The Shortened Working Week and Its Impact on Workplace Sustainability

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cris.lastimport.scopus2025-08-15T03:10:13Z
dc.abstract.enThis paper explores the effectiveness of the Shortened Working Week (SWW) as a mechanism for advancing Sustainable Human Resource Management (SHRM). It begins by reviewing various SWW models implemented in pilot studies across the UK, Sweden, Japan, and the US. Next, the paper employs the Triple Bottom Line theoretical framework to assess the impact of SWW on SHRM. Furthermore, it presents empirical data from a survey of 1,000 white-collar employees in Polish organisations, examining their attitudes towards SWW. The findings suggest that a reduction in work hours can positively influence the social, economic, and environmental pillars of SHRM. Considering the varied preferences for SWW based on factors such as gender, family status, and company size, the paper recommends that managers consider flexible scheduling alternatives to the conventional Free Fridays model.(original abstract)
dc.affiliationWydział Nauk Społecznych w Warszawie
dc.affiliationInstytut Nauk Społecznych
dc.contributor.authorKotłowska, Alicja
dc.date.access2024-10-06
dc.date.accessioned2025-08-14T08:31:58Z
dc.date.available2025-08-14T08:31:58Z
dc.date.created2024-05-10
dc.date.issued2024-10-06
dc.description.abstract<jats:p>This paper explores the effectiveness of the Shortened Working Week (SWW) as a mechanism for advancing Sustainable Human Resource Management (SHRM). It begins by reviewing various SWW models implemented in pilot studies across the UK, Sweden, Japan, and the US. Next, the paper employs the Triple Bottom Line theoretical framework to assess the impact of SWW on SHRM. Furthermore, it presents empirical data from a survey of 1,000 white-collar employees in Polish organisations, examining their attitudes towards SWW. The findings suggest that a reduction in work hours can positively influence the social, economic, and environmental pillars of SHRM. Considering the varied preferences for SWW based on factors such as gender, family status, and company size, the paper recommends that managers consider flexible scheduling alternatives to the conventional Free Fridays model.</jats:p>
dc.description.accesstimeat_publication
dc.description.issue1
dc.description.physical69-97
dc.description.versionfinal_published
dc.description.volume71
dc.identifier.doi10.33119/EEIM.2024.71.5
dc.identifier.issn1734-087X
dc.identifier.urihttps://share.swps.edu.pl/handle/swps/1652
dc.identifier.weblinkhttp://bazekon.icm.edu.pl/bazekon/element/bwmeta1.element.ekon-element-000171700908
dc.languageen
dc.language.otheren
dc.pbn.affiliationnauki o zarządzaniu i jakości
dc.rightsOther
dc.rights.questionYes_rights
dc.share.articleOPEN_JOURNAL
dc.subject.ensustainable HR
dc.subject.enshortened working week
dc.subject.en4‑day week
dc.subject.enflexible work
dc.subject.enwork-life balance
dc.swps.sciencecloudsend
dc.titleThe Shortened Working Week and Its Impact on Workplace Sustainability
dc.title.alternativePromoting a Sustainable Workplace with the “Shortened Working Week” (SWW): Empirical Insights from 1,000 White-Collar Workers in Poland.
dc.title.journalEdukacja Ekonomistów i Menedżerów
dc.typeJournalArticle
dspace.entity.typeArticle