Fewer employees now want to reduce their working hours than before the Covid pandemic, with interest in four-day weeks declining most sharply among younger workers, new research shows.
It challenges the assumption that pandemic-era remote working led to a lasting shift in attitudes to traditional working hours. The research, based on an analysis of data, found that despite greater exposure to flexible arrangements during lockdowns, fewer employees are now actively seeking shorter weeks.
Chloe Dixon, of the University of Southampton, analysed Labour Force Survey data covering more than 30,000 people across 2018, 2019, 2022 and 2023, as part of her PhD research. She also conducted 21 in-depth interviews with employees to explore their views in greater detail.
Speaking at the British Sociological Association’s Work, Employment and Society conference in Manchester, she said the findings revealed a “significant post-Covid decline in a preference for shorter hours and willingness to accept income reduction”.
Drop in Support for Shorter Hours
Before the pandemic, 44.6 percent of respondents said they wanted to reduce their hours. It dropped to 39.1 percent in the post-pandemic years of 2022 and 2023, representing a fall of 5.5 percentage points, or 12 percent in relative terms.
Among those who still expressed a preference for shorter hours, the majority (two-thirds) said they would only reduce their working time if their full pay was maintained. Just one-third were willing to accept a pay cut.
Dixon said the change might reflect increased economic uncertainty.
“This perhaps reflects the greater insecurity experienced or perceived in the years 2022–23 compared to 2018–19, through things like the cost-of-living crisis and greater job insecurity — workers may have become more protective of their work hours.”
Although many people had experienced greater autonomy while working remotely, it had not led to a broader shift in attitudes to hours reduction.
Generational and Income Differences
The research found that preferences for shorter hours varied by age, gender, education and income:
- Only 25 percent of 18 to 24-year-olds wanted to work fewer hours, compared with 40 percent of 40 to 44-year-olds and 45 percent of those aged 55 to 59.
- Managers were more likely than other workers to want to reduce their hours (45 percent compared with 38 percent).
- Women were more likely than men to want shorter weeks (45 percent versus 40 percent), which Dixon said was likely linked to caring responsibilities.
- Graduates were more likely to want reduced hours (44 percent) than those with no formal qualifications (34 percent).
- Higher earners were more open to shorter working time, especially if their income could be preserved.
In interviews, employees expressed a strong interest in reducing hours but consistently cited income loss as a barrier.
“A higher level of security, status or privilege is usually associated with a stronger preference to reduce hours,” Dixon said.
Younger workers, particularly renters in cities, often felt they could not afford to earn less. Some also struggled to see how shorter hours would fit their current routines.
“Some of the people in their 20s who I interviewed stressed the need for maintaining or improving their current income because of their current circumstances, such as renting in an expensive city.”
“While they still showed interest in shorter hours as long as their pay was maintained, some of them actually struggled to think of what they would actually do with additional time off, reflecting that they didn’t have a family yet and instead would need friends to have a similar work-hour schedule.”
The interviews also showed that, when given space to reflect, participants were more likely to question assumptions and express support for reduced hours than survey data alone might suggest.
A Changing Narrative Around Four-Day Weeks
Interest in four-day week trials surged during and after the pandemic, with UK pilots led by organisations such as 4 Day Week Global and Autonomy reporting positive results. In early 2023, many firms that had trialled the shorter week chose to continue with the model permanently.
But the long-term sustainability of the approach is under renewed scrutiny. Some business groups have warned that compressed weeks may not be viable in all sectors, and the benefits may not be evenly distributed across pay bands or age groups.
The new research suggests that economic pressures have tempered public enthusiasm, especially where pay reductions are required.
Advice for Employers
Experts advise that employers interested in offering shorter working weeks or more flexible arrangements should consider the following:
Avoid one-size-fits-all models: While some employees may welcome reduced hours, others — particularly younger or lower-paid staff — may prioritise financial stability. Employers should engage staff to understand varied needs.
Trial and evaluate: Pilot programmes can help test what works for different roles. Evaluations should include productivity, job satisfaction and wellbeing indicators.
Preserve full pay where possible: The majority of employees who support shorter hours say they would only participate if pay is maintained. Offering full-time pay for reduced hours requires careful workload planning and strong productivity tracking.
Focus on flexibility beyond time: Autonomy over how work is done often matters as much as when. Employers should consider giving employees greater say in their schedules, workflows and priorities.
Train managers to support flexible teams: Successful reduction in hours depends on supportive leadership. Managers need training to help staff navigate workload distribution and avoid negative perceptions of part-time workers.
Communicate transparently: Where shorter weeks are not feasible, employers can still offer wellbeing days, volunteering leave or sabbaticals, with clear communication around options.
Ultimately, the study shows that interest in working fewer hours remains but it is shaped by financial, generational and cultural realities. Employers looking to support wellbeing through flexible models will need to tailor their approach, taking into account what employees can afford and what they genuinely want.