What is Quiet Quitting? How Managers Can Help Prevent Quiet Quitting?

Quietly quitting the business does not always mean that they will go out the back door and never return. The phrase was initially heard on TikTok and instead speaks to the greater emotional detachment or distinct
boundaries between work and personal life.

"Quiet Quitting" is undoubtedly not the "Great Resignation", and calling your employees "quitters" has a negative perception that might be misunderstanding the purpose. Employees today are satisfied with working forty hours a week, but if they must work "extra" hours to meet a deadline, they want to define the terms and be compensated for it, not in latent anticipation of some kind of award or pay increase in the future.

Some people define "quiet quitting" as doing the bare minimum tasks necessary that is required in their employment role.

Work is either done in silence or not done at all, and the job scope is narrowed to essentially "doing whatever the job role demands" and not as "voluntary work" or extra time for the organization. It's a deceptive strategy to characterize normal behavior as "quitting" based on a contract that both parties have accepted.

These intimidating terms only serve to alienate individuals and cause insecurity. People are actually starting to set and preserve their professional limits on work-life balance and how they wish to be treated.

As per managerial intellectuals, a psychological agreement is one of the primary issues with quiet quitting. It is a psychological term that, unlike a formal agreement of employment that some individuals may sign while on-boarding for a new job role, contains the unwritten obligations and responsibilities that workers and their managers have with and towards one another.

We have long known that when employees' psychological ties to their company get broken, they cease speaking up openly. When you feel loved
and supported by your company, the danger of quitting before leaving is
minimized; yet, the possibility is enhanced by vocally harsh leader behavior.

We should think about what types of work settings lead to these behaviors rather than debating whether quiet-quitting genuinely exists (it does) or if it is a beneficial approach for a certain individual (it might be). When staff feel that their supervisors respect them, when the organization's policies are seen as fair and just, and when they are assigned with quality work, people are satisfied and more committed.

Quiet quitting is, at its core, a transition in identity. Recognizing your staff's contributions to the company can help, rather than talking to them like the people they formerly were. The sense of respect is conveyed more subtly when you speak to your personnel in a humanizing way that shows concern for the whole person instead of just for a "hustler" or a "quiet quitter."

Finding a balance between work and personal life is a major driver of motivation for many quiet quitters. Organizations can support and
encourage balance among their workers if they offer a thorough program for healthcare and well-being and easy access to services for psychological,
monetary, and physical well-being.

Our working procedures are transforming. In order to attain balance, it is necessary to abandon the work ideology of the 1960s and reimagine how teams, businesses, and manager-employee engagements work efficiently.

Working 40 hours a week from 9 to 5 similar to a Ford factory worker is not a norm anymore; rather, highly efficient teams are adopting increasingly effective result-oriented management techniques.

Everyone will be happy once we find a way to prioritize wellness and performance over the number of hours put in. It's time to embrace work that consciously puts the needs of people first.