Ghosts Of Theories Past: Are ‘Cold’ Workspaces Leading to Increased ‘Quiet Quitting’?

Quiet quitting refers to individuals who disengage from work on a psychological level, despite being physically present or logged into their computers. They are uncertain about their tasks’ significance and lack supportive connections with their coworkers, boss, or the organisation. This is very similar to Weber’s 19th Century theory on ‘Disengagement’, though spoken in a socio-religious context; in contemporary corporate spaces, it touches upon the core of employee sentiments where modern-day organisations face escalating attrition rates and mounting dissatisfaction.

Overtly structured and regressive workspaces often create feelings of alienation and monotony among employees. Everyone loves autonomy, and Weber recognised the potential benefits it holds. However, does this imply the complete dissolution of hierarchies and embracing unrestricted individual freedom?