Some amount of job creep - that is, the gradual expansion of an employee’s core duties over time - is only natural. Through both our own work and a review of the literature, we’ve identified three research-backed strategies for employers: Redefine Core Job Tasks The good news is, there are steps leaders can take to address the root causes of quiet quitting.
And critically, as the economic outlook worsens and outright quitting becomes less feasible for many people, this quiet alternative is likely to become increasingly common. The quiet quitting trend suggests that employees are increasingly feeling that this exchange has become unbalanced: Employers are demanding additional effort from workers without investing in them enough in return. Indeed, many leaders we’ve spoken with have argued that losing employees who want to leave is difficult, but having them not quit is even worse, as their unwillingness to go the extra mile often increases the burden on their colleagues to take on extra work instead.įurthermore, while going above and beyond can come at a cost for employees, in a healthy organization, these costs are typically counterbalanced by benefits such as increased social capital, wellbeing, and career success. As such, it’s hardly surprising that many leaders have reacted quite negatively to the quiet quitting trend.
The reality is that most jobs can’t be fully defined in a formal job description or contract, so organizations rely on employees to step up to meet extra demands as needed. But for many companies, a workforce that is willing to go beyond the call of duty is a critical competitive advantage. After all, these employees aren’t disengaging from their core tasks - they’re just refusing to go beyond them. Quiet quitters continue to fulfill their primary responsibilities, but they’re less willing to engage in activities known as citizenship behaviors: no more staying late, showing up early, or attending non-mandatory meetings.Īt first glance, this may not seem problematic. While much has been written about the Great Resignation, a new term has emerged to describe an increasingly common alternative to resigning: “ quiet quitting.” Driven by many of the same underlying factors as actual resignations, quiet quitting refers to opting out of tasks beyond one’s assigned duties and/or becoming less psychologically invested in work. In this piece, the authors identify three research-backed strategies for managers and leaders: redefine workers’ core job tasks listen, then invest in employees and replace an unhealthy hustle culture with sustainable “citizenship crafting.” As such, this trend has the potential to harm not only employers, but employees as well - and it’s up to leaders to understand and address its root causes.
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Furthermore, workers themselves benefit when they engage in citizenship behaviors, both in terms of their personal wellbeing and their professional growth. But many companies rely on a workforce that’s willing to step up and take on extra tasks when necessary. And to be sure, for jobs with responsibilities that can be fully defined in advance, this isn’t necessarily problematic. Quiet quitters continue to perform all their regular work, but they refuse to go above and beyond and engage in what researchers refer to as citizenship behaviors. While most employers understand the challenges associated with resignations, a new trend - quiet quitting - has somewhat more-nuanced implications for organizations.
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