Work Culture and Quiet Quitting: Exploring the Link

Abstract

As quiet quitting continues to gain attention in contemporary workplaces, this study aims to understand how the culture amongst the company may drive employees toward this disengagement behavior. In a company how the people are involved in their job, conduct themselves, and perform on the job is largely shaped by the type of tradition that is present in their workplace. Quiet quitting means a situation where employees restrict their efforts strictly to assigned tasks without going beyond required responsibilities, reflecting disengagement rather than resignation.

A quantitative and descriptive research design was chosen for this study, where data was gathered from 113 participants across multiple sectors by an organized questionnaire. Key cultural dimensions such as trust, fairness, participation, leadership support, power distance, and action orientation were examined with reference to both behavioral and emotional disengagement.

The results suggest that despite adequate levels of trust and fairness in management, organizations still fall short in terms of open communication, employee participation, and inclusive decision-making. Emotional disengagement turned out to be dominant than behavioral disengagement. Elements like insufficient recognition, limited career growth, hierarchical structures and work-life imbalance were identified as key contributors.

The results confirm that work culture and quiet quitting are significantly linked, emphasizing the significance of a healthy organizational environment, emphasizing that negative workplace environments increase disengagement, whereas supportive cultures enhance motivation. The outcome highlights that encouraging a transparent, inclusive, and employee-centered company ethos is crucial for boosting workforce engagement and curbing the commonness of quiet quitting.