On the Fifth Day:Autonomy, Organizational Control and the Ownership of Time in the Four-Day-Work-Week

The four-day work week has gained global attention as international trials and emerging evidence have sparked debates about its potential as an economic and social change engine to reorient the future of paid work. Based on the 100:80:100 model—100% pay for 80% of work time while delivering 100% productivity—evidence points to potential benefits for productivity, recruitment and retention, work–life balance, and both employee and organizational well-being.<br/><br/>Drawing on qualitative interviews with stakeholders at 20 UK SMEs in 2024, this study examines an important unanswered question: how is the “fifth day” utilized, and does its use matter for individual and organizational outcomes? Applying longstanding debates around autonomy and organizational control to the four-day week, we explore how employer concerns about moonlighting and malfeasance come into tension with employee preferences for control over their time and freedom to pursue activities that support career development, work–life balance, and well-being.<br/><br/>We find a wide range of uses for the fifth day, from leisure time that enhances work recovery, to easing caring responsibilities, to education and training for personal and professional development, to civic engagement (whether employer-linked or not), and, more controversially, side hustles. The impacts are equally diverse, reflecting individual and organizational nuances and a mix of benefits, challenges, and risks.<br/><br/>We conclude by outlining agendas for future research to inform policy and provide practical guidance on the ownership of the fifth day, and on the autonomy–control balance as critical factors shaping the long-term success of the four-day work week.