Quiet Quitting -Perspectives of Silent Disengagement in Current Work Dynamics

Abstract

Quitting quietly has become a common difficulty for organizations in today's work environment because many employees no longer give their jobs their all and merely perform the bare minimum. The purpose of this paper is to conduct an analysis of this trend in the dynamics of the modern workplace, drawing on relevant references. It was determined that this is not a recent labor movement and has been occurring in the workplace subtly for a considerable amount of time; that certain circumstances can encourage employees to practice quiet quitting, and that this tendency affects employees of all ages and is not just present in younger generations. In addition, a "safety zone" chart was drawn, and a SWOT analysis carried out. It was observed that the main mitigating organizational strategies include the implementation of physical and mental health programs, training, professional development and recognition, open communication, and organizational flexibility.