Margaret Calvery, PhDIn the past few months,"quiet quitting" has garnered increasing traction across social media platforms. My morning review of social media revealed thousands of posts ranging from"Why doing less at work could be good for you — and your employer" to"After 'quiet quitting' here comes 'quiet firing.'"Quiet quitting is a misnomer.
Earlier this month, NPR's posted tutorial on how to set better boundaries at work garnered 491,000 views, reflecting employees' difficulties in communicating their needs, thoughts, and availability to their employers. Quiet quitting refers to not only rejecting the idea of going above and beyond in the workplace but also feeling confident that there will not be negative ramifications for not consistently working beyond the expected requirements.
Perhaps COVID has forced, and provided, another opportunity for us to closely examine our routines and habits and take stock of what really matters. Generations expectedly differ in their values and definitions of success. COVID has set prior established rules on fire, by forcing patterns and expectations that were neither expected nor wanted, within the context of a global health crisis.
The idea that we would return to prior workplace expectations is naive. The idea we would"return to life as it was" is naive. It seems expected, then, that both employers and employees should evaluate their goals and communicate more openly about how each can be met.
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