Quiet Quitting in the Workplace: A Systematic Literature Review of Its Causes and Impacts

Abstract

Quiet quitting is now widely discussed in workplace and human resource management studies because it reflects how employees respond to workload, well-being concerns, and work-life balance issues. The term does not mean that employees formally resign from their jobs. Instead, it describes a condition where employees remain in the organization but reduce their contribution to the minimum level required by their job description. This study aims to review previous research on quiet quitting in the workplace, particularly its antecedents, related concepts, and consequences for employees and organizations. This article uses a systematic literature review approach by analyzing selected articles from reputable academic sources, including Emerald, ScienceDirect or Elsevier, and other relevant peer-reviewed journal sources. The selected articles were published between 2022 and 2026. The review process follows the PRISMA approach through identification, screening, eligibility, and inclusion. Based on 20 selected articles, this review found that quiet quitting is mainly related to burnout, workload, work-life imbalance, job stress, abusive supervision, workplace silence, lack of managerial support, low job satisfaction, weak affective commitment, low psychological safety, and turnover intention. The literature also shows that quiet quitting should not be viewed only as an individual attitude problem. It can also be read as a signal of organizational problems, especially when employees feel unsupported, undervalued, or emotionally disconnected from their work. This study suggests that organizations need to manage quiet quitting by improving psychological safety, strengthening managerial support, managing workload fairly, and creating a healthier work environment.