The debate behind “quiet quitting”: The younger generation’s approach Between 2019 and 2022, the percentage of engaged employees under the age of 35 dropped by 6%. With a seemingly large number of employees taking part, it’s no surprise that managers are worried about quiet quitters. However, those who are deemed to be “quietly quitting” want their side of the argument understood. The concept of “quiet quitting” has become quite popular in the workplace recently. From CEOs to middle management, many have begun to worry about their staff’s performance, productivity, and overall happiness with their roles. However, the younger generations of workers want to make one thing clear: They are not becoming lazier, but rather doing the jobs they were hired to do. Quiet quitting is (loosely) defined as an employee who has scaled back the scope of their work or has become disengaged from their role and responsibilities. Instead of going above and beyond on multiple projects or ideas, they simply perform the tasks or duties as they are listed in their job description. The term has most often been applied to employees who fall under the category of Millennials or Gen Z, as recent studies show that members of these generations are less likely to feel cared about in the workplace, and feel as though they have less opportunity to develop professionally, causing them to withdraw from their roles, regardless of whether management agrees or disagrees with those sentiments. While the perceived lack of recognition and development are two large contributing factors, many approach the topic from a different perspective. Following the COVID-19 pandemic, many young employees realized, perhaps for the first time, the mental and physical toll that the 40-hour work week was putting on them. Even though some had the good fortune to be able to work from home, many felt the draining effects that accompanied working long hours on-site during a worldwide pandemic, including, for many, an ever-present fear of exposure while at work. This led to a spike in conversations about mental health in the workplace, and a growing understanding that an employee’s mental health should be treated with just as much importance as physical health. While reflecting on this topic, many Millennials and Gen Z realized the importance of balancing their professional lives with their personal lives. The pandemic caused these generations to realize just how valuable life is, and that, although it may sound crass, their lives shouldn’t be wasted behind a desk. Between 2019 and 2022, the percentage of engaged employees under the age of 35 dropped by 6%, according to a recent Gallup poll. While some of this data would suggest that many young workers felt the need to take time for themselves following the height of the pandemic, there are many who feel that working a typical 9-to-5 doesn’t satisfy them anymore. While most people admittedly aren’t satisfied by
the typical 40-hour work week, these generations tend to be even less satisfied than most. Younger people, especially those who have recently graduated from college and entered the workforce, find that sitting at a desk or being confined to a conference room all day in order to afford to live are becoming mentally recluse. This is one of the driving factors behind the withdrawal and dissatisfaction that has run rampant among younger employees. To put it bluntly, they no longer see a reason to go above and beyond and exhaust themselves further for the same amount of pay. That opinion entails the feeling that the imposition of additional responsibilities should come with additional pay. With the current state of the country following the pandemic, the average price of rent has risen, causing renters (who typically are Millennials or Gen Z) to have more stress related to their income. In a state like New York, for example, the median rent is approximately $3,400/month (according to Zillow), which would mean that the average renter should make around $60,000/year to live even somewhat comfortably (which does not include phone payments, credit card payments, student loan payments, insurance payments, travel expenses, etc.). Many college graduates struggle with finding a job that pays a realistic salary as is. Because of this, young people no longer feel the need to overwork themselves for a job that won’t reward them for it down the road. While it may seem a tad arrogant for people in these groups to need an incentive to “work harder”, many report that they don’t have the capacity to devote resources to larger tasks than the expected scope of their work – without some sort of reward, that is. Due to these recent studies, the big question on every employer’s mind is: What can we do to fix this? There really is no easy solution. The cost of living combined with an unhealthy mental state has caused Millennials and Gen Z to reach the point of no return; they are burned out and angry. However, ensuring that everyone, regardless of status, can walk into a healthy and welcoming work environment is a necessary first step. Make sure that every employee feels like their work is valuable to the company, from the intern to the CEO. Try to steer away from exhibiting behaviors that make an employee feel like they have to work outside of their scope in order to “please the boss”, otherwise they may become even more disengaged. Ensuring that everyone in the workplace feels safe and valued is vital to a successful work environment. When employees feel like their positions and opinions matter, and that they have an opportunity to progress in their field, they are more likely to be excited to come to work. Many employers have increased health and other related benefits, as well as providing a slew of new employment-related programs such as soliciting feedback from employees, team-building activities, and providing various other ways for employees to personalize and enjoy their respective workdays. The workforce is different than it used to be. Slowly, but surely, employers can begin combating the “quiet quitting” crisis; it just might take a bit of creativity and understanding. By Olivia Storey. Market Insights. December 2022

 With reference to the case study above is it clear that a number of company leaders are abusing power and mistreating employees in the workplace. Define leadership and examine TWO main different types of leadership style, and provide the examples from the case study.

Quiet firing is described as senior leadership’s way of using their power to drive subordinates into making a decision to resign on their own without being directly dismissed. Define power and discuss FIVE different types of power, using examples from the case study.

Managers usually use their power to influence employees to perform certain duties and to inspire them. Describe the FIVE (5) different sources of power.

Psychological literature posits that different types of wellbeing are required for a person to be said to be well holistically. Organizations also require knowing about the employees abilities for proper placement and to accommodate the employee accordingly. Briefly define cognitive ability and discuss FIVE types of cognitive abilities and give examples of how they can be applied in a work setting.

Define organizational culture and assess its importance in the organization.

 Name ONE type of organizational culture.

Describe the steps an organization will take to make newcomers fit in with the culture of the organization.

Define organizational commitment and discuss different types of organizational commitment.

Critically discuss the stressors that people usually experience in the workplace and the effect that stressors have on employees’ job performance.