The so-called Great Resignation, which saw millions leave their jobs in 2021–22, puzzled many executives. Was it about money? Benefits? Remote work? In truth, it was about something deeper: dignity, purpose, and belonging. People left not simply for higher pay but for higher meaning.
Edward Deci and Richard Ryan’s Self-Determination Theory offers a powerful lens. Human beings, they argue, need three things to thrive: autonomy, competence, and relatedness. The Great Resignation was, in many ways, a collective protest against workplaces that denied these needs. Micromanagement eroded autonomy, meaningless tasks drained competence, and toxic cultures undermined relatedness.
Research supports this view. A McKinsey study found that the top reason employees quit was not pay but “not feeling valued by my manager” and “not feeling a sense of belonging.” Deloitte linked wellbeing directly to retention. Oxford University found that happier workers are 13% more productive.
The lesson is simple: people do not leave jobs; they leave cultures.
Examples of healthier cultures abound. Atlassian’s playful rituals, from ShipIt Days to open sharing of failures, foster joy. Southwest Airlines built humour and warmth into service, creating loyalty both inside and out. These are not gimmicks. They are cultural investments that meet human needs.
Howard Schultz of Starbucks once said, “When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible.” The Great Resignation was a warning to leaders who had forgotten this. Employees demanded not perks but purpose, not gimmicks but genuine care.
Going beyond the Great Resignation means building cultures where people commit because they want to, not because they have to. It means honouring autonomy, developing competence, and nurturing belonging. It means understanding that engagement is not purchased but earned.
The leaders who respond will find not only retention but renewed energy. Those who do not may face the next wave of resignations — quiet or otherwise.