Policy analysis: Compressed workweek

Today the economy has slowed down and inflation has risen to near record highs. Corporations, governments, and agencies are looking at ways to save costs. Budget expenditures on payroll are addressed as well as the cost of utilities, resources, and the costs of doing business. One implicated method to help solve these problems is for the use of compressed workweeks. Compressed workweeks are both beneficial to the agencies and the employees. The employee can have more time for home life while putting in the same amount of hours at work, and save money on commuting to work. Additionally the agency is saving on the budget, because of an extended weekend for the worker. An employer can shorten its workweek and lower operational costs, while improving employee attendance through the use of compressed workweeks. This study is going to examine the different workweeks for differences in attendance, the best measurable variable in favor for the agency. The study will focus on the Clark County, Nevada, the Department of Juvenile Justice (DJJS), which has an identical job classification working both traditional workweeks and compressed workweeks. This type of study is rare in that the comparison group is within the same agency and job classification as the experimental group. This examination of compressed work weeks comes at a time where most work in the area of compressed work weeks remain exploratory (Pierce & Dunham 1992), and current agencies, and even entire government agencies are moving radically toward compressed workweeks because of the slowing of the economy and increased inflation.