ALTERNATIVE WORK SCHEDULES: TWO FIELD QUASI‐EXPERIMENTS

In the first (N= 140) of two quasi‐experimental field studies, trial group employees were changed from a 5/40 to a 4/40 work schedule for four months then returned to a 5/40 schedule. In a second study (N= 102), trial group employees were changed from 5/40 to flextime. Reactions were evaluated using a model for understanding the impact of work schedules. The effects of schedule changes matched those anticipated by pre‐intervention surveys of employees. Factors related to organizational effectiveness were enhanced where specific organizational needs were met. Interference with personal activities was reduced where employees had experienced specific difficulties. The most powerful effect, however, was on worker attitudes toward specific work schedules. In addition, a mild positive (perhaps Hawthorne) effect was evident for a wide range of general worker reactions.