The phrase itself might be relatively new, but the sentiment it captures is not. For years, employees have grappled with burnout, lack of motivation, and feeling undervalued. The COVID-19 pandemic, with its blurring of work-life boundaries and increased workloads, seems to have exacerbated these issues, pushing the conversation about employee well-being to the forefront.

Some argue that “quiet quitting” is simply a new term for an age-old problem: employee disengagement. They point to factors like:

• Lack of growth opportunities: When employees feel stuck in a rut, they’re less likely to go above and beyond.
• Poor management: A toxic work environment or unsupportive manager can quickly erode morale and motivation.
• Burnout and stress: The always-on work culture can leave employees feeling drained and resentful.

Is Quiet Quitting Real or Exaggerated?

While it’s tempting to dismiss “quiet quitting” as another fleeting internet trend, the conversation it has sparked is important. It forces us to ask some tough questions about the modern workplace and the expectations placed on both employers and employees.

Is it fair to expect employees to consistently go above and beyond their job descriptions? Or is simply fulfilling one’s contractual obligations a sign of disengagement? The answer likely lies somewhere in between.

There’s a difference between dedication and exploitation. Employees should be fairly compensated and appreciated for their contributions. However, a certain level of engagement and commitment is also essential for a healthy and productive work environment.