The Year in Quiet Quitting

Illustration of a woman doing yoga while in a Zoom meeting.Illustration by Liam Eisenberg

A new generation discovers that it’s hard to balance work with a well-lived life. The whirlwind surrounding “quiet quitting” first stirred in July when Zaid Khan, a twentysomething engineer, posted a TikTok of himself talking over a montage of urban scenes: waiting for the subway, looking up at leaves on a tree-lined street. “I recently learned about this term called quiet quitting, where you’re not outright quitting your job but you’re quitting the idea of going above and beyond,” Khan says.

“You’re still performing your duties, but you’re no longer subscribing to the hustle-culture mentality that work has to be your life. The reality is it’s not. And your worth as a person is not defined by your labor.” The #quietquitting hashtag quickly caught fire, with countless other TikTokers offering their own elaborations and responses.

Traditional media outlets noticed the trend. Less than two weeks after the original video, the Guardian published an explainer: “Quiet Quitting: Why Doing the Bare Minimum at Work Has Gone Global.” A few days later, the Wall Street Journal followed with its own take, and the traditional financial media piled on. “If you’re a quiet quitter, you’re a loser,” the CNBC contributor Kevin O’Leary declared, before adding, “This is like a virus. This is worse than COVID.” Quiet-quitting supporters fought back, mostly with sarcasm.

Soon after O’Leary’s appearance, a popular TikTok user named Hunter Ka’imi posted a video, recorded in the passenger seat of a car, in which he responds to the “older gentlemen” whom he had seen dismissing quiet quitting. “I’m not going to put in a sixty-hour workweek and pull myself up by my bootstraps for a job that does not care about me as a person,” he declares.

As we approach the sixth month of debate over this topic, what’s interesting to me is not the details of quiet quitting, or even the question of how widespread the phenomenon actually is, but our collective reaction to its provocations: we’re simultaneously baffled and enthusiastic. To understand this complicated reality, it helps to adopt a generational lens. Though quiet quitting has gathered diverse adherents, its core energy comes from knowledge workers who are members of Generation Z (born between 1997 and 2012).

This is reflected in the movement’s emergence on TikTok, and in the survey data. A recent Gallup poll found that the largest group of workers reporting being “not engaged” are those born after 1989. Today’s young employees, however, are far from the first population to go through a period of sudden disillusionment about the role of work in their lives. Indeed, a look backward reveals that knowledge workers in every previous generation seem to have experienced a similar pattern of work crisis followed by reconceptualization.

The baby boomers (born between 1946 and 1964) entered a newly emergent knowledge-work sector that had been formed by a postwar migration to the suburbs. Their parents found a substitute for civic engagement in an Organization Man-ethos centered on loyalty to corporations that could offer lifetime employment in return.

This subordination of the individual to the greater cause fit with the ethos of a generation that had banded together to fight fascism in the nineteen-forties, but to their children, surrounded by the social disruptions of the nineteen-sixties and seventies, the sentiment began to seem stiflingly conformist.

The boomers responded with a countercultural movement that recast work as an obstacle to self-actualization. The rise of back-to-land, voluntary-simplicity, and communal-living experiments were all, in part, attempts to find meaning outside the structure of employment.

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By: 

Cal Newport is a contributing writer for The New Yorker and an associate professor of computer science at Georgetown University.

Source: The Year in Quiet Quitting | The New Yorker

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How To Manage Teams Effectively

[Source image: Eugene Mymrin/Getty Images]

For centuries, managers have been befuddled by team dynamics, particularly why some team members hit it off in a heartbeat while others simply don’t. Moving from anecdotes to data-based best practices took humankind all the way until 2012, when Google embarked on a two-year journey to find an answer to what drives effective teaming once and for all.

What they found laid the foundations for modern corporate team building as we know it today.  The results of Project Aristotle, as Google called the study, are simple: After hundreds of interviews and two years of data-crunching, the study found that the best performing teams share five particular features in common, namely psychological safety, dependability, structure and clarity, meaning, and impact.

All of this sounds self-evident today, which is partially testament to how far and wide the findings have trickled down through MBA courses and leadership self-help books over the past decade. Some of Google’s findings were markedly more counterintuitive, including why consensus-driven decision making, co-location, individual performance, and extroversion seem to have little to no impact on their effectiveness.

