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What wartime "munitions" can teach us about burning



The 2015 analysis of these data showed that as hours worked, output increased, but only to a point. The result per hour reached a maximum of 40 hours of work per week and then dropped.

The study's author, Dr. John N. Pencavell, a professor in the Department of Economics at Stanford University, suggests that there is a sweet spot in the number of hours people work weekly, "After a point (a point that probably varies for workers and for their tasks), another hour of work produces more results (or better results) if the worker has already worked 30 hours a week than if the worker has already worked 40 hours a week, "he says by email. [19659002] Pencavel discusses the same ammunition workers in his book "Reduces is the return to work: the consequences of long hours of work. "There he explains that workers usually put in more than 50 hours a week, and sometimes 72. The reduction in Pencavel's numbers indicates that the weeks when production was at its most high, they were not the same weeks as the longest hours. [1

9659002] This means that throwing more hours at a problem at some point does not help – and only increases operating costs.

Resting

It's not just about working hours: days off are also important when it comes to productivity. Ammunition workers often worked many consecutive days without rest. Saturday's work was still common, and Sundays were restored as weekdays because of the war.

Sometimes, however, municipalities have to take a break on Sunday. HMWC collected data covering both conditions and realized that a weekday without a rest day was of no use to anyone. Production is not increasing and workers are dissatisfied.


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