The silent shift: exploring the phenomenon of quiet quitting in modern workplaces

Purpose – The present study aims to investigate “quiet quitting” – a phenomenon where employees disengage and perform only the minimum required work – by analyzing its root causes and workplace implications through multiple theoretical frameworks. Design/methodology/approach – Utilizing an integrative literature review methodology, this study synthesizes empirical evidence from scholarly articles and applies psychological and management frameworks to systematically analyze the antecedents and consequences of quiet quitting on employee engagement. Findings – Key factors – including economic downturns, the COVID-19 pandemic and rapid technological advancements – were identified as significant contributors to quiet quitting. The analysis highlights themes related to employee health and wellness, motivational drivers and evolving workplace dynamics. Research limitations/implications – This study highlights strategies for human resource (HR) managers to tackle quiet quitting. Key recommendations include mental health support programs like counseling and stress management workshops to reduce burnout. Flexible work arrangements, such as remote work and adjustable schedules, enhance work-life balance and job satisfaction. Recognizing employees through rewards, public appreciation and growth opportunities boosts morale and motivation. Robust career development programs with clear pathways sustain long-term engagement, while open communication channels ensure employees feel valued and heard. Together, these measures foster a supportive and motivating workplace, addressing key drivers of disengagement and reducing the risk of quiet quitting. Practical implications – To mitigate employee disengagement, the study recommends three key interventions: (1) implementing robust employee support systems, (2) enhancing workplace flexibility policies and (3) cultivating a purpose-driven organizational culture. Social implications – Addressing Quiet Quitting: Strategies for Managers. Quiet quitting requires nuanced approaches beyond traditional engagement methods. Managers should focus on intrinsic motivators, fostering environments aligned with employees' values. Training to recognize subtle disengagement and reduced discretionary effort is vital. Empathetic leadership, regular check-ins addressing well-being and career goals and mentorship programs strengthen employee commitment. Flexible work arrangements, mental health support and personalized career development plans are essential HR strategies. Future research should explore quiet quitting’s long-term effects on well-being and performance, with longitudinal studies identifying intervention points to address disengagement proactively. These measures ensure a motivated, loyal workforce aligned with organizational success. Originality/value – By integrating diverse psychological and management theories, this research offers a comprehensive framework for understanding quiet quitting and provides actionable insights for addressing this emerging workplace phenomenon. Contribution to impact – This research contributes to impact on multiple levels. Theoretically, it enriches the emerging discourse on quiet quitting by integrating it with established constructs such as organizational citizenship behaviour and employee engagement. Methodologically, the sequential exploratory design and the development of a validated scale provide future researchers with reliable tools for empirical investigation. Practically, the study offers managers and HR professionals evidence-based insights to address disengagement, foster supportive cultures, and implement strategies that minimise the risk of quiet quitting. Finally, at a societal level, the findings contribute to ongoing debates on the future of work, emphasising the need for sustainable employee–employer relationships in remote and hybrid environments.