Organizational Antecedents of Quiet Quitting: The Impact of Toxic Work Environments on Quiet Quitting
Organizational Antecedents of Quiet Quitting: The Impact of Toxic Work Environments on Quiet Quitting

Summary/Abstract: In the aftermath of the COVID-19 pandemic, quiet quitting has become widely discussed, attracting significant empirical research. Despite increasing studies on its antecedents, the organizational factors contributing to quiet quitting remain underexplored. This study examines the relationship between organizational toxicity and quiet quitting by focusing on four key dimensions: toxicity stemming from aggressive behaviors, narcissistic behaviors, unethical behaviors, and rigid behaviors. Data were collected from 245 employees working in the public and private sectors through an online survey and analyzed using statistical analyses. The findings indicate a positive and significant relationship between organizational toxicity and quiet quitting. Multiple regression analysis revealed that rigid behaviors were the strongest predictor of quiet quitting among the dimensions of organizational toxicity. Additionally, younger employees exhibited a greater tendency toward quiet quitting. These findings suggest that toxic work environments play a crucial role in employees’ disengagement and withdrawal behaviors, emphasizing the need for organizations to address workplace toxicity to foster employee commitment and well-being.

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