Abstract
This study attempts to suggest future directions in the perspective of human resource management based on various activities related to working-time reduction as a currently social issue and research findings on reduced working hours. Firstly, this study investigates how expected effects of reduced working-time are closely related to the realized effects of them by summarizing the previous studies. Also, based relevant research, this study suggests the overall potential issues that block the adoption of reduced working hours in terms of employees, firms, and gernal employment characteristics. Based on these literature reviews, this study summarizes the processes and results of global Four Day Week Global(4DWG) experiments, and suggests the limitations and directions of currently global experiments. Furthermore, this study investigates the two domestic firms which adopted the reduced working hours in the same industry. By doing In so doing, this study tries to draw the requirement before the adoption of 4DW as well as the driving forces after the adoption of 4DW. Based on these findings, this study proposes the future directions and HRM practices for successful adoption and operation of reduced working hours. In the discussion part, this study suggests future research directions in the human resource management field.
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