In my master's thesis, I examined the perspectives of Slovenian employees on organizational culture and the phenomenon of quiet quitting in the workplace. The theoretical part includes an insight into the formation of organizational culture and its elements, defines organizational commitment of employees, their engagement and motivation for work, and the psychosocial risks in the workplace that also result in quiet quitting. I then define quiet quitting, examine the prevalence of this trend in the work environment, the reasons for the manifestation of quiet quitting, and the possibilities of reducing quiet quitting among employees. Finally, I discuss the importance of self-care in the workplace and the role of social work in the organization.
With qualitative research, I answer research questions about the elements of organizational culture in a successful organization, the importance of the employer's role in maintaining organizational culture, and employees' experiences of their own work motivation. I also focus on the understanding quiet quitting, perspectives on the prevalence of this trend, the reasons for it, and employees' views on the (un)ethical nature of quiet quitting.
Based on the responses of a sample of 6 focus group participants, I found that the most important elements of organizational culture for employees are genuine interpersonal relationships and respectful communication. They attribute an important role to the employer in maintaining a good organizational culture and treating all employees equally. Employees cited salary, relationships within the organization, and personal professional development as motivators for work. They associated quiet quitting with poor working conditions, loss of motivation to work, and refusal to take on additional work out of concern for their own health. They emphasised that this trend is widespread and also saw the reasons for this in the different perception of work by the younger generations. To reduce quiet quitting, they suggested adapting to the needs of employees and providing them with adequate information. They defined quiet quitting as ethically unproblematic.
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