Recent data reveals a significant shift in American work habits, with full-time employees consistently reducing their weekly work hours over the past five years. According to Gallup research, the average workweek has decreased from 44.1 hours in 2019 to 42.9 hours in 2024.
This decline is particularly pronounced among workers under 35, who have cut their weekly hours by approximately two hours, compared to those 35 and older, who reduced their time by roughly one hour. When calculated annually, this reduction equates to an additional week of time off for older employees and two weeks for their younger counterparts.
Several factors contribute to this evolving work pattern. Employee wellbeing has deteriorated, institutional trust has weakened, and worker engagement has regressed to levels last seen in 2014. While technological advancements, particularly AI, have boosted productivity for 45% of workers, the combination of increased efficiency and decreased engagement could potentially hamper long-term growth prospects.
The shift also reflects changing priorities, especially among younger generations who increasingly emphasize work-life balance and overall wellbeing in their career decisions. This trend aligns with Bureau of Labor Statistics data showing reduced working hours in sectors traditionally dominated by younger workers, such as retail and hospitality.
The relationship between working hours and burnout, classified by the World Health Organization as a work-related syndrome, appears significant. Research indicates that employees working beyond 45 hours weekly face higher burnout risks. The impact of burnout is
substantial: affected workers are 32% less likely to feel responsible for service quality, 58% less likely to believe colleagues prioritize customer needs, and 74% more likely to seek new employment.
The workplace environment plays a crucial role in burnout risk. Disengaged employees working 45+ hours weekly show particularly high burnout rates, with over half of younger disengaged workers reporting frequent burnout symptoms. However, engaged employees demonstrate greater resilience: only about 10% of engaged younger workers and even fewer older engaged employees report regular burnout when working under 45 hours weekly.
Even among those working longer hours, engagement proves protective against burnout. Approximately 80% of younger and 86% of older engaged employees rarely experience burnout, even when exceeding 45 weekly hours.
Management practices, rather than hours alone, significantly influence burnout rates. Key factors include workplace fairness, communication clarity, managerial support, and reasonable time pressures. This suggests that uniform policies regarding working hours may be ineffective, as employee preferences vary considerably by age and individual circumstances.
Some workers thrive in traditional nine-to-five schedules, while others prefer flexible arrangements that better integrate work and personal life. Individual differences extend to working longer hours, with some employees choosing extended schedules to complete meaningful projects or pursue excellence in their roles.
The research emphasizes the importance of regular manager-employee communication, ideally on a weekly basis. This consistent interaction enables managers to optimize performance by aligning work assignments with employee strengths while accommodating individual work-life balance needs. Rather than implementing blanket policies on working hours, organizations may benefit from focusing on these personalized management approaches to address the evolving nature of work in America.