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Journal articles on the topic 'Quiet Quitting'
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Salem, Nasreen. "Quiet quitting." Dental Nursing 18, no. 10 (2022): 480–81. http://dx.doi.org/10.12968/denn.2022.18.10.480.
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Loewy, Joanne V., and Ralph Spintge. "Quiet quitting:." Music and Medicine 14, no. 4 (2022): 196–98. http://dx.doi.org/10.47513/mmd.v14i4.899.
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Recent attention related to the aftermath of the COVID-19 pandemic is reflecting upon its impact in social and workplace settings. A September Gallup pole in the United States found that “quiet quitters" make up at least 50% of the U.S. workforce -- likely more...
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Szabó, Dorottya. "Quiet quitting." Világpolitika és a Közgazdaságtan 2, no. 1 (2023): 115–18. http://dx.doi.org/10.14267/vilpol2023.01.16.
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A nyáron vírusként terjedt el a közösségi médiában egy TikTok videó39, ami a „quiet quitting” terminussal ismerteti meg a nézőket. A kifejezés kissé csalóka, mivel alapvetően nem arról van szó, hogy a munkavállalók felmondanak a munkahelyükön, hanem csupán arról, hogy nemet mondanak az úgynevezett „hustle culture”-re. Ez a magyarra nemigen lefordítható terminus nagyjából azt jelenti, hogy a munkavállalók mindent a munkájuknak rendelnek alá, túlórát vállalnak akár fizetetlenül is, egyszóval a munkájuk teszi ki az életük túlnyomó részét. Azok tehát, akik implementálják a „quiet quitting” filozófiáját, tulajdonképpen a minimumon teljesítenek a munkahelyükön, és szigorúan tartják magukat a munkaköri leírásukhoz, nem vállalnak el feladatokat azon felül.
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Waruwu, Tommi Ferdinan, Romika, and Tju Lie Lie. "QUIET QUITTING." Way: Jurnal Teologi dan Kependidikan 11, no. 1 (2025): 18–38. https://doi.org/10.54793/teologi-dan-kependidikan.v11i1.185.
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Quiet quitting has become a concern in the modern workplace because it reflects an imbalance between work demands and individual well-being. This phenomenon impacts work motivation, organizational culture, and company productivity. This study aims to analyze this phenomenon from the perspective of Christian theology of work, by examining the causal factors, impacts, and ethical solutions offered by the principles of faith. Using a qualitative method with a phenomenological approach, this study collected data through interviews, surveys, and literature studies of theologians such as Gregori Guitian and Scott Paeth. The results of the study show that although the Bible emphasizes hard work and responsibility, Christian values also teach balance in life, social justice, and respect for the dignity of workers. Quiet quitting does not always conflict with the principles of faith if it is understood as a form of resistance to exploitative work systems and as an effort to maintain mental health. Therefore, the integration of the theology of work into organizational culture is needed to create a fairer work environment, support employee well-being, and build open communication and proper appreciation. In conclusion, work in the Christian faith is a form of worship and service that must be carried out with integrity, dedication, and balance. By applying the principles of the theology of work, organizations can overcome this phenomenon and create a more positive, productive, and meaningful work culture for each individual.
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Weilguny-Schöfl, Gerlinde. "Quiet Quitting." PRO CARE 29, no. 9 (2024): 45–47. http://dx.doi.org/10.1007/s00735-024-1906-2.
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Zhang, Tingting, and Chloe Rodrigue. "What If Moms Quiet Quit? The Role of Maternity Leave Policy in Working Mothers’ Quiet Quitting Behaviors." Merits 3, no. 1 (2023): 186–205. http://dx.doi.org/10.3390/merits3010012.
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This study aims to examine the effects of various maternity leave support on the quiet quitting behaviors and mental health conditions of working mothers across industries during the post-pandemic period. Through an empirical survey method of 310 valid responses from a panel data, the study results indicated that working mothers who took maternity leave were less likely to adopt quiet quitting behaviors when they returned to work after childbirth and showed better mental health at work compared to their peers who did not take maternity leave because of childbirth and/or childcare. Additionally, paid maternity leave was not found to have a significant effect on quiet quitting behaviors and mental health of working mothers across industries, but the duration of maternity leave was found as a significant factor in impacting working mothers’ quiet quitting behaviors and their mental health conditions. Moreover, peer workers’ quiet quitting behaviors and supervisors’ support for childcare (e.g., flexible work schedule) were found significantly to improve working mothers’ quiet quitting tendencies at work. Lastly, there exist significant differences in age and race in the working mothers’ quiet quitting behaviors at work.
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ESEN, Dilek. "Quiet Quitting in Public Institutions: A Descriptive Content Analysis." International Journal of Contemporary Economics and Administrative Sciences 13, no. 1 (2023): 296–326. https://doi.org/10.5281/zenodo.8428256.
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The study discussed quiet quitting (QQ) in the context of the public institutions. In this context, it has been investigated that the definition of QQ in the public institutions, individual and organizational factors contributing to QQ, the importance of managers in QQ, the consequences of Quiet Quitting Behavior (QQB), and the effects of the pandemic. The data were obtained through in-depth interviews conducted with 13 voluntary participants working in public institutions. Maxqda Program was used for analysing the data. According to the results, it was concluded that QQB can be more prevalent among individuals with longer tenure and older age in public institutions. In public institutions, QQ was expressed through the concepts of "System Problem and Desperation", "Attitude", "To be Offended" and "Passive Aggression-Emotional Dissatisfaction". The most intense emotions felt by those experiencing the QQ process were devalued, unhappiness, and desperation. The primary organizational reasons for QQB were found to be lack of motivation and recognition.
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Odessa, Hamilton. "Tackling quiet quitting." Children and Young People Now 2024, no. 8 (2024): 40. http://dx.doi.org/10.12968/cypn.2024.8.40.
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Staff who are unhappy in their jobs can have a negative impact on an organisation and the services it provides, so it is important to spot the signs of quiet quitting and take steps to re-engage workers
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Zuzelo, Patti Rager. "Discouraging Quiet Quitting." Holistic Nursing Practice 37, no. 3 (2023): 174–75. http://dx.doi.org/10.1097/hnp.0000000000000583.
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Bakotić, Danica. "RELATIONSHIP BETWEEN QUIET QUITTING AND LEADERSHIP ORIENTATION: THE CASE OF CROATIAN EMPLOYEES." DIEM Dubrovnik International Economic Meeting 8, no. 1 (2023): 38–45. http://dx.doi.org/10.17818/diem/2023/1.5.
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Quiet quitting describes the situation when an employee mentally and emotionally checks out form the job, and does the bare minimum in her/his everyday work activities. This topic becomes very popular since the coronavirus pandemic, when people reconsidered their approaches towards work and decided to accomplish work-life balance. Quiet quitting is mostly evident among generation Z and Millennials, but other generations are also involved in this phenomenon. In general, quiet quitting origins from an organization's failure to create a meaningful bond with its employees. Consequently, leadership orientation could influence on appearance and presence of quiet quitting behaviour. The aim of this paper was to examine the phenomenon of quiet quitting among Croatian employees. An additional aim was to analyse the connection between quiet quitting and leadership orientation. The empirical research was conducted in 2023 on convenience sample. The questionnaire was created and distributed online. Research results showed a moderate level of quiet quitting behaviour among Croatian employees. Furthermore, research results suggested that task oriented leadership is more often represented than people oriented leadership. A negative statistically significant correlation between task oriented leadership and quiet quitting has been discovered, but no statistically significant correlation between quiet quitting and people oriented leadership.
