Modelling the significance of organizational conditions on quiet quitting intention among Gen Z workforce in an emerging economy

Abstract

The phenomenon of “quiet quitting” has gained significant attention globally through various platforms, raising concerns about the impact of workplace stress on individuals’ personal lives and sparking social movements and investigations. As the number of Generation Z individuals is projected to surpass millennials by 2050, understanding and addressing the quiet quitting behaviour of this generation becomes crucial, considering their negative experiences during the COVID-19 pandemic and their preference for a work-life balance, which has led to a rejection of intense competition and a desire for a more relaxed lifestyle. Thus, this study investigated the factors (work conditions, job security, perceived career development opportunities, affective organizational commitment, and perceived organizational support on job burnout and employee well-being) determining the quiet quitting intention among Chinese Gen Z employees. It used an online survey to obtain cross-sectional data from 683 respondents, which were then tested using partial least squares structural equation modelling. The results showed that work conditions, job security, perceived career progression opportunities, affective organizational commitment, and perceived organizational support had a significant positive effect on employee well-being and that job burnout had a major negative effect. Furthermore, employee well-being had a significant negative impact on China’s Gen Z employees’ quit quiting decision and job burnout had a significant positive influence on China’s Gen Z employees’ quit quiting decision. The findings provide valuable insights for organizations and practitioners, enabling them to address these factors and effectively reduce quiet quitting intentions. Moreover, this study aligns with the Social Exchange Theory (SET), which explains how the interactions between employees and their organizations influence expectations and outcomes. By considering the SET framework, organizations can understand the motivations behind employees’ behaviours and make informed decisions to foster a positive work environment and enhance employee well-being.