Organizational Management: Quiet Quitting's Mitigation Strategies for Organizational Response
DOI:
https://doi.org/10.54097/ehss.v19i.10944Keywords:
Quiet quitting; organizational management; performance management; organizational commitment; job satisfaction; motivation; stress; strains.Abstract
After the COVID-19 pandemic, the world economy is in a depression and has a high inflation rate, as the unemployment rate gets higher and higher, employment gets lower and lower, young people are very pessimistic about their prospects. Therefore, the employment has become a serious problem in society, which has also caused strong social discontent. Also, all of these factors may lead to a sense of anxiety among today's workers, and it's also accompanied by fatigue, pessimism and insecurity. The status quo of “the rat race” in all fields has become more and more intense under such social conditions. The word “quiet quitting” is widely used by people. The paper will analyze the impact of “quiet quitting” on individuals and organizations and come up with some solutions to reduce “quiet quitting” for organizations, such as job satisfaction and motivation, stress and strains, etc. In addition, this paper will adopt the form of a questionnaire to investigate the data and uses these data to help analyze people's attitudes and idea of the impact of “quiet quitting”.
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