Every employee, every workday, makes a decision: Are they only willing to do the minimum work necessary to keep their job? Or are they willing to put more of their energy and effort into their work?
Quiet Quitting Is About Bad Bosses, Not Bad Employees
Decades of research shows that workers are much more likely to go the extra mile when their managers invest in them.
August 31, 2022
HBR Staff/phaustov/Getty Images
Summary.
“Quiet quitting” is a new name for an old behavior. The authors, who have conducted 360-degree leadership assessments for decades, have regularly asked people to rate whether their “work environment is a place where people want to go the extra mile.” Their data indicates that quiet quitting is usually less about an employee’s willingness to work harder and more creatively, and more about a manager’s ability to build a relationship with their employees where they are not counting the minutes until quitting time.
New!
HBR Learning
Developing Employees Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Developing Employees. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Support and challenge your direct reports to help them reach their potential.
Learn More & See All Courses
New!
HBR Learning
HBR Learning
Developing Employees Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Developing Employees. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Support and challenge your direct reports to help them reach their potential.