A Feasibility Analysis of Implementing a Four-Day Workweek in Indonesia: Perspectives on Productivity and Employee Well-Being

The concept of a four-day workweek has evolved from a theoretical fringe idea into a globally evaluated workplace policy. This academic article examines the feasibility of adopting a four-day workweek in Indonesia, focusing on organizational productivity and employee well-being. Employing a systematic literature-based methodology, this study synthesizes empirical findings from major global trials (2022–2026) and contrasts them with Indonesia's statutory framework, industrial structure, and socio-economic realities. International evidence demonstrates that worktime reduction without salary reduction (the 100-80-100 model) significantly lowers employee burnout, reduces absenteeism, and maintains or improves organizational productivity through work reorganization (Fan et al., 2023; Voglino et al., 2022). However, in Indonesia, implementation faces structural friction: statutory daily worktime limits and overtime calculation rules under Government Regulation (PP) No. 35/2021, a prevalent culture of presenteeism, operational constraints in labor-intensive manufacturing, and a massive informal economy comprising approximately 59% of the workforce (Badan Pusat Statistik, 2024; Pemerintah Republik Indonesia, 2021). The study concludes that a four-day workweek is conditionally feasible in Indonesia, serving as a viable model for knowledge-based sectors, technology firms, and public administration, provided that flexible working regulations are modernized and implementation follows a phased, sector-specific roadmap.