As a business leader and reader of blog posts on our website, you may be aware of the growing interest in the four-day working week as a way to improve employee well-being and job satisfaction. But have you considered the psychological underpinnings of motivation that make this approach effective? In this blog post, we will explore the role of Self-Determination Theory (SDT) in understanding why a four-day week can be beneficial, and what business leaders need to know to make it work for their organisations.
SDT is a theoretical framework that focuses on three fundamental psychological needs that drive motivation: autonomy, competence, and relatedness. Autonomy refers to the desire for control over one’s actions and decisions, competence relates to the need to feel capable and effective in one’s pursuits, and relatedness pertains to the need for social connection and a sense of belonging.
Research has shown that when these needs are met, employees are more engaged, productive, and satisfied with their work. A four-day working week helps fulfil these needs by providing employees with more autonomy and control over their schedules, as well as time to pursue activities that foster competence and relatedness.
However, it’s important to note that simply reducing the number of working days and total working hours in a week (implementing the 100-80-100 model as proposed by the 4 Day Week Global organisation) may not be enough to meet employees’ psychological needs. To truly fulfil these needs, businesses may need to delve deeper and look at more flexibility in terms of working hours in a work day and what remote working truly means.
Aiming to work 8 hours in a day doesn’t mean that employees need to work 8 hours straight at a fixed location. There’s no reason why the 8 hours can’t be spaced out over the course of a work day at different locations. For example, an employee may start with working for 2 hours at home; take their children to school and then meet for coffee with friends before heading into a co-working space for another 4 hours of work before heading home; spend some time with kids over homework and family dinner; then finally, finish off with a few hours of deep focus work.
Providing opportunities for greater autonomy, skill development, recognition, and social connection can also contribute to employees’ sense of competence and relatedness and hence, increasing intrinsic motivation. Supporting employees to maintain their productivity levels over fewer working days needs to be viewed as a change management project that requires close monitoring. It is essential for leaders to ensure that workload and targets are managed effectively when transitioning to a 4 day work week.
In conclusion, SDT supports and provides additional valuable insights into why a four-day working week can be beneficial for employees and businesses alike. By understanding the psychological needs that drive motivation, businesses can create a work environment that is more engaging, productive, and fulfilling for their employees. While implementing a four-day week may require careful consideration and planning, it can ultimately lead to a win-win situation for both businesses and their employees.
References:
- Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behaviour. Psychological Inquiry, 11(4), 227-268.
- Barnes, C. M., & Spreitzer, G. M. (2016). Why the 9-to-5 workday doesn’t work. Harvard Business Review, 94(9), 140-147.
- Barnes, C. M., & Ghumman, S. (2013). The effects of extended workdays on fatigue, health, performance, and satisfaction in nursing. Journal of Nursing Administration, 43(4), 235-241.