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    The document discusses the history of reducing standard working hours and weeks. It notes campaigns in the 1840s to reduce hours from 11 hours to campaigns in the 1920s by Henry Ford to reduce the standard work week to 5 days. More recently, Iceland cut hours to 35-36 per week without loss of output. A UK trial of a 4-day work week also saw no reduction in pay or productivity. However, the document also notes potential negatives for those in unpredictable, zero-hour contract work who could face increased hours with little notice. There are also concerns about impacts on companies not participating and implications for enforcing weekends off. Overall, the document discusses both benefits and challenges of reduced working hours and weeks.

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    The document discusses the history of reducing standard working hours and weeks. It notes campaigns in the 1840s to reduce hours from 11 hours to campaigns in the 1920s by Henry Ford to reduce the standard work week to 5 days. More recently, Iceland cut hours to 35-36 per week without loss of output. A UK trial of a 4-day work week also saw no reduction in pay or productivity. However, the document also notes potential negatives for those in unpredictable, zero-hour contract work who could face increased hours with little notice. There are also concerns about impacts on companies not participating and implications for enforcing weekends off. Overall, the document discusses both benefits and challenges of reduced working hours and weeks.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    10 views1 page

    английский перскаж

    Uploaded by

    三角形
    The document discusses the history of reducing standard working hours and weeks. It notes campaigns in the 1840s to reduce hours from 11 hours to campaigns in the 1920s by Henry Ford to reduce the standard work week to 5 days. More recently, Iceland cut hours to 35-36 per week without loss of output. A UK trial of a 4-day work week also saw no reduction in pay or productivity. However, the document also notes potential negatives for those in unpredictable, zero-hour contract work who could face increased hours with little notice. There are also concerns about impacts on companies not participating and implications for enforcing weekends off. Overall, the document discusses both benefits and challenges of reduced working hours and weeks.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 1

    In Britain, in the 1840s, a campaign to reduce the length of the working hours was

    launched.

    And though it had been described by some parliamentarians as “mistaken


    philanthropy”, it had actually resulted in relative success.

    One owner of large mills showed to the parliament that after reducing the
    working day to 11 hours the quality of work was improved and
    production volume remained the same.

    Then In 1926, Henry Ford went even further and reduced the working week to five
    days and level of production hadn’t suffer at all. And he believed that this pressure of
    working fewer days was the key to productivity.

    About a century later, Iceland only confirmed those points by cutting the working
    week from 40 hours to 35 or 36 per week without any changes in output.

    That was followed by a bolder proposition from 30 UK businesses that signed up to


    a six-month trial of a four-day week with no reduction in pay.

    And nevertheless, we cannot ignore the negative aspects like impact on some
    practicalities in this scheme in a long run. People’s concerns are mostly related to
    pressure, salary reduction, and working under the radar in leisure time.

    And while executives of creative companies claim that the four -day week will
    prompt new efficiencies and make staff happier, People in sectors like
    retail, hospitality, and care, who are on zero-hour contracts have to face with
    unpredictability of the working week, during which the employers flex their hours up
    and down with scant notice. So, people have to overwork.

    Not to mention the companies that don’t take part in the experiment and default
    the weekend to one day sometimes promising to enforce Saturdays off.

    All in all, given all these issues we can find o ne common thread in them.

    People engaged in both mental and physical labor want employers to be less
    greedy with their time. If companies will take it into account maybe it can turn out
    to be beneficial for them in the long run

    Industries that require physical labour, where


    material product is produced

    low-paid sectors like retail, hospitality, and care,

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