How to make sense of this?

I believe that, irrespective the flaws in defining this trend, highlighting the implications are important. So, how do we make sense of it? First, the world of work has changed (not new information but more people has woken up to new possibilities when it comes to work).  Forcing work during lockdown meant remote work was on the rise (from 4% to almost 40% in South Africa! ). This broadened an awareness for some that we can have more autonomy and flexibility in terms of how and where we work. This, combined with the realities of the mental impact of a pandemic, allowed people to reflect on the meaning of life and where work fits into it. Therefore, by just forcing people to return to an old form of ‘normal’ and workplace may create some discomfort. Another issue that is not new, but certainly followed on from this experience, is that the need for meaningful work is on the rise. People may not be quietly quitting all aspects of work, but maybe just the bits where they do not feel engaged or motivated/ inspired. We see instances where people are putting in extra effort to projects they feel passionate about.   We have known for many years that works serve a greater meaning in life. As early as the 80’s, at least 25% of workers placed work above the role of family, community, religion, and leisure. Work can provide a source of growth, a source of identity and self-esteem, sense of purpose. South African research found that at least 75% of people will continue working if they have enough money and don’t need to work for financial reasons.

So, what are we really confronted with here?

What I would prefer to highlight about this new trend is for organisations and leaders to focus on the psychological contract and employee engagement. Research has shown that one of the main reasons employees leave their organisations, is because their expectations in their employment relationship aren’t met. This is referred to as a breach of their psychological contract – the unwritten contract of perceived promises and expectations within the employment relationship. What is really happening in ‘quiet quitting’ is that employees are disengaging.  Employee engagement is the level of commitment and involvement an employee has towards their organisation and its values. Different types of engagement include work engagement – the worker experiences a positive, fulfilling, provides a work-related state of mind and this is characterized by vigor, dedication and absorption. Social engagement– socially connected with the work environment and share values. Employees may also experience a high level of organisational engagement, where they are proud to be associated with the company or the brand. Lastly, job engagement reflects to what extent you find meaning and satisfaction in the work you do. So, are they quietly quitting their job, the social environment, organization, or everything?