References for Theme: Quiet Quitting
- Boy, Yasemin; Sürmeli, Mahmut
- "Quiet quitting: A significant risk for global healthcare" (2023)
(p.3) The following question may come to mind: “Does quiet quitting pose a significant threat even if there is no reduction in the number of employees?”. Considering the increasing rate of young people in the workforce andthe greater adoption of this new trend globally, the answer would be “yes”.
- "Quiet quitting: A significant risk for global healthcare" (2023)
- Formica, Sandro; Sfodera, Fabiola
- "The Great Resignation and Quiet Quitting paradigm shifts: An overview of current situation and future research directions" (2022)
(p.900) The term Quiet Quitting refers to the limited commitment of employees to carry out the assigned duties and to relinquish from any other task not specified in their job description. It also implies a low investment in work activities. Quiet quitters, therefore, are disengaged at work and do not intend to go above and beyond their line of duty. At least 50% of the U.S. workforce is represented by quiet quitters and in the second quarter of 2022 the ratio of engaged to actively disengaged employees was 1.8 to 1, with 32% being engaged and 18% being actively disengaged. Based...
- "The Great Resignation and Quiet Quitting paradigm shifts: An overview of current situation and future research directions" (2022)
(p.905) 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...
- "The Great Resignation and Quiet Quitting paradigm shifts: An overview of current situation and future research directions" (2022)
- Hamouche, Salima; Koritos, Christos; Papastathopoulos, Avraam
- "Quiet quitting: relationship with other concepts and implications for tourism and hospitality" (2023)
(p.10) Quiet quitting can be challenging for organizations for two main reasons. First, its virality coupled with non-converging interpretations creates uncertainty for managers regarding its exact nature and potential impact on their organizations. Second, managers are uncertain as to which interventions would be most effective in dealing with this phenomenon without risking a backlash. For example, anecdotal evidence suggests that many companies deteriorated the working conditions of employees suspected of quiet quitting, by forcing them to resign. As such, quiet quitting can create a form of stigma toward employees’ behavior, with managers possibly misattributing such behaviors to employees’ low willingness to...
- "Quiet quitting: relationship with other concepts and implications for tourism and hospitality" (2023)
(p.2) Recent academic research suggests that quiet quitting may not be an entirely new phenomenon. However, the changes in the organization of work following COVID-19 and the ways work are traditionally organized within tourism and hospitality are likely to propel quiet quitting even further in the months and years to come.
- "Quiet quitting: relationship with other concepts and implications for tourism and hospitality" (2023)
(p.3) Another reason driving quiet quitting is that the COVID-19 pandemic forced employees to slow down and re-evaluate their lives by questioning how they were spending their time and what moments they were missing out on by themselves and with their loved ones. Thus, rejecting the idea that their entire lives should revolve around work, employees are now willing to redefine their commitment to paid work and also focus on what gives them a sense of fulfilment.
- "Quiet quitting: relationship with other concepts and implications for tourism and hospitality" (2023)
(p.5) Unlike work withdrawal, quiet quitters do not look to minimize the time spent on their work tasks. Instead, they look to work their wage and limit the time spent on extra activities that are not listed in their formal job description. Furthermore, work withdrawal may involve absenteeism and lateness, but nothing suggests that it is the case in respect of quiet quitting.
- "Quiet quitting: relationship with other concepts and implications for tourism and hospitality" (2023)
- Livingston, Beth A
- "Treating People Fairly: The Feeling that Underlies the Trends" (2023)
(p.575) Quiet Quitting refers to the limited commitment of employees to complete tasks above and beyond their job descriptions and has also been characterized by Gallup as a decrease in job engagement. Like the Great Resignation, Quiet Quitting is likely related to feelings of underappreciation at work. The large cultural shock of COVID-19 in the years prior to these trends being recognized may have served as a catalyst for many employees, inspiring them to rethink how they expect to be treated by their employers and how organizational climates affect their well-being.
- "Treating People Fairly: The Feeling that Underlies the Trends" (2023)
- Quiet quitting is a new name for an old method of industrial action
- Richardson, Sydney D
- "Reimagining Quiet Quitting" (2023)
(p.114) Starting businesses, along with reflecting on their work treatment over the pandemic, allowed the participants to consider better ways to work. In order to grow a business, work effectively at the primary job, and stillhave time for family, the entre-employees realized that their schedules and expectations needed to change. This led to them reimagining quiet quitting. While still managing to perform their job duties, which includedleadership duties, the participants rescheduled their workdays so that they would have time to develop their businesses in the evenings and on weekends, without sacrificing their well-being. They also asked for clearer and well-documented job expectations, which served as a...
- "Reimagining Quiet Quitting" (2023)
- Scheyett, Anna
- "Quiet Quitting" (2022)
(p.5) While definitions vary, they all agree that in quiet quitting, one does not literally quit one’s job, but rather simply does the work that is expected of the position, without going above and beyond what is expected.
- "Quiet Quitting" (2022)
(p.6) Quiet Quitting May Violate Ethical Principles: One of the ethical principles of our profession is service, and our Code of Ethics states, “Social workers elevate service to others above self-interest”. Quiet quitting seems in conflict with this principle. Finding work–life balance requires balancing self-interest and service rather than elevating service above self-interest. Another social work principle is competence, and our code states, “Social workers continually strive to increase their professional knowledge and skills and to apply them in practice”. Doing one’s job and no more precludes continual striving for new skills and growing in competence. In addition, competent social workers...
- "Quiet Quitting" (2022)
- Tayfun, A; Çeti̇ner, N; Yurdakul, G
- "Quiet Quitting: Building a Comprehensive Theoretical Framework" (2023)
(p.132) [Quiet Quitting] has gained popularity in the business environment as well as in the academic field. However, it seems that the term itself is in its infancy in literature. Therefore, to define the term we benefited from all available sources, mostly online. Although there are also scientific papers discussing this term, there isn’t any theoretical background provided among them as a basis for the term.
- "Quiet Quitting: Building a Comprehensive Theoretical Framework" (2023)
- Zuzelo, Patti Rager
- "Discouraging Quiet Quitting: Potential Strategies for Nurses" (2023)
(p.174) Klotz and Bolino rightly assert that having an engaged, committed, and “get-it-done” workforce is important to organizational success. Employers depend on workers to pitch in when extra effort is required. Organizations that rely on nurses to deliver excellent and expert care certainly rely on a motivated and committed workforce. There are many demands across health care systems for nurses willing to serve as preceptors, agreeable to overtime hours, available to stay late during emergencies, and amenable to assuming charge roles, in addition to many other leadership and professional roles and activities.
- "Discouraging Quiet Quitting: Potential Strategies for Nurses" (2023)
(p.175) There are good reasons for workers to choose quiet quitting over resignation or retirement. Increasing cost of living and shrinking retirement portfolios or inadequate retirement savings may contribute to quiet quitting, as nurses calculate personal finances and conclude that outright retirement is not practical.
- "Discouraging Quiet Quitting: Potential Strategies for Nurses" (2023)
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