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Not all quiet quitters are "lazy", and when managed well, these employees can be valuable members of organisations and teams, a researcher says.

In his study, Professor Lloyd C Harris from Manchester University's business school set out to question widely held assumptions about quiet quitting by investigating the nature of the practice, and the outcomes for its "perpetrators".

He defines the practice as the act of employees intentionally opting to "adhere to contracted duties/hours while avoiding voluntarily taking on additional responsibilities, tasks, or roles"...