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Academic literature on the topic 'Reasons of Quiet Quitting'

Author: Grafiati

Published: 5 June 2025

Last updated: 25 June 2025

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Journal articles on the topic "Reasons of Quiet Quitting"

1

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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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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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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4

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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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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6

Özen, Hamit, Murat Korkmaz, Emre Konucuk, et al. "Evaluation of Quiet Quitting: Is the Bell Ringing?" Journal of Qualitative Research in Education, no. 38 (April 30, 2024): 108–42. http://dx.doi.org/10.14689/enad.38.1910.

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This study empirically explores the concept of Quite Quitting (QQ), which is defined as the factors that prevent teachers from feeling a sense of belonging to their profession despite their efforts in school settings. It also identifies the reasons why teachers do not feel engaged in their profession and the types of disengagement behaviors they exhibit. In this research, mixed research methods were employed, among which the exploratory sequential design was utilized. The design comprised two phases, the first being phenomenology with 32, and the second being the quantitative phase with 484 teachers in the Eskişehir region of Turkiye. The results provided evidence that although the QQ phenomenon was a post-pandemic trauma that occurred especially in Generation Z, the findings showed that QQ had very different dimensions in Turkiye and that its origins were deeper. The interpretation followed the four factors of QQ: management factors, social factors, economic factors, and factors that affected teachers' well-being. As aftereffects, teachers showed emotional distance, simurg effect, apathy, and revenge from the student. The conclusions and recommendations were discussed.

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Uygungil-Erdogan, Selen, Yaşar Şahin, Aşkın İnci Sökmen-Alaca, Onur Oktaysoy, Mustafa Altıntaş, and Vurgun Topçuoğlu. "Assessing the Effect of Artificial Intelligence Anxiety on Turnover Intention: The Mediating Role of Quiet Quitting in Turkish Small and Medium Enterprises." Behavioral Sciences 15, no. 3 (2025): 249. https://doi.org/10.3390/bs15030249.

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The concept of artificial intelligence (AI) refers to technologies that imitate human-like thinking, learning and decision-making abilities. While integrating AI into the workforce offers the potential to increase efficiency in organizational activities, it can lead to negative effects such as anxiety, uncertainty, and distrust among employees which results from not being able to understand these technologies, regarding them as alternatives for themselves, and the possibility of losing their organizational position. These effects can reduce employees’ commitment at work and trigger negative organizational behaviors such as quiet quitting and turnover intention. Starting from this point, the present study aims to investigate the effect of AI anxiety on turnover intention and the mediating role of quiet quitting in this relationship. The study was conducted using a cross-sectional design with 457 people working in SMEs in Kırıkkale province. AI Anxiety, Quiet Quitting, and Turnover Intention Scales were utilized during the data collection process. The obtained data were analyzed through structural equation modeling. In addition to detecting significant relationships between concepts as a result of the analysis, it was realized that AI anxiety did not have a considerable effect directly on turnover intention; however, this effect occurred indirectly through quiet quitting. Accordingly, it is predicted that integrating AI technologies into business processes will increase the concerns about job security in employees, and this anxiety triggers the turnover intention by leading to a tendency toward quiet quitting for reasons such as loss of motivation and low organizational commitment.

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Sarwar, Abdullah, Shaikh Fazlur Rahman, Suhaimi Bin Mhd Sharif, and Vincent Oh Kim Seng. "Quiet Quitting: A Millennial Perspective on Workplace Dissatisfaction and Retention Challenges." European Conference on Management Leadership and Governance 20, no. 1 (2024): 511–17. http://dx.doi.org/10.34190/ecmlg.20.1.3083.

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Quiet quitting is a phenomenon where employees disengage from their work and intentionally underperform as a way of expressing their dissatisfaction with their job or employer. In Malaysia, around 46% of millennial employees are considering quitting their jobs quietly, which can have a significant impact on both the individual and the organisation, especially if key performers or those with critical knowledge and skills depart. However, little is known about the underlying psychological and organisational factors that contribute to this behaviour. Thus, the purpose of this study is to look at the causes, effects, and preventative measures of quiet quitting among Malaysian workers as well as potential solutions for this tendency. To get a better understanding of the psychological and organizational reasons leading to such phenomenon among Malaysian employees, an integrated study of self-determination theory and organisational support theory is proposed. Methods for collecting qualitative data were used in this study. Data was gathered by means of employee interviews. Convenience sampling was used to choose the respondents since participants were chosen based on their availability and desire to participate. The results demonstrate the significant role that psychological (e.g., job dissatisfaction, lack of opportunities for career development) and organizational (e.g., lack of communication, work-life balance, positive culture, lack of leadership) factors play towards quiet quitting among employees. In theory, this research provides a more thorough comprehension of the topic under investigation by putting out a more resilient and all-encompassing structure. This discovery has the potential to boost organizational performance and productivity by fostering more encouraging and fulfilling work conditions for workers.

