Is quiet quitting a solution or a workplace stress?
Published: 04:03 PM,Mar 15,2025 | EDITED : 08:03 PM,Mar 15,2025
I have known Dr S for over ten years, from when he first joined our department as a trainee and then progressed to become a consultant. Throughout these years he strikes me as one of the highly motivated people I worked with. He would volunteer to do more tasks outside his clinical work and would always suggest ideas to improve the service.
His motivation came with a high price as he soon discovered that all these commitments were starting to affect not only his health but also the quality of time he spent with his family. Dr S then decided to give up some responsibilities and focus on this clinical work.
The term burnout has been used to describe a state of physical and emotional exhaustion often experienced by people who are subjected to prolonged stress. While it is not classified as a mental illness, it can lead to the development of anxiety, depression or even addiction.
According to Mackenzie Health Institute, 'burnout' is an occupational phenomenon that builds up over time, and it is often caused by a chronic imbalance between job demands and available resources.
Simply put, it means having too many things to do and not enough tools, time, or energy to do them.
The institute published a report in 2022 indicating that women in the workplace experience burnout symptoms at higher rates than men.
The institute surveyed 15 countries and identified common predictors for burnout, such as toxic workplace which includes harassment, intimidation, and favouritism. Employees who report experiencing high levels of toxic behaviour at work are almost eight times more likely than those who don’t, according to the 2022 survey.
Burnout also costs organisations in terms of the amount of time taken off from work due to sickness, delay in completing tasks and even high job turnover and early retirement. Sometimes, employees resolve to 'quit quitting' to manage their burnout. They do it by drawing stricter boundaries, disengaging from their job, and maintaining the bare minimum that is required from them.
Sometimes, employees choose to quietly quit for reasons not related to burnout, such as lack of career advancement opportunities, loss of engagement with work, or even changes in their family situation, which leads to distraction at work. To some psychologists, quiet quitting is a form of protest indicating that employees are disengaging themselves from work rather than confronting their employer about their dissatisfaction.
Short-term, quiet quitting can reduce stress and improve work-life balance because the person will be reducing the time and energy spent on work; however, over time, it may lead to stagnation in career growth, decreased workplace engagement, and lower job satisfaction.
To mitigate burnout and prevent quitting, organisations must foster a supportive work environment. This includes promoting open communication, ensuring fair workloads, and recognising employees’ contributions.
In my opinion, addressing burnout requires both individual and organisational efforts. Employees should set healthy boundaries and seek support when needed, while employers must create a culture that values well-being as much as productivity. This balanced approach can ensure that work remains fulfilling rather than a source of exhaustion.
His motivation came with a high price as he soon discovered that all these commitments were starting to affect not only his health but also the quality of time he spent with his family. Dr S then decided to give up some responsibilities and focus on this clinical work.
The term burnout has been used to describe a state of physical and emotional exhaustion often experienced by people who are subjected to prolonged stress. While it is not classified as a mental illness, it can lead to the development of anxiety, depression or even addiction.
According to Mackenzie Health Institute, 'burnout' is an occupational phenomenon that builds up over time, and it is often caused by a chronic imbalance between job demands and available resources.
Simply put, it means having too many things to do and not enough tools, time, or energy to do them.
The institute published a report in 2022 indicating that women in the workplace experience burnout symptoms at higher rates than men.
The institute surveyed 15 countries and identified common predictors for burnout, such as toxic workplace which includes harassment, intimidation, and favouritism. Employees who report experiencing high levels of toxic behaviour at work are almost eight times more likely than those who don’t, according to the 2022 survey.
Burnout also costs organisations in terms of the amount of time taken off from work due to sickness, delay in completing tasks and even high job turnover and early retirement. Sometimes, employees resolve to 'quit quitting' to manage their burnout. They do it by drawing stricter boundaries, disengaging from their job, and maintaining the bare minimum that is required from them.
Sometimes, employees choose to quietly quit for reasons not related to burnout, such as lack of career advancement opportunities, loss of engagement with work, or even changes in their family situation, which leads to distraction at work. To some psychologists, quiet quitting is a form of protest indicating that employees are disengaging themselves from work rather than confronting their employer about their dissatisfaction.
Short-term, quiet quitting can reduce stress and improve work-life balance because the person will be reducing the time and energy spent on work; however, over time, it may lead to stagnation in career growth, decreased workplace engagement, and lower job satisfaction.
To mitigate burnout and prevent quitting, organisations must foster a supportive work environment. This includes promoting open communication, ensuring fair workloads, and recognising employees’ contributions.
In my opinion, addressing burnout requires both individual and organisational efforts. Employees should set healthy boundaries and seek support when needed, while employers must create a culture that values well-being as much as productivity. This balanced approach can ensure that work remains fulfilling rather than a source of exhaustion.