Even though Project Aristotle wrapped up long before anyone had heard of the metaverse or quiet quitting, the study is well worth any manager’s time today. First, given everything we know of millennials and Gen Z, it’s clear that many of the five tenets that are driving performance have become only more important over time, particularly psychological safety, meaning, and impact.

It is equally clear that our workplaces have adopted practices that are failing employees miserably by over-managing for structure and clarity to the detriment of all other drivers of teaming success. Not knowing where employees are and what they are doing presents real discomfort. In response, many managers have doubled down on clarifying roles and processes in a way that would make Frederic Taylor look like a slouch.

Daily check-ins and check-outs, software assisted monitoring, and hourly production breakdowns have become increasingly prevalent ways for managers to regain a resemblance of control over their minions who might or might not be logging in from Aruba at any given moment.

At the same time, managers across disciplines have adopted Agile ways of working in hopes of replicating the successes the process has brought to the field of IT development in particular. There is much good to be said about Agile for good reason, but when applied with the wrong intentions, it can quickly turn into micromanaging on steroids.

The first casualty of over-compartmentalization and overmanagement of work is the ability of employees to self-actualize and find meaning and impact in their work.Omnipresent monitoring and hourly timesheets also wreak havoc on dependability, making it a matter of rote compliance instead of a carefully cultivated sense of trust and accountability.

Now to the good news: Hybrid, and full-remote workforces are absolutely compatible with effective teaming. Here are two ways to help you push the pendulum back toward a more balanced approach across the five drivers in case you find yourself having gone too deep on structure and clarity.

Trust

The first step is bringing trust back to the equation.The world didn’t collapse even though everyone worked from home, and your team will be just fine even if you don’t know exactly how many minutes your staff worked on any given task or how many keystrokes they produce per minute.

In fact, they’ll be far better for it. Leaning in on the flexibility and adaptability of modern ways of working will foster psychological safety and promote engagement and ownership in ways that will have far greater dividends than monitoring and oversight ever could.

People are fundamentally reciprocal, and the best way of building trust is to exhibit trust. One particularly effective method is for managers to focus on setting goals and milestones and giving the team the autonomy to seek out the best way to accomplish them. Tolerating failures and the occasional missteps is critical for making the autonomy feel real, and it goes a long way in making employees feel safe to explore their roles.

Another equally powerful method is to transform stands-ups and check-ins from reporting to supporting events. Recasting regularly scheduled meetings as opportunities for helping team members overcome blockers instead of simply checking on progress made is by far one of the most powerful moves a manager can do to breed trust and self-actualization.

Co-location is another practice that is ripe for transformation. Biting the bullet and going fully flexible might feel risky, but there is no reason to believe that any arbitrary pre-established mix of in-office and at-home days works better than allowing teams to find the norms that work best for them.

Trusting your teams to work effectively from wherever they are is the right choice in particular because of how it immediately casts dependability in terms availability and outputs instead of physical presence.

Instead of the default option, the office should be recast as an enticing alternative to which teams naturally gravitate to when they need to share physical spaces for collaboration and team building.

Brown bag seminars, in-office baristas, and a few Pelotons can go much further than you think, and putting the emphasis on tangible moments of collaboration is key.

Self-actualization

Second, you should ensure that the roles and processes set in place leave space for self-actualization and personalized ownership of one’s work. If you’re using Agile, be cognizant that a 100-meter dash doesn’t come anywhere close to the sense of meaning and impact that running a marathon brings.

Not everyone’s work will be foundational, but everyone’s contributions should feel necessary and acknowledged as contributing to goal deeper than wrapping up a two-week work package. The trick is to make sure that even when working on their own units each employee can visualize a clear pathway from their work to the grand “why” of it all.

This is where the importance of setting goals mentioned earlier becomes particularly clear. The best thing a manager can do when running multiple sprints is to maintain a cohesive narrative of how the work contributes to the larger organizational goal.

Often this means distilling vision statements, contractual milestones and even change requests into meaningful arguments about why the work we do today matters. This may not always be simple to pull off, but who said being a good manager was supposed to be easy?

Ultimately, what particular steps you end up taking matter far less than the sincerity of your commitment to making effective teaming a priority for your organization. As for now, it’s more than likely to be pushing back on the overemphasis on structure and clarity.Alexander Puutio is an adjunct professor at NYU Stern where he explores the interplay between business leadership and our society at large.

