Quiet Quitting in Service Professionals: Implications for Organizational Commitment
DOI:
https://doi.org/10.20983/novarua.2025.31.5Keywords:
Quiet quitting, Organizational commitment, Affective commitment, Normative commitment, Continuance commitmentAbstract
Quiet quitting has emerged as a contemporary workplace phenomenon linked to cultural shifts regarding work–life balance, and it is closely related to the level of commitment employees maintain toward their organizations. The purpose of this study was to analyze the relationship between quiet quitting and the three dimensions of organizational commitment proposed by Meyer and Allen (1991): affective, normative, and continuance. A quantitative, correlational, and cross-sectional design was employed with a sample of 119 service professionals oriented toward the care of individuals and communities. The results revealed significant negative correlations between quiet quitting and both affective and normative commitment, while no relationship was found with continuance commitment. These findings suggest that quiet quitting is primarily explained by emotional and moral disengagement rather than by instrumental calculations of the costs associated with organizational retention.
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