Traditional Indian work values have long focused on the concept of work as worship, emphasising purpose and dedication rather than the number of hours worked. In this context, the ongoing debate on working hours represents a shift in focus toward modern productivity metrics. In the quest for global competitiveness, Indian corporate leaders are at odds over how much time workers should dedicate to their jobs.
Quality Vs Quantity
Infosys founder Narayana Murthy recently sparked discussion by advocating for a 70-hour work week, citing the need for greater dedication to elevate India’s global competitiveness. Taking it a step further, SN Subrahmanyan, Chairman of Larsen & Toubro (L&T), proposed a 90-hour work week to boost productivity in high-demand industries. These arguments reflect a belief that longer working hours are a prerequisite for achieving ambitious goals in an increasingly competitive world. However, these views have drawn sharp criticism from other business leaders. Anand Mahindra, Chairman of Mahindra Group, emphasised that work quality, not quantity, is the cornerstone of success, calling for smarter, more efficient approaches to productivity. Similarly, Rajiv Bajaj, Managing Director of Bajaj Auto, dismissed extended work-hour policies as “archaic and regressive,” asserting that innovation and meaningful engagement should outweigh exhaustive schedules. This debate underscores the need to recognise that sustainable success stems from meaningful contributions, innovative thinking, and a balanced approach to productivity.
Optimal Duration of Work
This renewed discourse on work hours connects to the historical origins of fixed working schedules, which trace back to the principles of scientific management introduced by FW Taylor in the early 20th century. Taylor emphasised production efficiency by standardising workflows and tasks, requiring labor to adhere to schedules to maximise productivity. Central to this approach were time and motion studies, which analysed the most efficient ways to perform tasks and identified the optimal duration of work to maintain high productivity levels. These studies also highlighted the detrimental effects of fatigue on worker efficiency, demonstrating the importance of structured breaks and regulated working hours to prevent burnout and errors.
Introducing Shift Systems
The industrialisation era saw the introduction of shift systems, beginning with military practices where soldiers worked four-hour shifts to maintain operational readiness. This approach was later adopted in industries, evolving into eight-hour shifts to accommodate the physical and laborious nature of factory work. The rationale behind this duration was rooted in balancing productivity with the workers’ need for rest and recovery, ensuring long-term efficiency. Over time, this model became the norm, with the International Labour Organisation (ILO) advocating for a standard eight-hour workday and a 48-hour workweek as a cornerstone of labor rights. These recommendations, supported by the time and motion studies, aimed to protect workers from exploitation, safeguard health, and maintain a consistent rhythm in industries requiring physical exertion.
Analysing Global Trends
Building on this context, global trends in working hours, as detailed in the OECD Labour Force report (2023), reveal significant variations across countries. In the 1960s, the United States struggled through its post-war industrial expansion, with its workforce recording high working hours to sustain its burgeoning consumer economy and global leadership. Similarly, in the 1970s, Japan exemplified relentless dedication with some of the highest working hours globally, as its workforce drove the nation’s rapid industrialisation. By the 1990s, Ireland faced a similar phase, where long working hours were a hallmark of its economic development, enabling it to transition from an agrarian economy to a modern, industrialised state. However, as these nations developed and shifted into post-industrial economies, they gradually reduced their working hours, leveraging on technological advancements and outsourcing labour work to developing countries to achieve cost economies. This pattern demonstrates how countries at earlier stages of economic development often required more working hours and effort to fuel growth. Upon achieving high development, these countries could afford to reduce working hours without compromising growth and development. Therefore, one can contend that countries like India, which are still in the midst of their development phase, may often need to maintain higher working hours to support rapid industrialisation and economic growth.