By Alexander Puutio

Source: How to manage teams effectively

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Job Rejection Doesn’t Have to Sting

Hill Street Studios/Getty Images

When you apply for a job at your dream company, you’re hoping, maybe even praying, that you’ll be successful in the interview process and receive an offer. After all, it’s the company you’ve always wanted to work for. So when you don’t get an offer, it can feel devastating — but it doesn’t have to. Here’s why rejection happens and how you can learn from it to position yourself for success in future interviews.

Why rejection happens

The second you receive the rejection phone call or email, you immediately try to figure out why. But the answer may be elusive, especially if the person on the other end doesn’t give you much information to go on. There are a few possible reasons why you didn’t receive an offer:

There was a “better” candidate.

This may seem like the most obvious reason, but “better” doesn’t always mean better than you. Sometimes it just means different. Once a job is posted and candidates are interviewed, hiring managers sometimes realize they could use skills or experience they didn’t know they needed.

Or, your skills and capabilities may be right in line with what the hiring manager needs, but there are always intangibles that aren’t listed, like wanting a product manager who has worked on a novel product or wanting someone who is insatiably curious about the world around them. If another candidate demonstrates those intangibles during the interview process, they may be “better” because they can contribute and bring value in a different way.

You didn’t tie your skills and experience to the role.

You may have all the necessary capabilities and experience, but the hiring manager needs to understand how you’ll apply them to this particular role. Too many people focus on making sure they talk about their accomplishments but ignore the actual job description. Truly understanding the role and articulating how you would apply your skills and capabilities to it is key to helping the hiring manager visualize how you can bring value to the team and organization.

You have a mismatch with the culture.

This doesn’t mean you’re a bad person! Every company has a specific culture. For example, if your success has come from making unilateral decisions but this company makes all decisions through consensus, you may become frustrated quickly. The last thing a hiring manager wants to do is hire someone who doesn’t fit in with the team or company culture.

While you may believe you can adapt to fit the environment, the hiring manager will predict your success based on how you describe your work style and preferences during the interview process. There is nothing you can do if they don’t believe you’d fit in with the team or overall company culture.

The job scope changed.

Once a job is posted, changes at the company could change the scope of the job — for example, maybe someone departed the team or there was a reorganization of functions. While a company should update and repost the job accordingly, not all of them do.

The job was paused or cancelled.

In uncertain economic times, hiring for new roles can be placed on hold or even canceled as companies figure out their short- and long-term strategies. While the job may still be posted, a company may not be interviewing for it or may stop the process after you’ve already interviewed. Some companies have been rescinding offers after making them, essentially firing employees before they even start. It’s not personal or a reflection of your skills and capabilities — it’s the business resetting itself.

Learning from rejection

Rejection stings, and not knowing why you were rejected can cause you to engage in negative self-talk about your skills and capabilities. Here are some ways to learn from the rejection and move forward:

Understand that the perfect job isn’t always perfect.

It’s normal to romanticize a job and company based on what we read or hear about them. And part of an interviewer’s role is to sell you on the job and make it seem amazing and exciting from their first contact with you.

If you weren’t selected for whatever reason, use the rejection to reset that romanticized vision and remind yourself that no company or job is as perfect as described. To get a more realistic view of a prospective employer next time around, take time in advance to think through deeper questions than, “Tell me about the culture.”

For example, during your next interview, ask the hiring manager, “Can you give me an example of how you developed an employee?” or “Is there one common thread to being a stellar performer on your team?” This will help you assess whether a company will take your development seriously and how the company assesses and appreciates its employees.

Reflect on your values.

When we’re desperate to find a job — any job — we don’t focus on what’s important to us and whether the role will contribute to our overall fulfillment. Take a step back and reflect on the job you didn’t get and whether it truly aligned with your values. This exercise will help ensure that when you do land a job, it will be fulfilling.

Sharpen your interviewing skills.

Going through any interview process allows you to practice your interviewing skills and messaging for the next job interview. When I was trying to change careers from entertainment lawyer to human resources professional, I was asked why I wanted to make the change. I would say, “I want to help people.” One hiring manager said that’s not the role of HR; the role is to align people’s skills and capabilities to business goals. I knew that but had never said it in an interview.

So, in the next one, I changed my core messaging and landed the job. Think back to the questions you were asked and how your counterpart reacted to your answers. Which responses landed and which didn’t? Did the hiring manager rephrase what you said more succinctly? Do you have an opportunity to make your message crisper or change your messaging completely?

Incorporate feedback.

