By Jsai Dhanyaa Laaxmi
In today’s evolving work culture, the long-standing tradition of the 9-to-5 workday is increasingly being questioned, particularly by younger generations who prioritise flexibility, mental well-being, and output over rigid timekeeping. For many, staying in the office to clock in a set number of hours, even after completing their tasks, feels outdated and counterproductive.
There remains, however, a bit of a generational divide in how this practice is perceived. For many among the older generation, the 9-to-5 framework is seen not just as a norm but as a sign of professionalism and dedication. This is understandable, considering the historical context in which stable hours were equated with stable jobs. Yet, as work environments shift and industries become more digitally fluid, it’s worth asking: Is strict adherence to working hours still necessary when the work itself is already done?
Speaking from personal experience, I find more value in being judged by the quality and completeness of my work, rather than by how long I occupy a desk. There are days when I put in far more than the expected 9 hours, once even working a full 12-hour shift from 7 AM to 7 PM. So, on days when work is completed efficiently ahead of schedule, surely there must be the leeway to leave early and restore the energy?
This isn’t about slacking off or doing the bare minimum. In fact, many of us often go beyond our job descriptions, willingly stepping in where help is needed, taking initiative, and ensuring nothing is left undone. It’s about recognising that productivity isn’t linear. Some days are intense, while others are light—and that balance is what makes sustainable work possible.
The push for more flexible working hours isn’t just anecdotal. A 2023 study by the World Economic Forum found that 66% of workers globally desire flexibility in when and where they work, with younger generations leading this shift in preference.¹ Another report by Microsoft’s Work Trend Index revealed that productivity peaks vary greatly by individual and that employees tend to perform better when they have autonomy over their schedule.²
Companies that have trialled four-day work weeks or results-oriented work environments (ROWE) often report higher productivity, improved employee satisfaction, and lower burnout. For example, when Microsoft Japan tested a four-day work week in 2019, productivity rose by a staggering 40%. The key takeaway? It’s not about how long you work, but how well you work.
Furthermore, mental well-being should not be an afterthought. Research by the American Psychological Association shows that flexible work arrangements can reduce stress by up to 20% and increase job satisfaction by as much as 35%.
Leaving work early—when there is genuinely no more work to do—allows employees to exercise, rest, connect with loved ones, and pursue passions that replenish their energy. That, in turn, brings renewed focus and motivation into the workplace the next day.
Looking at results, the case is certainly strong to move away from outdated productivity metrics tied to physical presence and time spent at a desk. Instead, the push should be for a culture of trust, output, and mutual respect, where finishing early is seen not as slacking off but as a mark of efficiency and maturity.
Work must not be about being seen working—it’s about delivering value. Once that value is delivered, we should feel empowered to log off, go home, and take care of our physical and mental health, without guilt.
Jsai Dhanya Laxmi is a budding television broadcast journalist with a passion for story-telling. She holds a full time job in BERNAMA, which she greatly enjoys and occassionally finds the time to write about issues related to today’s youth.
The views expressed here are that of the author’s and do not reflect that of Weekly Echo’s