Miserable But Staying? Why “Resenteeism” is Worse than Quiet Quitting

The present-day corporate culture has seen a rise in disengagement and “bare minimum” productivity in workplaces, and they often show up in varying degrees. For instance, in some employees, workplace disengagement is limited to specific days—case in point, “bare minimum Mondays”—while for many others, it may take the form of “quiet quitting,” where workers deliver only what’s required of them and remain mentally checked out from their roles. In more extreme cases, employee disengagement may turn into “resenteeism,” where employees actively resent their jobs but choose to stay despite burnout and workplace dissatisfaction.

This article delves into the viral trend of job resentment affecting companies across industries.

What is Resenteeism?

Performance metrics and employee retention figures are inaccurate indicators of employee satisfaction in the modern-day workplace. They overlook the emotional undercurrents of teams that shape an organization's culture or workplace morale and drive deeply corrosive trends like resenteeism.

Resenteeism is a growing phenomenon in which employees stay in their roles even though they are deeply unsatisfied and emotionally disengaged. It differs from burnout and workplace stress, as it is marked by a sustained state of job resentment that leads to frustration, lack of motivation, and negativity toward work.

Resenteeism vs. Presenteeism

Resenteeism may not be confused with presenteeism. Presenteeism refers to when employees show up to work even when they are physically unwell because they fear losing their jobs. This typically means a dip in job performance and productivity due to illness or other personal issues.

Resenteeism, however, does not stem from physical ailments but from deep-rooted workplace dissatisfaction. Employees who experience presenteeism often maintain regular attendance. However, their presence in the workplace is marred by a profound psychological detachment. It is often a result of unmet expectations, lack of recognition, or stalled career growth. This leads to a gradual diminishing of productivity, creativity, and, ultimately, job performance.

Presenteeism elicits sympathy from higher management and might compel leaders to focus on employee health and wellness initiatives, but resenteeism often goes unaddressed.

Signs of Resenteeism

The signs of resenteeism are not always overt but often behavioral and attitudinal:

1. Minimal effort: A noticeable dip in willingness to collaborate, loss of motivation and initiative, and non-participation in group activities are all signs of possible resentment towards the job.

2. Avoiding responsibility: Passive resistance and reluctance to take on new roles or tasks may become increasingly common.

3. Isolation: Withdrawing from team activities, after-hour parties, social events, and cross-collaborative tasks.

4. Negativity and cynicism: Sarcasm about leadership and organizational initiatives and persistent skepticism.

5. Frequent complaints: Frequent complaints to management regarding policies, compensation, or workload may indicate dissatisfaction.

Resenteeism may be highly detrimental because it involves emotional turmoil and withdrawal from career growth. Over time, this disengagement may become contagious and drive disengagement across teams. Understandably, the potential of resenteeism to erode workplace morale shouldn’t be ignored.

Reasons for Resenteeism

To address the issue of resenteeism effectively, it is important to understand what causes it. Key factors include

1. Lack of recognition and career progression

When employees feel like they are not valued or if they are overlooked for promotions, they may become disengaged or emotionally withdrawn. Job resentment may build over time if contributions continue to be unacknowledged or if there is no career progression path in sight. 

    2. Job insecurity

Due to economic volatility, employees may sometimes feel trapped in their roles. Employees may feel incapable of seeking new opportunities, fostering job resentment.

    3. Toxic workplace culture

Poor leadership, micromanagement, or unresolved interpersonal conflicts can fuel workplace dissatisfaction. In such situations, employees might keep their jobs for the income but become emotionally disengaged.

    4. Imbalance in workload

Employees may feel chronically overworked if workloads are unrealistically high and job expectations are unclear. When this imbalance is paired with a lack of support and appreciation, it is bound to create resentment.

    5. Lack of autonomy or flexibility in the job role

New-generation workforces highly value flexibility. However, micromanagement, lack of hybrid work opportunities, and rigid schedules can limit autonomy in job roles, causing employees to feel dissatisfied and undervalued.

5 Ways to Reduce Resenteeism

While resenteeism is difficult to identify and poses a complicated challenge, it can be mitigated intentionally. Companies that recognize early signs of resenteeism and actively work on restoring workplace morale can prevent further damage to the company culture.

Some strategies to reduce resenteeism include the following:

1. Honest conversations with employees

Proactively inviting employee feedback through stay interviews, feedback loops, and anonymous surveys can enable leaders to stay informed. These feedback loops create a psychologically safe environment for employees to voice their concerns openly without letting them fester into resentment.

    2. Recognizing and rewarding contributions

One of the main reasons for resenteeism is employees feeling undervalued for their contributions. Small but meaningful acknowledgments like public praise, thank-you notes, and monetary rewards can make employees feel seen.

    3. Clear career development plans

Stagnation in job roles can cause employees to feel resentment and dissatisfaction. Organizations should implement ongoing skill development programs, transparent promotion criteria, and individualized growth plans. These proactive steps can help mitigate feelings of disillusionment with career growth.

    4. Promoting autonomy and flexibility

Whenever possible, employees may be offered greater control and autonomy over work schedules, workloads, and task execution procedures. This sends a message to employees that the organization trusts them to manage their workload and supports their well-being.

    5. Promptly addressing toxic behaviors

When organizations ignore ineffective leadership and unprofessional behaviors, it can cause distrust in employees. Managers may be coached to navigate workplace challenges and held accountable to ensure a supportive company culture.

Conclusion

Resenteeism often manifests as a result of growing dissatisfaction with company culture, job roles, and career growth but an inability to act upon it. While quiet quitting is a passive form of disengagement, resenteeism is an active form of emotional apathy. It stems from a deep disconnect between employees and the work environment. Many other factors, like job insecurity, economic volatility, and lack of recognition, can further fuel resenteeism. 

If left unchecked, resenteeism can drain teams energy, damage productivity, and negatively affect team morale. Hence, business leaders must proactively identify the root cause of resenteeism and workplace dissatisfaction. Cultivating an environment of open communication, recognition, and genuine engagement can not only reduce resenteeism but also create a high-performing workforce.