The Four-Day Work Week: Measuring the outcomes and identifying the critical success factors of the Unilever New Zealand Four-Day Work Week Trial
- Publication Type:
- Thesis
- Issue Date:
- 2024
Embargoed
| Filename | Description | Size | |||
|---|---|---|---|---|---|
| thesis.pdf | thesis | 4.97 MB |
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Achievement of the Triple Bottom Line has grown in importance as society grapples with the social, environmental and economic challenges of our time. In this context, the concept of Good Work and Sustainable Human Resource Management have gained traction, both of which advocate that enhanced conditions for employees will generate substantial individual, organisational and societal benefits. Flexible Work Arrangements have been considered as a potentially mutually beneficial solution to supporting employees to manage work and non-work commitments. Most recently, interest in one particular form of flexible work known as the 100-80-100 Four-Day Work Week (4DWW) has grown. To measure the longer-term impact of the 100-80-100 4DWW on key business and employee outcomes, and the processes that determine its successful implementation, the 18-month trial (December 2020–June 2022) of the 100-80-100 4DWW at Unilever New Zealand was evaluated. Using a mixed methodology research design, which included three online surveys of all employees (N=78) and 57 in-depth semi-structured interviews, this evaluation found that by the end of the trial, Unilever New Zealand had achieved strong business results, exceeding all business key performance indicators, including sales, market share, profit and overheads. Absenteeism also significantly reduced, turnover was stable, and all other employee outcome metrics were stable or showed directional improvement. This thesis, applying Social Exchange Theory, argues that realising these outcomes was dependent on several critical success factors related to employees, motivated to realise one additional day of free time, working to adopt new ways of working to deliver the same business outcomes. This thesis contributes to the literature on flexible work and literature on the 4DWW as follows. First, most trials to date have been for six months, this study represents a longitudinal study of one case organisation. Second, this thesis considers positive outcomes as well as challenges and unforeseen negative consequences of the 100-80-100 4DWW. Finally, whilst reports to date have focused on outcomes, this research extends the knowledge of the 100-80-100 4DWW by identifying critical success factors and then developing the 100-80-100 4DWW FlexAbility Framework which outlines seven enablers to successfully and sustainably implementing the 100-80-100 4DWW. These contributions have implications for scholars and human resource professionals seeking to implement Sustainable Human Resource Initiatives which deliver Triple Bottom Line outcomes and contribute to the United Nations Sustainable Development Goals. Finally, increased visibility and utilisation of flexible work arrangements such as the 100-80-100 4DWW will work towards breaking down flexibility bias.
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