What the Evidence Tells Us About The Four-Day Working Week

Why The ABP will be adopting a four-day working week model. 

The Association for Business Psychology (ABP) has taken an important step in aligning its internal practices with its mission: from December this year, our operational team members will work a four-day week. This decision supports positive working experiences for our staff, reinforces our commitment to evidence-based practice, and reflects our responsibility as a not-for-profit to manage resources prudently and sustainably. 

The move is rooted in solid research. Around the world, trials of reduced-hours working (typically around 32 hours) have repeatedly shown meaningful benefits for wellbeing, engagement and organisational outcomes. As the professional home and voice of Business Psychology, it is only right that The ABP not only champions good workplace design but models it too. 

What the Evidence Shows 

The global evidence base for reduced working weeks has grown steadily over the past decade, with particular strength in large-scale trials and systematic reviews. 

One of the most robust datasets comes from the UK’s 2022–23 four-day week pilot, involving 61 organisations across multiple sectors. The results demonstrated improvements in wellbeing, including:

• 39% reduction in stress
• 71% reduction in burnout
• Two-thirds reduction in sick leave

Crucially, productivity remained stable or improved for most participating organisations (Autonomy & 4 Day Week Global, 2023).  

International evidence aligns with these findings. In Iceland’s government-backed shorter working week trials, which included more than 2,500 public-sector workers, productivity was maintained or improved in the majority of workplaces, while worker wellbeing increased significantly (Haraldsson & Kellam, 2021). Similarly, the Perpetual Guardian trial in New Zealand reported gains in engagement, teamwork, and work quality, with overall productivity unaffected (4 Day Week Global, 2022–23). 

Peer-reviewed research reinforces these organisational findings. A systematic review published in BMJ Open found that reducing weekly working hours improves sleep, reduces stress and fatigue, and enhances overall wellbeing (Voglino et al., 2022). Another comprehensive systematic review of 173 studies by the International Labour Review identified strong links between shorter working hours, work–life balance and wellbeing (Antal et al., 2024). 

On productivity specifically, research from the International Labour Office shows that knowledge-based and cognitively demanding work does not scale linearly with hours. Other studies have suggested shorter workweeks often improve productivity per hour, because fatigue declines and focus improves.  

Importantly, findings indicate that productivity gains are most pronounced in knowledge-based and office settings – exactly the environment in which The ABP’s core operations sit. 

Taken together, this evidence provides a solid foundation for The ABP’s decision. 

Why It Makes Sense for The ABP 

For The ABP, this change supports three interlocking priorities: 

As a community dedicated to applying psychology to enhance workplace experiences, it is important that we demonstrate the standards we advocate. A four-day week signals our belief in humane, evidence-based work design and our ambition to lead by example in the professional community. 

Our administrative team plays an essential role in serving members, supporting volunteers and maintaining the smooth running of the organisation. Ensuring their work is designed in a way that promotes wellbeing is both the right thing to do and essential to maintaining high-quality service.

3. Responsible stewardship of not-for-profit resources 

Because we are committed to operating efficiently and directing funds towards member benefits, the reduced-hours model introduces modest cost savings without compromising service levels. With double cover on Mondays to ensure continuity, and out-of-office messages explaining our working pattern, we expect minimal disruption for members, partners or volunteers. 

Cautions and Considerations 

The research is clear that four-day-week success is not automatic. Trials that simply compress hours or fail to redesign workload report weaker outcomes and sometimes increased strain. Success depends on focusing on outcomes rather than hours, streamlining low-value tasks, improving clarity of priorities, and ensuring fairness across roles. These principles will guide how The ABP implements, reviews and refines the model. 

We also recognise that reduced-hours working does not remove the need for good leadership, clear communication or effective job design. Instead, it makes these even more important. Our adoption of this model will be accompanied by close monitoring, active reflection and a willingness to adapt. 

Looking Ahead 

The ABP’s move to a four-day week reflects our mission, our values, and the evidence base we champion. It strengthens our commitment to positive workplace experiences, aligns us with emerging best practice, and supports the long-term sustainability of our not-for-profit work on behalf of our members. 

We hope that by sharing our experience openly, we can provide a balanced, evidence-informed narrative that supports others considering this path. As always, our aim remains the same: to improve working lives through Business Psychology. 

References 

In addition to the references linked in this article, readers may consider: