Quiet quitting decoded: organizational determinants of workplace disengagement

Purpose The study aims to examine the determinants of employees’ intention to engage in quiet quitting (QQ) by investigating the role of organizational culture (OC) and organizational identity. It further explores the mediating effect of job embeddedness (JE) and person-organization value fit, along with the moderating role of work stress management (WS). Design/methodology/approach The study uses quantitative research design. Data was collected from 532 participants. The study used Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the proposed hypotheses and assess the relationships among constructs. Findings The results indicate that OC has a significant influence on employees’ QQ intention, whereas organizational identity does not exhibit a direct effect. The findings also highlight the significant mediating roles of JE and person-organization value fit. Additionally, WS was found to moderate the relationships between OC, organizational identity and QQ intention. Research limitations/implications The study contributes to the literature on QQ by providing a comprehensive model that integrates cultural, psychological and stress-related factors influencing QQ intentions. Practical implications The findings offer actionable insights for organizations and managers to address QQ by fostering supportive OCs, aligning organizational and individual values, strengthening employee embeddedness and implementing effective stress management practices. Originality/value This research extends existing knowledge on QQ by incorporating both mediating and moderating mechanisms and offers a comprehensive and nuanced understanding of how organizational factors shape QQ intentions.