The impact of a four-day work week on employee performance, productivity, job satisfaction, motivation, and work-life balance is examined in this study. Organisations are increasingly exploring flexible working arrangements because of growing concerns regarding employee well- being, workplace stress, burnout, and the changing nature of work. A four-day work week generally involves reducing the number of working days while maintaining employee pay, although the exact implementation may differ across organisations. Previous workplace trials have reported improvements in work-life balance, employee well-being, job satisfaction, and productivity under appropriate conditions. The present study adopts a descriptive research design and uses both primary and secondary sources of data. Primary data were collected through a structured questionnaire from 100 employees working in different organisations. Secondary data were obtained from research articles, books, reports, and publications related to flexible working arrangements and employee performance. The questionnaire used a five-point Likert scale to assess employee perceptions regarding productivity, work-life balance, stress, motivation, job satisfaction, organisational commitment, and performance. The analysis indicates that a majority of respondents perceive the four-day work week positively. The findings suggest that a four-day work week may improve employee productivity, work-life balance, motivation, job satisfaction, and overall well-being. However, challenges related to workload management, communication, deadlines, customer service, and coordination may affect 3 successful implementation. The study concludes that a four-day work week can be an effective workplace strategy when supported by appropriate planning, workload redistribution, employee participation, and management support.