If you can obtain feedback from your interviewer, you’ll have some actionable information to apply to your next interviews. This is a neutral party’s perspective on how you were perceived in that short period of time they interacted with you. Even if you don’t agree with the feedback or it doesn’t resonate with who you are, consider the 2% rule: What if 2% of it was true? Use the feedback as fuel to advance your skills or change your interview approach.

Develop resilience.

The more you’re rejected, the more resilient you’ll become as you learn to recover from the disappointment. After finding out you didn’t get the job, figure out what kind of self-care you need to heal — for example, doing an activity you’re great at and enjoy, like bowling, drawing, or exercising. Knowing how you feel in that moment and what it takes to move forward will give you a formula you can apply when faced with any failure.

Hiring managers can sense negative energy during the interview process. Making rejection a part of your learning will help reframe it as taking one step closer to job that’s right for you. The quicker you learn what helps you move forward, the easier it will be to look at the next round of interviews as the next challenge to conquer.

By: Marlo Lyons

Marlo Lyons is a certified career coach and strategist, HR executive, and the author of Wanted – A New Career: The Definitive Playbook for Transitioning to a New Career or Finding Your Dream Job.

Source: Job Rejection Doesn’t Have to Sting

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Critics by Julia Hurtado

A job rejection can be hard, especially if you are trying to break into a competitive job market. It can make you feel deflated, angry, and cause you to lose your motivation and desire to keep interviewing for other career opportunities. We understand that and have experienced this disappointment throughout our careers as well.

However, it’s important not to let a job rejection keep you from applying for other opportunities. So, this week, we’ve put together some of our best advice on how you can not only deal with job rejection but also use it to improve yourself and future career prospects.

Let’s get started.

#1 Take some time out and get your emotions in place

After any rejection, you are likely to have many different emotions, and therefore we encourage you to take some time out to allow you to process your feelings.

Being rejected doesn’t mean that your attributes and professional qualifications aren’t remarkable. When it comes to hiring, employers weigh numerous considerations. Many factors may have led to your job rejection, including being under-qualified or over-qualified, your attitude towards the job and the company, your interview experience and many more.

Often some of these factors may be beyond your control. You have to understand that in today’s competitive job market, there are often hundreds of applicants for a role, so for an employer to pick just one person is a very challenging decision. As a result, even if you are not offered the job, it may not mean that the employer didn’t like you.

Whenever you receive a rejection, start by thanking the employer for their time and follow by asking if they can give you some feedback. If feedback is not an option, begin by evaluating how you thought you did in the interview. Did you cut off the interviewer? Did you not answer questions as well as you could do?

By identifying areas of weakness, you can then focus on learning how to improve yourself in these areas.

#2 Understand that you are not alone

Every day, countless others face job rejection. If you are dealing with job rejection, the best thing you can do is reach out to others who are currently, or have previously been in similar situations.

This way, you can share your experience and emotions and get mutual support that will be enormously beneficial. They can tell you how to deal with job rejection, and you can ask them what they did to overcome this phase.

There are also various books, podcasts and youtube videos on how to handle job rejection. Hearing how others were able to bounce back from a significant job rejection can help you feel less alone and more confident when you are ready to start reapplying again.

#3 Send a thank you email to the interviewer the day you get the job rejection mail

Sending a thank-you email after a job rejection sounds odd. However, it can help your career in the long run. You can use your thank you letter as an opportunity to build your network, receive feedback and ask to be considered for future opportunities.

After you have received the outcome of your interview, respond by thanking the employer for their time and giving you insight into the company. You can also highlight that although you are disappointed to have not been offered the role, you are excited to see how the company develops and would like to be considered for any future opportunities that may become available. Lastly, you can ask for feedback so that you can find out what you did well and areas you may need to improve.

By taking a few minutes out of your day to write this email, you will leave your interviewer with a positive impression of yourself and therefore increase your chances of receiving constructive feedback or even the possibility of being considered for another role in the future

#4 Think about what you could have done differently

After every interview, sit down for a few minutes and consider what you thought you could do better. This could be from how you answered their questions to your presentation skills and even your posture.

If you felt that you were a bit shaky with your presentation skills, work on presenting to others before your next interview to help reduce your nerves. The same idea applies to answering interview questions, write down some of the questions that you struggled with and do some research into how you may have been able to respond better to them. By doing this, you will create stronger responses that you can call upon in your next interview.