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9

Glover, Marewa, Vili Nosa, Dudley Gentles, Donna Watson, and Janine Paynter. "Do New Zealand Māori and Pacific ‘walk the talk’ when it comes to stopping smoking? A qualitative study of motivation to quit." Journal of Smoking Cessation 9, no. 2 (2013): 68–75. http://dx.doi.org/10.1017/jsc.2013.22.

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Introduction: In March 2011, the New Zealand government committed to the goal of reducing the prevalence of current smokers to less than 5% by 2025. Smoking prevalence is significantly higher for Māori and Pacific peoples. To ensure a proportionately larger decrease in smoking prevalence for Māori and Pacific peoples by 2025, more effective strategies for prompting cessation among these groups are needed. Aim: This study aimed to identify what motivates Māori and Pacific people to quit smoking so that communications and mass media quit campaigns can be more effective at triggering quitting among them. Method: A qualitative approach utilising focus groups (N = 168) was used to ask participants to rank reasons why people say they should quit smoking (the ‘talk’) which we compared with participants’ reasons for actually quitting (the ‘walk’). The results were plotted on a scatter graph using a method devised by the authors. Results: Health, children and pregnancy were perceived to be strong motivating reasons to quit and they were frequently cited as triggering past quit attempts. Cost was plotted high for Pacific but low for Māori especially for talk. ‘It stinks’ was cited as triggering past quit attempts, but was not perceived as a reason to quit. Conclusion: Emotionally important reasons and more immediate reasons for quitting are likely to be more effective at prompting Māori and Pacific peoples to stop smoking.

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10

Jiang, Qiaolei. "Off the Hook: Exploring Reasons for Quitting Playing Online Games in China." Social Behavior and Personality: an international journal 46, no. 12 (2018): 2097–112. http://dx.doi.org/10.2224/sbp.7103.

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China is now one of the biggest online game markets, and the games are seen as both an economic opportunity and a social threat, especially to the young. I investigated the nature of, reasons for, and influences of online game quitting in China with 176 participants selected using deviant case sampling. I examined the relationships between the attitudes of those who were quitting playing toward online games, their perception of media portrayal of online games, family pressure, peer influence, functional alternatives, self-esteem, loneliness, online game quitting, and satisfaction with life after quitting. Results showed that the more negatively the participants felt about online games, the more likely they were to quit, and perception of peers' negative attitude toward online gaming, perception of alternatives, and lower income were significant predictors of online game quitting. These findings could help policy makers rethink healthy gaming and antiaddiction strategies.

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Books on the topic "Reasons of Quiet Quitting"

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What Is Quiet Quitting, the Reasons Why Employees Are Quiet Quitting at Their Workplace, How Employees Quiet Quitting at Their Workplace Affects Employers, and How Quiet Quitting at the Workplace Affects an Employee's Future Employment Status. Independently Published, 2022.

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What Is Quiet Quitting, the Reasons Why Employees Are Quiet Quitting at Their Workplace, How Employees Quiet Quitting at Their Workplace Affects Employers, and How Quiet Quitting at the Workplace Affects an Employee's Future Employment Status. Independently Published, 2022.

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3

How to Quit Church Without Quitting God: 7 Good Reasons to Escape the Box. Starke & Hartmann, 2002.

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Poe, Regina. Quiet Quitting: The New Workplace Trend. Independently Published, 2022.

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Quiet Quitting and Quiet Thriving - Flourishing in the Modern Organization. Nova Science Publishers, Incorporated, 2024.

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Quiet Quitting and Quiet Thriving - Flourishing in the Modern Organization. Nova Science Publishers, Incorporated, 2024.

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7

Vrla, Kelli. Hit the Reset Button: Prevent Burnout & Quiet Quitting. Primedia eLaunch LLC, 2023.

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8

Locher, Will. Million Reasons Why: A Quiet Fight with Mental Health. Independently Published, 2022.

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9

Handbuch Mitarbeitergespräche: Ein Leitfaden Für Konstruktive und Erfolgreiche Kommunikationsführung in Zeiten Von Generation Z und Quiet Quitting. Wiley & Sons, Incorporated, John, 2024.

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10

weber, anna. Stay Calm and Cut Him Off: 9 Reasons to Go Quiet on Guys Who Deny or Break up with You. Independently Published, 2022.

