In recent years, the traditional 9-to-5, five-day work week has been called into question. With the rise of remote work, flexible hours and shorter work weeks, many organisations are exploring alternative working patterns, including the four-day week.

But do these changes actually make employees happier or is there more to workplace wellbeing? As companies rethink the structure of work, it's essential to consider whether shifting our working patterns is the most effective way to boost happiness or if other managerial priorities are equally, if not more, important.

This article will see me examine if changing our working patterns improves happiness and this is all taken from my new book, Happy Economics. I have over 40 years of experience in business and my focus is now on making employees happier at work to drive commercial success within organisations. I launched WorkL back in 2017 which now helps over 1000 businesses globally improve the happiness and engagement of their teams.

The Link Between Work Patterns and Happiness

A shift away from rigid working patterns can certainly have a positive impact on employee happiness. Flexible hours, for example, allow employees to adjust their schedules to better align with personal responsibilities, reducing stress and increasing satisfaction. Remote work has also gained traction, offering employees the comfort of working from home, saving commute time and allowing more freedom in setting up a personal workspace.

The four-day workweek has been trialled by companies in various sectors, with promising results. Studies, including one conducted by Iceland's government from 2015 to 2019, found that a reduced workweek led to higher employee satisfaction, lower stress levels, and sustained or even improved productivity. This shows that changes in working hours can lead to a more balanced, fulfilling work life, potentially increasing happiness.

However, a four-day week for some means having to work harder every day of those four days, with a three-day weekend, making the working week actually more stressful. For some, having autonomy over when they work is more flexible than having a three-day weekend. Psychologists point to a concept called self-determination theory, which emphasises that autonomy is one of the three primary drivers of motivation and wellbeing.

When employees feel empowered to make decisions about their work, they experience a greater sense of ownership and satisfaction. Empowerment is one of my Six Steps to Workplace Happiness, which outlines the key areas that both employees and employers need to focus on to create a happier employee and workplace.

• Reward and Recognition: Every member of an organisation should benefit from its success. A fair salary is essential — no amount of praise can compensate for underpayment. Your compensation structure should meet expectations and motivate employees to go above and beyond.
• Information Sharing: Withholding information can make employees feel undervalued and disconnected from the business. For a team to perform at its best, transparency is essential. Employees at all levels should have a clear understanding of the business, its strategy, performance, customers, and competitors.
• Empowerment: Empowering employees means involving them in decision-making, valuing their ideas, and integrating their feedback into the company's strategies. Everyone brings unique experiences and perspectives to the table and only by considering all views can a team achieve the best possible outcome. While individuals may not be perfect, together, the team can be.
• Wellbeing: Employee wellbeing encompasses physical, emotional, and financial health. Addressing all three areas leads to improved engagement and productivity. A positive workplace culture can reduce absenteeism, as engaged employees tend to be healthier and more committed.
• Instilling Pride: Employees who take pride in their work and workplace naturally become advocates, sharing their positive experiences with colleagues, potential hires, customers, and the community. Their pride will be evident when they talk about where they work. Building this sense of pride goes beyond motivational talks or performance reviews—it's about cultivating an environment where employees truly enjoy and take pride in their roles.
• Job Satisfaction: A range of factors influence job satisfaction, but two stand out; opportunities for personal growth and the quality of the employee-manager relationship. Employees are an organisation’s greatest asset, and high engagement is essential for success. Research shows that respectful treatment and trust between employees and leadership are key drivers of satisfaction. Poor relationships with managers are often the top reason employees leave, regardless of the company's brand strength.

Changing work patterns alone is not a magic solution for increasing workplace happiness. Ensuring employers review my Six Steps to Workplace Happiness will increase employee engagement. Managers need to take a holistic approach to create a truly supportive and fulfilling work environment.

Prioritising autonomy, creating connection and purpose, supporting mental health, and encouraging career growth are all critical elements that contribute to a happier workforce.

Lord Mark Price is the founder of WorkL and WorkL for Business, and author of Happy Economics: Why The Happiest Workplaces are the Most Successful (published by Kogan Page, out now).