Đã lưu trong:
| Những tác giả chính: | , |
|---|---|
| Định dạng: | Recurso digital |
| Ngôn ngữ: | En |
| Được phát hành: |
Zenodo
2025
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| Những chủ đề: | |
| Truy cập trực tuyến: | https://doi.org/10.5281/zenodo.18101165 |
| Các nhãn: |
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Mục lục:
- <p><span>This study dissects the phenomenon of "Quiet Quitting" as a behavioral transition from organizational engagement to performing the bare minimum of legal obligations. It explores how shifts in psychological contracts and evolving work values contribute to this trend and suggests that organizations can mitigate productivity loss by redesigning Employee Experience (EX). Using a review-analytical approach, this research examines systematic literature and global reports (Gallup, Gartner, Deloitte) from 2021 to 2025. Analysis reveals that Quiet Quitting is a "systemic symptom" rather than an individual flaw, driven by: 1) Psychological contract breaches, 2) Digital friction and burnout in hybrid models, and 3) Generational shifts in work values. The study concludes that the remedy lies not in increased surveillance but in fostering "Psychological Safety" and "Empathetic Leadership."</span></p>