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Varias, April Chanel Soriano, and Gail Conway. "Teaching at a Minimum: Exploring the Wellbeing of Filipino Tertiary Educators who Quiet Quit." Journal of Indonesian Psychological Science (JIPS) 4, no. 2 (2024): 211–33. https://doi.org/10.18860/jips.v4i2.26927.
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The phenomenon of quiet quitting has gained traction in recent years across various professions, yet its impact on teachers remains underexplored particularly in the Philippines where teachers underpaid, unrecognized, and overworked. Therefore, this Generic Qualitative Inquiry study examined five male and female tertiary private school teachers who engage in quiet quitting behavior and how it impacts their well-being. Analyzed using VSAIEEDC model, emergent themes indicate that participants who quiet quit have grievances about school management, workload, and other people they encounter at school. Due to their perceptions of unfair treatment and excessive workload, participants quiet quit by sacrificing their teaching quality, meeting only the minimum requirements of their teaching position, retaliating against school injustice, and languishing at work. Quiet quitting leads to remorse and worries about teaching competency, which harms participants. Despite the negative impact of quiet quitting, participants express that it also reduces work stress. Maslach's Burnout, Self-determination, and Equity Theories explain findings. The paper also discusses teacher and school management implications and recommendations. KEY WORDS: domestic violence; income level; spousal communication
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Sukma Lestari, Nurul, Veithzal Rivai Zainal, Syafrizal Chan, and Lenny Christina Nawangsari. "Impact of career development, job insecurity, and tech awareness on the quiet quitting of hospitality employees in Indonesia." Problems and Perspectives in Management 22, no. 3 (2024): 427–39. http://dx.doi.org/10.21511/ppm.22(3).2024.33.
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Employee performance is one of the main drivers for company development. However, there is an emergence of quiet quitting behavior, which many Generation Z workers experience. This behavior is detrimental to the company because it affects employee performance. The objective of this study is to analyze the influence of perceptions of career development opportunities, job insecurity, and awareness of intelligent technology on quiet quitting and its correlation with work performance, especially in Generation Z in Jakarta, Indonesia. This paper adopts an explanatory research design to elucidate the causal relationships between these variables using quantitative methods. Stratified random sampling was used to ensure representative data. Questionnaires were distributed to 289 hotel employees in Jakarta, capturing diverse perspectives across various job roles and departments. The data were analyzed using SmartPLS. The results showed a significant negative relationship between perceived career development opportunities and quiet quitting behavior. A positive and significant relationship exists between job insecurity and quiet quitting behavior. The study identifies a positive correlation between awareness of smart technology and quiet quitting behavior. Additionally, the paper reveals a significant negative relationship between quiet quitting behavior and employee performance. Perceived career development opportunities significantly reduce quiet quitting behavior, while job insecurity and awareness of smart technology increase it. Quiet quitting behavior, in turn, significantly negatively impacts employee performance. Organizations can develop targeted strategies to reduce this behavior by understanding the factors influencing quiet quitting.
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Caldwell, Cam, Dima Rachid Jamali, Pauline B. Elwin, and Salisha Theresa Allard-Blaisdell. "Quiet Quitting and Reasoned Action." Business and Management Research 12, no. 1 (2023): 36. http://dx.doi.org/10.5430/bmr.v12n1p36.
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The Quiet Quitting phenomenon has exploded in its importance in organizations of all types as workers have resisted the changes in the employer-employee relationship of the past two decades. The purpose of this paper is to identify the importance of the Theory of Reasoned Action and beliefs, attitudes, intentions, and behaviors that impact Quiet Quitting. Citing from scholarly literature, we explain the four key elements of the Theory of Reasoned Action and how they impact Quiet Quitting.
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Priya, Swarn, Rimjhim Jha, and Narendra Singh Chaudhary. "Quiet Quitting: Impact of Performance and Well-Being." International Research Journal of Multidisciplinary Scope 06, no. 02 (2025): 1181–95. https://doi.org/10.47857/irjms.2025.v06i02.03821.
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This study examines the impact of Employee Well-Being on Employee Performance and Quiet Quitting in the IT sector in India, focusing on the mediating role of Employee Performance and the moderating role of gender. Data from 282 IT employees in India is analysed, using Partial Least Squares Structural Equation Modelling (PLS-SEM). Results reveal that Employee Well-Being significantly enhances Employee Performance and reduces Quiet Quitting. Employee Performance does not mediate the Employee Well-Being and Quiet Quitting relationship, indicating that Employee WellBeing directly influences Quiet Quitting rather than through Employee Performance. Gender moderates the Employee Well-Being–Employee Performance link, with males benefiting more from Employee Well-Being improvements and being less likely to engage in Quiet Quitting. Gender does not significantly affect how Employee Well-Being or performance influences Quiet Quitting. These findings are helpful, but they mostly apply to IT employees in big cities. So, they may not fit all work settings. Future research could explore longitudinal effects, organisational culture, and technology-driven engagement strategies. Organisations should focus on mental health support, flexible work arrangements, and fostering a supportive workplace culture to sustain employee productivity. The study is grounded in JD-R Theory, which explains how job demands and resources affect well-being, performance, and Quiet Quitting. This study contributes to the literature by addressing gaps in understanding how Employee Well-Being, Employee Performance, and gender interact to influence Quiet Quitting in the IT sector in India
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Patel, Pankaj C., Maria João Guedes, Daniel G. Bachrach, and Younsung Cho. "A multidimensional quiet quitting scale: Development and test of a measure of quiet quitting." PLOS ONE 20, no. 4 (2025): e0317624. https://doi.org/10.1371/journal.pone.0317624.
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Growing attention has focused on employees’ repeated workplace decision to engage in work-related tasks and responsibilities at a minimum level that will not lead to their dismissal. This pattern of employee work behavior, labeled “Quiet Quitting,” represents a potentially problematic organizational phenomenon, particularly given increasingly complex work demands that can lower organizational performance. However, the literature lacks both a conceptually anchored definition of the Quiet Quitting construct and an associated empirically validated measure. Through four studies (sample of graduate students, Prolific sample, snowball sample from participants around the world, and a field sample of employees), we develop and validate a two-dimensional Quiet Quitting scale. This scale will facilitate measurement of the construct and development of a more nuanced understanding of its nomological network, correlates, and consequences. Implications for theory and research bearing on employee Quiet Quitting and employee work contributions are offered.
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Mahand, Thalmus, and Cam Caldwell. "Quiet Quitting – Causes and Opportunities." Business and Management Research 12, no. 1 (2023): 9. http://dx.doi.org/10.5430/bmr.v12n1p9.
