A call for action: understanding the new trends of a post-pandemic workplace and exploring strategies to address them

Fonseca, João Pedro Lima da

http://hdl.handle.net/10400.26/48086

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Authors

Fonseca, João Pedro Lima da

Advisor(s)

Rosa, Carlos Alves

Gancho, Sara

Abstract(s)

“The Great Resignation”, a term coined to describe the surge of employees leaving their jobs during and after the COVID-19 pandemic, has sparked a renewed interest in the phenomenon of quiet quitting and quiet firing. This thesis examines the impact of these three related but distinct phenomena on the workplace, with a particular focus on their causes, consequences, and potential solutions. Using a mixed-methods approach, this study analyzes survey data from employees who have experienced quiet quitting or quiet firing and conducts in-depth interviews with stakeholders to explore what they know about them, the causes and impacts of these phenomena. The findings suggest that the Great Resignation has led to an increase in both quiet quitting and quiet firing, with significant consequences for both employees and employers. This thesis argues that quiet quitting and quiet firing are symptoms of a broader problem in the workplace, namely, a lack of empathy, a human factor concern and communication between employees and employers. The study reveals that when employees feel undervalued or disengaged from their work, they are more likely to engage in quiet quitting or be subject to quiet firing. The implications of this study for organizations are significant. By creating a workplace culture that values transparency, communication, and trust, employers can reduce the risk of quiet quitting and quiet firing and promote employee engagement and retention. Additionally, organizations may need to rethink their talent management strategies in light of “The Great Resignation”, taking specific steps to attract and retain top talent in a highly competitive job market.