The latest trend in social media circles is the concept of “quiet quitting”, where employees who are dissatisfied with their work put forth minimal effort to maintain their job. This idea is not new, as we have seen it in past behaviors such as “phoning it in” or the 80-20 rule. However, in the wake of the Great Resignation and the growth of the gig economy, managers and business owners need to take a different approach to address this behavior.
Workplace happiness is a new concept that has emerged in the past few decades, as employers now understand the need to create a positive work culture. In the past, employees were expected to work long hours without compensation, and toxic management behaviors such as berating employees were commonplace. This type of environment made the concept of quiet quitting less appealing.
The rise of mobile communication and virtual meeting tools has contributed to workplace unhappiness. Now, employees are expected to be available 24/7, leading to burnout and a desire to separate work from personal life. The mental trauma of surviving lockdown has also contributed to the backlash against constant connectivity, and younger workers are increasingly valuing the freedom to pursue personal endeavors over climbing the corporate ladder.
To address this behavior, managers and business owners can take steps to improve workplace happiness and protect their work culture. For instance, they can limit weekend work and the number of meetings, set goals based on achieving milestones and quality of work, and give praise and financial rewards for good work. However, quiet quitters who spread negativity and harm team morale should be let go.
The future of work remains uncertain, but employers must evolve with the times to meet the changing needs of their employees. By creating a positive work environment and addressing the root causes of quiet quitting, businesses can retain top talent and thrive in a competitive job market.
