Mitigating quiet quitting in remote work: the role of tailored HR practices, supervisor support and psychological capital

Purpose The shift to remote work has increased flexibility but also introduced challenges such as isolation, weaker social connections and blurred work-life boundaries, which may contribute to quiet quitting, where employees withdraw discretionary effort. Drawing on self-determination theory, this study investigates how organizational enablers, specifically remote work-tailored human resource (HR) practices and supervisor support, influence quiet quitting of remote employees, with psychological capital serving as a key mediating mechanism linking these enablers to quiet quitting. Design/methodology/approach To examine the proposed relationships, we conducted a two-wave survey with a four-week time lag among remote workers in India's information technology (IT) and IT-enabled services sectors (sample size = 257). Partial least squares structural equation modeling was employed for hypothesis testing. Findings The results demonstrate a negative association between remote work-tailored HR practices and quiet quitting, both directly and indirectly through psychological capital. Additionally, supervisor support showed a significant indirect effect through psychological capital, with no direct effect, indicating full mediation. The findings underscore the importance of fostering psychological capital, implementing supportive and tailored HR practices and enhancing supervisor support to mitigate quiet quitting in remote work contexts. Originality/value This study is among the first to propose and examine three categories of HR practices suitable for remote work environments: growth-oriented, empowerment-oriented and integration-oriented. It provides evidence-based strategies for organizations to address quiet quitting among remote employees.