Rethinking Ambition
Why Gen Z Is 'Quiet Quitting' the Corporate Ladder for a 'Soft Life'
The old view of career ambition has been focused on the upward climb of the corporate ladder, earning executive designations and responsibility. Nonetheless, this outlook is shifting with the generation Z is in the workforce. According to recent data, quite a significant number of young workers are refusing to promote or get new duties, which is often called quiet quitting (Westover, 2024). It does not imply a quitting of the job, but it is about creating limits and only doing the minimum of essential work, without adding some extraneous and uncompensated labor (Jayatissa, 2023).
Such change is not always caused by
time-out and lack of ambition. Rather, it can be seen as the reconsideration of
priorities where individual welfare, personal autonomy, and work-life balance
are put forward (Reddy et al., 2024). They are openly adopting a sustainable
method towards career and life.
Watch this video for insights into
why Gen Z is embracing quiet quitting and prioritizing work-life balance over
traditional career ambitions: https://www.youtube.com/watch?v=e26L5Dr1r7M
Theoretical
Perspective: Job Demands-Resources (JD-R) Theory
The Job Demands-Resources (JD-R)
Theory can be an effective conceptual model of quiet quitting (Lalic et al.,
2019). The theory differentiates between:
Job
Demands: Job Demands pertain to those aspects of work that demand continual
effort and demand mental or emotional energy, e.g. work load or emotional
strain.
Job
Resources: Work factors, which facilitate employees, can include autonomy,
manager support, flexibility, and developmental opportunities.
Job demands surpassing the
available resources tend to result in burnouts among employees. Quiet quitting
can be then conceptualized as a form of self-protection where workers will
lower the amount of discretionary effort in order to save energy and preserve
well-being (Barhate et al, 2024).
Organizational
Responses
Companies are re-considering work models and worker care in an attempt to combat the quiet quitting trend. This has included career lattices instead of lineal career progressions as one of them. Career lattices enable staffs to develop in both skill, influence and remuneration without having to assume managerial roles, which is in line with the inclination of Gen Z towards expertise growth and independence rather than status (Gupta et al., 2023).
As an example, Microsoft has introduced a career lattice system, which offers individual contributor tracks of prestige and managerial tracks. This enables technical and creative experts to have career advancement, recognition and financial benefits without being compelled to take up positions of leadership which they might not want (Microsoft, 2022). On the same note, IBM has focused on various career tracks, which allowed employees to focus on technical skills, consulting, or project management without forcing as rigid as their career ladder (Malik, 2021). These strategies are specific to the JD-R theory which enhances job resources, including opportunities to grow and autonomy which can help in curbing burnout and disengagement.
Another important strategy that can be used to mitigate the factors that cause quiet quitting is flexibility in work schedules. To illustrate, Buffer is a completely remote organization that has gone fully to a four-day workweek, which gives employees more personal time and still keeps the company productive (Bhatti, 2023). Radical transparency, such as public salary formulas, is also practiced by the company, which strengthens the principles of fairness and trust, which boosts job resources (Bhatti, 2023).
All these examples demonstrate that
one of the ways companies can minimize the risk of a quiet quitting is to
balance between job requirements and job resources. Work-life balance coupled
with career growth opportunities such as structured career development options,
increased autonomy, and higher engagement and productivity make companies not
only retain talent but also increase their engagement and productivity.
Organisational
Impact
The data indicate that Gen Z workers are ambitious, however, their vision of success is very different compared to the previous generations. Unlike the focus on hierarchical promotion, executive positions, and monetary profit, Gen Z focuses on developing skills, mastering, and making a difference in their jobs (Westover, 2024). They also highly value autonomy- the freedom to decide on how, when and where work is done- and it brings a positive impact to job satisfaction and psychological health (Reddy et al., 2024). Also, work-life balance is one of the key factors, as Gen Z workers tend to lose interest in jobs or companies that expect overtime or do not allow flexibility in other activities (Lalic et al., 2019).
