The Impact of “Quiet Quitting” on Overall Organizational Behavior and Culture

Abandoning the idea of going above and beyond at work is what briefly defines the “quiet quitting” concept, that draws the attention of organizational researchers and practitioners. There are two camps of views on “quiet quitting” - one claiming that it is a trend, the other – that it is a problematic phenomenon for today's business organizations. The goal of a study is to explore and better understand a phenomenon such as “quiet quitting,” as the issue has not been extensively studied before. It aims to gain insights and provide a comprehensive analysis to contribute to refining theoretical and practical contexts that explain “quiet quitting.” With a systematic review, this research aims to explore the “quiet quitting” concept and its impact on organizational behaviour and culture, identifying “quiet quitting” causes and solutions. The authors had an opportunity to interview 27 employees who admit that they have quietly quit their jobs over the past nine years, asking 12 exclusively designed questions to obtain evidence. The results of the research showed that there is a significant relationship between “quiet quitting” and organizational behaviour and culture. The main causes of “quiet quitting” have been identified, i.e., overall burnout, lack of growth opportunities, leadership, and lack of recognition, also solutions, such as transparent communication, professional development, employee feedback (surveys), well-being initiatives (work-life balance), and leadership development.