Unlike Western societies that embraced weekend cultures, India has long valued hard work as a virtue, a sentiment reinforced in schools and workplaces. India’s resilient workforce reflects this ethos
Furthermore, structured working hours scheduling may be integral to the labor-intensive workforce, but it may not be optimal for the dynamics of creative and knowledge-driven work. In contrast to the rigid schedules suited for physical labor, creative work thrives on flexibility and spontaneity. Creativity and innovation are inherently non-linear processes that cannot be confined to rigid schedules. Studies suggest that peak creative moments often occur unpredictably, influenced by inspiration, mood, and an unstructured flow of thought. Unlike repetitive tasks, creative endeavours require mental agility and the freedom to explore ideas without constraints. Imposing fixed hours on such work can stifle the natural flow of creativity, limit ideation, and reduce the meaningfulness of the work. Effective time management for creative professionals involves balancing structured commitments with ample space for free thinking. Creative work should not be restricted by limiting hours; instead, innovation should be allowed to progress at its own pace. It does not matter how long a person works, as long as the work is meaningful and creates value. This approach acknowledges the unique rhythms of creativity and fosters innovation by prioritising quality over arbitrary time constraints. Balancing structured hours for laborious work and flexibility for non-linear tasks is the key to maximising efficiency while safeguarding well-being.
Further recent studies also provide evidence that fixed working hours or structured breaks fail to enhance creativity and argue that work, particularly in creative fields, should not be confined to rigid time constraints. As summarised in Table 1, research by Schweisfurth and Greul (2024) found that while unexpected interruptions and idle time could enhance creativity by stimulating mental recovery, planned breaks do not have the same effect. Employees tend to disengage during planned breaks, focusing on nonwork and leisure goals rather than creative output. This highlights the importance of flexibility in allowing creativity to flourish organically without rigidly imposed time structures. Similarly, Angelica and Profeta (2023) emphasise the benefits of removing constraints on time and location in the workplace. The research demonstrated that smart working, even for long hours, improves productivity, employee well-being, and work-life balance. Organisations can create an environment that fosters creativity and efficiency by allowing individuals to structure their work around their most productive times without actually restricting the total number of hours. The findings underline the value of autonomy and adaptability in promoting innovative thinking. Further evidence is provided by Jiang et al. (2023), suggesting that flexible work arrangements, even with high total hours, enhance job autonomy and intrinsic motivation, key factors for driving innovation. The research also highlighted the role of thriving at work and organisational support as critical elements in enabling innovative behavior, reinforcing the need for non-linear and flexible work patterns in creative domains. Additionally, Chatterjee et al. (2022) demonstrated how workplace and work-time flexibility significantly improve employee satisfaction, productivity, and organisational performance. The study emphasised the importance of remote and flexible work policies supported by top management in achieving these outcomes, showcasing how flexibility aligns with creative and innovative processes. Pitts (2020) explored how traditional time-based metrics, such as billable hours, conflict with the spontaneity and unpredictability of creative work. The research revealed that rigid time measurement systems often undermine the essence of creativity, which thrives in environments free from artificial constraints. These studies collectively advocate for a shift away from rigid, time-bound structures toward flexible and adaptive work models that prioritise meaningful and innovative outcomes.
In June 2022, the Modi Government released four Labour Codes. The newly enacted Labour Codes lay down an array of reforms relating to wages, social security (pension, gratuity), labour welfare, health, safety and working conditions (including women). Under the new Labour Codes, the daily and weekly working hours was capped at 12 hours and 48 hours, respectively. This has effectively paved way for implementation of a four-day work week (assuming 12 working hours every working day in the week).
Work is Worship
This granular approach to work completely contradicts the Indian ethos that considers “work is worship.” This concept has long been ingrained in the Indian cultural mindset. As emphasised in the Bhagavad Gita, the principle of Karmanye vadhikaraste ma phaleshu kadachana underscores the importance of focusing on one’s duties and actions with devotion, without being attached to the outcomes. Similarly, the principle of Loka Samgraham Evapi Sampashyan Kartum Arhasi emphasises performing one’s duties not just for personal gain but for the welfare and harmony of society as a whole. This timeless wisdom resonates with India’s strong work ethic, which has historically celebrated relentless dedication and purposeful engagement. Unlike Western societies that embraced weekend cultures, India has long valued hard work as a virtue, a sentiment reinforced in schools and workplaces. India’s resilient workforce reflects this ethos, with many rising to lead multinational corporations, becoming heads of states, and leading public policy work on the global stage. Most of them attribute their success to strong work ethics, resilience, and adaptability. These leaders exemplify how Indian professionals, driven by a sense of purpose and relentless effort, continue to make their mark worldwide. However, in recent times, Indian corporates have begun to embrace Western thoughts, such as dehumanisation of the workforce as the focal point for putting together an effective and efficient workforce. However, Indian corporates have not examined the issues of workplace deviance, dishonesty, feigning, impression management, and shaming as serious issues in the organisational context. Therefore, a balanced view is desirable.
