<![CDATA[General Background: Talent retention is a strategic HRM issue as Generation Z enters the workforce with distinct expectations. Specific Background: This study examines quiet quitting among Generation Z employees in Tasikmalaya Regency. Knowledge Gap: Qualitative evidence on Gen Z quiet quitting in Indonesian regional organizations remains limited. Aims: This study identifies quiet quitting triggers, retention challenges, effective strategies, and a contextual retention model. Results: Interviews with seven Gen Z employees and four HRD supervisors show that quiet quitting is triggered by insufficient recognition, disproportionate workload, unclear career paths, and value-culture misalignment. Effective retention strategies include structured mentoring, flexible work arrangements, transparent career pathways, open feedback culture, and competence development. Novelty: The study proposes the MARC-Z model integrating Conservation of Resources theory, job embeddedness, Job Demands-Resources, and Social Exchange Theory. Implications: Organizations should strengthen recognition, workload balance, career clarity, feedback systems, and value alignment to retain Gen Z talent. Highlights: Recognition deficit, overload, unclear careers, and value mismatch triggered withdrawal. Mentoring, flexibility, career transparency, feedback, and competence development formed core practices. Systematic programs lowered turnover by more than 30% in the logistics sector. Keywords: Talent Retention, Quiet Quitting, Generation Z, HRM, Employee Engagement]]>
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