"The Great Resignation and Quiet Quitting paradigm shifts: An overview of current situation and future research directions"

by Formica, Sandro; Sfodera, Fabiola (2022)

Abstract

ABSTRACTThe analysis and comprehension of world events, nowadays, is best understood by dividing them as pre and the post pandemic era. Most of the principles and paradigms that governed the world before 2020 have changed and the academic community is in ferment, attempting to make sense of the new world we are living in. Two of the recent changes that have affected organizations in general and the hospitality businesses in particular, relate to its workforce and have been labeled as ?great resignation? and ?quiet quitting.? Both are paradigm shifts that will necessarily force hospitality managers and executives to rethink the way they have approached their internal marketing and, more broadly, human resources strategies and processes. The goal of this paper is to shed some light on the magnitude of the great resignation and quiet quitting and to propose a framework containing experiential practices that respond to the demands of the post pandemic workforce.

Key Passage

The coronavirus pandemic has fundamentally changed the way we feel about work and life. It has also exacerbated underlying industry problems that existed for decades, such as dissatisfaction with work conditions, pay, management and leadership. It has escalated the speed of change and transformed concepts such as work-life balance into work-life integration, to the point that we hardly understand the boundaries between them. Managers and executives are making extensive changes to adjust to the new, post-pandemic paradigms. Those changes should spring from the overarching principle of considering employees as whole beings, as people who are not simply going to work to receive a compensation or to have a career, butwho are looking for meaning and purpose while engaging in routine job activities. To do so, they must have, first, their needs met; second, their values aligned with those of their organizations and, third, search and pursue a common purpose that enhances their satisfaction and wellbeing. (p.905)

Keywords

Quiet Quitting, Great Resignation, Loud Quitting, Worker Disengagement, Employment, Gen Z, Job Stress, Burnout, Work Life Balance

Themes

Quiet Quitting

Links to Reference

• https://doi.org/10.1080/19368623.2022.2136601
• http://dx.doi.org/10.1080/19368623.2022.2136601
• https://www.tandfonline.com/doi/abs/10.1080/19368623.2022.2136601?casa_token=d7UYhnzcbEAAAAAA:0bA0u1gfgmWP0dxHCP_VabdKn5LlRaEAHZJzAEGQPwUs_4x6WLYiBXjjg9WuWipdVU42PbfCiz8D
• https://www.tandfonline.com/doi/pdf/10.1080/19368623.2022.2136601?casa_token=BzZI3Z966j8AAAAA:dNsZdBlbmgnBfq1TAhIwsHysj5H8XJ--TNGv-CdhtQLuQxsSzZBAVKzkohD0u86HyK7XxhQFsuzX

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