Nearly half of all workers report experiencing burnout in their current job. Only one third of employees worldwide are actively engaged at work, a trend that costs the U.S. economy hundreds of billions annually.
Key Takeaways
- 48% of workers report they are experiencing burnout in their current job
- 23% of employees worldwide are engaged in their jobs
- 17% of employees worldwide are actively disengaged
- 67% of U.S. workers report experiencing burnout at least sometimes
- According to Gallup, disengaged employees cost the U.S. $483 billion to $605 billion annually
- $1,685 per employee per year lost productivity due to employee engagement problems (U.S.)
- 35% of Americans say they have “quiet quit” (reduced effort without resigning)
- 46% of employees say they have become less willing to take on extra responsibilities
- 34% of employees report they keep their workload strictly within role expectations
- In 2022, 1 in 3 workers (33%) reported they would like to work fewer hours (U.S.)
- Gallup reports that engaged employees show 23% higher profitability
- Disengaged employees are 37% more likely to look for a new job (meta-pattern reported by Gallup)
With burnout and disengagement rising, many workers are reducing effort without quitting, costing organizations billions.
Related reading
01 · Category
Industry Trends18 stats
01
48% of workers report they are experiencing burnout in their current job[1]
02
23% of employees worldwide are engaged in their jobs[1]
03
17% of employees worldwide are actively disengaged[1]
04
66% of U.S. workers say they feel burned out at least sometimes[2]
05
2.7x more likely to report being burned out if they have low support from managers[1]
06
57% of U.S. employees say the feeling of burnout is more widespread now than it was one year ago[3]
07
48% of employees say their workload is heavy[4]
08
37% of U.S. employees say they would leave if they could find a better role with a different manager[1]
09
61% of people say they feel stress at work more often than they did a year ago[2]
10
58% of employees say they are not engaged enough to make additional effort beyond their job duties[1]
11
34% of U.S. workers report they are “not very” or “not at all” engaged[1]
12
18% of U.S. employees say they are actively disengaged[1]
13
15% of employees worldwide report being actively disengaged[1]
14
53% of workers say they feel emotionally exhausted[5]
15
37% of workers say they are actively seeking a new job[6]
16
2.0% of employees leave jobs each month on average in the U.S.[6]
17
47% of employees say their employer doesn’t care about their well-being[4]
18
22% of U.S. workers say they are currently looking for a new job[6]
Interpretation
Industry Trends Interpretation
With 66% of U.S. workers saying they feel burned out at least sometimes and 57% reporting burnout is more widespread than a year ago, the data shows quiet quitting pressures are intensifying and engagement is slipping as 58% say they are not engaged enough to go beyond their job duties.
02 · Category
Cost Analysis10 stats
01
67% of U.S. workers report experiencing burnout at least sometimes[2]
02
According to Gallup, disengaged employees cost the U.S. $483 billion to $605 billion annually[1]
03
$1,685 per employee per year lost productivity due to employee engagement problems (U.S.)[1]
04
Annual cost of work-related musculoskeletal disorders to employers is $20.4 billion (U.S.)[6]
05
Workplace violence costs employers nearly $2.5 billion annually (U.S.)[6]
06
WHO reports mental health conditions cost the global economy $1 trillion per year in lost productivity[7]
07
According to OSHA, workplace injuries and illnesses cost U.S. employers $170.8 billion in 2019[6]
08
NBER estimates that turnover costs firms millions per year; one study finds $900 million to $1.1 billion annual cost of turnover for U.S. health care units[8]
09
The U.S. Department of Labor estimates 4-hour average loss per worker per year due to workplace injuries (BLS-derived aggregate)[6]
10
Gallup estimates that engaged teams outperform disengaged teams by 21% greater profitability[1]
Interpretation
Cost Analysis Interpretation
With 67% of U.S. workers reporting burnout and disengaged employees costing the country about $483 billion to $605 billion every year, these figures show that quiet quitting and disengagement are translating into massive, measurable economic losses rather than just individual stress.
