Back to the future: Oxford researcher examines reasons behind “Great Resignation” and the merits and popularity of hybrid working

• DOI: https://doi.org/10.1108/HRMID-03-2023-0058
• Published date: 15 May 2023
• Date: 15 May 2023
• Pages: 22-24
• Subject Matter: HR & organizational behaviour,Human resource policy,Employee welfare

Viewpoint

Back to the future: Oxford researcher

examines reasons behind “Great Resignation”

and the merits and popularity of

hybrid working

Aresearcher from Oxford University found that the Covid19 pandemic impacted the

world of work for two interconnected reasons. First, it created uncertainty in the

workplace. Second, it blocked existing models of work and forced experimentation,

such as flexible and online working. The author noted practical andtheoretical reasons why

hybrid working, while it can be problematic, can be effective and he outlined the range of

options.

The author believed it was important to reflect on the consequences of covid19 for society.

Despite the disruption, he felt there was a silver lining. The pandemic pushed organizations

to adopt flexible working when they had previously hesitated to do so. He said that, when

covid19 fades away completely, some managers will “thoughtfully and empathically” build

on the lessons, although he worried that others would “naively” scramble to return to the

2019 world of work. But he remained optimistic that a greater work-life balance would be a

long-term consequence.

Crisis, he says, can force change. According to Lewin’s famous “ice cube” model,

organizations are often in a state of freeze and only “unfreeze” in reaction to a crisis that

blocks old methods and forces exploration of new ones, such as flexible andhome working,

better investment in IT and online meetings.

One of the most significant consequences of the pandemic was predicted by the writer

Anthony Klotz in 2021. He predicted mass resignations, a phenomenon he labelled the

“Great Resignation.” His logic was basedon four factors:

1. Pent-up resignations after pandemic shutdowns;

2. “Burn out” as workers take on extra work;

3. People reflect on meaning and contentment after stopping wor k for a period, or being

“confronted by death” if they were particularly anxious about the eff ects of the virus, and

4. The freedom to work from home with no commutes and a better work-life balance. He

said this led to “existential epiphanies.”

In April 2021, the US data started to reflect the “Great Resignation,” when 4 million quit, the

highest rate ever, reaching 4.3 million by August, then rising to 4.5 million in November.

Then, in January 2022 4.3 million resigned and in March, a record 4.5 million left their jobs.

In other countries the same phenomenon wasseen. In the UK, the Government reported the

highest number of resignations and job changesfor 20 years.

Surveys revealed the reasons for job changes:

1. Ability to work remotely –40%;

2. Better compensation –37%;

PAGE 22 jHUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGEST jVOL. 31 NO. 4 2023, pp. 22-24, ©Emerald Publishing Limited, ISSN 0967-0734 DOI 10.1108/HRMID-03-2023-0058