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Veren, Karissa
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An Overview of Quiet Quitting Among Millennial and Gen Z Employees Veren, Karissa; Callista, Ignacia; Aprillia, Aginta; Setradihardja, Lilenza Irawan; Prima, Ismoro Reza; -, Zamralita
Psikologi Prima Vol. 8 No. 1 (2025): Psikologi Prima
Publisher : unprimdn.ac.id

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34012/psychoprima.v8i1.7079

Abstract

Labor productivity in Indonesia is facing challenges following the COVID-19 pandemic, one of which is the growing phenomenon of quiet quitting. This phenomenon is one of the phases of disengagement, where employees only complete tasks according to the job description without any extra effort. Previous studies have shown that quiet quitting is becoming increasingly common following the pandemic and is more prevalent among Gen Z than among other generations. Additionally, work disengagement among the Millennial generation is also relatively high. If quiet quitting occurs on a massive scale, it can reduce innovation, increase the workload for engaged employees, and lead to stagnation in organizational growth. Therefore, further research is needed to understand how quiet quitting develops between the two generations. This study aims to describe the level of quiet quitting among Millennials and Gen Z. The research employs a quantitative method with a descriptive design. The sample was obtained through purposive sampling, comprising participants from the Millennial generation (born 1981 - 1996) and Gen Z (born 1997 -2012) who are currently working. Data were collected through an online survey using the Quiet Quitting Scale developed by (Galanis et al., 2023). The QQS measuring instrument consists of 9 items, with a Cronbach's Alpha reliability value of 0.773, indicating good consistency. The study included 105 research participants, comprising 40 Millennials and 65 Gen Z individuals. The results showed that the level of quiet quitting of Millennials and Gen Z tended to be low. The low level of quiet quitting among Gen Z and Millennials suggests that both groups remain highly engaged in their work. This research is expected to provide valuable insights for companies in designing effective strategies to increase employee engagement and mitigate the negative consequences of employee turnover.
An Overview of Quiet Quitting Among Millennial and Gen Z Employees Veren, Karissa; Callista, Ignacia; Aprillia, Aginta; Setradihardja, Lilenza Irawan; Prima, Ismoro Reza; -, Zamralita
Psikologi Prima Vol. 8 No. 1 (2025): Psikologi Prima
Publisher : unprimdn.ac.id

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34012/psychoprima.v8i1.7079

Abstract

Labor productivity in Indonesia is facing challenges following the COVID-19 pandemic, one of which is the growing phenomenon of quiet quitting. This phenomenon is one of the phases of disengagement, where employees only complete tasks according to the job description without any extra effort. Previous studies have shown that quiet quitting is becoming increasingly common following the pandemic and is more prevalent among Gen Z than among other generations. Additionally, work disengagement among the Millennial generation is also relatively high. If quiet quitting occurs on a massive scale, it can reduce innovation, increase the workload for engaged employees, and lead to stagnation in organizational growth. Therefore, further research is needed to understand how quiet quitting develops between the two generations. This study aims to describe the level of quiet quitting among Millennials and Gen Z. The research employs a quantitative method with a descriptive design. The sample was obtained through purposive sampling, comprising participants from the Millennial generation (born 1981 - 1996) and Gen Z (born 1997 -2012) who are currently working. Data were collected through an online survey using the Quiet Quitting Scale developed by (Galanis et al., 2023). The QQS measuring instrument consists of 9 items, with a Cronbach's Alpha reliability value of 0.773, indicating good consistency. The study included 105 research participants, comprising 40 Millennials and 65 Gen Z individuals. The results showed that the level of quiet quitting of Millennials and Gen Z tended to be low. The low level of quiet quitting among Gen Z and Millennials suggests that both groups remain highly engaged in their work. This research is expected to provide valuable insights for companies in designing effective strategies to increase employee engagement and mitigate the negative consequences of employee turnover.
The relationship between work stress and quiet quitting among generation Z employees Veren, Karissa; Zamralita, Zamralita; Putra, Ismoro Reza Prima
Priviet Social Sciences Journal Vol. 6 No. 1 (2026): January 2026
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/pssj.v6i1.1012

Abstract

Quiet quitting represents a phase of disengagement in which employees continue to work but limit their efforts strictly to job descriptions. When this occurs on a massive scale, it hinders innovation, increases workload for engaged employees, and contributes to stagnant organizational growth. Previous studies have shown that quiet quitting is prevalent among Gen Z and is influenced by work stress. Work stress consists of challenge and hindrance stress, which affect individual performance differently. High levels of stress can also reduce productivity and lead to organizational losses. Therefore, further research is necessary to understand the relationship between these two types of work stress and quiet quitting. This study aims to examine the relationship between challenge stress, hindrance stress, and quiet quitting among Gen Z employees in Indonesia. A quantitative correlational design was used. The sample consisted of 212 Gen Z employees in Indonesia, selected through convenience sampling. Data were collected through an online survey using the Challenge and Hindrance-related Self-Reported Stress Scale by Cavanaugh et al. (1998) and the Quiet Quitting Scale by Galanis et al. (2023). The C-HSS contained 11 items, while the QQS comprised eight items, showing acceptable internal consistency (α>0.600). The results indicate that challenge stress is negatively correlated with quiet quitting, whereas hindrance stress is positively correlated. Challenge stress tends to enhance motivation and reduce quiet quitting tendencies, whereas hindrance stress increases withdrawal behaviors. These findings provide insights for organizations to develop strategies for managing Gen Z employees’ work-related stress and maintaining their engagement levels.
Co-Authors -, Zamralita Aprillia, Aginta Callista, Ignacia Prima, Ismoro Reza Putra, Ismoro Reza Prima Setradihardja, Lilenza Irawan Zamralita, Zamralita