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Quiet Quitting is the Result of Poor Management Pt. 2

Updated: Mar 26

By: Dr. Brittany Castonguay 3 Feb 23 #management


Note: This topic is a continuation of a piece posted on 27 Mar 23. If you have not yet read that piece, I highly recommend reviewing the information we discuss there before moving on to part 2.


The 9-Box Grid

9-Box Grid
9-Box Grid

Covid is a culprit in our current workforce and part of why businesses struggle with quiet quitters. The stress of the pandemic, a realization that life is finite, burnout of essential workers, and a desire for work-life balance from remote operations are all aspects of Covid that have driven quiet quitting.


Yet, Covid revealed an underlying issue; Core Players must consistently be supported by management. This level of inadequate support created an environment of burnout and a realization that going beyond their assigned work duties caused undue stress without proper support and motivation.


Drowning at Work
Quit Quitting is the Result of Burnout


As a result, bad managers caused Core Players to become Up or Out Dilemmas and Up or Out Grinders. Up or Out Dilemmas do not meet standards but have the potential to be good employees. Up or Out Grinders tend to meet standards but have low potential. In both of these areas, employees do just enough not to get fired but are frustrating to work with and can disrupt the organization’s culture and wreak havoc on team dynamics.


Managers can support these groups of individuals by providing them with mentors, coaches, and personalized improvement plans. However, due to poor management, they need an internal support system to help them thrive and become the Core Players they once were.


Quiet Quitting and its Impact


We are at a juncture in our society where employees have realized that bad managers will continue to ask more of them while management reaps the benefits. The employee suffers from low job satisfaction. Organizations can correct this negative trend by recognizing that Human Capital has to be internally supported by developing a culture where managers offer positive and healthy support systems. As organizations continue to retain and develop talent, they must remember to recognize and support the Core Players. Human Capital is no longer a static, linear continuum but a lifecycle process that must be attuned to each industry.


Core Players comprise most of the workforce and are the backbone of every operation. Human Resource Management (HRM) practices can support any size company by integrating internal and external reward systems that provide monetary and non-monetary incentives for employees. Internal drivers of motivation are the hardest to conceptualize and quantify but are the defining difference in reducing quiet quitters. These employees need managers who offer support, development, understanding, and a reason why their job and these tasks are important to the organization.


Managers who can provide this level of support will enhance employees' internal drivers of motivation and reduce the number of quiet quitters in their organization. To accomplish this, managers must be adequately trained and supported by higher levels of leadership. Organizations need to implement HRM programs that adequately support the internal and external drivers of motivation and hold managers responsible for the quiet quitters on their team.

Leadership is complex, and quiet quitters result from bad managers with poor leadership capabilities.



SHRI - Quiet Quitting

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