Abstract
The article is devoted to a study from the point of view of personnel management of the phenomenon of «quiet quitting» — a way of thinking in which employees deliberately limit their work activities to a description of their work, meet, but do not exceed pre-set expectations, never voluntarily take on additional tasks and do it all simply to maintain their current employment status, prioritizing their well-being over the achievement of organizational goals. Based on the generalization of the results of global and national studies, the main reasons for the spread of this phenomenon (including among young employees), as well as potential business risks that may arise as a result of «quiet quitting», if this phenomenon persists for a long time, are highlighted. The conclusion is substantiated that the phenomenon of «quiet quitting» is only partly a consequence of work during the pandemic, representing part of a larger picture of rethinking the institution of work. The interrelation of the problem of «quiet quitting» and the application of the practices of «quiet firing» and «quiet hiring» by organizations, their possible consequences for organizations and personnel are analyzed. Some proposals for the prevention of «quiet quitting» are presented, concerning the management of burnout, promotion of work-life balance, support for the mental health of employees and their development.
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