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According to a recent Wall Street Journal article, 50% of today's workforce have chosen to limit their commitment to their jobs. “Quiet Quitting” is the current term that defines ceasing to be fully committed to one's job and doing just enough to meet the requirements of one's job description. This paper outlines how the root cause of the decline of employee commitment lies with the failure of many managers and supervisors to honor their fundamental leadership responsibilities required to engage, empower, and inspire employees with whom they work. Finally, we outline practical steps that companies can use to reengage their employees and increase employee commitment.
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Munser, René K. "Quiet quitting - Dienst nach Vorschrift." WiSt - Wirtschaftswissenschaftliches Studium 53, no. 4 (2024): 44–47. http://dx.doi.org/10.15358/0340-1650-2024-4-44.
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Viele Arbeitskräfte engagieren sich bei der Arbeit nur noch in den Grenzen ihrer Stellenbeschreibung, jedoch nicht darüber hinaus. Dieses Phänomen wird „quiet quitting“ genannt. Die veränderte Einstellung junger Generationen zum Arbeitsleben als auch die COVID-19 Pandemie tragen zu einem Nachdenken über den Stellenwert von Arbeit im Leben bei. Das muss nicht nur negative Folgen haben. Für beide Seiten – Mitarbeiter und Führungskräfte – bietet „quiet quitting“ ein unausgeschöpftes Potential.
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Rugiubei, Radu, and Sabina Cruceanu. "The Management of Organizational Culture in the Quiet Quitting Phenomenon in Romanian Companies." Management Dynamics in the Knowledge Economy 12, no. 4 (2024): 354–70. https://doi.org/10.2478/mdke-2024-0021.
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Abstract The purpose of this study is to explore the phenomenon of quiet quitting within Romanian companies and its relationship with organizational culture, demographic factors, leadership styles, and peer/supervisor pressure. The research aims to determine how and if these characteristics influence the phenomenon of quiet quitting in any way. The findings reveal a strong association between organizational culture and quiet quitting, suggesting that the nature of an organisation’s culture directly influences employees’ inclination to consider such actions. Additionally, leadership style significantly impacted quiet quitting, indicating that managerial approaches play a pivotal role in employees’ decision-making. Furthermore, the study did not identify a substantial connection between peer influence and the relationship between corporate culture and quiet quitting. These findings emphasise the critical role of organizational culture and leadership approaches in understanding and addressing the quiet quitting phenomenon. The results highlight the need for employers to foster a positive and healthy work environment and to implement effective leadership strategies to mitigate the likelihood of employees considering quiet quitting.
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Galanis, Petros, Ioannis Moisoglou, Aglaia Katsiroumpa, et al. "Impact of Workplace Bullying on Quiet Quitting in Nurses: The Mediating Effect of Coping Strategies." Healthcare 12, no. 7 (2024): 797. http://dx.doi.org/10.3390/healthcare12070797.
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Workplace bullying is common among nurses and negatively affects several work-related variables, such as job burnout and job satisfaction. However, no study until now has examined the impact of workplace bullying on quiet quitting among nurses. Thus, our aim was to examine the direct effect of workplace bullying on quiet quitting and to investigate the mediating effect of coping strategies on the relationship between workplace bullying and quiet quitting in nurses. We conducted a cross-sectional study with a convenience sample of 650 nurses in Greece. We collected our data in February 2024. We used the Negative Acts Questionnaire—Revised, the Quiet Quitting Scale, and the Brief COPE to measure workplace bullying, quiet quitting, and coping strategies, respectively. We found that workplace bullying and negative coping strategies were positive predictors of quiet quitting, while positive coping strategies were negative predictors of quiet quitting. Our mediation analysis showed that positive and negative coping strategies partially mediated the relationship between workplace bullying and quiet quitting. In particular, positive coping strategies caused competitive mediation, while negative coping strategies caused complimentary mediation. Nurses’ managers and policy makers should improve working conditions by reducing workplace bullying and strengthening positive coping strategies among nurses.
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Cho, Yoon-Hyung, and Han-Geun Lee. "The Effect of Interactional Justice on Quiet Quitting: Psychological Ownership as a Mediator, Passion as a Moderator." Korean Academy Of Leadership 16, no. 1 (2025): 125–53. https://doi.org/10.22243/tklq.2025.16.1.125.
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The purpose of this study was to identify the antecedents of quiet quitting, which has attracted attention in the corporate. Interactional justice was selected as an antecedent of quiet quitting, and the mediation of psychological ownership and the moderation of passion in the relationship between interactional justice and quiet quitting were examined to clarify the relationship between these variables. Interactional justice can be categorized into interpersonal and informational, but in this study, it is used as an aggregate. Passion was categorized into harmonious and obsessive. The research hypotheses were set by reviewing the literature, starting with the direct effect hypothesis, followed by the mediated effect, moderated effect, and moderated mediation effect hypotheses. The research hypotheses were tested through questionnaires. Two surveys were conducted with a one- month gap to eliminate the common method bias that occurs when use questionnaires(1st: interactional justice, psychological ownership; 2nd: passion, quiet quitting). A total of 500 questionnaires were distributed to organizational members working in 50 companies in Gwangju and Jeonnam, and a total of 295 questionnaires were used for the final analysis, excluding unreliable responses. The results showed that, first, interactional justice had a negative effect on quiet quitting and a positive effect on psychological ownership. Second, psychological ownership had a negative effect on quiet quitting moreover, psychological ownership mediated the relationship between interactional justice and quiet quitting. Third, harmonious and obsessive passion moderated the relationship between psychological ownership and quiet quitting. i.e., the negative relationship between psychological ownership and quiet quitting was stronger when harmoious passion was high on, and the negative relationship between psychological ownership and quiet quitting was buffered when obsessive passion was high on. Finally, the mediating effect of psychological ownership on the relationship between interactional justice and quiet quitting was moderated by harmonious and obsessive passion. This study of implication is that it reveals the importance of the issue of organizational justice by examining the role of interactional justice as a major antecedent of quiet quitting. It also has theoretical and practical implications by examining the mediation of psychological ownership and the moderation of passion.
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Alami, Rachid, Agata Stachowicz-Stanusch, Sugandha Agarwal, and Turki Al Masaeid. "Predicting Quiet Quitting: Machine Learning Insights into Silent Resignations in Healthcare Industry." Journal of Ecohumanism 3, no. 4 (2024): 3444–62. http://dx.doi.org/10.62754/joe.v3i4.3864.
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Quite quitting, an increasingly widespread issue in healthcare, poses substantial problems to patient care and labor stability. This study presents a comprehensive review of quiet quitting in healthcare, addressing their ramifications and providing a machine learning model to predict and address this challenge. The technique adopted in this research involves decision trees, random forest, KNN, logistic regression, SVM (Support Vector Machine), Ensemble models, and neural networks. Based on organizations evolving in emerging markets, key results demonstrate a range of variables leading to quiet quitting, including, in this order of importance, fear of retribution, leadership styles, working conditions, meaningful jobs, level of bureaucracy, absence of career opportunities, and lack of trust. Surprisingly, salaries do not appear to be influential in quiet quitting, while paradoxically, years of experience are inversely correlated to silent quitting. Evaluating various machine learning models based on different metrics reveals notable performance differences. While Support Vector Machine (SVM) excels in precision and F1-score, Logistic Regression demonstrates high accuracy and performs well across multiple metrics, indicating its suitability for prediction.Quiet quitting,
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Uyan, Umut, and Adil İbin. "Does Nepotism Trigger Quiet Quitting? A Research on Local Governments." Mehmet Akif Ersoy Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi 12, no. 1 (2025): 149–61. https://doi.org/10.30798/makuiibf.1466586.
