An exploratory study on quiet quitting with reference to HRM: for MBA students

An exploratory study on quiet quitting with reference to HRM: for MBA students (information from perplexity.ai)

My question 1: "What is quiet quitting all about with reference to human resource management?"

The reply: "Quiet quitting in human resource management refers to a phenomenon where employees disengage from their work by doing only the minimum required tasks within their job descriptions, without going above and beyond or showing extra enthusiasm. It is not about employees formally resigning but rather a gradual withdrawal of discretionary effort, often described as “acting their wage” or “doing the bare minimum” while still remaining employed1345.

Key Characteristics of Quiet Quitting

• Employees limit their work strictly to their assigned duties and avoid extra tasks, overtime, or voluntary contributions such as participating actively in meetings or taking on special projects235.

• It often involves reduced communication, minimal engagement, and sometimes isolation from the team28.

• Quiet quitters may adhere strictly to working hours, not responding to messages outside of work time, emphasizing work-life boundaries35.

Causes and Triggers

Quiet quitting is primarily driven by employee disengagement, burnout, and dissatisfaction with work conditions. Key factors include:

• Burnout and stress: Economic uncertainty, pandemic-related pressures, and blurred work-life boundaries (especially with remote/hybrid work) contribute to exhaustion and detachment from work25.

• Lack of recognition and rewards: Employees who feel undervalued, underpaid, or ignored for their efforts lose motivation to put in extra effort258.

• Limited career growth: Absence of promotion opportunities or professional development can cause employees to disengage25.

• Unsupportive work environment: Micromanagement, lack of trust, and poor organizational culture reduce enthusiasm and innovation5.

• Work-life balance concerns: Employees increasingly set firmer boundaries to protect personal time, particularly after pandemic shifts to remote work34.

Impact on Organizations

Quiet quitting poses significant challenges for organizations:

• It reduces overall productivity and innovation since employees do not perform to their full potential or engage in organizational citizenship behaviors that benefit the company17.

• It can lead to higher absenteeism, lower morale, and a hidden decline in work quality that is difficult for managers to detect, especially in remote settings237.

• The global economic cost is substantial, with estimates suggesting trillions lost annually due to disengaged employees2.

Role of Human Resource Management

HR plays a crucial role in addressing quiet quitting by:

• Building a positive workplace culture: Encouraging open communication, trust, and employee voice to make workers feel valued and heard26.

• Recognizing and rewarding effort: Implementing both financial and non-financial incentives to acknowledge hard work2.

• Supporting work-life balance: Offering flexible schedules and respecting personal time to reduce burnout25.

• Providing growth opportunities: Training, career development, and promotion pathways help keep employees engaged and motivated25.

• Training managers: Equipping leaders to effectively manage remote or hybrid teams and recognize signs of disengagement early24.

• Addressing root causes: HR should identify and fix systemic issues like excessive workloads, poor management, or lack of resources that drive employees to quiet quit5.

In summary, quiet quitting is a form of employee disengagement where workers do the minimum required to keep their jobs without additional effort or enthusiasm. It reflects deeper issues in organizational culture, management practices, and employee well-being. Effective HR strategies focusing on engagement, recognition, support, and communication are essential to mitigate quiet quitting and foster a thriving workforce256."

My question 2: "What are the theories employed to study this topic?"

The reply: "The study of quiet quitting in human resource management and organizational behavior employs several key theoretical frameworks to understand its antecedents, mechanisms, and consequences. The main theories referenced in recent academic literature include:

1. Organizational Citizenship Behavior (OCB) Theory

Quiet quitting is conceptualized as a reduction in Organizational Citizenship Behaviors-those discretionary, extra-role behaviors that go beyond formal job requirements (e.g., helping colleagues, volunteering for extra tasks). Quiet quitters intentionally limit their engagement to the minimum required, withdrawing from these voluntary behaviors without formally resigning. OCB theory helps explain quiet quitting as a deliberate scaling back of these non-mandatory contributions, which are not punishable if omitted but beneficial to organizational functioning7.

2. Conservation of Resources (COR) Theory

COR theory posits that individuals strive to obtain, retain, and protect their resources (such as time, energy, and psychological well-being). Quiet quitting is seen as a response to perceived or actual resource depletion-employees reduce their discretionary effort to conserve remaining resources and avoid burnout. This theory frames quiet quitting as a protective mechanism against further resource loss in stressful or demanding work environments56.

