Quiet Quitting: Understanding Employee Disengagement in the Workplace.

By: Manveen Kaur

In recent years, a concerning workplace phenomenon called "quiet quitting" has been gaining attention. Quiet quitting refers to a situation where employees gradually disengage from their work without explicitly expressing their intention to leave the organization (1). This subtle form of disengagement can have significant implications for both employees and the organizations they work for. In this article, we will explore the concept of quiet quitting, its potential causes, consequences, and possible strategies to address it.

Understanding Quiet Quitting

Quiet quitting occurs when employees become disenchanted with their work environment, their role within the organization, or the overall organizational culture (1). Instead of openly voicing their concerns or seeking new opportunities, these employees silently withdraw and reduce their effort and commitment over time.

According to research conducted by Gallup, quiet quitting is a real phenomenon that impacts employee engagement and overall job satisfaction (2). It is not limited to dissatisfaction with the job itself but can also be triggered by factors such as poor work-life balance, lack of recognition, limited growth opportunities, and insufficient organizational support (1).

Another perspective delves into "quiet quitting," where employees disengage without formally resigning (3). Factors like the pandemic, work culture, and blurred work-life boundaries contribute to this trend. The debate spans between viewing it as setting healthy boundaries or rebalancing priorities or being disengaged in ways that are just short of getting fired. Some see it as violating service, competence, and integrity principles, while others view it as a protest against exploitative systems, advocating for systemic change. Balancing these principles and navigating self-care and professional commitment present challenges.

Causes and Consequences

Several factors contribute to quiet quitting. Employees may fear the potential negative consequences associated with openly resigning, such as harming their professional reputation or burning bridges (4). Moreover, workplace dynamics, leadership styles, and communication breakdowns can all play a role in pushing employees towards quiet quitting.

The consequences of quiet quitting can be detrimental to both employees and organizations. For employees, this gradual disengagement can lead to increased stress, reduced well-being, and a diminished sense of purpose in their work. On the organizational side, quiet quitting can result in decreased productivity, a toxic work culture, and difficulties in retaining valuable talent (5).

Addressing Quiet Quitting

Addressing quiet quitting requires a proactive approach from organizations. To mitigate this phenomenon, organizations can implement strategies based on the Self-Determination Theory (SDT) (5). By promoting autonomy, competence, and relatedness, employers can create an environment that fosters employee motivation and engagement.

Open communication plays a crucial role in combating quiet quitting. Employers should create a safe space for employees to express their concerns, suggestions, and grievances without fear of reprisal. Additionally, recognizing employee contributions, offering professional development opportunities, and maintaining a positive work environment are essential in retaining engaged and committed employees.

Conclusion

Quiet quitting is a subtle yet impactful issue that affects both employees and organizations. Understanding its causes and consequences is essential for creating a thriving work environment. By implementing strategies to foster employee motivation and engagement and promoting open communication, organizations can effectively address quiet quitting and build a more productive and fulfilling workplace.

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References:
  • (1) Johnson, J.R. (2023). What’s New About Quiet Quitting (and What’s Not). The Transdisciplinary Journal of Management.
  • (2) Harter, J. (2022). Is Quiet Quitting Real? Retrieved from Gallup.
  • (3) Scheyett, A. (2022). Quiet Quitting. Social Work, 68(1). Retreived from DOI.ORG.
  • (4) Klotz, A.C. and Bolino, M.C. (2022). When Quiet Quitting Is Worse Than the Real Thing. Harvard Business Review. Retreived from: Harvard Business Review.
  • (5) Ellera, L., Jamali, D. and Caldwell, C. (2023). ‘Quiet Quitting’ and ‘Quiet Thriving’ – Flourishing in the Modern Organization. The Journal of Values-Based Leadership, 16(2). Retrieved from DOI.ORG.
  • (6) Brown, L.R., McCray, P., Neal, J.L. and Caldwell-Serges, L. (2023). Corporate Digital Literacy Mandates. 16(2), pp.18–36. Retreived from DOI.ORG.

Author Profile: Manveen Kaur, HR Research Intern at Nanu, is an early career HR professional with almost 3 years of experience in the development and consulting sectors and is currently enrolled in the MSc in International Human Resources Management program at the School of Business at Management at Queen Mary University of London.