Data For Quiet Quitting Literature Review

The phenomenon of Quiet Quitting (QQ)—employees disengaging by limiting efforts to minimum job requirements—has surged as a critical workplace challenge post-pandemic. This Systematic Literature Review (SLR) synthesizes 61 studies to map QQ’s drivers, mechanisms, and implications. Using bibliometric analysis, thematic clustering, and the AMO framework (Antecedents, Mediators/Moderators, Outcomes), the study identifies three interconnected dimensions: psychological (burnout, emotional exhaustion), organizational (toxic cultures, inadequate leadership), and individual (autonomy deficits, value misalignment). Theoretically, the study integrates Social Exchange Theory and Psychological Contract Theory, framing QQ as a systemic response to organizational failures rather than individual apathy. Practical implications urge HRM to prioritize human-centric practices, including equitable recognition, career development, and transparent communication. Policymakers must advocate for ethical labor standards and regulate intrusive workplace technologies. Limitations include reliance on peer-reviewed journals and the AMO framework’s scope. Future research should explore cross-cultural dynamics, technology’s dual role in engagement, and longitudinal impacts. This paper provides a roadmap for transforming disengagement into collaboration, advocating workplaces that balance productivity with empathy in evolving work landscapes.