"Quiet quitting: relationship with other concepts and implications for tourism and hospitality"

by Hamouche, Salima; Koritos, Christos; Papastathopoulos, Avraam (2023)

Abstract

While quiet quitting is not an entirely new phenomenon, no published research has examined its relationship to existing concepts from a human resource management and organizational behavior perspective. Therefore, this study is a critical reflection that aims to demonstrate the relationship of quiet quitting with concepts researchers in tourism and hospitality have extensively used to study related phenomena.Design/methodology/approach Gray literature was mobilized to capture the momentum of this new phenomenon, whereas scholarly research was reviewed to identify existing concepts associated with quiet quitting and suggest directions for theory-building and empirical research.Findings In its contemporary form, quiet quitting mostly resonates with younger employees, due to the drastic changes in workplaces following the COVID-19 pandemic. While quiet quitting closely resembles collective industrial action such as “work to rule” and “acting one’s wage,” it also has a psychological dimension, and can be understood through concepts such as work withdrawal, employee cynicism, and silence. Multiple theories and concepts are proposed to facilitate the conceptualization and operationalization of quiet quitting (e.g. organizational citizenship behavior, social exchange, psychological contract, organizational justice, conflict theory, equity theory, two-factor theory, job demands-resources and conservation of resources theories).Practical implications This research provides practical suggestions to managers in tourism and hospitality to prevent the occurrence of quiet quitting in the first place, as well as effectively handling it once it occurs.Originality/value Studies addressing quiet quitting are rare. This paper attempts to synthesize diverse concepts and theories associated with quiet quitting to understand its meaning, potential causes and to suggest avenues for future research.

Key Passage

Quiet quitting can be challenging for organizations for two main reasons. First, its virality coupled with non-converging interpretations creates uncertainty for managers regarding its exact nature and potential impact on their organizations. Second, managers are uncertain as to which interventions would be most effective in dealing with this phenomenon without risking a backlash. For example, anecdotal evidence suggests that many companies deteriorated the working conditions of employees suspected of quiet quitting, by forcing them to resign. As such, quiet quitting can create a form of stigma toward employees’ behavior, with managers possibly misattributing such behaviors to employees’ low willingness to do their job, leading employees to harbor hate toward their organizations, careers and bosses. (p.10)

Keywords

Quiet Quitting, Great Resignation, Loud Quitting, Worker Disengagement, Employment, Tourism, Hospitality, Covid-19

Themes

Quiet Quitting

Links to Reference

• https://doi.org/10.1108/IJCHM-11-2022-1362
• http://dx.doi.org/10.1108/IJCHM-11-2022-1362
• https://www.emerald.com/insight/content/doi/10.1108/IJCHM-11-2022-1362/full/html?casa_token=Bufftsrm6hYAAAAA:OhzDj0aX3Q8KMLkfEQR3bd6JNFW79zl5JPUZJTpZqhX3C4RBd_BV7ouXN3OmXMM8iVhYDwHX130MTBMlfMRW_M17AERxl9I6v-jvu1tuRKXqYKscsWQ

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