Case Report: Papillon-Lefèvre syndrome beyond keratoderma: two index presentations and sibling screening in two families.

Employee turnover represents a critical challenge for contemporary organisations (), with voluntary departures carrying particularly high costs in terms of morale, productivity, and financial performance (; ; ). Employee turnover can be categorised into voluntary and involuntary types (), with voluntary turnover often posing greater challenges for organisations because of its impact on employee morale, productivity, and financial outcomes (; ; ). Voluntary turnover occurs when employees leave organisations of their own accord (), whereas involuntary turnover arises when management asks employees to exit the organisation (). Research in the South African context confirms that voluntary turnover carries significant operational and human costs across sectors including retail, healthcare, and mining (; ). Traditional research on voluntary turnover has primarily focused on overt forms of resignation, in which employees provide formal notice before departing from their roles (; ). There is, however, increasing recognition of a more subtle form of voluntary turnover, known as quiet quitting, which is particularly prevalent amongst Generation Z (Gen Z) and Millennial employees (; ). Quiet quitting refers to situations in which employees strictly adhere to the minimum expectations outlined in their job descriptions (; ). Quiet quitting often stems from the need for work-life balance, low trust, inadequate pay, poor communication, and excessive workloads (; ). In the current context of high unemployment rates, employees may opt for quiet quitting to retain job security (). Recent surveys suggest that quiet quitting affects approximately 50% of the global workforce (), with particularly high prevalence amongst younger employees.