Summary of Key Points
This article focuses on two prevalent phenomena in the workplace today: "retaliatory resignation" (where employees use various tactics to vent their dissatisfaction before leaving, such as causing chaos, quitting en masse, or anonymous criticism) and "quiet resignation" (where employees remain in their positions but only do the minimum required, refusing additional work or office politics). The article analyzes the underlying reasons for these behaviors—dissatisfaction with leaders, loss of trust in the job, and uncertainty about the future, which make enduring the situation more costly than quitting. It also points out that these actions are not limited to younger employees; older workers, who once believed in the "struggle-for-success" narrative, are now even more disappointed. Finally, it emphasizes that these seemingly satisfying behaviors merely serve as a way to express emotions and do not address structural issues such as power imbalances in the workplace or excessive workloads, and they can even harm other colleagues (for example, through a domino effect of resignations).
Two Types of Resignation: One Creates Chaos, One Remains Passive—Both Are Forms of Resistance
- Retaliatory Resignation: Before leaving, employees take various actions to "retaliate" against the company. For instance, some may simply perform their duties without engaging in extra work, ignore messages from disliked colleagues, or post anonymous criticisms online. Others might undertake unpleasant projects and then suddenly quit, leaving a mess behind. There are even subgroups that encourage collective resignations to "take away the company's key resources." More extreme cases involve deliberately damaging the company's operations or taking legal action. Bloggers have summarized common tactics, such as malicious compliance (strictly following boss orders without pointing out issues), using rules as a weapon (requiring everything to be documented in writing and refusing to work overtime), and precision strikes (vanishing during busy times while taking their personal documents).
- Quiet Resignation: Unlike retaliatory resignation, quiet resigners do not quit outright but also minimize their involvement. They leave on time, ignore work-related messages, complete only the required tasks, and avoid any extra responsibilities or office social activities. This phenomenon is known as "Quiet Quitting" abroad; 50% of employees in the U.S. engage in it, with even higher rates in Europe (88%) and the UK (90%). It's not about being lazy but about adopting a detached attitude towards work, completely separating professional life from personal life.
Why Do Employees Act This Way?
Employee dissatisfaction mainly stems from two issues:
- Leadership as the Blame Target: Employees often blame visible leaders for their stress and discomfort. Social media memes portray leaders as scapegoats for their frustrations.
- Erosion of Trust: The belief that patience will lead to better outcomes has faded. Pressures such as mortgages and car loans do not decrease with work, and company benefits (like flexible working hours or snacks) are often reduced. They feel that the cost of enduring is higher than quitting.
The Backlash: These Behaviors Can Harm Colleagues
While these actions may seem satisfying at first, they can have negative consequences:
- Domino Effect of Resignations: One employee's departure can put additional pressure on others, leading to a chain reaction of resignations.
- Mutual Damage: Retaliatory resignation can be costly for both the employee and the company (e.g., legal actions take time and energy), while quiet resignation can reduce overall efficiency. Globally, companies lose $8.9 trillion annually due to employees losing connection with their company's goals.
It's Not Just Millennials!
Contrary to popular assumptions, these behaviors are not exclusive to millennials:
- Declining Job Engagement Across Generations: Both the Z generation and younger millennials have seen a 8% decrease in job engagement, while older millennials have seen a 9% decline.
- Greater Disappointment Among Older Employees: Older workers, who once believed in career advancement, are now more disappointed due to layoffs, reorganizations, and reduced benefits. They see the workplace as merely a place to earn a living, whereas younger employees are less attached to their jobs from the start.
The Real Problems Persist
These "resignation stories" serve as a vent for emotions but do not solve fundamental issues:
- Structural Issues: Power imbalances, excessive workloads, and future uncertainties remain unresolved.
- Emotional Release vs. Practical Solutions: After watching others' resignation videos, employees still have to return to work. Retaliatory resignation may make it harder to find a new job, and long-term quiet resignation could lead to being laid off.
In essence, these phenomena reflect employees' frustration with the current workplace. However, real change requires companies and management to address these issues—such as distributing work fairly, rebuilding trust, and providing clear future prospects for employees. Instead of relying on temporary emotional releases, a more sustainable approach is needed to improve the working environment.