The issue of "quiet quitting" among Gen Z workers has evolved into "resenteeism" for employers to address.

• According to the CNBC|SurveyMonkey Workforce Survey, Gen Z workers are the least satisfied with their jobs.
• "Resenteeism," a trend where employees remain in unsatisfying roles, is becoming increasingly common, as indicated by survey findings.
• Nearly half of Gen Z employees admit to being "slack" at work.

Every generation goes through the process of being criticized for their actions. The millennials, in particular, have been subjected to intense scrutiny, being labeled as the "job hopping generation" and the "tethered generation" due to their behavior.

The focus should now shift to Gen Z, the generation that was born between 1997 and 2012, as they are becoming increasingly prominent in the workforce.

Gen Z is often criticized for being too casual in professional settings and being difficult to work with, just like its predecessors.

Perhaps it's unsurprising that workplace dissatisfaction is a frequently discussed topic.

In recent years, a new phenomenon has emerged from the ashes of quiet quitting: resenteeism.

Resenteeism is a phenomenon that combines resentment and absenteeism. It's a growing trend where employees continue working in roles they find unfulfilling due to a lack of better job opportunities or fear of not being able to find one. This is an advanced form of quiet quitting in the era of mass layoffs; not only are employees disengaged, but they are also resentful about it. Quiet quitting involved working on autopilot to reduce stress, while resenteeism involves feeling trapped in your role.

Burnout, undervaluation, and unfulfillment are common themes in both quiet quitting and resenteeism, which are major concerns for business leaders.

Despite a slight increase in the Workforce Happiness Index (72, up from 71 in December 2023), Gen Z workers are the least satisfied with their jobs.

TikTok has been the platform where resenteeism, a trend that has been gaining momentum, first emerged. Business leaders must comprehend this rise.

Nearly half of Gen Z workers are coasting at work

The differences in workplace enthusiasm across generations are stark.

Gen Z workers are the least likely to thrive in their roles, with only 40% saying they are thriving, while 47% are coasting by. This is in contrast to older generations, who are more likely to claim they are thriving in their roles. Additionally, Gen Z workers are the most likely to say they are just working for a paycheck, while older generations are more likely to be "fired up" about their jobs. Furthermore, Gen Z workers report the highest rates of wanting to quit their jobs within the last three months compared to all other generations.

Gen Z workers are the least engaged in work and find their responsibilities uninspiring, with only 14% reporting meaningful work and 21% having autonomy, compared to other generations who are more fulfilled and have more autonomy. It's crucial to understand that Gen Z workers are often the youngest and least experienced employees and are given entry-level work that may not be as fulfilling as managerial or executive responsibilities.

For many years, dissatisfaction with entry-level work has been a recurring theme. In our initial Workforce Survey six years ago, workers aged 18-24 and 25-34 reported having the least amount of control over their work tasks. On the other hand, all older age groups reported having more control, which may be due to the fact that as workers age, they are often promoted into roles with more responsibilities.

Young workers are still ambitious

Despite being the least engaged generation, Gen Z workers are surprisingly ambitious, with 92% valuing engaging work.

Instead of waiting for Gen Z to grow out of their dissatisfaction and into managerial roles, our research shows that there are several practical ways to boost employee engagement among this generation. While higher pay is certainly a motivating factor for all generations, Gen Z workers specifically report a desire for more autonomy (24%) and stronger connections with colleagues (25%) at a higher rate than millennials or Gen X.

Several strategies for preventing resenteeism from becoming widespread were suggested by our research.

To foster meaningful connections among employees, it is crucial to provide more opportunities for them to interact with their colleagues in our new hybrid work environment. This is particularly important for the generation that recently joined the workforce during the pandemic era, who may feel disconnected from their colleagues due to remote work arrangements.

Leaders should strive to give employees more control over their work. This does not mean giving a new intern the final say on projects, but it may mean trusting employees to decide how and when their work is done (within reason). By fostering a culture where everyone feels like a decision-maker, employees will feel more invested in their work.

Early addressing of issues can lead to a happier and more productive workforce, resulting in increased profitability and retention.

To join the CNBC Workforce Executive Council, apply at cnbccouncils.com/wec.