Employers have a new threat to deal with – quiet quitting

Line managers need to intervene fast to identify malaise among staff

Amid the demands of today’s work life, a trend is quietly reshaping how we engage with our jobs: ‘quiet quitting’.

At its core, it is the decision to disengage without formally resigning—choosing to meet only the minimum requirements of a job and stepping away from the expectations of going the extra mile. It’s a quiet rebellion against a culture that constantly demands more, where employees withhold their best efforts and, in doing so, challenge the very essence of what it means to be committed to work.

The prevalence of this term urges us to consider whether quiet quitting represents a bold redefinition of professional boundaries for today’s workforce. Or reflects deeper, underlying issues within the workplace. Quiet quitting can be examined from different perspectives, each offering a unique interpretation of its causes and effects.

For many, it’s a necessary step to reclaim mental space and energy that unending job pressures can erode. Rather than a sign of giving up, it’s a way of setting healthier limits that protect against burnout.

By scaling back to essential tasks, employees can concentrate on quality over quantity, often achieving more focused, thoughtful output. In this light, quiet quitting is not a withdrawal, but a conscious recalibration—an approach that enhances both individual well-being and professional effectiveness, bringing renewed value to both the person and their workplace.

Quiet quitting often reveals cracks within the foundation of an organization. It’s a response to persistent challenges—employees feeling overlooked, stalled in growth, or distant from supportive leadership.

Without recognition and opportunities to advance, disengagement becomes a natural reaction to an environment that lacks genuine commitment to development. This loss of autonomy and trust intensifies the disengagement spiral, where motivation erodes alongside organizational loyalty.

In this light, quiet quitting reflects not individual burnout but the broader impact of structural neglect. Organizations that seek longevity and a thriving culture must confront these underlying issues head-on, creating a workplace that values and invests in its people.

To counteract quiet quitting, leaders need to prioritize proactive and empathetic workplace strategies. Open communication should be central, with managers not only setting clear expectations but also creating a space where employees feel heard and valued.

Rather than just reacting to disengagement, leaders should explore its underlying causes, implementing well-being initiatives that support mental health and encourage balance.

Crafting a workplace that alleviates stress, promotes reasonable workloads, and allows for flexibility can make all the difference. Ultimately, fostering a culture where employees feel supported and empowered requires a partnership across leadership and HR, creating an environment where everyone can thrive.

What can employees do to halt the drift?

Quiet quitting presents a critical challenge for employees: Is this retreat a calculated move to regain control, or does it come with unforeseen consequences that merit deeper reflection? While it may seem like a strategy for achieving balance, the effects of disengagement reach further.

It undermines the emotional investment that gives our work purpose, eroding the satisfaction and sense of achievement that come with fully contributing. As we grapple with this, it becomes clear that the true solution lies not in stepping back, but in setting boundaries that protect well-being without sacrificing emotional connection or professional fulfillment.

To choose quiet quitting is to gamble with our professional integrity, risking not only individual growth but also the potential to contribute meaningfully to the collective success of a workplace. As we navigate our career journey, we must avoid the lure of temporary disengagement. Instead, we should choose a path grounded in transparent communication, resilience, and a steady commitment that nurtures both our professional development and a sustainable career.

The real question isn’t whether we can afford to quietly quit, but whether we can afford to lose the true essence of meaningful work.

Nidhi Sehgal

The writer is Head of School - Business and Humanities at Curtin University.