Companies that do not identify and
address these priorities will experience increased rates of silent quitting,
lack of engagement and turnover. Conversely, organizations that align
themselves with job requirements including growth prospects, accommodating
management, flexible working environment and proper communication with such
dynamic demands are in a position to retain the best talent and in addition
maintain the level of productivity in the long run. The researchers find that
workers tend to be more engaged, committed to the organization, and more
productive in a situation where they feel that there is an equilibrium between
demands and resources (Jayatissa, 2023; Gupta et al., 2023).
Conclusion
The fact
that quiet quitting is a symptom of more general reevaluation of the values and
aspiration of work among younger generations points to the fact that the latter
is more about values and aspiration than about actual work. It does not appear
to be an indicator of laziness or entitlement but a sensible decision of saving
personal lives under the stress of overworking. This requires the change of the
management practice and the organizational culture that would enable the
allocation of the required resources and provide the flexibility in the career.
References
Barhate, B., Winton, B.G., & Funderburk, C.M., 2024.
The mediating role of career resilience on Gen Z’s emotional intelligence
and career outcomes. European Journal of Training and
Development, 49(1), pp.1–14. Available at: https://www.researchgate.net/publication/381694083_The_mediating_role_of_career_resilience_on_Gen_Z%27s_emotional_intelligence_and_career_outcomes
[Accessed 13 October 2025].
Bhatti, U., 2022. What It's Like Working
a Four Day Work Week and How We Spend Fridays Off. Buffer.
Available at: https://buffer.com/resources/four-day-work-week/
[Accessed 13 October 2025].
GENSHIFT Work, 2025. The Truth About Gen Z
& Quiet Quitting. YouTube, 13 August. Available at https://www.youtube.com/watch?v=e26L5Dr1r7M
[Accessed 13 October 2025].
Gupta, N.R., Singh, R., & Chauhan, N., 2025.
Why Gen Z stays and leaves: Role of workplace flexibility,
purpose-driven roles, and digital engagement tools on job retention.
In: Contemporary Global Perspectives in Management Environment and
Technology (CGPMET-2025). Kristu Jayanti College, Bengaluru, India.
Available at: https://www.researchgate.net/publication/389826239
[Accessed 13 October 2025].
Jayatissa, D., 2023. Insights Into the Next
Generation: A Methodological Review of Career Expectations in Generation Z.
Journal of Business Studies, 10(2), pp.21–39.
Available at: https://www.researchgate.net/publication/380100025_Insights_Into_the_Next_Generation_A_Methodological_Review_of_Career_Expectations_in_Generation_Z
[Accessed 13 October 2025].
Lalić, D., Spajić, J., Bošković, D., & Milić, B., 2020.
Career Expectations of Generation Z. In: Z. Anisic,
B. Lalic, and D. Gracanin, eds. Proceedings of the 25th International
Joint Conference on Industrial Engineering and Operations Management (IJCIEOM).
Novi Sad, Serbia: University of Novi Sad, pp.52–59. Available at: https://www.researchgate.net/publication/340074699_Career_Expectations_of_Generation_Z
[Accessed 13 October 2025].
Malik, S., 2021. Skills Transformation
for the 2021 Workplace. IBM SkillsBuild.
Available at: https://www.ibm.com/new/training/skills-transformation-2021-workplace
[Accessed 13 October 2025].
Microsoft, 2022. It’s Not a Career
Ladder, It’s a Career Playground. Microsoft WorkLab.
Available at: https://www.microsoft.com/en-us/worklab/its-not-a-career-ladder-its-a-career-playground
[Accessed 13 October 2025].
Reddy, P., et al., 2024. Career Aspirations Tied to Values and Growth. Journal
of Business Ethics, 158(1), pp.87–101. Available at: https://www.seejph.com/index.php/seejph/article/view/2339
[Accessed 13 October 2025].
Westover, J.H., 2024. Decline in Leadership Ambitions. Journal
of Leadership & Organizational Studies, 31(1), pp.22–35.
