This text is part of the special Syndicalism booklet
It looks like the chronicle of an announced death. The strategy of all-for-profits, adopted by companies during the 1990s, resulted in the disengagement of some of their workers. But while some are content to limit their efforts at work, others literally disappear without warning or explanation.
“Those who practice what is called silent resignation (quiet quitting) don’t quit their job,” says Estelle Morin, Full Professor in the Department of Management at HEC Montréal. “These are people who continue to work, but limit themselves to meeting the demands of their job, nothing more,” explains the researcher.
This phenomenon is not new, points out the psychologist. Estelle Morin locates the appearance of silent resignation in the 1990s, when large conglomerates were forming and maximizing shareholder equity became the top priority of business leaders. “A decline in profitability often leads to a wave of layoffs,” recalls the researcher. “Employers are less loyal than in the past,” she adds. You are asked to commit, to be loyal to the organization. On the other hand, this should not be expected of employers. It doesn’t send the right message to employees. »
The search for equity
Workers are looking for fairness, explains Estelle Morin. They are willing to give more than what is asked, but want these additional efforts to be recognized by the employer. If they are not, they quit…silently. For the researcher, this attitude of employees sends a strong message to managers. “It reminds them that, if they don’t recognize the fair value of voluntary contributions, which are not provided for in the employment contract, they can expect employees to return to a normal contribution which corresponds to what they receive in return. This situation, however, worries the specialist, who has observed the deterioration of working conditions over the past thirty years. “I never thought we would go back to demanding a simply decent job. »
like ghosts
Another, more recent phenomenon is superimposed on the silent resignation, believes for his part Frankie Bernèche, professor of psychology at Cégep Saint-Jean-sur-Richelieu. “Many employees leave their jobs without notice,” says the psychologist. “Overnight, they don’t show up for work, without even informing the employer,” he adds.
This type of behavior is more associated with new generations of workers, believes the researcher. “It seems to be linked to a very low motivation at work,” says Frankie Bernèche, who recognizes that the subject remains little studied. Why this so weak motivation, it is the question which it is necessary to answer, according to him.
The lack of self-esteem shown by young workers is one of the hypotheses put forward by the psychologist to explain the lack of motivation of the younger workforce. “People with low self-esteem never dare take matters into their own hands to solve a problem. They believe they are incapable of changing things, explains Frankie Bernèche. If they don’t like a situation, they leave, they flee. »
The different relationship to work of the new generation of employees may also be part of their desire to break with the values of their parents. “These people often had parents who gave themselves a lot to their work, sometimes to the detriment of the children and the family”, underlines the psychologist. “They tend to denounce this work culture there,” he continues.
Frankie Bernèche also observes that the new generation finds it difficult to evolve within a framework that is too rigid. The professor admits that the reasons are complex, but he attempts an explanation. “One thing that distinguishes this generation is that we often come across only children, raised without sibling competition,” recalls the researcher. “Parents are less likely to put frames on their child when he is unique,” explains the teacher, who adds that companies are going the wrong way by courting their young employees with telework, by allowing the presence of an animal. in the office or with other attraction measures. According to him, this new workforce must be brought to recognize that working under duress and meeting challenges has great value. “We have to act on the self-esteem of individuals, believes Frankie Bernèche. We must bring these people to realize that it is rewarding to succeed in difficult tasks. “The best thing about all of this, adds the psychologist, is that “research shows that, when we make them aware, when we place them in front of challenges, people like it. »
This special content was produced by the Special Publications team of the Duty, relating to marketing. The drafting of Duty did not take part.