This study aims to analyze 10 organizational experiences in Spain that have implemented a reduction in the weekly working hours – either full or partial – through a four-day working week, without a reduction in salary, exploring motivations, applied models and organizational impacts from a management perspective.
A qualitative study based on semi-structured interviews with human resources managers, general managers and executive teams from organizations in various sectors (including technology, industry, education and hospitality) across six Spanish autonomous communities. The analysis focused on identifying common patterns in the motivations for adoption, implementation approaches and perceived organizational effects. The motivations combined work-life balance objectives, social responsibility considerations and talent attraction and retention strategies. Different implementation models were observed, including daily reductions in working hours, the elimination of Friday work and rotating shift systems adapted to specific operational requirements.
The findings indicate that the primary motivations for adopting a four-day workweek were improving work-life balance, strengthening talent attraction and retention and increasing organizational efficiency. Organizations considering a four-day workweek should adapt implementation models to sectoral characteristics, establish clear performance indicators and promote ongoing evaluation processes to monitor organizational and employee outcomes.
The study provides empirical evidence in the Spanish context, challenging the paradigm that links productivity with the number of hours worked and filling a significant gap in the literature.
