Tracing the Silence: Exploring the Factors of Quiet Quitting among Employees in an Indonesian Infrastructure Company

Abstract

Background: Quiet quitting, in which employees perform only the minimum tasks required by their roles without additional engagement, has become a growing concern in post-pandemic workplaces.
Purpose: This study analyzed the factors contributing to quiet quitting among employees of an Indonesian infrastructure company, focusing on job satisfaction, organizational commitment, and person organization fit (POF).
Design/methodology/approach: Structural Equation Modeling (SEM) was used to examine the relationships among these variables and employee disengagement behaviors.
Findings/Result: The findings showed that career progression, health and well-being, and remuneration within the POF framework played important roles in influencing quiet quitting. Job satisfaction and organizational commitment had direct effects on employee behavior through these key POF dimensions.
Conclusion: The analysis provided a deeper understanding of the underlying causes of quiet quitting and offered practical insights for organizations seeking to address disengagement.
Originality/value (State of the art): By focusing on these determinants, organizations can develop more targeted strategies to maintain a motivated and committed workforce in a challenging and evolving work environment.

Keywords: job satisfaction, organizational commitment, person-organization fit, quiet quitting, sem