Research shows that the productivity of employees increases significantly in case of a shorter working week. An example of such research is the pilot of 4 Day Week Global conducted in the UK, with these and other strikingly positive results (click here). Partly prompted by the shortage on the labour market, we also see examples in the Netherlands where this is being put into practice.
An underexposed factor in this regard is the impact of the qualitative aspect of the time people invest in their work. Although the saying “hard work never killed anyone” is not quite true, there is a grain of truth in it. Long working weeks as such are not a problem. As long as these working weeks bring satisfaction, it can also be a source of energy.
Satisfaction is related to achieving goals, which are intrinsic, realistic and challenging but attainable. This leads to a combination of serotonin and dopamine, the basis for the sense of accomplishment typical of lasting success. Conversely, the lack of goals of this type, and with it satisfaction, creates a psychological burden: the feeling that it is never finished, that it is never enough. It leads to constant stress and makes it difficult to relax. If the bar is structurally too high and/or not in line with the intrinsic motivation of the employees who are expected to achieve those goals, this undermines people’s potential and mental health. The feeling that you are doing well and achieving the goals you have set, remains out of reach and that grinds people down in the long run. This is a crucial negative factor that deserves more attention.
The solution is as straightforward as it is effective: creating alignment between the objectives of the company and the motivations of the people working for the company. You do this by discussing and agreeing on ambitious but achievable objectives that are supported by the employees and that make a meaningful contribution to the success of the company.