3. Social Exchange Theory (SET)

SET focuses on reciprocal relationships between employees and employers, where employees’ motivation to contribute beyond formal duties depends on perceived fairness, support, and rewards from the organization. Quiet quitting often arises when employees perceive an imbalance-feeling undervalued or unsupported-leading them to withdraw extra effort as a form of biased reciprocity. SET explains how social and emotional exchanges influence employee engagement and quiet quitting behaviors57.

4. Job Demands-Resources (JD-R) Model

This model distinguishes between job demands (physical, psychological, emotional efforts required) and job resources (support, autonomy, career opportunities). When demands exceed resources, employees experience stress and burnout, which can trigger quiet quitting as a coping strategy to manage workload and preserve well-being6.

5. Behavioral Intention Theories (e.g., Theory of Planned Behavior)

Quiet quitting is also studied through the lens of how beliefs and attitudes shape intentional behaviors. According to Fishbein and Ajzen’s framework, employees’ beliefs about the costs and benefits of extra effort influence their deliberate decision to restrict work effort to the minimum7.

Additional Theoretical Perspectives

• Job Characteristics Model: Examines how job design impacts motivation and engagement, relevant to understanding triggers of quiet quitting.

• Organizational Silence: Explores how employees withhold input or disengage mentally, related to quiet quitting’s behavioral withdrawal.

• Continuance Commitment and Turnover Theories: Help differentiate quiet quitting from actual quitting by focusing on employees’ attachment and intentions regarding their jobs67.

In summary, quiet quitting is primarily studied through an integrated theoretical lens combining OCB theory, Conservation of Resources theory, Social Exchange theory, and the Job Demands-Resources model, supplemented by behavioral intention frameworks. These theories collectively explain quiet quitting as a strategic, resource-conserving, and reciprocal response to workplace conditions that affect employee engagement and discretionary effort567."

My question 3: "What are the research gaps and research issues on this topic?"

The reply: "Research on quiet quitting in human resource management is still emerging, and several research gaps and issues remain to be addressed to deepen understanding and develop effective interventions. The key research gaps and issues identified in the literature include:

1. Measurement and Identification Challenges

• There is a lack of standardized, validated tools to reliably measure quiet quitting behavior, given its subtle and inconspicuous nature. Recent efforts, such as the development of a Quiet Quitting Scale, are initial steps but require further validation across different contexts and industries4.

• Distinguishing quiet quitting from related concepts like disengagement, burnout, or actual resignation remains unclear, complicating empirical research and practical diagnosis35.

2. Understanding Antecedents and Contextual Factors

• More research is needed on how specific HRM practices influence quiet quitting and which organizational conditions (e.g., leadership style, culture, workload) most strongly trigger or mitigate it13.

• The impact of different work arrangements (remote, hybrid, in-person) on quiet quitting prevalence and dynamics is underexplored5.

• The potential contagion effect-how quiet quitting may spread socially within teams or organizations-is not well understood5.

3. Exploring Consequences and Outcomes

• There is contradictory evidence regarding the impact of quiet quitting on work performance, productivity, and organizational outcomes, calling for more nuanced investigation5.

• Research is needed to clarify both the negative consequences (e.g., reduced extra-role behaviors, turnover intentions, toxic culture) and any possible positive outcomes (e.g., better work-life balance, reduced burnout) that organizations might experience25.

4. Relationship with Related Phenomena

• The interplay between quiet quitting and broader workforce trends such as the Great Resignation requires further exploration to understand causal links and distinctions5.

• The role of employee perceptions of the psychological contract and social exchange in quiet quitting behavior is another area for deeper study5.

5. Industry-Specific and Demographic Variations

• There is limited research on how quiet quitting manifests differently across sectors, with some evidence suggesting critical impacts in healthcare due to workforce disengagement affecting care quality45.

• Variations by demographic factors such as age, career stage, and cultural context remain insufficiently explored5.

6. Practical HRM Interventions and Strategies

• Empirical studies evaluating the effectiveness of specific HRM interventions (e.g., recognition programs, flexible work policies, leadership training) in preventing or reversing quiet quitting are scarce15.

• Understanding how to balance employee well-being with organizational performance goals in addressing quiet quitting is a pressing practical challenge25.

In summary, research gaps on quiet quitting include challenges in measurement and conceptual clarity, limited understanding of its causes and contextual moderators, mixed evidence on outcomes, insufficient exploration of its relation to other workforce trends, and a need for industry-specific insights and tested HRM interventions. Addressing these gaps will enable organizations to better detect, understand, and manage quiet quitting to foster healthier and more productive workplaces."