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Book chapters on the topic "Reasons of Quiet Quitting"

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Richardson, Sydney D. "Reimagining Quiet Quitting." In Making the Entrepreneurial Transition. Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-29211-8_8.

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Ochis, Karina. "What to Do about ‘Quiet Quitting'?" In Gen Z in Work. Routledge, 2024. http://dx.doi.org/10.4324/9781032722696-16.

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Dominique-Ferreira, Sergio, Marina Oliveira, and Catherine Prentice. "Organizational Commitment: The Role of Organizational Happiness and Quiet Quitting." In Advances in Tourism, Technology and Systems. Springer Nature Singapore, 2024. http://dx.doi.org/10.1007/978-981-99-9758-9_6.

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López-Fernández, Andrée Marie. "Business Disruption on TikTok: Quiet Quitting Challenging Corporate Social Responsibility Policies." In Paradigm Shift in Business. Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-40439-9_20.

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Wortelboer, Gerben, and Martijn Pieter Van der Steen. "Precarious Workers’ Wellbeing: Identity Development Through Online Discourses of Quiet Quitting." In The Palgrave Handbook of Fulfillment, Wellness, and Personal Growth at Work. Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-35494-6_15.

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Gabelaia, Ioseb, and Ramune Bagociunaite. "The Impact of “Quiet Quitting” on Overall Organizational Behavior and Culture." In Lecture Notes in Networks and Systems. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-53598-7_33.

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Efendi, Muhammad Agus, Agus Iqbal Hawabi, and Endah K. Purwaningtyas. "The effect of work-life balance on quiet quitting in millennial generation workers." In Advances in Social Science, Education and Humanities Research. Atlantis Press SARL, 2023. http://dx.doi.org/10.2991/978-2-38476-188-3_6.

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Khan, Muskan, Arpana Kumari, Vineet Sengar, Zakir Hossen Shaikh, and Neetu Rani. "Leveraging Generative AI and Well-Being Oriented HRM to Address Social Isolation and Quiet Quitting in the Workplace." In Studies in Big Data. Springer Nature Switzerland, 2025. https://doi.org/10.1007/978-3-031-83911-5_50.

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Liu, Xiner, Basel Hussein, Amanda Barany, Ryan S. Baker, and Bodong Chen. "Decoding Player Behavior: Analyzing Reasons for Player Quitting Using Log Data from Puzzle Game Baba Is You." In Communications in Computer and Information Science. Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-47014-1_3.

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10

Rocha, Helena Carina Ferreira, Márcia Duarte, and Sérgio Dominique-Ferreira. "The Impact of Work-Life Conflict on Employees’ Emotional Well-Being and the Adoption of Quiet Quitting—A Study Case Applied to the Portuguese Hospitality Industry." In Advances in Tourism, Technology and Systems. Springer Nature Singapore, 2024. http://dx.doi.org/10.1007/978-981-99-9758-9_18.

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Conference papers on the topic "Reasons of Quiet Quitting"

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Zdravkovski, Maja, Biljana Kilibarda, Milica Ivanović, Marija Vuković, Ivana Grubor, and Jelena Gudelj-Rakić. "Experience of the tobacco quit line in Serbia." In Proceedings of the International Congress Public Health - Achievements and Challenges. Institute of Public Health of Serbia "Dr Milan Jovanović Batut", 2024. http://dx.doi.org/10.5937/batutphco24190z.

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Background: In Serbia, more than 19,000 people die every year due to tobacco-related illness and despite many health and socioeconomic consequences, prevalence of smoking is still high both among adults and adolescents. Implementation of effective tobacco cessation programs, including quitlines, is among most important tobacco demand reduction measures. To support people who use tobacco, Institute of Public Health of Serbia "Dr Milan Jovanovic Batut" (IPHS) established free tobacco quit line in June 2022. Methods and Objectives: The aim is to present sociodemographic characteristics, smoking history and motivation to quit, expected benefits and assessed level of nicotine dependence of users of the IPHS tobacco Quitline. We performed descriptive statistics of data obtained from 52 Quitline users collected in the period June 2022 - August 2023. Results: Majority (67%) of 52 tobacco quit line users were female and 33% were male. Quitline users were Serbian residents of all ages (15-82 years old). For most of the quitline users, health related reasons was the main motive for quitting smoking. Smoking councilors support was sought not only by smokers, but also by those who are concerned about the health of close people who smoke. As the main perceived benefit from quitting cigarettes, 77% respondents indicated health, while 9.6% indicated financial gain. According to the results of the Fagerström test, 38% had a high nicotine addiction, 33% had moderated dependence and 12% low nicotine dependence. Conclusions: The experience show that smokers as well as non-smokers from all age groups used Quitline and health was main motivation to quit. Low number of tobacco quit line users call for media campaign and other means of promotion to increase demand for smoking cessation support.

