Russian Federation
The article examines the phenomena of «quiet quitting» and «quiet firing» as hidden forms of confrontation in modern labor relations. The authors analyze their causes, manifestations, and interconnections, which form a «vicious circle» in management. Special attention is paid to the consequences of these phenomena for organizational culture, as well as the relevance of studying them in the context of Russian realities and the lack of empirical research.
quiet quitting, quiet firing, social and labor relations, personnel management, hidden conflicts, employee engagement, organizational culture, HR management
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