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IMPLEMENTATION OF COMPRESSED WORK SCHEDULES: PARTICIPATION AND JOB REDESIGN AS CRITICAL FACTORS FOR EMPLOYEE ACCEPTANCE
Author(s) -
LATACK JANINA C.,
FOSTER LAWRENCE W.
Publication year - 1985
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.1985.tb00542.x
Subject(s) - overtime , schedule , work schedule , psychology , work (physics) , order (exchange) , operations management , applied psychology , management , business , labour economics , engineering , economics , mechanical engineering , finance
This paper summarizes the empirical evidence on compressed work weeks and analyzes the effects of an implementation of a three‐day/ thirty‐eight hour (3/38) work schedule among information systems personnel ( N = 84). Data showed that eighteen months after implementation, 3/38 employees still strongly favor the compressed schedule. Those most likely to express favorable attitudes towards the schedule were employees who had participated in the decision to implement 3/38, those whose jobs had been enriched by the schedule change, and those with strong higher order needs. Fatigue did not appear to be a problem. The data also suggest substantial organizational payoffs including reductions in sick time, overtime, and personal leave time.