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The concept of quiet quitting, which denotes a cognitive and/or emotional, if not physical, detachment, has recently become one of the most frequently studied topics in organizational psychology. The term refers to performing only the tasks stipulated in job description with minimum organizational commitment and not going beyond that. Due to the detrimental effect of quiet quitting on both individual and organizational performance, it is crucial to study the phenomenon in depth. By referring to the organizational justice perspective, the study is designed to determine whether one of the negative employee experiences, nepotism, in local governments trigger quiet quitting. The main assumption of the research is that nepotism deteriorates the sense of justice, which leads employees to quit quietly. Structured questionnaires were administered to 259 local government workers in Adana. The results suggest that exposure to nepotism triggers quiet quitting in local governments where preferential treatments are allegedly pervasive. The study is expected to guide managers in establishing effective human resources practices in such institutions.
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Paranamana, G. K., and I. P. Kaluarachchige. "Impact of Work Life Balance and Job Burnout on Quiet Quitting with the Mediating Role of Job Satisfaction of Factory Employees in a Battery Manufacturing Company in Sri Lanka." Sri Lanka Journal of Management Studies 6, no. 2 (2025): 79–105. https://doi.org/10.4038/sljms.v6i2.153.
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Quiet Quitting is a contemporary global phenomenon where factors such as Work-life Balance, Job Burnout and Job Satisfaction play a vital role in impacting an employee to become a Quiet Quitter; but this has yet to be tested in the Battery Manufacturing Industry since a Battery Manufacturing company in Sri Lanka has identified that 80% of their factory employees exhibit Quiet Quitting Behavior. Therefore, the purpose of this study is to determine the Impact of Work Life Balance and Job Burnout on Quiet Quitting with the mediating role of Job Satisfaction of Factory Employees in a Battery Manufacturing company in Sri Lanka. Therefore, Primary data was collected from 73 factory employees using simple random probability sampling technique in which standard Questionnaires was used. Simple and Multiple linear regression was used to test the hypothesis in which the Baron and Kenny (1986) causal steps method and partial and bivariate correlation has been used to test the mediating impact of Job Satisfaction. The findings showcase a significant negative impact of Work-life Balance on Quiet Quitting, Job Burnout has a significant positive impact on Quiet Quitting and Job Satisfaction has a significant negative impact on Quiet Quitting. Job Satisfaction would partially mediate the relationship of Work-life Balance and Job Burnout on Quiet Quitting. Thus, a reduction in Work-life Balance and an increase in Job Burnout would directly and indirectly increase the Quiet Quitting of the Factory employees in the Battery Manufacturing firm in Sri Lanka.
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Radko, E. D. "“Quiet Quitting” as a New Trend in the Labor Market." World of Economics and Management 24, no. 1 (2024): 5–15. http://dx.doi.org/10.25205/2542-0429-2024-24-1-5-15.
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One of the brightest phenomena of recent years in the labor market has become “quiet quitting”. It has been described in Russian and foreign publications. At the same time, this subject is poorly covered in the Russian scientific literature. The purpose of this study is to analyze the phenomenon of “quiet quitting” as a trend in the modern labor market, to summarize the theoretical provisions of this. Thus, this article defines “quiet quitting” as a form of employee behavior with low engagement and focus on performing the required minimum of work duties. The author emphasizes that although the nature of this phenomenon is not new, it has become widespread in recent years, largely due to several reasons, both inside the organization (corporate culture, quality of management, etc.) and outside it. Since “quiet quitting” became widespread in the post-pandemic period, the study pays special attention to the impact of the pandemic that catalyzed it. In addition, it reveals the generational characteristics of attitudes to work and career, and explains the propensity to “quiet quitting” of young people. The author concludes that “quiet quitting”, being a trend of recent years in labor markets in many countries, is part of a broader process of transformation of traditional forms of employment, reassessment of the place of work and career in life, which can be both related to the generational change as a source of labor resources and a consequence of a pandemic. Further research could focus on developing specific recommendations for combating or adapting to “quiet quitting” and more in-depth study of country differences in this phenomenon.
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Made Virma Permana, Kris Brantas Abiprayu, Vini Wiratno Putri, et al. "The Phenomenon of Quiet Quitting. How Organizational Factors Affect Employee Productive Behavior." Management Analysis Journal 13, no. 3 (2024): 345–54. https://doi.org/10.15294/maj.v13i3.24703.
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This study aims to analyze a model of productive behavior to overcome the phenomenon of quiet quitting. This study empirically examines the causes and implications of quiet quitting behavior in higher education. This study examines whether the condition of employees from various generations has experienced changes in working methods and mindsets that cause the phenomenon of quiet quitting. In the long term, this phenomenon is suspected to reduce the behavior of extra roles in the organization. This study will use a quantitative approach to examine the factors that can encourage the emergence of quiet quitting behavior in employees and its impact on performance. The number of samples used is 100-200 employees of public and private companies, with a distribution of varying range of positions and ages. The results of this test can help company leaders in Indonesia to identify quiet quitting behavior and can be used to mitigate the negative effects caused.
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Roldão, João Marcos. "“QUIET QUITTING” E A PRÁXIS SILENCIADA DAS NOVAS GERAÇÕES." Revista Trabalho Necessário 21, no. 46 (2023): 01–23. https://doi.org/10.22409/tn.v21i46.58493.
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Com o fim da pandemia de Covid-19, surge um novo fenômeno entre os jovens trabalhadores: o "Quiet Quitting". Este artigo analisa a "saída silenciosa" enquanto possível resistência ao estranhamento, liberdade negativa, empreendedorismo-de-si e desigualdades, contrastando-a com as práticas históricas dos movimentos grevistas. Conjecturamos que o Quiet Quitting, como ação neutralizada no individual, se enquadra no Realismo Capitalista. Defendemos, pois, que o anticapitalismo e sofrimento proletário por detrás desses atos seriam melhores sublimados pela camaradagem e práxis revolucionária. Palavras-chave: Quiet Quitting; Capitalismo; Camaradagem; Trabalho; Greve.
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Jelača, Sanja, and Marko Golubović. "The impact of the quiet quitting phenomenon on employees in Serbia." European Journal of Applied Economics 21, no. 1 (2024): 60–80. http://dx.doi.org/10.5937/ejae21-47933.
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Employees play a pivotal role in organizational functionality, underscoring the crucial importance of effective human resources management. In recent years, the global dissemination of a workplace behavior concept termed 'quiet quitting' has gained momentum through online platforms. This behavioral model involves employees performing the minimum required, showing reluctance to exceed expectations. This study explores the prevalence of 'quiet quitting' in organizations within Serbia, utilizing survey methodology. Our findings suggest that rather than a novel concept, 'quiet quitting' represents a contemporary label for an enduring behavior, characterizing individuals with limited workplace engagement often rooted in job dissatisfaction. While 'quiet quitting' is not widely recognized in Serbia at present, Generation Z members exhibit heightened susceptibility. This research, the first of its kind in Serbia, aligns with the identified global phenomenon, establishing a foundation for extensive exploration within both business and academic realms. Our extensive conclusions underscore the need for continued investigation into quiet quitting, contributing valuable insights for organizations seeking to comprehend, address, and elevate the discourse on employee engagement within the Serbian professional landscape.
