Kuşakların Bakış Açısından Sessiz İstifa Kavramının Analiz Edilmesine Yönelik Nitel Bir Araştırma
A Qualitative Study to Analyze The Concept of Quiet Quitting from The Perspective of Generations

Summary/Abstract: Quiet quitting is a current concept that has recently attracted attention and research in the literature. This concept has come to the forefront in an ever-changing, uncertain and turbulent period when businesses demand more from their employees but ignore their wishes. This concept, which has become the voice of the younger generations in particular, affects not only the quiet quitting, but also other employees and has a negative impact on them. This research was conducted within the scope of content analysis, which is one of the qualitative research methods, to reveal the perceptions of Generations X, Y and Z, which are predominantly in today’s workforce, regarding the concept of quiet quitting. Within the scope of the research, semi-structured interviews were conducted with 15 people from different professions and different age groups. The data obtained were analyzed using the MAXQDA 24 program. According to these results, the highest level of quiet quitting reasons were coded as “insufficient managerial skills” (25%) for Generation X, “not being valued” (23%) for Generation Y, and “difficult working conditions” (16%) and “fatigue and boredom” (16%) for Generation Z. 73% of the participants characterized the concept of quiet quitting as negative and 67% stated that the concept of quiet quitting had a negative impact on motivation. In addition, the participants shared the common view that quiet quitting would create an increase in their workload and that they did not want to work in such a work environment. All generations stated that they did not want to work in an environment where quiet quitting employees were present, and the common codes regarding the damage of quiet quitting to the business were ‘decrease in quality’, ‘decrease in productivity’ and ‘decrease in profit’. Participants (60%) stated that there is no awareness of managers about the concept of quiet quitting. In addition, the suggestions for dealing with quiet quitting were coded as ‘supporting the employee’ (12.2%) and ‘effective communication’ (12.2%). In addition, it was determined and coded that each generation has different expectations from the organization. This research adds an important and unique value to the field by contributing to a better understanding of the concept of quiet quitting in line with the perspectives of generations. Finally, with the evaluations made on the results obtained, a guiding study is presented for future researchers. In addition, suggestions are made for organizations to combat quiet quitting.

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