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The purpose of this thesis is to examine the employers¡¦ perception of monthly bonus profit sharing mechanism on the ratio of job quitting, job morale and job performance of a selected company. We set up testing hypotheses based on the selected company and collect data through questionnaire. The following three testing hypothesis are examined in the thesis. They are whether monthly bonus profit sharing mechanism can effectively decrease job quitting ratio, increase job morale and job performance. Our empirical results support employers¡¦ perception that the profit sharing mechanism is helpful to decrease job quitting ratio as well as to increase job morale and performance.

This study examined information technology professionals' perception of employee organizational commitment (OC) and its relationships to turnover across various industries in Thailand. Perceived job alternatives and thoughts of quitting were included to examine their influence on turnover intention both directly as independent variables and indirectly as mediators. Hypotheses tested were 1) the direct relationship between organizational commitment and turnover intention among IT personnel from various Thai companies, 2) the relationship between thoughts of quitting and turnover intention, 3) the relationship between perceived job alternatives and turnover intention, 4) the indirect relationship between organizational commitment and turnover intention through mediator - thoughts of quitting and 5) the indirect relationship between organizational commitment and turnover intention, as mediated by perceived job alternatives. The survey questionnaire used instruments that were already translated into Thai from previous research (Wongrattanapassorn, 2000). The original items in English were included with each item in the Thai language to provide respondents with additional information on the meaning of constructs. In addition to demographic items, the survey questionnaire contained four measures, one for each of the four variables: organization commitment (Allen & Meyer, 1990), thoughts of quitting (Peters, Jakofsky & Salter, 1981), perceived job alternatives (Peters, et al., 1981), and turnover intention (Hom, Griffeth & Sellaro, 1984). An accompanying letter with the hyperlink to the questionnaire page was sent via e-mail to 300 IT professionals who were randomly selected from the subscribers of Computerworld Thailand magazine and also those who attended IT seminars organized by Computerworld Thailand. Two hundred and eight responses returned, providing an acceptable response rate of 69.3 percent. Correlation and regression were used to test hypotheses. Results revealed that there was no direct relationship between overall organizational commitment and turnover intention. However, there was a negative direct relationship between continuance commitment and turnover intention. There was also no correlation between thoughts of quitting and turnover intention. There was a positive relationship between perceived job alternatives and turnover intention. For the mediating effect between organizational commitment and turnover intention, the results revealed that thoughts of quitting did not mediate the relationship as well as perceived job alternatives.

The objective of this study is to understand the paradigm shift that unfolded throughout the “Great Resignation\Reshuffling” (2020-2022) within the minds of individuals post March 2021. To fully understand the Great Resignation, one must look at the year prior to the event. In March of 2020, the world changed as billions of individuals watched as boundaries, academic institutions, government agencies and corporations shut their doors all in the name of containment of the infectious disease known as Coronavirus (COVID-19). As cases increased across the global, organizations had to reassess the human capital cost considering dwindling revenue and executive orders that closed all nonessential businesses. The decision by U.S organizations to furlough and/or lay off workers led to approximately 23 million Americans unemployed and standing in a place of ambiguity. Over the next two (2) years, the government worked in collaboration with organizations to instate policies/protocols to re-open America and return life to the new normal inclusive of working online and in person. However, Americans were slow to return to the workforce that once so flippantly provided them a termination letter. The stagnation in ready and able bodies willing to return to the workforce has led to a labor shortage. Despite several efforts to incentivize individuals to return, the statistics did not reflect the desired outcome and the cause was and is relatively unknown. In light of this unprecedent phenomenon, this study utilized a netnography to explore the Maslow’s Hierarchy of Needs and Bullshit Job Theory within the framework of re-engaging in the job market after the pandemic. The findings from study one (1) suggest that a newfound sense of worth, salary, stress steward of care, and stumbling blocks are the leading factors that may prohibit individuals from returning to work. As individuals remained on the work sidelines a spillover effect started to unfold. Those individuals working had to shoulder the work of those who had not yet returned and an uptick in quit rates soon emerged known as the Great Resignation. Consequently, the organizations started to cannibalize the job market creating an environment for individuals to resign and explore new opportunities. To investigate this phenomenon, study two (2) performed a deep dive into the subreddit “r/antiwork:” to explore why individuals were quitting their jobs. The data from study two (2) indicates 20% of the high engaging posts on the subreddit thread of “r/antiwork” can be associated with one (1) of the five (5) categories defined as a Bullshit job. / Business Administration/International Business Administration

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This study examines the relationships between anti-work orientation which questions and critiques the role of work in our lives, organizational dehumanization where the employee feels objectified by their employer and feels like just a tool, counterproductive work behavior which includes employee behavior which harms the work organization or other employees, and quiet quitting where employees do the bare minimum required by their employer. Due to the lack of previous research, we examined the effect of the level of conscientiousness as a control variable in our regression models. Data was gathered from adult respondents with work experience in a non-management position (n= 257). Results indicate that anti-work orientation and organizational dehumanization significantly predict quiet quitting, suggesting their potential to cause employee disengagement. In contrast, their effects on counterproductive work behavior were not significant, possibly due to a floor effect. Conscientiousness was a robust predictor of counterproductive work behavior and quiet quitting, indicating that conscientious employees engage in less deviant or disengagement behaviors. Exploratory analysis revealed a weak negative correlation between age and quiet quitting, and that Millennials show higher anti-work orientation than Generation X. These findings underscore the need for organizational strategies that promote more humanistic approaches, such as promoting supportive leadership and increasing employee autonomy in order to enhance employee engagement.

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Background: The COVID-19 pandemic reshaped part of the labor market, causing an increase in remote work and consequently the rise of “quiet quitting”. Quiet quitting refers to when an employee does the bare minimum at work, and the specific reasons for its rise, vary, however, there is reason to believe that remote work can be a contributing factor due to its effect on social connections and motivation.    Purpose: The purpose of this thesis is to investigate the relationship between working from home and quiet quitting, and how digital leadership can affect job satisfaction. This is because employers need to recognize and address the contributing factors of quiet quitting to be able to keep job satisfaction. Method: This thesis is a qualitative study using an interpretivist method. The research has been performed though an inductive research approach. The primary data were gathered though 20 semi-structured interviews with 10 companies form various industries located in Småland Sweden. A person in a leading position and an employee were interviewed from each organization and a thematic analysis approach was used to analyze the data.    Conclusion: The result from our findings showed that remote work has a significant impact on employee job satisfaction. Many employees experienced a lack of support and feedback from their managers and colleagues, as well as lower cohesion, which many perceived effected their motivation and increase the risk of quiet quitting.  That is why managers should focus on creating “digital cohesion” by reworking their digital work, improving digital communication, and improving digital feedback. This may result in employees feeling more appreciated and committed to the organization, thus mitigating the risk of quiet quitting.