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Quiet quitting: what managers can do


‘Quiet quitting’ is not a novel concept and there are clear ways to combat it, Thomas Roulet of Cambridge Judge Business School says in MIT Sloan Management Review.

Man waving to his colleague on a video call from his office.
Thomas Roulet.
Dr Thomas Roulet

The in-vogue term ‘quiet quitting’ is not a new issue at all in the workplace, and can be combatted through greater engagement and entrepreneurial autonomy for workers, Thomas Roulet of Cambridge Judge Business School says a new article in MIT Sloan Management Review.

The reasons behind a lack of employee motivation

Quiet quitting simply suggests low motivation and engagement, and this is currently exacerbated by an uncertain environment, high inflation that creates issues of internal inequality, and a “confusing” hybrid work structure that has weakened social connections to firm culture.

Tips for preventing quiet quitting

Bringing people back to the office can offer one solution if it helps workers make “meaningful connections, be their authentic selves, and share what unites them,” says Thomas, Associate Professor of Organisation Theory and Deputy Director of the MBA programme at Cambridge Judge.

Another approach is to help employees “rethink their roles” by allowing them to devise their own contributions to the organisation “instead of having tasks imposed on them in a top-to-bottom approach.”

The article

Thomas’s thoughts come in an MIT Sloan Management Review article entitled “Five ways managers can help prevent quiet quitting” that includes contributions from other academics.