In recent years, a notable behavior has emerged in the global working world: Quiet Quitting. This is a process where individuals technically do not leave their jobs but emotionally and psychologically withdraw from them. This phenomenon is closely related not only to low motivation but also to burnout, the search for meaning, and job satisfaction. Simultaneously, an individual’s own interests, talents, life purpose, how they want to be beneficial to humanity with their strengths, and their dreams, goals, life, and career plans are also of great importance. In this article, I would like to examine the causes of quiet quitting in light of burnout theories and the concept of “psychological capital,” also touching on cross-cultural differences.
THE UNSEEN PSYCHOLOGY OF QUIET QUITTING
Quiet quitting is characterized by an individual not going beyond their job description, resisting overtime, and losing their sense of corporate belonging. Maslach and Jackson (1981) address burnout in three dimensions: emotional exhaustion, depersonalization, and a low sense of personal accomplishment. Quiet quitting often corresponds to the “depersonalization” dimension of this trio. The individual is no longer committed to their work, but only to their job description. Work ceases to be a powerful area for them to be a lifestyle, to create, make a difference, add value, and be useful. Instead, it becomes a routine of simply going to and from work, where assigned tasks are completed.
This trend, which has become widespread with the #quietquitting hashtag on social media, has become particularly visible in Gen Z and young Gen Y. Employees who can’t find meaning in their work, aren’t compensated for their efforts, or can’t establish a psychological bond with management enter a subtle withdrawal process before resigning. During this withdrawal process, they begin to become desensitized.
Case Box 1: Mert’s Withdrawal (Turkey)
Mert, 28, works at a private software company. He used to manage his projects with high motivation, but now he holds back, fulfilling only the minimum responsibilities. Management defines his performance decline as “lack of enthusiasm.” However, Mert is experiencing emotional exhaustion due to both a lack of meaning in his work and constantly changing expectations. He is unable to share what he is going through with his managers, worrying about their reactions.
PSYCHOLOGICAL CAPITAL: A SHIELD AGAINST QUIET QUITTING?
Luthans and colleagues (2007) explain psychological capital (PsyCap) with four core elements: self-efficacy, hope, resilience, and optimism. These elements increase an individual’s power to cope with stress and reinforce organizational commitment. In quiet quitting situations, a deficiency in one or more of these psychological capital resources is often observed.
Employees with high self-efficacy act more proactively by using their problem-solving skills, while those with strong hope develop a positive outlook on the future of their work. Optimism, on the other hand, helps prevent individuals from associating organizational challenges with personal failure.
Case Box 2: Olivia’s Psychological Resilience (UK)
Olivia, 35, works at a consultancy firm in London. In the post-pandemic period, she began to show symptoms of burnout as her workload increased. However, thanks to the company’s “wellbeing coaching” programs and flexible working model, she was able to establish a work-life balance and rebuild her psychological capital. During this process, a sense of self-efficacy and hope helped Olivia reconnect with her work.
QUIET QUITTING IN CROSS-CULTURAL DIFFERENCES
In Turkey, the more fragile structure of job security makes it difficult for employees to opt for “official” resignation, even if they are emotionally disconnected. This makes quiet quitting a more invisible, long-term, and passive-aggressive form of resistance.
In some other countries and cultures, awareness policies for employee psychology are more developed, especially in public and large private organizations. Practices like flexible working, mentorship, and “mental health days” play a role in reducing quiet quitting.
Nevertheless, when countries and cultures are examined in general, it is seen that especially young employees are motivated by the search for “personal meaning” rather than corporate loyalty.
WHAT SHOULD ORGANIZATIONS DO?
Quiet quitting is not a sign of an employee’s “laziness” but is often the result of the severance of an emotional bond with management. Therefore, the solution is not possible merely by updating performance evaluation systems but by fostering corporate cultures that support an individual’s psychological resources.
Some recommendations:
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Psychological capital training (workshops focused on self-efficacy and resilience)
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Regular feedback cycles and meaningful task sharing
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Mentorship and coaching systems
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A flexible and human-centered leadership approach
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A culture of psychological safety in the workplace
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Work policies that strengthen teamwork and cooperation
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Providing opportunities for employees to strengthen their competencies in their fields of work and create unique contributions
Ultimately, quiet quitting is perhaps one of the most silent yet unnoticed cries of the modern business world. This invisible but very real state of withdrawal deepens with a lack of psychological capital and fuels burnout.
As organizations prioritize not just productivity but also the psychological well-being of their employees, commitment can be rebuilt. For the individual, the bond with a meaningful job is not just an economic necessity but a psychological one. The integration of one’s chosen profession with their identity, believing they can be useful in their field, finding psychological satisfaction in the areas where they provide value, and strengthening their work with different areas to create unique contributions will be important factors in preventing situations like quiet quitting and burnout.
REFERENCES
Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: Developing the human competitive edge. Oxford University Press.
Maslach, C., & Jackson, S. E. (1981). The measurement of experienced burnout. Journal of Occupational Behavior, 2(2), 99–113. https://doi.org/10.1002/job.4030020205
Karakas, F. (2010). Spirituality and performance in organizations: A literature review. Journal of Business Ethics, 94(1), 89–106.
Knight, C., Patterson, M., & Dawson, J. (2019). Work engagement interventions can be effective: A systematic review. European Journal of Work and Organizational Psychology, 28(2), 169–190. https://doi.org/10.1080/1359432X.2019.1588887
Robinson, I. (2022). Quiet quitting: A generational rebellion or burnout symptom? The Guardian.