Modern Human Resource Management Approaches to Mitigating Quiet Quitting and Improving Employee Well-Being
DOI:
https://doi.org/10.63985/ttbr.v2i3.144Keywords:
Quiet Quitting, Employee Well-Being, Psychological SafetyAbstract
The emergence of "quiet quitting" the deliberate restriction of employee effort to formal contractual job descriptions without active organizational departure presents a profound challenge to contemporary Human Resource Management (HRM). Driven by post-pandemic shifts in workforce values, pervasive digital connectivity, and chronic occupational burnout, quiet quitting reflects a silent form of behavioral withdrawal and self-regulation rather than mere employee apathy. Drawing upon an integrative theoretical synthesis of the Job Demands-Resources (JD-R) framework (including its JD-R 3.0 evolution), Self-Determination Theory (SDT), Social Exchange Theory (SET), and Psychological Contract Theory, this paper critically examines the systemic antecedents of quiet quitting and evaluates strategic HRM interventions designed to foster sustainable employee well-being and authentic engagement. Utilizing a systematic review methodology analyzing cross-sectoral empirical studies and multinational organizational cases (e.g., Unilever, SAP, and financial/services sectors), this paper identifies key drivers of disengagement: Work Connectivity Behavior After-Hours (WCBA), unrewarded workload demands, lack of recognition, need frustration, and psychological contract breach. The findings demonstrate that traditional production-oriented HRM practices exacerbate disengagement, whereas modern, human-centric strategies specifically non-linear demand-resource balancing, proactive stay interview architectures, purpose-driven job redesign, and scaled peer-support mental health ecosystems significantly mitigate quiet quitting intentions. Finally, this study highlights critical research gaps regarding cross-cultural boundary conditions, technology-mediated boundary blurring, and non-linear resource thresholds, offering actionable implications for HR leaders and organizational
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