Burnout, Boundaries, and Broken Promises: Why Workers Are Walking Away
David Frank, CPRIA
Executive Matchmaker, a Skilled Artisan, and a Sculptor of Careers | Right Candidate, Right Position, Right Time | The Strategic Recruiter - Insurance Industry
Did employees quit engagement, or did the workplace break its promise?
For years, companies have pushed employees to go the extra mile—work late, take on extra projects, and stay “engaged” for the good of the organization. But what happens when that effort leads to burnout instead of bonuses, layoffs instead of loyalty, and record CEO pay instead of raises for workers?
According to Fortune (2024), disengagement is costing the global economy $9 trillion annually. Beyond economics, the impact reverberates through innovation, customer satisfaction, and societal well-being. Studies show disengaged workers are 37% more likely to miss work, 18% less productive, and 15% less profitable, creating a downward spiral that affects entire industries and communities.
What Quiet Quitting Really Means
There’s a fundamental misunderstanding here: Quiet quitting isn’t quitting at all. It’s simply employees saying, “I’ll do my job, but I won’t let it consume me” (Gallup, 2023). This shift isn’t about rejecting work—it’s about redefining the worker-employer relationship. Employees are no longer willing to answer late-night emails, pick up slack for understaffed teams, or provide unpaid overtime disguised as ‘initiative.’
Corporate leaders claim disengagement is hurting productivity, but let’s ask: Who actually benefits when employees overextend themselves? If the extra effort doesn’t lead to more pay, recognition, or security—and research shows it rarely does—why should anyone give more than what they’re paid for? Since 1979, productivity has increased 62%, but wages have only grown 17% (Gallup, 2023).
The Psychological Toll of a Broken Workplace
Quiet quitting doesn’t happen overnight. It’s a slow withdrawal, usually following burnout, disillusionment, and unfulfilled promises. The World Health Organization (WHO) classifies burnout as an occupational phenomenon—marked by emotional exhaustion, cynicism, and reduced professional efficacy (WHO, 2019). It impacts physical health, mental well-being, and workplace morale.
Only 32% of U.S. employees feel engaged at work, while 18% are actively disengaged (Gallup, 2023). And when companies lay off loyal workers while posting record profits, the message becomes clear: Loyalty is a one-way street.
Then there’s psychological contract theory, which suggests engagement is based on mutual expectations—not just formal contracts but unspoken agreements about fairness, recognition, and respect (Conway & Briner, 2005). When companies repeatedly fail to uphold their side, employees stop trying. This isn’t laziness—it’s a rational response to broken promises.
So, Is Engagement a Lie?
Not entirely. Engagement can be fulfilling—when it’s a choice. But here’s where philosophy offers deeper insights:
What’s Actually Driving Quiet Quitting?
A Harvard Business Review study found that employees in toxic workplaces are 10 times more likely to disengage (HBR, 2022). The research identified key drivers of disengagement:
Younger workers are especially affected—71% of Gen Z report burnout symptoms within their first year of employment.
Beyond workplace toxicity, broader economic trends fuel disengagement. When CEOs earn 399 times the average worker’s salary while employee wages barely keep pace with inflation, the disconnect is impossible to ignore. Studies show workers are significantly more engaged when they feel valued, but when employees only hear feedback when they make mistakes, it’s no wonder they withdraw (Gallup, 2023).
领英推荐
The problem isn’t individual motivation—it’s systemic failure.
The Future of Engagement: A Workplace Built on Reciprocity
The conversation around quiet quitting isn’t about employees refusing to work—it’s about them refusing to be overworked, underpaid, and undervalued. The solution isn’t another engagement survey or corporate retreat. If companies want engagement, they need to earn it.
The best organizations are already adapting by rebuilding trust and rethinking the work itself:
? Measuring productivity by impact, not hours – High-performing companies focus on outcomes, autonomy, and accountability, not just attendance.
? Replacing “hustle culture” with sustainable performance – Overwork leads to burnout, not breakthroughs. Companies that prioritize reasonable workloads and real work-life balance see higher retention and innovation.
? Creating reciprocal relationships, not one-sided expectations – Engagement isn’t a free extra; it’s a return on investment. Employees show up for companies that show up for them—through fair pay, career growth, and meaningful recognition.
This isn’t about coddling employees. It’s about building a system that actually works—one where engagement happens naturally because both sides uphold their end of the deal. Companies that figure this out won’t just survive the quiet quitting era—they’ll thrive in it.
Take Action Now
?? Leaders – Audit your engagement practices. Are you investing in your people, or just demanding more?
?? Managers – Have honest conversations with your teams about workload and boundaries.
?? Employees – Define your non-negotiables and communicate them professionally.
?? Organizations – Review your compensation, development, and recognition programs.
So maybe the real question isn’t why employees are disengaging.
Maybe it’s why we expected them to stay engaged in a system that no longer deserved it.
The workplace contract is being rewritten. Will you be part of the change, or will you get left behind?
I wish these were audiobooks...