Long-term Effects of Schedule Change: Examining Work Stressors, Performance, and Change Process Factors in a Compressed Work Schedule Over Time

Abstract

Research on long-term outcomes of implementing compressed work schedules in organizations remains scarce and lacks a systematic analysis of how workers’ expectations and perceptions affect change outcomes. To explore short- and long-term outcomes of implementing a compressed work schedule in a construction company, we analyze qualitative and quantitative data collected in surveys administered before the implementation, after a three-month pilot, and one year after the implementation. Our analysis revealed that self-reported performance remained stable initially but decreased after one year. Favourable short-term outcomes for work stressors (time pressure and unfinished tasks) and fatigue were only partially maintained long-term, highlighting the need to consider short- and long-term effects of compressed work schedules. Workers’ expectations and process-related variables, such as perceived justice, were particularly relevant for short-term variability in work stressors and fatigue but became less relevant over time. Only clear organizational communication impacted the long-term variability in performance. The present study indicates that process factors are levers for quick wins but that change content and clear communication are paramount for long-term effectiveness of change. Our findings have important implications for adaptation theories (Diener, E., Lucas, R. E., & Scollon, C. N. (2006). Beyond the hedonic treadmill: Revising the adaptation theory of well-being. American Psychologist, 61(4), 305–314; Taylor, S. E. (1983). Adjustment to threatening events: A theory of cognitive adaptation. American Psychologist, 38(11), 1161–1173) and are discussed from a social exchange theory perspective (Blau, P. (1964). Exchange and power in social life. Wiley.).MAD statementThis study Makes A Difference (MAD) by advancing the existing body of research on short- and long-term effects of compressed work schedules and on the role of change content, process, and context. We highlight the impact of change content and call on researchers to consider the change content more dominantly in organizational change research. Additionally, our case study demonstrates that change outcomes vary over time, which necessitates longitudinal perspectives on workers’ adaptation and self-regulation processes. Furthermore, this study provides actionable insights for implementing compressed work schedules and thus, informs the design of decent work.