The Ministry of Labor recently announced a call for applications to pilot a shortened workweek, and researchers from SWPS University examined current perceptions among working adults about the concept of a compressed workweek. Results from a study led by Professor Katarzyna Januszkiewicz from the SWPS Faculty of Social Sciences show that the 4-day workweek model has the most supporters, with as many as 74% of respondents predicting it would positively impact quality of life.
In recent years, interest in flexible work arrangements, including a shortened workweek, has grown. This trend is partly due to pandemic experiences, during which many employees managed their tasks in less than standard working hours. Technological advances, including the use of generative AI to optimize processes, further facilitate this trend by enabling organizations to manage resources more efficiently. Trials conducted in countries such as Iceland, the UK, Portugal, Belgium, and Spain indicate that reducing workdays can improve productivity, employee loyalty, wellbeing, and job satisfaction. The Polish Ministry of Labor and Social Policy hopes for similar results through its pilot program, allowing interested organizations to test selected models of reduced working time with state support. To responsibly implement such changes, understanding the expectations of the working adult population is essential.
Although the four-day workweek concept is gaining popularity in Poland, there remains a lack of in-depth analysis of societal expectations regarding its forms, implementation scenarios, and long-term effects. This study aimed to identify employees’ preferences toward a shortened workweek and opinions about its availability and usefulness.
How Do We Imagine a Four-Day Workweek?
The findings indicate that most respondents favor flexible working hours. Such flexibility would benefit 65% of women and 63% of men. When asked about their preferred form of flexible working time, assuming unchanged responsibilities and pay, the most popular choice among both women and men was an eight-hour, four-day workweek (36% women, 37% men). The second most chosen option among women was a five-day week with shorter 6–7-hour days (29%), while men favored a four-day week with ten-hour days (19%). Thirteen percent of women and 14% of men expressed no interest in changing their work hours, and 12% of women and 9% of men answered “hard to say.” These data reflect diverse preferences for how to shorten working hours while keeping employment conditions the same.
“The most preferred model is a four-day workweek with eight-hour days, unchanged duties, and pay. However, it is worth noting that respondents also chose other options, and with nearly 15% uninterested, the results indicate heterogeneity in attitudes toward worktime flexibilization,” summarizes Professor Januszkiewicz.
When asked about reducing the workweek to four eight-hour days with proportional pay reduction, 57% of women and 56% of men were not interested, while 32% of women and 33% of men would consider it, and 11% in both groups were unsure.
Monday, Friday, or a Free Wednesday?
Friday was the most preferred additional day off, chosen by 52% of men and 50% of women. Monday was second, with similar support: 18% men, 19% women. For 18% of men and 17% of women, the specific day off did not matter. Midweek days received the fewest votes—Tuesday 0% men and 1% women, Wednesday 9% men and 10% women, Thursday 2% men and 3% women.
There were gender differences in preferences for how to organize the day off. A fixed day off was preferred by 40% of men and 36% of women. Flexible solutions were favored more by women (27%) than men (22%). A combined option—fixed day off with modification possibility—was supported by 21% of women and 18% of men. Men (11%) more often than women (8%) indicated that it did not matter how the day off was designated. An equal 8% of both groups were uncertain.
Who Should Decide?
The model of joint decision-making about the extra day off by employee and employer received the most support—36% of women and 55% of men chose it. The second most popular was leaving the decision solely to the employee (35% women, 30% men).
The idea that the employer alone decides was relatively unpopular—only 12% of women and 13% of men agreed. Legislative imposition of the day off was supported by 7% of women and 9% of men.
“A significant portion of respondents wanting exclusive rights to decide on the additional day off, combined with low support for authoritarian employer or legislative decisions, may reflect a desire for individualized work arrangements that do not necessarily consider employer needs or responsibilities,” explains the researcher.
Could It Work?
Respondents are optimistic about the feasibility of implementing a four-day workweek. Over half—57% women and 56% men—deemed it possible. Skepticism was shown by 28% of women and 27% of men, with 17% women and 15% men undecided.
“The most frequently cited barrier to implementing a four-day workweek was job-specific nature, mentioned by 38% of both women and men,” adds Professor Januszkiewicz.
Men rated risks related to company policies (38% vs. 31%) and legislation (28% vs. 18%) higher than women, who emphasized supervisor attitude (31% vs. 26%) and coworkers’ behavior (15% vs. 12%). Few respondents cited their own attitude as a barrier (9% women, 10% men).
To Live and Work Better
A strong majority of both women (60%) and men (62%) see benefits from the change, including improved quality of life, relationships, and loyalty to employers. As many as 74% expect a positive impact on life quality, with only 11% fearing negative effects. Optimistic forecasts extend to employee engagement (71%) and coworker relations (66%).
“The results suggest a shorter workweek could boost satisfaction, motivation, and team atmosphere,” emphasizes the study’s author.
Organizationally, 65% expect improved loyalty to the organization, 67% positive views on work efficiency, and 61% on professional development.
Clear employee preferences combined with positive expectations on wellbeing and engagement indicate that this change aligns with their needs. However, differing views on implementation reflect a lack of societal consensus.
Financial and Macroeconomic Uncertainty
Only half (51%) foresee positive effects on company finances, while 21% fear negative consequences and 29% are unsure. Similar uncertainty surrounds employees’ financial situations: 49% expect positive, 23% negative effects, and 27% are undecided. Regarding the country’s economy, half see positive outcomes, 22% negative, and nearly a third (28%) are uncertain.
“Differences in perceptions of positive impacts at individual, organizational, and societal levels indicate the need for data-based public debate. Lack of clear state policy communication may hinder change implementation,” adds Professor Januszkiewicz.
A Natural Step Forward
Reducing work hours seems a natural stage in organizational evolution. No one today imagines working 14–16 hour days as in the 17th century or 12–14 hour days during the industrial revolution. Over time, adding a day off per week may become as widely accepted as Saturday off. Learning from other countries and organizations that have undergone this process is essential. Academia plays a key role—not only reviewing changes but providing data and research supporting evidence-based management. Understanding social needs and expectations is the first step.
Methodology
The data are part of a broader research project by Professor Katarzyna Januszkiewicz at the SWPS Faculty of Social Sciences. The study was conducted via CAWI on a representative national sample of 1,000 working adults aged 18–65. The sample was demographically balanced by age, gender, and other factors per Polish population data, allowing generalization. Among respondents, 80% were full-time employees, 9% on contracts, 7% self-employed, 2% working students, and 3% retired but employed. Twenty-three percent held managerial positions.
Source: ceo.com.pl
