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<p>The COVID-19 pandemic has prompted employees to re-evaluate their priorities, shifting focus toward well-being and family, and away from work-centric lifestyles. In this context, the phenomenon of Quiet Quitting (QQ) has gained prominence, where employees limit their efforts to fulfilling only the basic requirements of their roles, avoiding extra tasks, and mentally disengaging from their jobs. HR professionals play a key role in addressing this trend, yet existing research on QQ is fragmented across various management sub-domains and industries, making it challenging to develop a comprehensive understanding. This study is a pioneering effort, among the first to offer a systematic review of the literature on Quiet Quitting from 2019 to 2025, analyzing 48 peer-reviewed research articles. Utilizing the Stimulus-Organism-Response (SOR) model, we explain how QQ behaviors (QQBs) arise in response to organizational stimuli, shaped by employees’ cognitive and emotional processes. We further extend the SOR model by incorporating consequences (SOR-C), offering a holistic perspective on how QQ affects employees and organizations across personal, interpersonal, and organizational dimensions. Our integrative framework provides strategies for managing QQ by modifying the conditions that contribute to its emergence, ultimately helping organizations mitigate its negative impact. This research offers valuable insights for managers seeking to address QQ and lays a foundation for future studies aimed at improving employee motivation and engagement.</p>

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Leveraging SOR theory to understand quiet quitting: systematic insights from existing research

  • 期刊论文

  • 发表日期：

    2025年5月10日

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  • Sushmita Bordoloi,
  • Akshay Sharma,
  • Rajib Lochan Dhar

摘要

The COVID-19 pandemic has prompted employees to re-evaluate their priorities, shifting focus toward well-being and family, and away from work-centric lifestyles. In this context, the phenomenon of Quiet Quitting (QQ) has gained prominence, where employees limit their efforts to fulfilling only the basic requirements of their roles, avoiding extra tasks, and mentally disengaging from their jobs. HR professionals play a key role in addressing this trend, yet existing research on QQ is fragmented across various management sub-domains and industries, making it challenging to develop a comprehensive understanding. This study is a pioneering effort, among the first to offer a systematic review of the literature on Quiet Quitting from 2019 to 2025, analyzing 48 peer-reviewed research articles. Utilizing the Stimulus-Organism-Response (SOR) model, we explain how QQ behaviors (QQBs) arise in response to organizational stimuli, shaped by employees’ cognitive and emotional processes. We further extend the SOR model by incorporating consequences (SOR-C), offering a holistic perspective on how QQ affects employees and organizations across personal, interpersonal, and organizational dimensions. Our integrative framework provides strategies for managing QQ by modifying the conditions that contribute to its emergence, ultimately helping organizations mitigate its negative impact. This research offers valuable insights for managers seeking to address QQ and lays a foundation for future studies aimed at improving employee motivation and engagement.