More related reading
03 · Category
User Adoption12 stats
01
35% of Americans say they have “quiet quit” (reduced effort without resigning)[9]
02
46% of employees say they have become less willing to take on extra responsibilities[10]
03
34% of employees report they keep their workload strictly within role expectations[11]
04
21% of employees say they have intentionally reduced their effort at work[1]
05
1 in 3 employees say they are doing less than they used to before 2020[12]
06
53% of workers report they have reduced their work pace since 2020 (survey estimate)[4]
07
45% of employees say they do not feel recognized enough to go above and beyond[1]
08
29% of employees say they don’t feel their job makes a difference (lower discretionary effort)[1]
09
38% of employees say they are “only doing what is asked” at work[13]
10
19% of employees say they stopped volunteering for extra projects in the last year[2]
11
33% of employees say they have reduced attendance at optional meetings[12]
12
25% of employees say they have kept communication to minimum required to avoid burnout[5]
Interpretation
User Adoption Interpretation
Nearly half of employees, with 46% saying they are less willing to take on extra responsibilities since reducing effort, reflect a clear trend toward staying strictly within role expectations rather than going above and beyond.
04 · Category
Performance Metrics23 stats
01
In 2022, 1 in 3 workers (33%) reported they would like to work fewer hours (U.S.)[6]
02
Gallup reports that engaged employees show 23% higher profitability[1]
03
Disengaged employees are 37% more likely to look for a new job (meta-pattern reported by Gallup)[1]
04
Work-related stress increases risk of depression and anxiety disorders by an estimated 1.5x (WHO/ILO evidence summary)[7]
05
Manager support reduces burnout odds by 50% (Gallup burnout findings)[1]
06
In a workplace study, employees who feel valued report 1.7x higher discretionary effort[14]
07
Teams with higher engagement show 21% higher profitability (Gallup)[1]
08
Higher job autonomy is associated with a 20% reduction in burnout prevalence (peer-reviewed meta-analysis)[15]
09
Workload mismatch is linked to a 1.3x higher likelihood of intent to leave (peer-reviewed study)[16]
10
Employees reporting high emotional exhaustion show 2.0x higher intent to quit (meta-analysis)[14]
11
A meta-analysis finds a moderate negative correlation between job demands and well-being of r = -0.30[15]
12
A meta-analysis finds a moderate positive correlation between job resources and engagement of r = 0.35[15]
13
Employee discretionary effort is strongly associated with perceived fairness (reported effect sizes in peer-reviewed research)[16]
14
When job satisfaction is higher by 1 point, intent to leave decreases by 0.3 points (peer-reviewed estimates)[17]
15
Burnout prevalence is estimated at about 23% in occupational health surveillance studies (global pooled estimate)[18]
16
Job burnout correlates with reduced job performance with an effect size around -0.3 (meta-analytic evidence)[14]
17
Employee disengagement is associated with reduced performance by about 0.2 standard deviations (peer-reviewed study)[19]
18
Employees who work in “high strain” jobs have about a 2x higher risk of health impairment than low-strain jobs (Whitehall evidence)[18]
19
In a longitudinal study, reduced effort predicts lower performance ratings within one quarter (peer-reviewed longitudinal model)[16]
20
When employees perceive effort-reward imbalance, turnover intentions increase by about 1.7x (peer-reviewed study)[16]
21
Effort-reward imbalance predicts emotional exhaustion with an effect size of approximately 0.35 (meta-analytic evidence)[14]
22
High workload predicts higher emotional exhaustion; study reports standardized beta around 0.40[14]
23
Lower organizational commitment predicts reduced discretionary effort with effect size about -0.45 (peer-reviewed)[16]
Interpretation
Performance Metrics Interpretation
Across these studies, the clearest trend is that improving job resources and support can substantially lift engagement and wellbeing, while strain and burnout risks compound quickly, with emotional exhaustion linked to 2.0x higher intent to quit and manager support cutting burnout odds by 50%.
Reference
Cite This Report
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APA
Marcus Engström. (2026, February 13). Quiet Quitting Statistics. Gitnux. https://gitnux.org/quiet-quitting-statistics
MLA
Marcus Engström. "Quiet Quitting Statistics." Gitnux, 13 Feb 2026, https://gitnux.org/quiet-quitting-statistics.
Chicago
Marcus Engström. 2026. "Quiet Quitting Statistics." Gitnux. https://gitnux.org/quiet-quitting-statistics.