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Nathania D.P, Salsabilla, B. J. Sujibto, and Intan Puspitasari. "Quiet Quitting sebagai Strategi Resistensi: Pengalaman Pekerja Fresh Graduate di Yogyakarta." Jurnal Sosiologi USK (Media Pemikiran & Aplikasi) 18, no. 2 (2024): 134–49. https://doi.org/10.24815/jsu.v18i2.40051.
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The phenomenon of quiet quitting has been recognized as a growing trend in the workplace, particularly among recent graduates post-COVID-19 pandemic. It reflects a deliberate strategy by young workers to resist excessive workloads and address organizational neglect of work-life balance. This study employs a qualitative approach, focusing on five informants who are recent university graduates working in Yogyakarta's informal sector. In-depth interviews were conducted to understand their experiences and strategies in practicing quiet quitting. The findings reveal that quiet quitting emerges as a coping mechanism against exploitative work demands, involving strategies such as rejecting additional tasks outside working hours, clearly separating work from personal life, and negotiating a balance between professional obligations and personal well-being. These practices indicate resistance to exploitative workplace norms and highlight a broader effort to establish sustainable work-life dynamics. The study underscores quiet quitting as a covert resistance strategy that is intricately tied to maintaining well-being and balance.AbstrakFenomena quiet quitting telah menjadi tren yang semakin berkembang di dunia kerja, terutama di kalangan fresh graduate pasca-pandemi COVID-19. Praktik ini menunjukkan adanya strategi yang disengaja oleh pekerja muda untuk menolak beban kerja berlebihan serta kurangnya perhatian organisasi terhadap keseimbangan antara kehidupan kerja dan pribadi. Penelitian ini menggunakan pendekatan kualitatif dengan melibatkan lima informan yang merupakan lulusan perguruan tinggi di Yogyakarta dan bekerja di sektor informal. Wawancara mendalam dilakukan untuk memahami pengalaman mereka dan strategi yang diterapkan dalam praktik quiet quitting. Temuan penelitian menunjukkan bahwa quiet quitting muncul sebagai mekanisme penyesuaian terhadap tuntutan kerja yang eksploitatif, dengan strategi seperti menolak tugas tambahan di luar jam kerja, memisahkan secara tegas kehidupan pribadi dari pekerjaan, serta menegosiasikan keseimbangan antara tanggung jawab profesional dan kesejahteraan pribadi. Praktik ini menunjukkan adanya bentuk resistensi terhadap norma kerja yang eksploitatif sekaligus menekankan perlunya upaya lebih luas untuk menciptakan dinamika kerja yang berkelanjutan. Penelitian ini menegaskan bahwa quiet quitting merupakan strategi resistensi terselubung yang terkait erat dengan upaya menjaga kesejahteraan dan keseimbangan hidup.
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Yıldız, Sercan. "Quiet Quitting: Causes, Consequences And Suggestions." Social Mentality And Researcher Thinkers Journal 70, no. 70 (2023): 3180–90. http://dx.doi.org/10.29228/smryj.69426.
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Konovalova, Valeriya. "«QUIET» TRENDS IN HR MANAGEMENT: NEW TERMS OR NEW PROBLEMS?" Management of the Personnel and Intellectual Resources in Russia 12, no. 4 (2023): 21–26. http://dx.doi.org/10.12737/2305-7807-2023-12-4-21-26.
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The article is devoted to a study from the point of view of personnel management of the phenomenon of «quiet quitting» — a way of thinking in which employees deliberately limit their work activities to a description of their work, meet, but do not exceed pre-set expectations, never voluntarily take on additional tasks and do it all simply to maintain their current employment status, prioritizing their well-being over the achievement of organizational goals. Based on the generalization of the results of global and national studies, the main reasons for the spread of this phenomenon (including among young employees), as well as potential business risks that may arise as a result of «quiet quitting», if this phenomenon persists for a long time, are highlighted. The conclusion is substantiated that the phenomenon of «quiet quitting» is only partly a consequence of work during the pandemic, representing part of a larger picture of rethinking the institution of work. The interrelation of the problem of «quiet quitting» and the application of the practices of «quiet firing» and «quiet hiring» by organizations, their possible consequences for organizations and personnel are analyzed. Some proposals for the prevention of «quiet quitting» are presented, concerning the management of burnout, promotion of work-life balance, support for the mental health of employees and their development.
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Safariyani, Eva, and Alan Fajar Fadillah. "Identification of Factors Causing Quiet Quitting in Organizations Based on the Perspective of Literature Studies." JENIUS (Jurnal Ilmiah Manajemen Sumber Daya Manusia) 8, no. 2 (2025): 272–78. https://doi.org/10.32493/jjsdm.v8i2.44814.
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The advancement of technology, the era of Industry 4.0, and the COVID-19 pandemic have introduced significant changes in the business world, affecting both organizations and employees. These shifts have contributed to the phenomenon of quiet quitting, where employees reduce their commitment to work without formally resigning. This phenomenon often emerges as a response to burnout, work-life imbalance, and high expectations from employers. This study compiles various research to analyze the contributing factors and negative impacts of quiet quitting on organizations. Findings indicate that quiet quitting is driven by job dissatisfaction, poor communication, lack of career development opportunities, and unsupportive organizational culture. The results highlight the importance of creating a positive work environment, fostering effective communication, and providing career development opportunities to mitigate the adverse effects of quiet quitting. Further research is needed to explore in depth the factors contributing to quiet quitting and to design more effective strategies for its prevention.
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Nguyen, Hien Thi, and Minh Hong Vu. "Quiet Quitting: Insights from Generation Z workers in Vietnam." International Journal of Scientific Research and Management (IJSRM) 13, no. 01 (2025): 8267–82. https://doi.org/10.18535/ijsrm/v13i01.em08.
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The COVID-19 pandemic has changed the working behaviours of employees and employers, creating a serious and widely propagated through various platforms counter-productive behaviour: quiet quitting. Notably, Generation Z, the currently main workforce, are most influenced by social media platforms and most likely to engage in this phenomenon. This study applied the Conservation of Resources Theory, Social Exchange Theory, and Theory of Generations to propose a research model and use cross-sectional data from 1,018 participants analysed through SEM to examined factors influencing Vietnamese Generation Z employees’ quiet quitting intention. The findings revealed that work-life balance, affective organizational commitment, and perceived organizational support, through the mediating effect of job burnout, significantly influenced their' intention to quiet quit, while toxic workplace environment only have a direct effect. These results offer valuable insights for both employees and organizations, helping them recognize fundamental causes and how to effectively reduce quiet quitting intentions.
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ÖZTÜRK, Esra, Özgür Uğur ARIKAN, and Metin OCAK. "Understanding Quiet Quitting: Triggers, Antecedents and Consequences." Uluslararası Davranış, Sürdürülebilirlik ve Yönetim Dergisi 10, no. 18 (2023): 57–79. http://dx.doi.org/10.54709/jobesam.1299018.
