Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control.
Uncertain times—such as periods of political turmoil, economic instability, health, or climate crises—can diminish individuals' perception of control over their environment. This paper hypothesizes that reduced perceptions of control may impact how individuals relate to their work, specifically, tri...
| Publicado en: | Human Resource Management Vol. 64; no. 5; pp. 1421 - 1457 |
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| Autores principales: | , |
| Formato: | research tables/charts Journal Article |
| Publicado: |
Wiley-Blackwell
Sep/Oct2025
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=187693178&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 187693178 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 00904848 HRM jtl: Human Resource Management issn: 00904848 maglogo: Y pubinfo: dt: Sep/Oct2025 vid: 64 iid: 5 pid: 480 pub: Wiley-Blackwell place: Malden, Massachusetts artinfo: ui: 187693178 185584404 187693178 187693178 10.1002/hrm.22317 187693178 ppf: 1421 ppct: 36 formats: tig: atl: Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control. aug: au: Hervé, Justine Oh, Hyewon affil: The School of Business, Stevens Institute of Technology, Hoboken New Jersey, , USA sug: subj: Uncertainty Employees Psychosocial Factors Work Engagement Employee Attitudes Evaluation Intention Job Description Task Performance and Analysis Human Male Female Adult Cross Sectional Studies Surveys Summated Rating Scaling Factor Analysis Mediation Analysis Descriptive Statistics Data Analysis Software Funding Source Scales Adult: 19-44 years Male Female ab: Uncertain times—such as periods of political turmoil, economic instability, health, or climate crises—can diminish individuals' perception of control over their environment. This paper hypothesizes that reduced perceptions of control may impact how individuals relate to their work, specifically, triggering quiet quitting, where employees intentionally refrain from tasks beyond their job requirements. Evidence supports this hypothesis: for example, the phenomenon of quiet quitting has resurged in the post‐pandemic era, coinciding with a significant decline in workers' perceived control around that time. However, no research has yet explored the relationship between perceived control and quiet quitting. Drawing on motivation theory, this paper posits that workers' perceived control, reflected in their beliefs about the effort‐reward link, can explain quiet quitting. To test this, we conducted two extensive online surveys with two main objectives: first, to conceptually refine and operationalize the construct of quiet quitting with a 5‐item scale; second, to examine the relationship between perceived control and quiet quitting. Our findings reveal a significant negative association between workers' perceived control and their propensity to engage in quiet quitting. This relationship is partially mediated by a reduced affective commitment to the employer and an elevated sense of replaceability. A direct implication of our results is that initiatives aimed at restoring workers' sense of agency at work might reduce quiet quitting behaviors. pubtype: Academic Journal doctype: research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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