The point of thinking about what you could have done differently is not so you can beat yourself up over what you did wrong, but so that you can learn from it. Take each interview and each job rejection as an opportunity to grow stronger for the next interview.

#5 Focus on your strengths

Although you didn’t get the role, it doesn’t necessarily mean that you did not have any areas that you excelled in. So, take some time to reevaluate what you thought went well in the interview. If you were able to receive feedback, ask what areas they believed you did well in. It’s just as important to focus on your areas of strength as it is to focus on your areas of weakness.

By focusing on your strengths and highlighting them in future interviews, you’ll be able to show employers why you’re the best candidate. It can also help you improve your interviews and even help you land your dream role….To be continued..

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Quiet Quitting Is a Trend Taking Over TikTok and Possibly Your Workplace

Getty Images 

Closing your laptop at 5 p.m. Doing only your assigned tasks. Spending more time with family. These are just some of the common examples used to define the latest workplace trend of “quiet quitting.” Some experts say it’s a misnomer and should really be defined as carving out time to take care of yourself.

Ed Zitron, who runs a media consulting business for tech startups and publishes the labor-focused newsletter Where’s Your Ed At, believes the term stems from companies exploiting their employees’ labor and how these businesses benefit from a culture of overwork without additional compensation.

“If you want people to go ‘above and beyond,’ compensate them for it. Give them $200. Pay them for the extra work,” Zitron told NPR over email. “Show them the direct path from ‘I am going above and beyond’ to ‘I am being rewarded for doing so.'”

Quiet quitting doesn’t actually involve quitting. Instead, it has been deemed a response to hustle culture and burnout; employees are “quitting” going above and beyond and declining to do tasks they are not being paid for.

How employees have changed their approach to work

Workplace culture has gone through many changes during the COVID-19 pandemic, including with the “great resignation.” Some workers are negotiating for better work conditions and benefits with newfound leverage.

Some workers have expressed a desire for a less rigid line between their work and personal selves. Professionals told NPR’s Morning Edition how during the pandemic, they have made changes in their work lives, from how they dress to their career field, to align more closely with their personal values.

“I started to realize that all of the hang-ups about being away from work to spend time with my kids, that was all me wanting to be a really good employee,” Kristin Zawatski told NPR’s Morning Edition. “But my work speaks for itself.”

Zawatski works in project management, a job that has afforded her the flexibility she needs as a mom of two. Although she would always make sure her work was done, she felt guilty whenever she needed to leave early or take a day off. That changed with the pandemic.

“Knowing that life could be short, I didn’t want to waste it anymore all the time just worrying about what kind of employee I was, because my kids don’t care what kind of employee I am,” Zawatski said. “My kids care what kind of mom I am.”

Quiet quitting is in line with a larger reevaluation of how work fits into our lives and not the other way around. As Gen Z is entering the workforce, the idea of quiet quitting has gained traction as Gen Zers deal with burnout and never-ending demands.

However, Gen Z is not the first generation to experience burnout, and quiet quitting is not a new idea. Zitron shared his frustrations with the framing of the term, because it mischaracterizes doing the tasks you are paid for with the idea of quitting your job.

“The term ‘quiet quitting’ is so offensive, because it suggests that people that do their work have somehow quit their job, framing workers as some sort of villain in an equation where they’re doing exactly what they were told,” Zitron said. Employers benefit financially from workers doing extra work without compensation and it is reasonable for employees to push back against that, he added.

“It’s part of an overwhelming trend of pro-boss propaganda, trying to frame workers that don’t do free work for their bosses as somehow stealing from the company,” Zitron said. For employers that are dealing with workers who may be exhibiting signs of quiet quitting, Zitron has one simple message for them: Pay them for extra work.

If you are experiencing burnout at work, setting boundaries can help you regain some control. Additionally, working on addressing workplace conflict head-on can make a situation easier — or be a sign it’s time to move on.

By:

Source: Quiet quitting is a trend taking over TikTok and possibly your workplace : NPR

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Critics by Mariah Espada  

Maggie Perkins, a Georgia-based teaching advocate, had been working as a teacher for nearly half a decade before she decided to “quiet quit” her job. The decision didn’t mean she’d leave her position, but rather limit her work to her contract hours. Nothing more, nothing less.

“No matter how much I hustle as a teacher, there isn’t a growth system or recognition incentive,” Perkins told TIME. “If I didn’t quiet quit my teaching job, I would burn out.”