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The COVID-19 pandemic, which shook the whole world, has changed the traditional work behavior patterns of both employers and employees. The adaptation of organizations to new systems such as flexible working hours and working from home has brought problems such as work-life imbalance, although it is seen as in favor of employees. The concept of “quiet quitting” which means spending minimum effort and taking less responsibility in the workplace, has become an increasingly crucial agenda for employees, employers, and governments. This study aims to reveal what quiet quitting is, its similarities and differences with related concepts in the literature, and its causes and consequences theoretically. This study has provided important implications in terms of addressing the concept of quiet quitting in depth in the literature and pioneering future studies.
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Dai, Zhangshuyuan, Jinrui Li, Fushan Wang, Leran Wang, and Yihan Wang. "Organizational Management: Quiet Quitting's Mitigation Strategies for Organizational Response." Journal of Education, Humanities and Social Sciences 19 (August 17, 2023): 25–32. http://dx.doi.org/10.54097/ehss.v19i.10944.
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After the COVID-19 pandemic, the world economy is in a depression and has a high inflation rate, as the unemployment rate gets higher and higher, employment gets lower and lower, young people are very pessimistic about their prospects. Therefore, the employment has become a serious problem in society, which has also caused strong social discontent. Also, all of these factors may lead to a sense of anxiety among today's workers, and it's also accompanied by fatigue, pessimism and insecurity. The status quo of “the rat race” in all fields has become more and more intense under such social conditions. The word “quiet quitting” is widely used by people. The paper will analyze the impact of “quiet quitting” on individuals and organizations and come up with some solutions to reduce “quiet quitting” for organizations, such as job satisfaction and motivation, stress and strains, etc. In addition, this paper will adopt the form of a questionnaire to investigate the data and uses these data to help analyze people's attitudes and idea of the impact of “quiet quitting”.
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Rahmadara, Belinda, and Riani Rachmawati. "Exploratory Study of the Phenomenon Quiet Quitting: Manager’s Perspective in a Digital Company." Jurnal Manajemen Teori dan Terapan| Journal of Theory and Applied Management 18, no. 1 (2025): 156–67. https://doi.org/10.20473/jmtt.v18i1.68397.
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Objective: This research aims to explore the phenomenon of "quiet quitting" in digital companies from managers' perspectives. It investigates the causes, behaviors, and impacts of quiet quitting and examines managerial strategies to mitigate this issue and its implications for employee engagement and organizational performance. Design/Methods/Approach: This qualitative exploratory study employed semi-structured interviews with managers from some digital companies. Participants were selected using the purposive and snowball sampling methods. Data were collected from September to November 2024 and analyzed using thematic analysis, guided by the Social Exchange Theory (SET) and the Job Demands-Resources (JD-R) Model. Findings: The findings reveal that quiet quitting is primarily triggered by insufficient recognition, poor communication, excessive workloads, and misalignment between employees’ values and organizational culture. Quiet quitting behaviors include minimal task completion, withdrawal from team activities, and reduced initiative. Effective leadership through transparent communication and recognition was found to mitigate this issue. Organizational strategies, such as flexible work arrangements, fair compensation, and career development opportunities, also effectively reduced the need to quit. However, this phenomenon negatively impacts team productivity, morale, and organizational reputation. Originality/Value: This study contributes to the literature by providing insights into quiet quitting within the country’s cultural and economic context. Unlike Western-centric studies, it incorporates local values such as collectivism and hierarchical structures, offering a culturally sensitive understanding of this phenomenon in the digital sector. Practical/Policy Implications: Managers who seek ways to improve employee engagement are advised to foster open communication, recognize employee contributions, and ensure fair workloads. Flexible work arrangements and opportunities for career development can enhance employee engagement and retention. Policymakers and HR practitioners should develop culturally adaptive strategies to address quiet quitting while promoting employee well-being.
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Galanis, Petros, Ioannis Moisoglou, Maria Malliarou, et al. "Quiet Quitting among Nurses Increases Their Turnover Intention: Evidence from Greece in the Post-COVID-19 Era." Healthcare 12, no. 1 (2023): 79. http://dx.doi.org/10.3390/healthcare12010079.
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As turnover intention is a strong determinant of actual turnover behavior, scholars should identify the determinants of turnover intention. In this context, the aim of this study was to assess the effect of quiet quitting on nurses’ turnover intentions. Additionally, this study examined the impact of several demographic and job characteristics on turnover intention. A cross-sectional study with 629 nurses in Greece was conducted. The data were collected in September 2023. Quiet quitting was measured with the “Quiet Quitting” scale. In this study, 60.9% of nurses were considered quiet quitters, while 40.9% experienced high levels of turnover intention. Multivariable regression analysis showed that higher levels of quiet quitting increased turnover intention. Moreover, this study found that turnover intention was higher among females, shift workers, nurses in the private sector, and those who considered their workplace understaffed. Also, clinical experience was associated positively with turnover intention. Since quiet quitting affects turnover intention, organizations, policymakers, and managers should address this issue to improve nurses’ intentions to stay at their jobs.
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Sitorus, Melissa Gilbert, and Riani Rachmawati. "Analysis of the Quiet Quitting Phenomenon with Work Engagement and Job Satisfaction as mediators, Study of Employees in Indonesia Banking Industry." Eduvest - Journal of Universal Studies 4, no. 11 (2024): 10671–793. https://doi.org/10.59188/eduvest.v4i11.44765.
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The phenomenon of quiet quitting has significantly captured global attention across various industries in recent years. Quiet quitting refers to a form of employee disengagement characterized by limiting their efforts to meeting minimal expectations and avoiding additional tasks or responsibilities beyond what is explicitly required. This behavior impacts organizational performance, workplace dynamics, and employee well-being. When employees silently disengage from full involvement in their work, organizations may experience decreased productivity, hindered teamwork dynamics, and challenges in retaining top talent. This research aims to analyze the determinant factors in the quiet quitting intention phenomenon, mediated by work engagement and job satisfaction. Data were collected through a questionnaire and analyzed quantitatively from 405 employees of a banking sector company in Indonesia using purposive sampling and analyzed with Partial Least Square-Structural Equation Modeling (PLS-SEM) using Smart PLS. By understanding these signs, organizations can early detect quiet quitting intention behaviors and take appropriate steps to determine the necessary actions to address the underlying issues of quiet quitting behavior.
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Kim, Kwang Tae, and Young Woo Sohn. "The Impact of Quiet Quitting on Turnover Intentions in the Era of Digital Transformation: The Mediating Roles of Job Satisfaction and Affective Commitment, and the Moderating Role of Psychological Safety." Systems 12, no. 11 (2024): 460. http://dx.doi.org/10.3390/systems12110460.
