The impact of quiet quitting on employee well-being and organization performance

singh, Pawan

doi:https://doi.org/10.55041/ijsmt.v2i4.203

Plagiarism Passed

Peer reviewed

Open Access

THE IMPACT OF QUIET QUITTING ON EMPLOYEE WELL-BEING AND ORGANIZATION PERFORMANCE

AUTHORS:

Pawan singh

Mentor

Affiliation

DOI: 10.55041/ijsmt.v2i4.203

CC BY 4.0 License:

This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

DOWNLOAD ARTICLE

REVIEW REPORT

CITE THIS ARTICLE

Abstract

The concept of "quiet quitting" is far more than a simple HR metric; it is a profound human response to a world that has, for too long, asked for more than it gives back. It represents the moment an individual decides to quietly reclaim their identity from their job title, shifting away from a "live to work" mentality toward a philosophy of "work to live." Rather than walking away from their desks, these employees are choosing to stay while mentally checking out of the "hustle" culture. This silent boundary-setting is often a survival mechanism—a way to protect one’s mental health and physical energy in an era where the lines between home and office have become dangerously blurred. By performing only what is written in their job description, they aren't necessarily being lazy; they are often simply tired of the unreciprocated expectation to go "above and beyond" at the cost of their own well-being

Keywords

Article Information

Article Metrics

Article Views

PDF Downloads

HOW TO CITE

References

Ethics and Compliance

✓ All ethical standards met

This article has undergone plagiarism screening and double-blind peer review. Editorial policies have been followed. Authors retain copyright under CC BY-NC 4.0 license. The research complies with ethical standards and institutional guidelines.

Indexed In