An annotated bibliography of compressed workweeks

Hung, Rudy

doi:10.1108/01437729610149321

Cited by 11 publications

(2 citation statements)

References 50 publications

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“…In addition, most workers have college education, and the data may not be applicable in other occupations were work tasks and education levels differ. In addition, there are many other cultural confounders and a particular weakness of studies of compressed working hours is the lack of studies outside North America, Western Europe and Australia (Hung, 1996). Moreover, there are probably different selection processes according to occupation and shift system.…”

Section: Limitationsmentioning

confidence: 99%

Long Shifts, Short Rests and Vulnerability to Shift Work

Axelsson¹

2005

PsycEXTRA Dataset

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At the same time as many urban economies are developing into 24-hour societies it is becoming popular amongst shift workers to compress their working hours. This is done by working longer shifts (>8h) and/or restricting free time (<16h) in between shifts -the main reasons are to gain longer bouts of free time and extra free weekends. However, there is a limited knowledge of the effects of such arrangements on sleep and wakefulness. Thus, the main purposes of the present thesis were to evaluate the effects of long working hours (in the form of 12h shifts) and short recovery periods. Another aim was to evaluate possible mechanisms that could suggest why some individuals develop problems with shift work while others do not.We used a combination of methods -sleep diaries, wake diaries, blood samples and objective measures of sleep and cognitive performance -across whole or large parts of shift schedules to evaluate acute effects of particularly demanding working periods, as well as the total effects of a shift cycle. Study I evaluated the effect of changing from an 8h-to a 12h-shift system. Study II evaluated the effects of long shifts in a shift schedule with both 8h-and 12h-shifts. Study III evaluated the effects of several consecutive short recovery periods (8-9h of recovery) and whether satisfaction with ones' work hours was associated to problems with sleep and sleepiness. Study IV evaluated whether endocrinological markers of catabolic (cortisol) and anabolic (testosterone) activity changed across a shift sequence and whether satisfaction were related to them. Study V was a laboratory simulation of the effects of a short recovery period (4h of sleep) and whether a short nap could counteract any detrimental effects.There was no convincing evidence for 12h shifts inducing more problems with sleep and sleepiness than 8h shifts. With regard to recovery time between shifts, the shortest recovery times (only 8h) seriously shortened sleep duration and increased sleepiness, while 12h of recovery (between two consecutive 12h shifts) was judged as having no or limited effects on acute measures. The problems with the shortest recovery periods were worse in a schedule with several consecutive shifts and less pronounced in a schedule with few consecutive shifts. With regard to individual differences, it was found that subjects being dissatisfied with their working hours were vulnerable to short recovery periods, which was evident by less sufficient sleep and an accumulation of sleepiness across work periods with limited recovery time. Interestingly, these problems disappeared when they were allowed to recover after the work period. In addition, dissatisfied male shift workers had lower testosterone levels at the end of work periods, indicating disturbed anabolic activity. The simulated quick return supported that curtailed sleep affected sleepiness and performance and that a short nap could counteract these effects temporarily.It is concluded that long shifts (up to 12h) may be acceptable, whereas short recovery ti...

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Section: Limitationsmentioning

confidence: 99%

Long Shifts, Short Rests and Vulnerability to Shift Work

Axelsson¹

2005

PsycEXTRA Dataset

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“…In addition, compressed work schedules can reduce traffic congestion because employees participating in this schedule typically leave home and work after peak traffic hours. 46 One survey of commuters conducted by the Center for Urban Transportation Research found that compressed work schedules reduced automobile commutes by as much as 10 percent, making it among the most effective commute trip reduction strategies considered. 47 In addition, Sundo and Fujii found that compressed work schedules significantly reduce participants' total commute time and increased the employees' personal time to devote to household activities or sleep.…”

Section: Transportationmentioning

confidence: 99%

Compressed Workweeks - Strategies for Successful Implementation

Arbon¹,

Facer²,

Wadsworth³

2012

Public Personnel Management

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Organizations of all types -government, nonprofit, and private -are moving toward alternative work schedules such as compressed workweeks. Other organizations are considering the move and are anxiously awaiting more information to determine if it is the right decision for their organization. In this paper, we present a framework for implementing compressed workweeks. This framework draws upon the latest relevant research to assist organizations in this critical decision making process. We suggest that organizations ought to consider five key issues when analyzing the decision to move to compressed workweeks: people, purpose, process, perceptions, and performance. While these categories may overlap in important ways, they can aid in careful and deliberate thinking. S ignificant media attention in the last year has focused on organizations moving to alternative work schedules, such as the 4-day workweek. In 2008, 37 percent of organizations were using the compressed workweek, with the Health (57 percent), Nonprofit Services (45 percent), and Government (45 percent) industries having the highest percentages of organizations implementing this trend. 1 Organizations are moving to compressed work schedules for a variety of reasons: cost savings, increased customer access, and employee morale; and some stakeholders are having more influence than others, with the impetus for schedule changes coming from politicians, citizens, employees and unions. While some organizations survey employees before making the

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