Understanding Quiet Quitting: From Demographic Variables to Organizational Drivers
Purpose: The aim of this article is to examine whether demographic variables such as age, gender, education, and job tenure determine the occurrence, motives, and forms of quiet quitting. Design/Methodology/Approach: The research was conducted with a quantitative CAWI survey from a sample of 515 participants. Findings: The findings indicate that demographic variables such as age, gender, education, and job tenure exert negligible influence on the propensity for quiet quitting, with no significant effect on the quantity or type of actions undertaken. Although gender partially differentiates the motives for disengagement, the most frequently reported reasons and behaviours are consistent across all demographic groups. These results suggest that quiet quitting is primarily shaped by psychological and organizational factors rather than demographic characteristics. Practical Implications: The study indicates that demographic factors such as age, gender, education, and job tenure do not significantly predict quiet quitting behaviours, suggesting that interventions should focus on organizational and psychological determinants. Strengthening leadership competencies, ensuring transparent career development opportunities, and fostering team support appear critical for mitigating disengagement. Additionally, promoting work-life balance and addressing perceptions of inadequate remuneration may help organizations reduce the prevalence of quiet quitting. Originality/value: This article provides original empirical evidence on the limited role of demographic variables in quiet quitting and highlights the predominance of psychological and organizational factors.