Is Quiet Quitting Real? Evidence from a Developing Country

Authors

  • Packiyanathan Mathushan Department of Human Resource Management, Faculty of Business Studies, University of Vavuniya
  • H.H.D.N.P. Opatha Senior Professor and Chair of Human Resource Management Department of Human Resource Management, Faculty of Management Studies and Commerce, University of Sri Jayewardenepura
  • Naveneethakrishnan Kengatharan Department of Human Resource Management, Faculty of Management Studies and Commerce, University of Jaffna

DOI:

https://doi.org/10.31357/sljhrm.v15.7844

Abstract

The phenomenon of Quiet Quitting has been a subject of academic and professional discourse for a considerable period. Although many definitions and justifications for Quiet Quitting have been suggested, no study has systematically been conducted as exploratory research on the actual motivations and behavioural expressions of workers who engage in Quiet Quitting. This study utilises comprehensive qualitative data obtained through interviews, with the participants consisting of a convenience sample of employees and managers currently working in the hospitality industry in Sri Lanka. The data underwent deductive analysis utilising the content analysis method. The findings reveal that the employee's propensity to quit is increasing. The determinants such as work-family conflict, employer branding, employee engagement, organisational culture and values, and employee voice seem dominant, attributing to Quiet Quitting.
Key Words: Career Advancement, Employee Engagement, Employee Resignations, Employee Voice, Employer Branding, Organisational Culture, Quiet Quitting, Work-family Balance

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Published

2024-12-31

Issue

Vol. 15 No. 01 (2025): Sri Lankan Journal of Human Resource Management

Section

Articles