Quiet quitting, a term popularized during the COVID pandemic, is by no means a new or novel concept. Merriam-Webster describes it as the practice of doing the bare minimum of work to stay employed. The behavior stems from a breakdown within the employer-employee “psychological contract” and results in related issues such as diminishing employee engagement, trust, and performance. However, what is truly interesting is the impact quiet quitting has on employee retention and its connection to turnover intention. Ultimately, what we would like to know is what really causes this behavior to take place, and does it really have any link to actual employee turnover?
This article breaks down the factors that drive quiet quitting, the most common behaviors to watch for, how it relates to turnover, and what organizations can do to intervene early.
Why Do Employees Quiet Quit?
Quiet quitting is not something that happens out of nowhere. Research proves that there are both internal and external factors that give rise to this issue, such as:
- Career development of employees is not supported by the employer
- Employee contributions are not being valued or recognized
- Leadership is failing to follow through on commitments
- Ignoring the importance of employee well-being
- Disruption of work-life balance and employee burnout
- Breakdown of organizational trust or communication
- Inability to prioritize workplace culture
- Disengagement and detachment due to increased remote work
How Quiet Quitting Shows Up in the Workplace
Quiet quitting may sound subtle, but the behaviors are surprisingly consistent across studies. Employees who quietly quit often exhibit:
- Decreased participation in meetings
- Reduced effort and initiative beyond assigned tasks
- Minimal involvement in optional training opportunities
- Decline in communication responsiveness
- Withdrawal from team interactions or social activities
- Strict adherence to working hours without flexibility
One particularly interesting finding from recent studies was that quiet quitting behaviors show variance by role. For example, frontline employees may exhibit disengagement through reduced effort in day-to-day tasks, while mid-level managers may show a lack of motivation through decreased mentorship or strategic contributions.
Is Quiet Quitting a Predictor of Turnover?
A critical question for organizations to consider is whether quiet quitting is just an observable behavior with no real impact or if it signifies deeper issues leading to employee turnover. Research and evidence suggest that there is a definite link between the two and that quiet quitting can be viewed as a precursor to employee turnover.
Multiple studies—including cross-industry research and targeted surveys—show that quiet quitting is closely tied to turnover intention, one of the strongest predictors of actual turnover.
In a literature review and study conducted to investigate the relationship between quiet quitting and turnover intention among Gen Z working students, data was collected from 569 participants based in the US and Taiwan. Tt was found that certain factors such as job satisfaction, emotional exhaustion and workplace environment had a direct impact on employee disengagement and turnover intention, which determined that quiet quitting is definitely a valid predictor of turnover intention. The turnover intention further strengthens the employee’s final decision to leave the organization.
In another study conducted within the healthcare and pharmaceutical industry by the author of this article, 85% of the respondents were in agreement that quiet quitting is an early warning sign of turnover, as observed in their respective organizations. Most also believed that employees who exhibit these behaviors are likely to resign within 6 to 12 months. Finally, a large percentage of 92% respondents agreed that specific behaviors or performance indicators associated with quiet quitting are consistently linked to turnover within their industry, which gives credibility to the idea that certain quiet quitting behaviors can be early indicators of turnover.
The most commonly observed predictors included:
- Decrease in productivity
- Decrease in participation
- Reduced initiative
The consistency of these patterns across industries highlights an important point: quiet quitting is measurable, observable, and actionable—if organizations pay attention early enough.
How Organizations Can Address Quiet Quitting Before It Leads to Turnover
As established, the phenomenon of quiet quitting poses many challenges for organizations, especially if they wish to retain their employees. However, these challenges can be addressed in a timely and effective manner before they escalate by doing the following:
- Follow Through on Promises: Employees quickly and easily disengage when commitments made around growth, development, or work-life balance are not upheld. Leadership presence and consistency matter.
- Prioritize Workplace Culture: A healthy culture reduces the likelihood of disengagement. This includes fairness, psychological safety, and a shared sense of purpose.
- Support Employee Well-Being: Burnout is a big factor that gives rise to quiet quitting. Addressing workload, offering mental health resources, and normalizing boundaries can make a significant difference.
- Invest in Career Development: When career development stalls, employee motivation often declines. Employers that care about their employees focus on creating clearly defined career paths. Clear advancement pathways and skill-building opportunities help re-engage talent.
- Strengthen Diversity, Equity, and Inclusion: A sense of belonging and fairness is foundational for long-term employee engagement.
- Consider Ethical Use of AI: AI tools can help identify early signs of disengagement through trends in communication, productivity, or participation. They can also personalize development pathways. However, AI is not a replacement for human connection, which is an essential ingredient in employee engagement, and that must be kept in mind when using it. The responsible use of AI is imperative to ensure open and transparent communication with employees.
Limitations and Opportunities for Future Research
Current research on quiet quitting is growing but still developing. Many studies are mostly U.S.- or Western-based, which has created gaps in global generalizability. Additionally, most research is cross-sectional rather than longitudinal, making it harder to track how quiet quitting evolves over time. Industry-specific differences also matter and should be taken into account while conducting research. Keeping this in mind, future work should focus on studying the impact of cross-cultural differences and consider long-term behavior tracking, standardized behavioral indicators across job types, and the role of analytics in identifying early warning signs of quiet quitting and subsequent turnover.
About the Author
Hooriyeh Ali is a results-oriented HR professional with a decade of experience in talent management, employee relations, and performance management across diverse industries in North America. She is currently pursuing her Master of Science in Human Resources (MSHR) at DePaul University.
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