K.U.Leuven - Departement toegepaste economische wetenschappen
DTEW Research Report 0010 pages:1-29
This contribution aims to bring clarity into the 'organisational implications' of one specific form of working time reduction, namely the four-day working week. We start by defining the concept of the four-day working week. In the second part, we look at ways Belgian authorities are trying to encourage the four-day working week, met by little enthusiasm from the business world. This reluctance stems from ignorance about the effects on performance and organisation. For this reason, we have constructed a typology of organisational implications in the third part, as well as a conceptual framework that can act as a guiding model for the analysis of organisational implications. With the help of this conceptual framework, we demonstrate in part four that these implications vary strongly with the actual format of the four-day working week. We emphasise that the time frame and the application field of the redistribution formula are the two factors that will determine the nature and volume of implications.