Available at: https://consensus.app/papers/the-changing-ambitions-of-workers-adapting-leadership-for-westover/15f849a7732852ae98cd12548de5c538/
[Accessed 13 October 2025].
This blog well written about how Gen Z’s quiet leaving reflects a deeper cultural shift toward healthy and balanced work cultures. I agree with your points that organizations must recreate roles to enhance self-determination and flexibility. Recent research also shows that prioritizing employee well-being improves engagement and retention (Harris & Lee, 2024).
ReplyDeleteThank you for your thoughtful comment! I completely agree. Fostering flexibility and wellbeing is key to keeping employees engaged and motivated. It’s great to see research like Harris & Lee (2024) supporting this shift toward healthier work cultures.
DeleteLuckmee, your article presents an insightful analysis of the Quiet Quitting trend among Gen Z, emphasising that career ambition is increasingly defined by well-being, autonomy, and meaningful engagement. JD-R theory explains quiet quitting as a protective response to burnout. It highlights that reducing discretionary effort saves energy and preserves well-being. I like the way you have presented the organisational responses, how it is structured with employee needs. The examples of career lattices at Microsoft and IBM, flexible schedules at Buffer, demonstrate practical ways to increase autonomy, growth and career development opportunities. This article effectively provides that understanding Gen Z’s priorities, such as skill development, autonomy, and work-life balance, is key for organisations to maintain productivity and long term commitment.
ReplyDeleteThank you so much for your thoughtful feedback. I’m glad you found the analysis and examples helpful. It’s great to hear that the discussion on Gen Z’s priorities and organizational strategies resonated with you.
DeleteLuckmee, this is a truly interesting article! You've presented a novel viewpoint on how evolving priorities influence modern objectives. Particularly persuasive is the focus on autonomy, skill development, and well-being as legitimate employment objectives. Appreciate you taking aim at the conventional "up-the-ladder" narrative and creating room for a more comprehensive definition of success!
ReplyDeleteThank you so much! I’m glad you enjoyed the article and connected with its perspective. It’s great to see more people valuing a broader, more personal view of success.
DeleteThrough the lens of quiet quitting, this article offers a timely and perceptive analysis of how Generation Z is redefining career ambition. It successfully connects the phenomenon to the Job Demands-Resources (JD-R) Theory, showing how burnout and disengagement can be avoided by striking a balance between job demands and resources like autonomy, flexibility, and growth opportunities (Lalić et al., 2019; Barhate et al., 2024). The article demonstrates how businesses can modify work models to retain talent while honoring workers' personal priorities and well-being by showcasing actual cases from Microsoft, IBM, and Buffer (Gupta et al., 2023; Bhatti, 2022).
ReplyDeleteWell said. I found that the link between quiet quitting and the JD-R Theory is very insightful. Balancing demands with flexibility and growth truly helps prevent burnout and keeps employees motivated and committed.
DeleteAn essay that shows how Gen Z's "quiet quitting" isn't a sign that they don't want to work hard, but that their values have changed to include independence, balance, and meaningful progress. By rethinking career paths, offering more flexibility, and increasing job resources, companies may be able to better connect with Gen Z and create a healthier, more sustainable work culture for the future.
ReplyDeleteExactly. Gen Z isn’t avoiding hard work,they’re redefining what meaningful work looks like. Supporting their need for balance and purpose can lead to a more engaged and motivated workforce.
DeleteDear Luckmee, your article inspire me a lot.Gen Z’s approach to “quiet quitting” shows that they aren’t rejecting work they’re rejecting burnout. Instead of chasing titles, they want balance, purpose, and room to breathe. Viewed through the JD-R theory, their behavior makes sense: when demands rise but support doesn’t, people naturally pull back to protect their well-being. Companies like Microsoft, IBM, and Buffer are already adjusting with flexible paths, remote options, and more autonomy. These changes show that when workplaces actually listen and provide the right resources, engagement grows. Quiet quitting isn’t laziness it’s a message that today’s workers want healthier, more human work environments.
