Sounding the silence: examining the antecedents and outcomes of quiet quitting

Purpose This paper aims to explore the antecedents and consequences of quiet quitting behaviour among employees. It presents an integrative framework that identifies specific factors influencing quiet quitting and examines its impact on turnover intentions and employee performance. Design/methodology/approach This research adopts a systematic literature review guided by the PRISMA framework. The research is further grounded in the theoretical foundations of the job demands-resources (JD-R) model and trait activation theory (TAT), integrating key antecedents and outcomes of quiet quitting. Findings This study demonstrates how personality traits moderate the effects of work−life balance, authoritarian leadership and job burnout on quiet quitting. Results reveal that the relationship between these antecedents and outcomes is mediated by quiet quitting, providing a comprehensive understanding of this dynamics. Research limitations/implications Being a conceptual research, further empirical validation of the framework is necessary. Practical implications Understanding and identifying the key factors that cause and impact quiet quitting helps organizations mitigate its occurrence and implement supportive policies. Originality/value To the best of the authors’ knowledge, this is the first research to integrate the JD-R model and TAT to propose a comprehensive conceptual framework that examines the causes and effects of quiet quitting.