The “Quiet-Quitting” Epidemic: A sociological study on the dissatisfactory relationships between employees and managers

Abstract

Renuncia silenciosa, satisfacción/insatisfacción de los empleados, directivos, cultura del trabajo, meritocracia, work-to-rule, karoshi, “lying flat”

Pop Culture’s newest word, “Quiet Quitting” has received an increasing amount of attention from news outlets and social media in the past 6 months. However, very little is known about the long-term effects of quiet quitting for employees and businesses alike. Because employees are primary stakeholders who directly contribute to the success of the company, understanding employee reactions to quiet quitting may help answer lingering questions concerning the root causes behind its epidemic-like spread as well as illuminate some of the responsibilities managers and senior executives hold in halting it. To accomplish this, this study will provide a brief history of work culture in the US, detail the economical benefits of employee satisfaction, and highlight the importance of hiring and training the right manager. The study will also utilize a self-administered questionnaire that assesses participants’ beliefs on different satisfiers/motivators and management behaviors. Lastly, the study will identify distinct and concrete methods managers and companies can follow to correctly train the next generation and prevent widespread employee dissatisfaction. All with the intention that Quiet Quitting will become a thing of the past.