Quiet Quitting: A Qualitative Research on Its Causes and Consequences

Abstract

Purpose – This study aims to identify the causes and consequences of quiet quitting based on data collected from the employees of a metropolitan municipality.
Design/methodology/approach – The methodology of the study is qualitative, and phenomenology was chosen as the research design. The research data were collected through semi-structured interviews conducted with 15 participants.
Results – While the majority of employees undergo experiences associated with quiet quitting, only a small number demonstrate awareness of the phenomenon. The primary reasons for quiet quitting include work-life imbalance, lack of recognition, burnout, dark leadership, low wages, and lack of autonomy. The consequences of quiet quitting are decreased motivation, social isolation, reduced performance, and intention to leave the job.
Discussion – The prevalence of quiet quitting increases when multiple workplace-related problems are experienced concurrently. Quiet quitting is a processual phenomenon, and its likelihood tends to rise over time. The probability that workplace issues lead to quiet quitting differs among employees. This phenomenon may vary depending on employees’ demographic characteristics.