[Lee Jae-min]: Thoughtful Approach to the Practice of Silent Resignation
In the dynamic landscape of modern workplaces, the phenomenon of 'quiet quitting' has become a topic of intense discussion, particularly in Korea. According to the latest Gallup's State of the Global Workplace 2025 report, an alarming 79 percent of employees globally are either not engaged or actively disengaged from their work or organization. In Korea, this figure appears to be even higher, with 82 percent of employees showing signs of disengagement.
Younger generations in Korea are leading this shift, preferring clear rules and distinct boundaries over subtle nuances in the workplace. The traditional Korean workplace culture, characterised by long working hours, high pressure, and unclear job roles, is no longer meeting the expectations of these young workers.
The changing workplace culture in Korea is leading to the spread of the term "quiet quitting." This practice, which involves doing just the minimum required during work hours, is a response to excessive work hours, unclear job roles, poor compensation, and socio-economic anxieties.
Korea ranks fifth among 38 countries in terms of annual working hours, with an average of 1,900 hours per person per year. This high number contributes significantly to the prevalence of quiet quitting. Korean workplaces often expect a "give-me-your-best" attitude beyond defined tasks, which younger workers increasingly resist.
Professor Lee Jae-min, a law professor at Seoul National University, suggests that a different compensation package or incentive arrangement may be needed if doing the best or doing whatever is necessary is required. Fair evaluation and proper compensation are also motivation triggers for younger generations in Korean workplaces.
The quiet quitting discourse in Korea may offer an occasion for healthy debates on drawing a boundary between work and personal life. Work-life balance and work-rest balance are increasingly important for individuals, companies, and organizations in Korea.
However, it's important to note that quiet quitting can have its limits. If it leads to avoidance of required work and failure to complete the mandate, it can hold the entity back.
Emails and posts abound with leadership enhancement materials and coaching skills to combat quiet quitting and foster a communal spirit at the workplace. Meanwhile, some young Koreans pursue early and aggressive investing to seek financial stability outside traditional employment, while others are disengaging from traditional labor participation due to anxiety over marriage, home ownership, and future prospects.
Brain drain and competition also play a role in workforce morale and opportunities. Top talent leaving Korea for better pay and research environments abroad exacerbate these issues.
In conclusion, while quiet quitting is a global labor trend, Korean workplaces see it particularly driven by excessive work hours, unclear job roles, poor compensation, and socio-economic anxieties, setting it apart in scale and impact compared to other countries. The views expressed in this article are those of professor Lee Jae-min.
- In response to long working hours, unclear job roles, poor compensation, and socio-economic anxieties, the practice of 'quiet quitting' has emerged as a concern for workplace-wellness and health-and-wellness in Korea, driven primarily by younger generations who prefer clear boundaries.
- Acknowledging the need for a shift in work culture, Professor Lee Jae-min suggests that Korean businesses might consider revising their compensation packages to motivate their employees, as fair evaluation and proper compensation are key motivation triggers for these young workers.
- To address the prevalence of quiet quitting, Korea's leadership can engage in science-backed leadership development and embrace a culture that promotes career growth opportunities, financial stability, and work-life balance to foster a more engaged and dedicated workforce.
