From resources to retention: how meaningful work mediates the link between job resources and quiet quitting

Purpose Grounded in the framework proposed by Schaufeli and Bakker (2004), this study examines job resources at the task level (role clarity and job autonomy), the interpersonal level (managerial feedback and teamwork) and the organizational level (learning and development opportunities and access to resources). Through this approach, we aim to capture a more comprehensive and integrative conceptualization of JR while also accounting for the outcomes of employees' experiences across different levels. Furthermore, this study investigates the effect of JR on quiet quitting through the mediating role of meaningful work and examines whether this relationship is moderated by work type (hybrid versus regular work). Design/methodology/approach Drawing on data from 429 employees, we tested a mediation model with a moderated direct path using PROCESS Model 5. Findings The results reveal that JR does not directly reduce QQ; instead, its effect is fully transmitted through MW. Additionally, MW significantly decreases QQ, confirming its central role in preventing behavioral disengagement. Moderation analysis shows that JR only reduces QQ among hybrid workers, indicating that the impact of resources depends on the structural context of work. Practical implications Organizations should focus on fostering MW, particularly in hybrid settings where JR are more impactful. Training and development programs should integrate meaning-enhancing components into learning design. Originality/value The study identifies MW as a core mechanism linking JR to QQ and shows that the influence of resources is context-dependent, offering actionable insight for engagement strategies.