The Effect of Organizational Ostracism on Quiet Quitting: A Study on Hospitality Employees
DOI:
https://doi.org/10.20491/isarder.2026.2280Keywords:
Organizational Ostracism, Workplace Ostracism, Quiet Quitting, Hospitality EmployeesAbstract
Purpose – The purpose of this study is to determine whether organizational ostracism experienced by individuals working in hospitality businesses has a significant effect on their quiet quitting tendencies.
Design/methodology/approach – Data were collected from employees of hospitality businesses through an online survey using a quantitative research method. Within the scope of the quantitative research method, correlational and causal-comparative research designs were employed. The population of the study consisted of employees working in hospitality businesses in Muğla. In this context, data were obtained from 210 employees working in various hospitality businesses in Muğla. Convenience sampling, one of the non-probability sampling methods, was used in the study.
Findings – The results of the study indicate that perceived organizational ostracism has a positive and significant effect on both dimensions of quiet quitting. The effect of organizational ostracism on "work-related non-performance and indifference" was found to be significant (β = .421; p < .001), while its effect on "disinterest in the organization" was higher (β = .730; p < .001). In addition, significant differences were found between some demographic characteristics of the participants and their perceptions of organizational ostracism and quiet quitting tendencies.
Discussion – In today's tourism sector, where product differentiation is quite difficult, tourism businesses seeking a competitive advantage focus more on service differentiation. At this point, employees' service performance is a key element in delivering service and is therefore quite important. Conditions such as organizational ostracism and quiet quitting tendencies emerge as undesirable situations that can reduce employees' service performance and that tourism businesses need to prevent. Considering the results of this study, upper and middle-level managers working in hospitality businesses have many important tasks to undertake.
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