Perkins joins a larger online community of workers who have been sharing their experiences on TikTok, taking a “quiet quitting” mentality—the concept of no longer going above and beyond, and instead doing what their job description requires of them and only that.

The movement comes in the wake of a global pandemic that caused employees to reimagine what work could look like, considering the potentials of extending remote work, not working much on Fridays, or in some cases, amid the Great Resignation, not working at all. Arianna Huffington, founder of the Huffington Post and CEO at Thrive, wrote in a viral LinkedIn post, “Quiet quitting isn’t just about quitting on a job, it’s a step toward quitting on life.”

Why companies are worried about quiet quitting

With worries of an economic slowdown swirling, productivity levels are a major concern to company executives. U.S. nonfarm worker productivity in the second quarter has fallen 2.5% since the same period last year, its steepest annual drop since 1948, according to the Bureau of Labor Statistics. Companies are now looking at productivity scales as a metric for excellence, with some going as far as moderating employees’ keyboard activity.

Major tech companies like Google are signaling that they are slowing hiring and could lay off staff amid concerns about overall productivity. Johnny C. Taylor Jr., President and CEO of Society for Human Resource Management, the world’s largest HR society, says remote work has caused severe burnout, Zoom fatigue, and made it harder for some workers to take breaks from home. “I don’t know a company in America that is not sensitized to burnout and the need for employees to step away from the workplace for their mental health.”

Taylor, who, as a CEO himself leads a team of over 500 associates, advocates for his employees taking time off when they’re feeling overworked, but he doesn’t see how embracing quiet quitting will be helpful to employees in the long term. “I understand the concept, but the words are off-putting,” he says. “Anyone who tells their business leader they are a quiet quitter is likely not to have a job for very long.”

Gergo Vari, CEO of job board platform Lensa, also believes the decision won’t serve employees long-term either. “Anytime that you silence your own voice in an organization, you may be depriving yourself of the opportunity to change that organization,” says his spokesperson.

Employees acting on their dissatisfaction at work isn’t only potentially affecting their job security. Gallup’s State of the Global Workplace report found that job dissatisfaction is at a staggering all-time high and that unhappy and disengaged workers cost the global economy $7.8 trillion in lost productivity.

The decision to step away from “hustle culture” can cause tension between employees and company executives, and can also cause a rift between fellow colleagues who may have to pick up the slack. “Whether people feel like their coworkers are committed to quality work can affect the performance of the organization and cause friction inside teams and organizations,” says Jim Harter, Chief Scientist for Gallup’s workplace management practice…

.

Related contents:

“Quiet quitting: why doing the bare minimum at work has gone global”. the Guardian. 2022-08-06. Retrieved 2022-08-12.

Bakshi, Pema. “In Defence Of ‘Quiet Quitting’ Your Job”. http://www.refinery29.com. Retrieved 2022-08-12.

Scott, Ellen (2022-07-29). “Could ‘quiet quitting’ your job be the answer to burnout? What you need to know”. Metro. Retrieved 2022-08-12.

Yang, Lindsay Ellis and Angela (2022-08-12). “If Your Co-Workers Are ‘Quiet Quitting,’ Here’s What That Means”. The Wall Street Journal. ISSN 0099-9660. Retrieved 2022-08-12.

Kolev, Galin (2022-08-16). “What Is “Quiet Quitting” (And Should You Join The Trend)”. Officetopics.com. Retrieved 2022-08-18

Autonomy is the self-regulation of the social body in its independence and in its interaction with the disciplinary norm.”“What is the Meaning of Autonomy Today?” by Bifo Archived 26 September 2019 at the Wayback Machine

“Inspiracy presents Bob Black”. inspiracy.com.

Abolition of Forced Labour Convention (No.105), Article 1

“Definition of Wage Slave”. http://www.merriam-webster.com.

“the definition of wage slave”. http://www.dictionary.com.

Sandel, Michael J. (1998). Democracy’s Discontent: America in Search of a Public Philosophy. Harvard University Press. ISBN 978-0674197459 – via  Books.

“Conversation with Noam Chomsky, p. 2 of 5”. Globetrotter.berkeley.edu. Retrieved 28 June 2010.

“From wage slaves to wage workers: cultural opportunity structures and the evolution of the wage demands of the Knights of Labor and the American Federation of Labor, 1880–1900. Crime”. Socialissues.wiseto.com. 30 August 2007. Archived from the original on 30 June 2009. Retrieved 28 June 2010.

