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If companies want to stop quiet quitting they need to take burnout seriously
This is an excerpt of an article written for The Conversation by Claudine Mangen, professor, Department of Accountancy.
Photo by Andrew Neel on Unsplash
In 2023, between a quarter and a third of Canadians are feeling burned out. Burnout has not declined compared to last year. A full 36 per cent of employees are more burned out now than last year.
If you aren’t burned out, it may well be because you did some quiet quitting to keep work at bay. Most workplaces haven’t changed their workload or how work is done, although there are a growing number of exceptions.
My research focuses on organizational governance. I study organizations and employees’ experiences of their workplaces. Last summer, I wrote about how employee burnout remained high in Canada and discussed how it could be addressed. I cautioned that often, workplaces hold employees responsible for managing burnout.
However, addressing the root causes of burnout requires workplaces to examine the workload and expectations they place on employees. How can workplaces change their approach to burnout? Are they now more concerned with handling the root causes of burnout?