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This study examines the impact of “quiet quitting” during digital transformation on job satisfaction, affective commitment, and turnover intention. A time-lagged survey was conducted over six months with two waves of data collection from full-time employees in South Korea, resulting in 258 valid responses. Using the PROCESS macro for analysis, the findings reveal that quiet quitting significantly reduces job satisfaction and affective commitment, which, in turn, increases turnover intention. Furthermore, psychological safety serves as a critical moderator, buffering the negative effects of quiet quitting on these outcomes. The study confirms that the influence of quiet quitting on turnover intention operates through the mediating roles of job satisfaction and affective commitment, and organizations with higher psychological safety are better equipped to mitigate these adverse effects. Grounded in Withdrawal Progression Theory, this study empirically demonstrates the progression of quiet quitting into turnover intention and provides strategic insights for organizations to prevent employee turnover and maintain employee engagement during digital transformation.
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Serdar, Kızılcan. "Airline Cabin Crew Employees and Quiet Quitting: An Evaluation from the Perspective of Cabin Chiefs." International Journal of Social and Humanities Sciences Research 10, no. 101 (2023): 2951–61. https://doi.org/10.5281/zenodo.10253445.
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Quiet quitting is a negative organizational behavior that occurs in businesses. It is well known that employee behaviors have a direct impact on the productivity and profitability of businesses. Therefore, eliminating the occurrence of quiet quitting in businesses will motivate and satisfy employees, thus ensuring that the service quality of businesses is maintained at a high level. In this study, findings obtained from cabin supervisors working in an airline company in Antalya using the semi-structured interview technique, one of the qualitative research methods, are discussed. According to the results of the study quite quitting can arise among employees for various reasons. Accordingly, quite quitting can occur due to reasons such as the absence of regular working hours, not being able to allocate enough time to personal life, long duty shifts, lack of recognition for achievements, failure of aspiring cabin supervisors to become supervisors, low wages, strict enforcement of company rules, and not letting mistakes go unpunished. Some employees who engage in quite quitting tend to avoid taking on responsibilities during flights. It is observed that some of them have low motivation and obtain medical certificates to avoid flying
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Tasya Berlian Cittra Friyanti and Ali Mubarak. "Studi Kontribusi Job Satisfaction terhadap Quiet Quitting pada Karyawan Bank X." Bandung Conference Series: Psychology Science 4, no. 2 (2024): 1141–48. http://dx.doi.org/10.29313/bcsps.v4i2.12988.
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Abstract. The definition of Job Satisfaction is a combination of emotional, physical and environmental situations that cause a person to honestly comment that he is satisfied with his job. Quiet Quitting is when an employee consciously stops, limits, or does not make any extra efforts regarding his/her job potential for Bank Scale. This study uses a non-experimental quantitative approach with a cross-sectional research design. The population in this study was 107 people. The sampling method is Non Probability Sampling with Convenience Sampling techniques. The research results show that the p value of 0.00 > 0.05 means that Job Satisfaction has an influence on Quiet Quitting. The R value shows 0.618 or 61.8%, which means the variance of the independent variable and dependent variable while the remaining 38.2% is other variables that were not studied. Abstrak. Definisi Job Satisfaction yaitu sebagai penggabungan situasi emosional, fisik, dan lingkungan yang menyebabkan seseorang dengan jujur berkomentar bahwa ia merasa puas dengan pekerjaannya. Quiet Quitting yaitu ketika seorang karyawan secara sadar berhenti, membatasi, atau tidak melakukan upaya ekstra apa pun terkait potensi terkait pekerjaannya pada karyawan Bank X. Penelitian ini bertujuan untuk mengetahui seberapa besar kontrbusi Job Satisfaction terhadap Quiet Quitting dengan menggunakan alat ukur Expectancy Scale dan Quiet Quitting Scale. Penelitian ini menggunakan pendekatan kuantitatif non- eksperimental dengan desain penelitian cross-sectional. Populasi pada penelitian ini sebanyak 107 orang. Metode pengambilan sampel yaitu Non Probability Sampling dengan teknik Convenience Sampling. Hasil penelitian menunjukkan Nilai p 0,00 > 0,05 berarti Job Satisfaction Berpengaruh Terhadap Quiet Quitting. Nilai R menunjukkan 0,618 atau 61,8% yang artinya varians dari variabel independent dan variabel dependen sedangkan sisanya 38.2% variabel-variabel lain yang tidak diteliti.
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Phạm, Thu Trang, and Thị Thu Trang Nguyễn. "The impact of job burnout on quiet quitting in Vietnamese banks." Tạp chí Kinh tế - Luật và Ngân hàng 26, no. 262 (2024): 61–72. http://dx.doi.org/10.59276/jelb.2024.03.2624.
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The aim of this research is to assess the impact of job burnout on quiet quitting in Vietnamese banks. The study employs the survey method with 405 employees from 19 banks in Vietnam from 10/2023 to 11/2023. The research results indicate that all components of job burnout, including personal burnout, workrelated burnout, and client-related burnout, positively impact quiet quitting. Among these three components, personal burnout and work-related burnout have significant influences on quiet quitting. Vietnamese banks should endeavor to mitigate job burnout across all three dimensions; nonetheless, a heightened emphasis ought to be placed on initiatives aimed at alleviating personal burnout and work-related burnout.
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Yisa, Yusuf, Nuha Aremu, and Peter Abogunrin. "Quiet quitting in the Nigerian healthcare sector: Investigating underlying motives and consequences on corporate productivity." Journal of Process Management and New Technologies 12, no. 3-4 (2024): 30–41. https://doi.org/10.5937/jpmnt12-51667.
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Quiet quitting has become one of the prevailing workers attitudes affecting the productivity in many business organizations. Considering its prevalence in the healthcare sector, the present research seeks to investigate the underlying motives for quiet quitting among health workers and its consequences on corporate productivity in the Nigerian health sector. Adopting a quantitative methodology, the research utilized a well-structured questionnaire, and data was collected from the seventy-four staff of Lagos State University Teaching Hospital in Nigeria. In analyzing the research data, descriptive and inferential statistics was used to evaluate and predict the causes and consequences of quiet quitting among healthcare workers the Nigerian business industry. The findings of the study revealed that excessive workload emerged as a primal significant factor influencing quiet quitting behaviors, impacting job satisfaction and retention. Notably, the result highlights the long-term implications of silent disengagement, accentuating its enduring consequences. Although, the correlation between compensation and quiet quitting underscored the pivotal role of fair remuneration in addressing employee disengagement. Meanwhile, the emphasis on pays and rewards underscores the critical relevance of equitable compensation structures in improving staff engagement and retention in the Nigerian healthcare sector. Recognizing the impact of compensation on silent quitting habits, Nigeria government and public administrators are advised to plan and implement initiatives to ensure fair remuneration, potentially reducing disengagement and enhancing commitment among healthcare workers.
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Toska, Aikaterini, Ioanna Dimitriadou, Constantinos Togas, et al. "Quiet Quitting in the Hospital Context: Investigating Conflicts, Organizational Support, and Professional Engagement in Greece." Nursing Reports 15, no. 2 (2025): 38. https://doi.org/10.3390/nursrep15020038.