Traditional Indian values have long regarded work as not merely a means of livelihood but a profound path to self-realisation and societal contribution. As emphasised in the Bhagavad Gita, Sannyāsaḥ karma-yogaśca nihśreyasa-karāvubhau, Tayostu karma-sannyāsāt karma-yoga viśiṣyate, the renunciation of work and work in devotion are both paths to deliverance, but work performed with devotion is considered much superior to renunciation. This philosophy has deeply influenced the Indian workforce, fostering the belief that work is a mechanism for personal growth, spiritual liberation, and social value creation. Unlike Western cultures, where work is often viewed as a practical means to achieve financial or personal goals, Indian traditions intertwine work with devotion and a higher purpose. This distinction highlights the spiritual and cultural significance of labor in Indian society.
A survey conducted by the Indian Institute of Management (IIM) Rohtak in Haryana reflects these values, revealing that 97 per cent of shopkeepers conduct a prayer ritual before starting their work. They view the first customer and the first sale of the day as symbolic offerings rather than profit-driven transactions. This practice underscores the deep cultural ethos of associating work with purpose and meaning, a belief that transcends professional environments. This attitude also extends to those engaged in volunteer work or charity, where the focus is not on the quantity of work but on its societal impact. Such individuals often feel a profound sense of ownership and pride in their efforts, driven by the value they create rather than material rewards. These deeply rooted values reflect an enduring belief in the sanctity of work, where labor is seen as a service to the greater good. Adding to this cultural narrative, the survey further highlights the two major reasons that recruiters revisit IIMs for final job placements are “work ethic” and “ability to devote continued work effort.” This finding reflects the deep cultural appreciation for the magnitude of effort that continues to influence India’s professional landscape. However, in recent years, the traditional perception of work as a meaningful contribution to society has begun to shift. Changing attitudes towards work and disconnecting work from personal fulfillment have transformed work for many into a burdensome obligation rather than a source of pride and purpose. By addressing the specific needs of different types of work and fostering a balance between productivity and well-being, India can uphold the dignity of labor and continue to drive meaningful progress.
The present debate on working hours underscores the need to proffer work structures to the specific requirements of different types of tasks. Fixed hours remain indispensable for labour-intensive work to maintain productivity, prevent fatigue
Therefore, the present debate on working hours underscores the need to proffer work structures to the specific requirements of different types of tasks. Fixed hours remain indispensable for labour-intensive work to maintain productivity, prevent fatigue, and safeguard worker well-being. However, as extant research suggests, imposing rigid time constraints on creative, managerial, and innovative work can hinder the natural flow of ideas and stifle innovation. Flexible and non-linear work models allow individuals engaged in such tasks to perform at their best, guided by inspiration and meaningful engagement rather than fixed schedules. This balance is especially crucial for India, acknowledging the necessity of structured hours for specific sectors while embracing flexibility for knowledge-driven and creative industries. By adopting a differentiated approach, organisations can create environments that enhance both efficiency and innovation while upholding the dignity of labour and ensuring work remains meaningful. Indian working style does not operate on the principles of work-life balance but on the principles of work-life integration. Many senior officers, both in the corporate world and government, continue to maintain office spaces at home, often referred to as “camp offices.” This is an effective way of providing opportunities for work-life integration. I believe these individuals provide evidence of high productivity achieved through high effort while meeting personal needs. Similarly, flexible work options and work-from-home options offer valuable opportunities for individuals to optimise their time by reducing commute fatigue and saving time on travel, enabling them to dedicate extra hours to work while meeting personal requirements.
(Research Assistance provided by P Thakral)
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