In the world of economics, there are numbers that speak for themselves, and other numbers that conceal complete stories. According to specialized international reports, Jordan ranks fifth globally in the number of weekly working hours. This figure is not just a passing statistic but a mirror reflecting a deep economic challenge that touches the core of the national business strategy: does working longer hours necessarily mean higher productivity?
Let's look beyond the number. When we find that the average working hours in the Jordanian private sector is close to 48 hours a week, while the global average is around 40 hours, we are faced with a phenomenon that calls for precise analysis.
This ranking, which was shown by a study conducted by the Jordan Strategy Forum in cooperation with international entities, indicates that the Jordanian worker makes an exceptional time effort. But the realistic economic analysis is not complete without looking at the "productivity equivalent".
The analytical depth lies in understanding that the relationship between working hours and productivity is never linear. Beyond a certain point, working extra hours becomes ineffective, and can even be harmful. This is what economists call "diminishing marginal productivity".
In Jordan, this decrease is evident. We work 48 hours, but our local studies indicate that our actual productivity per working hour does not match this time effort, meaning that a significant part of the additional hours spent by an employee in the office are "hours of presence" and not "hours of achievement".
These hours are wasted in excessive routine, long meetings lacking decisive actions, and perhaps chronic fatigue that reduces focus and creativity after the sixth hour of work. This reality presents Jordanian companies with a significant hidden cost, as they pay wages for long working hours but receive relatively low productivity, weakening their competitive ability in regional and global markets that rely on "smart work" and "digital efficiency".
The realistic economic view does not stop at diagnosing the problem but offers a roadmap for transformation. The fact that the Jordanian worker is willing to work long hours is an advantage that can be leveraged, not by increasing hours, but by enhancing their efficiency.
It can be said that digital transformation becomes a national strategy, not just for adopting technology, but for using it to free the employee from routine tasks. Each working hour saved through automation can be directed towards creativity, development, and strategic thinking.
It is also beneficial for companies to start measuring performance based on "outcomes" and "added value" instead of "hours of presence"; and this requires intensive training for managers on performance management, not just time management. Additionally, investing in quality of life is crucial, as when Jordanians spend all this time working, their quality of life is affected, which negatively impacts their productivity in the long term, hence, providing a healthy work environment and flexibility in working hours is a direct investment in sustainable productivity.
The fifth global ranking of Jordan is an explicit call for all of us to deeply look into our strategies. We are not victims of this number but can be heroes if we manage to transform this massive time effort into a driving force for efficiency and smart productivity, which, in my opinion, is the most significant economic challenge we face today, and it's our key towards a more flexible and competitive economy.
