Read the passage and mark the letter A, B, C or D on your answer sheet to indicate the best answer to each of the following questions . A ne...

Read the passage and mark the letter A, B, C or D on your answer sheet to indicate the best answer to each of the following questions.

A new report from the learning platform TalentLMS has coined the term "quiet cracking" to describe a pervasive workplace malaise. The phenomenon is characterized as a persistent state of unhappiness that foments disengagement, poor performance, and a strong desire to quit. Experts posit it as a dangerous precursor to "quiet quitting," and the report, which surveyed 1,000 U.S. employees, found that 54% of the workforce is currently afflicted by it.

The ascendancy of "quiet cracking" illuminates a problematic new phase in the labor market. The condition emanates from the same underlying stressors that fueled the "Great Resignation." However, the economic environment has inverted. During the 2021–2022 boom, dissatisfied workers could "job hop" to new roles, often securing lucrative wage increases. Today, the job market has contracted significantly. Hiring has slowed, and the financial inducements for switching jobs have evaporated; Federal Reserve data indicates wages for job stayers now outpace those for switchers.

The current economic climate has fostered a workforce that feels both "detached" and "stuck," as articulated by Gallup's Jim Harter. Employees are disengaged but lack an easy remedy for their frustration. They are less inclined to switch jobs due to the dearth of high-quality opportunities and pervasive economic uncertainty. The net result is a "quietly cracked" workforce—unhappy but apprehensive about moving. The cost of such widespread disengagement is profound, pegged by Gallup at approximately $2 trillion in lost productivity.

Experts contend that addressing the disengagement necessitates a bilateral approach. Workplace analysts emphasize that the onus is partially on employees to reclaim a sense of agency by proactively communicating their frustrations and workload concerns. Leaders, however, hold the power to rectify the organizational structure. Managers are urged to address the root causes of burnout—such as ambiguous goals or poor workplace relationships—before the malaise metastasizes and the disengagement becomes irreversible.

Question 17: Which of the following is NOT mentioned in the passage as an outcome stemming from the "quiet cracking" phenomenon?

A. Disengagement B. Poor performance

C. A strong desire to quit D. A transient state of unhappiness