My question 4: "What have been the public media-reported issues on this topic over the past 10 years?"

The reply: "Over the past decade, public media coverage of quiet quitting has highlighted several key issues and evolving workplace trends related to employee engagement, work culture, and labor market dynamics:

1. Rise and Recognition of Quiet Quitting as a Workforce Phenomenon

• Quiet quitting became widely recognized around 2022, propelled by viral social media conversations, especially on TikTok, where employees openly discussed doing only the minimum required at work without extra effort or overtime36.

• Gallup reported that at least half of the U.S. workforce were quiet quitters by 2022, signaling a significant disengagement trend coinciding with a decline in overall employee engagement and a rise in active disengagement15.

• Media framed quiet quitting as a symptom of deeper workplace issues such as burnout, feeling undervalued, poor management, lack of career growth, and blurred work-life boundaries exacerbated by the pandemic and remote work356.

2. Debate on the Nature and Implications of Quiet Quitting

• Public discourse has debated whether quiet quitting is a negative sign of laziness and declining work ethic or a legitimate employee response to unhealthy work cultures and “hustle culture” pressures56.

• Some media portray it as a protective boundary-setting behavior reflecting employees’ prioritization of mental health and work-life balance rather than outright disengagement35.

• The trend challenged traditional expectations of going “above and beyond” and raised questions about how organizations define and measure employee engagement35.

3. Impact on Workforce and Organizational Performance

• Quiet quitting has been linked to reduced discretionary effort, collaboration, and innovation, which are critical in many modern jobs, raising concerns about productivity and organizational culture135.

• Managers and younger workers, especially Millennials and Gen Z, were reported as most affected, with Millennials in Hong Kong notably having a high rate (45%) of quiet quitting due to job dissatisfaction14.

• The subtlety of quiet quitting makes it difficult for employers to detect and address, complicating talent retention and engagement strategies3.

4. Emergence of Related Workplace Trends and Responses

• Following quiet quitting, media in 2024-2025 began reporting on “revenge quitting,” where frustrated employees actively quit jobs due to low pay, lack of raises, and poor advancement opportunities, signaling escalating workforce dissatisfaction28.

• Other related phenomena reported include “quiet cutting” (employers covertly reducing workforce) and “coffee badging” (employees clocking in but not fully working), reflecting a broader erosion of trust and transparency in workplaces7.

• The oversaturated job market and economic uncertainties have made quitting more challenging, adding complexity to workforce dynamics2.

5. Calls for Organizational Change and HR Strategies

• Media coverage emphasizes that quiet quitting is less about individual failings and more about systemic organizational culture and leadership issues35.

• HR leaders are urged to focus on re-engaging employees through better recognition, career development, flexible work arrangements, and creating a motivating work environment to counteract quiet quitting and its negative impacts357.

• The phenomenon has sparked broader conversations about rethinking workplace priorities, balancing employee well-being with performance, and fostering transparency and trust7.

In summary, public media over the past 10 years, especially since 2020, has reported quiet quitting as a widespread and complex workplace issue reflecting employee disengagement, burnout, and shifting attitudes toward work. It has sparked debates on work culture, employee expectations, and organizational responses, while also giving rise to new trends like revenge quitting and quiet cutting that underscore ongoing tensions in labor markets and workplace relationships."

My question 5: "What have been the Hong Kong public media-reported issues on this topic over the past 10 years?"

The reply: "Public media in Hong Kong over the past 10 years has reported several issues related to quiet quitting, with a strong focus on Millennials as the most affected group. Key reported issues include:

1. High Prevalence of Quiet Quitting Among Millennials

• Around 45% of Millennials in Hong Kong have engaged in quiet quitting due to job dissatisfaction, a significantly higher rate compared to Gen Z (21%) and Gen X (18%) workers1237.

• Millennials express lower satisfaction with work-life balance (only 66% feel their jobs offer it) compared to over 80% of Gen Z and Gen X workers137.

• This generation is notably skeptical about career progression and employer support, with only 44% trusting their employers to provide promotions or upskilling opportunities, and 32% doubting employers’ commitment to training17.

2. Job Dissatisfaction and Distrust in Employers

• Millennials’ quiet quitting is driven by dissatisfaction with job roles, lack of trust in employer transparency, and perceived failure of employers to invest in employee development17.