ReplyDeleteThank you for sharing your perspective. I completely agree ‘quiet quitting’ is less about disengagement and more about setting boundaries to maintain well being. Framing it through the JD-R theory really highlights how critical the balance between demands and support is. It’s encouraging to see companies like Microsoft, IBM, and Buffer adapting with flexibility, autonomy, and meaningful work options. When organizations listen and respond thoughtfully, engagement doesn’t just return it grows stronger, proving that healthier, more human work environments benefit everyone
DeleteThis article provides a clear and incisive explanation of why Gen Z is increasingly rejecting traditional career ladders in favor of a “soft life,” stressing the increased emphasis on autonomy, well-being, and work-life balance. How much do you think companies should alter descriptions of jobs, career trajectories, and work standards to accommodate Gen Z's desire for independence and work-life balance? Would these adjustments be advantageous to workers of all generations?
ReplyDeleteThank you for your insightful reflection. I think companies do need to rethink job descriptions, career paths, and performance expectations to better align with Gen Z’s emphasis on autonomy and work life balance. Clear communication about flexibility, growth opportunities, and wellness support can make roles more attractive without compromising productivity. These adjustments could absolutely benefit employees of all generations flexibility, meaningful work, and support for well being are universal motivators, not just Gen Z preferences. When organizations embrace these principles, they foster engagement, retention, and a healthier workplace culture for everyone
DeleteYour framing of quiet quitting through JD-R theory is insightful—it's self-protection, not laziness. Gen Z's prioritization of autonomy, well-being, and skill mastery over hierarchical climbing challenges organizations to rethink success. The examples from Microsoft and Buffer show adaptability works when resources match demands.
ReplyDeleteThank you. I completely agree. viewing quiet quitting through the JD-R lens reframes it as a protective and rational response rather than disengagement. Gen Z’s focus on autonomy, well being, and meaningful skill development is indeed prompting organizations to rethink traditional definitions of success. The examples from Microsoft and Buffer really highlight that when support and resources align with demands, employees remain engaged and motivated, even without traditional hierarchical incentives. It’s a valuable lesson for creating sustainable, human centered workplaces.
DeleteYour analysis effectively highlights that quiet quitting is not a sign of laziness or entitlement, but rather a broader shift in how younger generations view work, personal well-being, and long-term career balance. You clearly emphasize that this trend reflects evolving values and aspirations, especially in response to workplace stress and overwork.
ReplyDeleteThank you for your thoughtful feedback. I completely agree that quiet quitting reflects a shift in priorities rather than a lack of motivation. It underscores how younger generations are valuing well being, balance, and purposeful work over traditional measures of success. Recognizing and responding to these evolving values is essential for organizations that want to maintain engagement, retain talent, and foster a healthier workplace culture.
DeleteThis is an excellent article. You have discussed why gen Z is 'quiet quitting' the corporate ladder for a 'soft life'. And also, you have discussed about the JD-R theory to explain quiet quitting as a protective response to high job demands and insufficient resources. Furthermore, you have discussed about organizational responses and organisational impact in modern organization culture.
ReplyDeleteThank you. I’m glad the article resonated with you. It’s great to hear that the explanation of Gen Z’s “quiet quitting,” the JD-R theory, and the organizational impacts all came through clearly.
DeleteThis is a thought provoking article. This reflects on the evolvement of the work culture and how ambitions have changed over the years from title, status to what ambition means personally. This also reminds that traditional framwork of career success does not apply with younger generations. With these suggestions if organizations can apply to the work structures of the younger generations, there will be a better chance of enhancing the performance of the organization.
ReplyDeleteThank you for sharing your thoughts. Your reflection captures the message beautifully. Work culture has truly evolved, and younger generations are redefining ambition in more personal, meaningful ways. You’re absolutely right that old frameworks don’t always fit today’s workforce. When organizations adapt their structures to these changing expectations, they not only support their people better but also strengthen overall performance.
Delete