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All Journal PSIKOVIDYA Altruis: Journal of Community Services Journal of Social And Economics Research Journal of Scientific Research, Education, and Technology Nusantara Journal of Multidisciplinary Science Observasi: Jurnal Publikasi Ilmu Psikologi Wissen: Jurnal Ilmu Sosial dan Humaniora Pemberdayaan Masyarakat: Jurnal Aksi Sosial journal of social and economic research J-CEKI
Nida Hasanati
Unknown Affiliation
Religion Agriculture, Biological Sciences & Forestry Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Physics Public Health Social Sciences Other

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Menyelidiki Faktor Penyebab dari Quiet Quitting Melalui Tinjauan Sistematis Dicky Dienial Habibillah Wijaya; Nida Hasanati; Rizki Maulana Hidayatullah
WISSEN : Jurnal Ilmu Sosial dan Humaniora Vol. 4 No. 1 (2026): Februari : WISSEN : Jurnal Ilmu Sosial dan Humaniora
Publisher : Asosiasi Peneliti Dan Pengajar Ilmu Sosial Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62383/wissen.v4i1.1559

Abstract

This study examines the factors influencing the phenomenon of quiet quitting in the context of contemporary organizations by reviewing empirical evidence published between 2021–2024. Quiet quitting refers to the psychological withdrawal of employees who remain formally employed but consciously limit their work involvement to the minimum required by the contract without any explicit intention to quit. Although this phenomenon has been widely discussed in academic literature, much of the research still examines quiet quitting in a fragmented way, lacking a comprehensive theoretical framework. This study adopts a systematic review approach following PRISMA 2020 guidelines, analyzing eight empirical articles indexed in Scopus and Google Scholar. The findings indicate that quiet quitting is influenced by individual factors such as burnout, emotional exhaustion, reduced job satisfaction, and low work engagement. Organizational factors include psychological contract violations, low perceived organizational support, unsupportive leadership styles, excessive workload, and an exclusive work culture. The findings can be understood within the Job Demands–Resources framework, where the imbalance between work demands and organizational resources triggers disengagement. This study contributes theoretically by integrating empirical findings into a more cohesive conceptual framework and provides practical implications for human resource management aimed at improving engagement and organizational sustainability.
Co-Authors Adiyatma, Kelpin Alya Dwi Anggraeni Dicky Dienial Habibillah Wijaya Djudiyah Djudiyah Hari Windu Asrini Irba Chalisha Amaly Iswinarti Iswinarti Lubana Nataghain AlMuhdhar Mohammad Shohib Nauval Habibulloh Rinikso Kartono Rizki Maulana Hidayatullah Rofiqi Siska Rachmawati