• Many Millennials reject traditional work values emphasizing hard work and are seeking greater autonomy and less monotony in their careers, influenced by rising living costs and shifting labor market trends37.

• Distrust extends to business decisions and company finances, with a significant portion doubting leadership transparency7.

3. Impact of Work Environment and Management Practices

• More than half (57%) of Hong Kong employees say they would quiet quit if denied flexibility such as hybrid working, reflecting the importance of work arrangement preferences5.

• Poor management practices like micromanagement and lack of trust contribute to quiet quitting and employee demotivation, with only 6% identifying as fully engaged at work5.

• Employees prioritize managers who promote work-life balance, trust their teams, and are open to new working models5.

4. Quiet Quitting as a Coping Mechanism Against Toxic Workplaces

• Media reports highlight quiet quitting as a defense against toxic work environments, bad bosses, and workplace stress, where employees disengage to protect mental health and avoid burnout6.

• Quiet quitting is sometimes framed not as disengagement but as a boundary-setting behavior to maintain personal fulfillment outside work6.

5. Broader Workforce Trends and Consequences

• The trend is linked to increased resignations among Millennials, with 41% having quit jobs due to lack of trust and dissatisfaction7.

• Quiet quitting reflects deeper systemic issues in organizational culture, leadership, and employee engagement in Hong Kong workplaces17.

In summary, Hong Kong public media reports over the past decade emphasize that quiet quitting is especially prevalent among Millennials, driven by job dissatisfaction, distrust in employers, lack of career growth, and inflexible work arrangements. It is seen both as a symptom of toxic workplace cultures and a strategic response by employees seeking better work-life balance and autonomy. These insights highlight urgent challenges for Hong Kong employers in rebuilding trust, improving management, and adapting to evolving employee expectations."

My question 6: "Suggest 4 related research objectives and 2 related research questions on this topic in the context of Hong Kong. Also comment on the originality, academic and practical values of studying these objectives and questions."

The reply: "Here are suggested research objectives and research questions on quiet quitting in the context of Hong Kong, along with comments on their originality, academic, and practical values:

Suggested Research Objectives

1. To examine the prevalence and demographic patterns of quiet quitting among different generational cohorts (Millennials, Gen Z, Gen X) in Hong Kong workplaces.

2. To investigate the key organizational antecedents of quiet quitting in Hong Kong, focusing on factors such as management style, career development opportunities, and work arrangement flexibility.

3. To assess the impact of quiet quitting on employee well-being, job performance, and organizational outcomes in Hong Kong companies.

4. To evaluate the effectiveness of HR interventions (e.g., flexible work policies, recognition programs, leadership training) in mitigating quiet quitting and enhancing employee engagement in Hong Kong.

Suggested Research Questions

1. What are the primary factors driving quiet quitting behavior among Hong Kong employees, particularly Millennials, and how do these factors differ across industries?

2. How do different HR practices and managerial approaches influence the likelihood of quiet quitting and employee engagement in Hong Kong’s hybrid and remote work environments?

Originality, Academic, and Practical Values

• Originality:
  These objectives and questions address a relatively new and under-researched phenomenon in the Hong Kong context, especially considering local cultural, economic, and labor market specifics. While quiet quitting has been studied globally, focusing on Hong Kong’s generational workforce dynamics, unique work culture, and evolving hybrid work models adds fresh insights.

• Academic Value:
  The research will contribute to the theoretical development of quiet quitting by integrating established frameworks (e.g., Job Demands-Resources model, Social Exchange Theory) with empirical data from Hong Kong. It will fill gaps related to measurement, antecedents, and consequences in a non-Western, high-pressure urban work environment. The study can also refine conceptual clarity by distinguishing quiet quitting from related constructs like disengagement and burnout.

• Practical Value:
  Findings will provide actionable insights for HR practitioners and organizational leaders in Hong Kong to design targeted strategies that address employee disengagement, improve retention, and boost productivity. Understanding generational differences and the role of flexible work arrangements will help companies tailor interventions to current workforce expectations, especially post-pandemic. This knowledge is critical for maintaining competitive advantage in Hong Kong’s tight labor market and evolving workplace landscape.

In summary, these research objectives and questions are timely, contextually relevant, and hold significant potential to advance both scholarly understanding and practical management of quiet quitting in Hong Kong."

A collection of blog notes on using chatgpt for research purpose.