“The Bolsheviks and Workers Control”. http://www.spunk.org.

Full text of Cannibals All! Or, Slaves Without Masters, by George Fitzhugh (1857)

“Robert Schalkenbach Foundation”. Archived from the original on 16 July 2012.

“Conversation with Noam Chomsky, p. 2 of 5”. globetrotter.berkeley.edu.

Jensen, Derrick (2002). The Culture of Make Believe. ISBN 978-1893956285.

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How Millions of Jobless Americans Can Afford To Ditch Work

One of the more insidious myths this year was that young people didn’t want to work because they were getting by just fine on government aid. People had too much money, went the narrative.

Only trouble is, the numbers don’t back it up. Instead, early retirement — whether forced by the pandemic or made possible otherwise — is playing a big role in America’s evolving labor market.

People have left the workforce for myriad reasons in the past two years — layoffs, health insecurity, child care needs, and any number of personal issues that arose from the disruption caused by the pandemic. But among those who have left and are not able to — or don’t want to — return, the vast majority are older Americans who accelerated their retirement.

Earlier this month, ADP Chief Economist Nela Richardson said the strong stock market along with soaring home prices “has given some higher income people options. We already saw a large portion of the Boomer workforce retiring. And they’re in a better position now.”

In assessing the jobs recovery, economists have pointed out that while the unemployment rate has come down, the labor force participation rate hasn’t improved at the same pace. But Jared Bernstein, a member of President Joe Biden’s Council of Economic Advisers, said that once “non-prime age” workers — those over 55 — are excluded from the metrics a much clearer picture of how the labor recovery is doing emerges because it strips out the retirement narrative.

Last month, there were 3.6 million more Americans who had left the labor force and said they didn’t want a job compared with November 2019, says Aaron Sojourner, a labor economist and professor at the University of Minnesota’s Carlson School of Management.

Older Americans, age 55 and up, accounted for whopping 90% of that increase. “I think a lot of the narratives imagine prime-age workers as being missing, but it actually skews much older,” Sojourner told CNN Business.

The labor shortage and retirement

The oft-lamented labor shortage has become a shorthand for the complicated reality of the pandemic-era labor force. Americans are quitting their jobs in record numbers — more than 4 million each month since July — but much of that quitting is happening among young people who are leaving for other jobs or better pay. They’re not leaving the workforce entirely.

“Part of it is a job quality shortage,” says Sojourner. “It’s a bit of a puzzle why employers aren’t raising wages and improving working conditions fast enough to draw people back in. They say they want to hire people — there are 11 million job openings — but they’re not creating job openings that people want.”

Federal Reserve Chairman Jerome Powell underscored that issue during a news conference on Wednesday.”There’s a demographic trend underlying all of this… The question of how much we can get back is a good one, and what we can do is try to create the conditions,” that allow people to come back, he said.

To be sure, some companies have been raising wages to attract and retain staff. Some businesses also offer signing bonuses to get workers in the door. But economists aren’t sure whether these incentives are here to stay and will improve conditions for workers in the long term. “I can want a 65-inch TV for $50, but it doesn’t mean there’s a TV shortage, it means I’m not willing to pay enough to get somebody to sell me a TV,” said Sojourner..

Nearly 70% of the 5 million people who left the labor force during the pandemic are older than 55, according to researchers from Goldman Sachs, and many of them aren’t looking to return. Retirements tend to be “stickier” than other labor force exits, the researchers wrote. Even so, they expect that an improving virus situation and increased vaccination will allow older workers to return to the labor force.

In normal times, retired people are often drawn back into the workforce. But the “unretirement” rate fell significantly during the pandemic, exacerbating the shortage of workers, according to research from the Kansas City Fed. There are some early signs that seniors are coming back to the workforce as vaccination rates increase and employers offer higher wages.quintex-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-1-2-1-1-1-1-2-2-1-1-1-1-1-1-1-1-768x114-1-1-2-1-1-4-1-2-2-1-2-1-1-1-1-1-1-1-1

The unretirement rate fell to just over 2% early in the pandemic, but in recent months has ticked up to around 2.6%, according to Nick Bunker, an economist at Indeed. That’s still off from the pre-pandemic rate of around 3%.Then again, older workers are potentially competing with younger, more qualified applicants for jobs, which could make their return more challenging.

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