Abstract
The presented study investigates work outcomes of employees which have experience with coworkers who have voluntarily reduced their work hours within the past three years. Social exchange theory alongside perceived organisational support theory with a specific focus on inclusion practices was used to hypothesize about employees’ work outcomes. Specifically, the study sheds light on outcomes such as organisational citizenship behaviour (OCB) and performance on an individual and team level. An international panel survey across eight countries was conducted. Positive effects were found for having experienced working with a reduced-hour coworker and OCB, performance and team cohesion. Additionally, it was found that certain inclusive practices do provide a positive moderating effect on this relationship. The study gives further support to the importance of dyadic social interactions at work and the impact organisational inclusive practices can have on them.