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Schmidt, Dusana Alshatti, and Matus Barath. "The Risks of Quiet Quitting: Exploring the Impact of Telework on Employee Psychological Departure." In 9th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2023. http://dx.doi.org/10.31410/eraz.2023.249.

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The rise of teleworking has revolutionized the way of working, allowing employees to carry out their duties remotely and offering newfound flexibility. The long-term impact of teleworking has fully developed many negative factors that were already present in traditional work settings. One concern that has been raised is whether telework can lead to quiet quitting. Given that the COVID-19 pandemic and the subsequent increase in remote work have highlighted the phenomenon of quiet quitting, it is essential to examine the pre-pandemic context to develop a comprehensive understanding of teleworkers’ potential to silent disengage from work. Drawing on existing literature, this paper aims to analyze the risks of quiet quitting and investigate whether teleworkers are susceptible to engaging in quiet quitting by examining the potential factors before the pandemic. This can help organizations to identify and address potential challenges, and foster an environment that promotes employee engagement, and long-term commitment.

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Khurana, Dr Nidhi, Mrs Vaishali Das Gupta, and Dr Sarita Goel. "THE IMPACT OF QUIET QUITTING FACTORS DRIVING EMPLOYEE DISENGAGEMENT POSTPANDEMIC." In Transforming Knowledge: A Multidisciplinary Research on Integrative Learning Across Disciplines. The Bhopal School of Social Sciences, 2025. https://doi.org/10.51767/ic250201.

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The COVID-19 pandemic has led to an increase in employee disengagement, commonly referred to as "quiet quitting." This term describes employees who fulfil only the basic requirements of their roles, which can significantly harm organizational performance. This study aims to examine the underlying factors contributing to quiet quitting, its impact on businesses, and potential solutions to mitigate its effects. Adopting a mixed-methods approach, the research integrates a thorough literature review with surveys conducted among managers and HR professionals. The study identifies ineffective leadership as a primary driver of employee disengagement. Statistical analysis is used to explore the relationship between quiet quitting and its contributing factors. The study also evaluates the effectiveness of various engagement strategies, such as recognition programs, in improving employee satisfaction, retention, and overall engagement. The findings offer valuable insights into the root causes of quiet quitting and provide actionable recommendations for organizations to foster a more committed and engaged workforce, ultimately enhancing overall organizational performance.

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Reports on the topic "Reasons of Quiet Quitting"

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Lee, Dain, Jinhyeok Park, and Yongseok Shin. Where Are the Workers? From Great Resignation to Quiet Quitting. National Bureau of Economic Research, 2023. http://dx.doi.org/10.3386/w30833.

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McLure, Hamish, Samantha Shinde, Nancy Redfern, et al. Return to work. Association of Anaesthetists, 2024. http://dx.doi.org/10.21466/g.rtw.2024.

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Work is important. For most, it provides a host of positive emotions as well as the opportunity for social contact and the financial support that enables us to enrich our lives in other ways. If we can no longer work due to ill health, requirement to look after a loved one or following capability or conduct proceedings, the personal impact can be devastating. Even when taking time out of the workplace for positive life enhancing reasons, such as having a baby or a career break to pursue another interest, there can still be a negative impact on knowledge, skills, self-esteem, confidence and finances. An absence of 3 months or more is likely to significantly affect skills and knowledge, and an absence of 2 years or more is generally accepted as a period when formal retraining will be required. Returning to work after a prolonged period away is often greeted with a mixture of eagerness and anxiety for the clinician returning and the manager facilitating the process. For anaesthetists, there are additional concerns compared with some other specialties because anaesthesia requires a comprehensive medical knowledge-base, advanced technical skills to be immediately available and the ability to cope with multiple stimuli as well as the stamina to remain vigilant during long quiet periods. Anaesthesia is an intellectually, physically and emotionally demanding specialty. In this high-risk environment, an underperforming anaesthetist may easily harm a patient. Such high stakes mandate a thoughtful and carefully planned return. Even senior colleagues will require support, supervision, assessment, and in some cases further training. Returning colleagues may have obvious physical scars, but there may also be psychological injuries that are hidden. Good communication is key, but sharing important information must be balanced with confidentiality. If the return is tailored to the individual and managed well, colleagues will come back as healthy, safe and productive doctors. If it is done badly, there is the potential for significant harm to both patients and colleagues.

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