| Summary: | 碩士 === 國立中山大學 === 高階經營碩士班 === 104 === In mid-1971, Hedges, J. N. has noted that people’s preferences for workdays and life quality have changed. In the past years, the universal "block vacation" concept were not yet as prevalent as people at modern times seeking for high level desires of psychological and spiritual needs. Therefore, in the era of “small happiness”, it is of extreme importance to help companies set up an appropriate working hour systems and maintain a stable and progressive mode over its business. Once "The Four Day Workweek System" has been set, not only the working hours and lifestyle of the employees would change, the employee behavior and employer branding would be transformed as well.
This study aims to explore the impacts of the four-day workweek systems on the company’s operation, by interviewing the company''s chairman and five employees among company, bringing out the following conclusions:
1. It is not effective to use the four-day workweek systems as strategies for every employees on the decline of the turnover rate; however, it does not cause adverse effects when implementation.
2. The four-day workweek systems as strategies regarding to employer branding have a high degree recognition on the company itself and employees.
3. The four-day workweek systems as strategies regarding to the level of well-being vary for employees; however, to the employees having the families, the effect is significant.
4. The four-day workweek systems as strategies increase employee’s working efficiency; however, the employee productivity was not as great as expected.
5. The four-day workweek systems as strategies can have a considerable effect of cohesion building on the sales department.
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