| Abstract: | In this master thesis, we examine the issue of workplace stress and its correlation with the phenomenon of quiet quitting, which is a significant challenge in modern workplaces. Stress affects both individuals and organizations, with sources internal and external to the workplace contributing to its occurrence. The factors in the work environment that cause stress to employees can affect employee motivation, increase the risk of various health problems, and lead to burnout, among other consequences. Quiet quitting, can also occur in organizations. The deleterious effects of stress manifest in a decline in productivity and performance.The primary objective of our research was to ascertain whether stress has an impact on quiet quitting among employees in the selected organization. In the theoretical section of the master's thesis, the concept of stress is introduced, along with the various types of stress, symptoms and consequences. Stress can be caused by many factors, which, depending on the source, can be divided into two categories: stressors in the work environment (unfavourable working conditions, poor relations with colleagues and supervisors, responsibility for other employees, time pressure and overload, etc.) and stressors outside the work environment. The consequences of stress for employees and organizations are numerous and include, but are not limited to, reduced productivity, deteriorating mental and physical health, increased turnover and diminished organizational performance. Measures to prevent the aforementioned negative consequences of stress should be implemented by both individuals and organizations. These measures encompass a wide range of strategies, including the promotion of healthy lifestyles among employees (e.g., adherence to a healthy diet, regular physical activity, yoga, meditation, abstinence from smoking and psychoactive substances, etc.), as well as modifications to job design (e.g., redesigning work, introducing flexible working hours, rotation, etc.).In addition, the concept of 'quiet quitting' has emerged as a notable phenomenon in contemporary organizations. This term refers to the practice where employees, in an effort to preserve their employment, limit their performance to only essential tasks, thereby demonstrating a form of quiet resignation. The phenomenon of quiet quitting can be attributed to various factors, including low remuneration, inadequate career progression and promotion prospects, unfair appraisals, and a poor working environment. The prevalence of quiet quitting has been shown to result in increased employee turnover, diminished organizational loyalty, and diminished productivity and organizational performance.In the empirical section of this study, an investigation was conducted into the perception of stress, its sources and consequences, measures to alleviate stress, and the prevalence of quiet quitting among employees in organization X.
The survey results indicated that employees within the selected organization experience stress in the course of their professional duties, citing overwork, time pressure and challenging working conditions as the predominant stressors. Employees further identified emotionality, fatigue, exhaustion and burnout, as well as nervousness and tension, as the most prevalent consequences they encounter. To mitigate stress, employees predominantly prioritize work tasks, seek assistance from colleagues and take brief respites. Conversely, the measures most frequently cited by organizations include fostering cooperation among employees, promoting healthy lifestyles and facilitating engagement in improvements to the working environment and work organization.The study also revealed the presence of quiet quitting in the selected organization, with stress identified as a contributing factor. To address these challenges, we reccomend implementing measures to alleviate pressure on employees, such as job redesign and additional recruitment. |
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