Abstract
The influx of Gen Z and Millennial employees into the workforce is introducing a subtle form of voluntary employee turnover known as quiet quitting, which poses significant challenges for organisations. This study examined the factors that contribute to quiet quitting, with a specific focus on the workplace experiences and perceptions of Gen Z and Millennial employees.
The primary objective of this research was to explore the factors underpinning quiet quitting. It provided insights into associated employee behaviours, attitudes, motivations and organisational mitigation strategies.
Employing a qualitative methodology within an interpretivist paradigm, this study utilised purposive and snowball sampling to conduct semi-structured interviews with 12 Gen Z and Millennial employees to capture their experiences and perceptions of quiet quitting. Braun and Clarke’s thematic analysis was used to identify key themes.
Thematic analysis revealed three prominent themes: (1) quiet-quitting behaviours and attitudes, (2) workplace value misalignment, and (3) organisational strategies to mitigate quiet quitting. The findings indicate that employees engage in quiet quitting primarily because of a misalignment with their organisation, manifesting as inadequate compensation, lack of recognition, limited growth opportunities, evolving generational priorities, and toxic work environments. These factors lead to behaviours such as withdrawal, minimal effort and career transition preparation. To address this, organisations should implement strategies such as fostering an inclusive culture, providing development opportunities, and improving recognition systems.
HR professionals and leaders may use the findings of this study to mitigate quiet quitting in the workplace by implementing targeted strategies and interventions. This study contributes to the limited research on quiet quitting in the South African context, offering practical insights for integrating younger employees and reducing turnover risks.