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Background/Objectives: Quiet quitting, defined as employees fulfilling only the minimal requirements of their roles without extra effort or engagement, poses unique challenges in high-stress environments like hospitals where commitment directly impacts patient care. This study investigates the phenomenon of “quiet quitting” within the healthcare sector, with a specific focus on hospital staff in Greece. Methods: A cross-sectional design was employed, surveying 186 healthcare professionals from the General Hospital of Argos using the Questionnaire for Conflicts in Healthcare Organizations and the Quiet Quitting Scale (QQS). Results: Descriptive and inferential statistical analyses revealed that 62% of participants exhibited characteristics of quiet quitting, with “lack of motivation” scoring highest (M = 2.80, SD = 0.987) among QQS subscales. Significant correlations were observed between perceived reward fairness and motivation levels (r = −0.194, p < 0.01) and between management awareness of contributions and both motivation (r = −0.313, p < 0.01) and initiative (r = −0.192, p < 0.01). Logistic regression identified perceptions of management awareness as a key predictor of quiet quitting (p < 0.05). Conclusions: The findings emphasize the critical role of equitable reward systems and managerial recognition in reducing disengagement. Strategies to enhance employee engagement and resolve workplace conflicts are essential for fostering a resilient healthcare workforce.
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Moczydłowska, Joanna M., and Zuzanna S. Moczydłowska. "Quiet quitting – charakterystyka pojęcia i kierunki badań." Marketing i Rynek 2024, no. 03 (2024): 30–36. http://dx.doi.org/10.33226/1231-7853.2024.3.3.
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Choi, Jeehyun. "An Evolutionary Concept Analysis of Quiet Quitting." Korean Business Education Review 38, no. 6 (2023): 447–70. http://dx.doi.org/10.23839/kabe.2023.38.6.447.
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Lee, Eun Ju, and Kyung Hyun Kim. "Concept Analysis of Quiet Quitting among Nurses." Journal of Korean Academy of Nursing Administration 31, no. 2 (2025): 200. https://doi.org/10.11111/jkana.2025.31.2.200.
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Tsolaki, FaniA. "Quiet quitting in nursing and surgical nursing." JOURNAL OF SOCIAL SCIENCE RESEARCH 21 (March 5, 2025): 5–6. https://doi.org/10.24297/jssr.v21i.9707.
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Quiet quitting is a common phenomenon among overburdened nursing personnel. Stress, responsibility, lack of motivation, and low payment may contribute to this condition. Early detection, psychological support, training, and payment motivation may solve the problem aiming at the psychological health of nurses and the best possible care for patients.
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Jeon, Jonghee. "A Study on the Characteristics and Constructive Plans of ‘Quiet Firing(Cutting)’." Korean Society of Culture and Convergence 45, no. 10 (2023): 603–15. http://dx.doi.org/10.33645/cnc.2023.10.45.10.603.
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The purpose of this study is to explore the characteristics and constructive improvement plans of 'Quiet Firing(Cutting)'. This is a concept that emerged following ‘Quiet Quitting’, and is known to be used as an organization strategy in the post-Covid era as employees’ tendency to ‘Quiet Quitting’ has been strengthened by working from home in the Covid era. In this trend, this study comprehensively examined the contents that can be identified by the keyword of ‘Quiet Firing’ and suggested the concept, characteristics, and improvement plans. To this end, from 2022 to September 2023, related data were surveyed online in consideration of the time when ‘Quiet Firing’ issue was publicized. This study suggested that it is necessary to approach and respond carefully while seeking the characteristics and effective improvement plans for ‘Quiet Firing’ along with ‘Quiet Quitting’, which has been recently discussed socially. Through this study, it will be able to possible to identify the current trend of ‘Quiet Firing’ and discuss desirable directions for both members and organizations.
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Zieba, Krzysztof. "Great Resignation and Quiet Quitting as Post-pandemic Dangers to Knowledge Management." European Conference on Knowledge Management 24, no. 2 (2023): 1516–22. http://dx.doi.org/10.34190/eckm.24.2.1253.
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COVID-19 pandemic aftermaths include the emergence of new tendencies, such as the Quiet Quitting, and continuation of trends such as the Great Resignation, both of which have multiple knowledge-related impacts on individual, organizational and even national level. The aim of this paper is to show the mechanisms behind the Quiet Quitting and the Great Resignation from individual and organizational perspectives. Understanding them is the first step to developing remedies and building business resilience. The paper uses systems thinking approach to analyse the phenomena of the Quiet Quitting. Causal loop diagrams are used to show the mechanisms behind those tendencies, their antecedents and the impact they have on several aspects of business operation and management. The Quiet Quitting and the Great Resignation are multifaceted phenomena and pose several knowledge-related dangers to organizations, including disturbed knowledge flows, knowledge loss, diminished efficiency, lost informal friendship networks, and knowledge leakage to competition. Causal loop diagram indicates that complicated relations between various elements may produce surprising and unexpected outcomes. It presents also opportunities to use leverage points in order to substantially reduce negative outcomes. The paper is of a conceptual nature. In order to transform causal loop diagrams into full systems thinking models extensive data is required. Hence this paper is intended as a basis for further research. The understanding of mechanisms behind the Great Resignation and the Quiet Quitting is crucial for managers trying to develop strategies that would tackle those problems. The papers shows what leverage points can be used to mitigate risks of their adverse impact on business organizations. The Great Resignation and the Quiet Quitting are often perceived as results of the COVID-19 pandemic, yet data suggest they remain strong also in the post-pandemic business reality. The paper offers a holistic approach to those phenomena using individual and organisational perspectives. It provides important insights into their nature, which can be useful to numerous stakeholders, including knowledge workers, managers and business owners.
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Moisoglou, Ioannis, Aglaia Katsiroumpa, Aggeliki Katsapi, Olympia Konstantakopoulou, and Petros Galanis. "Poor Nurses’ Work Environment Increases Quiet Quitting and Reduces Work Engagement: A Cross-Sectional Study in Greece." Nursing Reports 15, no. 1 (2025): 19. https://doi.org/10.3390/nursrep15010019.
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Background/Objectives: The nursing work environment, encompassing accessible resources and established processes, might affect nurses’ professional behavior. Our aim was to examine the effect of nurses’ work environments on quiet quitting and work engagement among nurses. Methods: We performed a cross-sectional study with nurses in Greece. We used the “Practice Environment Scale-5” to measure nurses’ work environments, the “Quiet Quitting Scale” to measure quiet quitting, and the “Utrecht Work Engagement Scale-3” to measure work engagement among nurses. We developed multivariable regression models adjusted for gender, age, understaffed wards, shift work, and work experience. Results: The study population included 425 nurses. The mean age of the nurses was 41.1 years. After controlling for confounders, we found that lower nurse participation in hospital affairs, less collegial nurse–physician relationships, worse nursing foundations for quality of care, and lower levels of nurse manager ability, leadership, and support were associated with higher levels of quiet quitting among nurses. Moreover, our multivariable analysis identified a positive association between nurse manager ability, leadership, and support, collegial nurse–physician relationships, nursing foundations for quality of care, and work engagement among nurses. Conclusions: Our findings highlight the poor work environment, elevated levels of quiet quitting, and moderate work engagement among nurses. Moreover, we found that a poor nurses’ work environment was associated with higher levels of quiet quitting. Moreover, our findings showed that nurses’ work environments had a positive impact on work engagement. The ongoing endeavor to enhance all aspects of nurses’ working conditions by healthcare organization administrations is essential for optimizing nurses’ performance, facilitating organizational operations, and ensuring service quality.