amendment, emphasised that advancements in technology, such as artificial intelligence, have increased efficiency, and the benefits should be shared with workers through reduced working hours.
Despite this push, the government has not endorsed the amendment and last year denied it has any plans to impose a four-day week on businesses. However, when probed about the four-day working week, Minister of State for Skills, Jacqui Smith, said, “what we’re actually talking about there is the type of flexible working that enables you to use compressed hours.”
Public sentiment appears to favour the transition to a four-day working week. A survey conducted by Spark Market Research on behalf of the 4 Day Week Foundation found that 68% of respondents believe a four-day working week will become the norm within five years. This belief is even more pronounced among younger individuals, with 78% of those aged 18-34 anticipating the change.
While there is growing interest and debate surrounding the four-day working week, the UK government has not committed to mandating this change. The focus remains on enhancing flexible working rights, allowing employees to request varied working arrangements, including compressed hours. However, employers retain the discretion to approve or deny such requests based on business feasibility.
Although the four-day working week is gaining momentum through political advocacy and voluntary business practices, it has not been formally adopted into UK legislation or the forthcoming Spring Budget as of February 2025. The five-day work week, once revolutionary, is now being re-evaluated. With evolving workplace demands and technological advancements, the debate over a four-day work week continues to gain momentum.
