<![CDATA[Quiet quitting has become a pressing concern for public-sector human resource management in post-pandemic Indonesia, where civil servants (Aparatur Sipil Negara/ASN) face heavy workloads amid limited organizational resources. This study examined the simultaneous and partial effects of psychological reactance, organizational justice, and quality of work life on quiet quitting intention among Indonesian civil servants. Using a cross-sectional quantitative design, data were collected from 117 ASN (PNS and PPPK) selected through purposive sampling; all four instruments showed good to excellent internal consistency (Cronbach’s α = .825–.957). Multiple linear regression indicated that the three predictors together explained quiet quitting intention, R² = .335, F(3, 113) = 19.008, p < .001. Psychological reactance positively predicted quiet quitting (β = .358, p < .001) and quality of work life negatively predicted it (β = −.266, p = .032), while organizational justice showed no significant partial effect (β = −.063, p = .607). Curbing psychological reactance and improving working conditions may therefore matter more than perceived fairness alone in reducing quiet quitting among civil servants, offering practical direction for public human resource policy.]]>
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