THE WHISPERED FAREWELL: UNDERSTANDING THE PHENOMENON OF QUIET QUITTING AND ITS ORGANIZATIONAL IMPLICATION

Abstract

In the modern employment landscape, turnover remains a persistent challenge for organizations globally. Amidst the more noticeable resignations, a subtler form of departure known as "quiet quitting" has emerged. This phenomenon is characterized by employees fulfilling the bare minimum requirements of their job, exhibiting minimal effort, time, or enthusiasm beyond what is strictly necessary. This phenomenon has gained attention across various platforms and has become the subject of social movements and investigations. Quiet quitting reflects low work engagement, job dissatisfaction, and reluctance to exceed minimum job requirements due to unsatisfactory employee-employer relationships. Understanding the underlying causes and implications of quiet quitting is essential for both employees and organizations. This review article explores the prevalence, underlying motives, causes, and consequences of quiet quitting in contemporary workplaces. It also sheds light on the overlooked challenges of managing employee attrition by conducting an extensive literature review. The article discusses the implications of quiet quitting for employee engagement, turnover management, and organizational culture. By illuminating this often-overlooked aspect of employee behavior, organizations can gain insights into addressing and mitigating the negative effects of quiet quitting, fostering a more transparent and resilient work environment.