The Silent Disengagement: Exploring the Impact of Quiet Quitting on Organizational Culture

Quiet quitting is an existing phenomenon where employees will reduce their work engagement to the minimum level that is required of the. This phenomenon has recently seen as a very significant issue that affects organizations in many aspects especially organizational culture in workplace across various sectors. This systematic literature review paper aims to synthesize the existing research on quiet quitting phenomenon and how it impacts the organizational culture. The methodology employed PRISMA includes examining peer-reviewed articles, books, and reports. This study aims to identify the prevalence, contributing factors, and consequences of quiet quitting in organizational culture across various organizational fields. This review analyze the key drivers of this phenomenon, which are the work-life imbalance, lack of career advancement, and mismatch between personal values and organizational goals. This review also explores how quiet quitting affects organizational culture by having reduced employee collaboration, diminished innovation, and lower overall engagement. The findings suggest that quiet quitting can significantly decrease workplace morale and productivity, and subsequently compromises the long-term organizational sustainability. This review contributes significantly to the growing body of literature on employee engagement and organizational behavior, providing a foundation for future research and offering practical insights for organizational leaders seeking to address the challenges posed by quiet quitting.