The Resurgence of Quiet Quitting: Unpacking the Psychology Behind a Post-Pandemic Workplace Phenomenon
In the wake of the global pandemic, many workplaces have witnessed the re-emergence of a perplexing behavioral trend dubbed “quiet quitting.” Unlike traditional resignation, quiet quitting describes a subtle shift wherein employees fulfill their formal job duties without engaging in additional efforts or voluntary commitments beyond their contractual obligations. This phenomenon, while not novel, has surged conspicuously in the post-pandemic workplace, raising questions about its underlying psychological and economic triggers.
Quiet quitting is often superficially construed as mere disengagement or laziness. However, recent interdisciplinary research conducted by labor economist Assistant Professor Justine Herve and consumer psychologist Assistant Professor Hyewon Oh at Stevens Institute of Technology sheds light on the nuanced dimensions of this behavior. Their collaborative study probes how employees’ perception of control amidst pervasive uncertainty correlates with the decision to withdraw discretionary effort at work.
The research acknowledges that quiet quitting does not equate to dereliction of duty. Rather, employees continue to meet the explicit expectations laid out in their job descriptions, yet intentionally refrain from taking on additional tasks, overtime, or duties that might exceed the agreed-upon scope of work. This distinction highlights the importance of differentiating quiet quitting from traditional notions of workplace disengagement, which imply a lack of involvement or emotional investment during working hours.
Central to this inquiry is the concept of perceived control—the extent to which individuals believe they have agency over their circumstances. During the pandemic, sweeping disruptions induced a collective experience of instability across social, political, and economic domains. Herve and Oh hypothesized that this loss of perceived control could serve as a psychological catalyst for employees to retreat into bare-minimum work behaviors as a coping strategy to manage uncertainty and self-preserve energy.
To empirically test this theory, the authors employed a large-scale survey via CloudResearch, gathering data from approximately 1,400 participants. The survey assessed respondents’ perceived control over their lives in conjunction with their workplace engagement levels. The findings corroborated the hypothesis: diminished perceptions of personal agency were significantly associated with increased tendencies toward quiet quitting behaviors. This connection amplifies the understanding that workplace attitudes cannot be disentangled from broader psychosocial contexts, especially in volatile times.
Beyond perceived control, the study uncovered two mediating psychological mechanisms that explain why individuals might resort to quiet quitting. First is the heightened sense of replaceability—employees feeling that their contributions are easily substitutable, which naturally erodes motivation to exceed basic requirements. Second is diminished affective commitment, whereby employees experience a waning emotional attachment and loyalty to their employers, further dampening the incentive to invest discretionary effort.
Despite establishing these correlations, the authors emphasize that the precise causal pathways remain complex and multifaceted, necessitating continued inquiry. Understanding how perceived replaceability and reduced affective commitment interact with other factors—such as organizational culture, leadership styles, and individual personality traits—will deepen insights into the phenomenon and inform intervention strategies.
Importantly, Herve and Oh’s research also illuminates potential remedies to curb quiet quitting. They posit that enhancing employees’ sense of voice and autonomy within the workplace infrastructure can act as effective countermeasures. Measures that foster involvement in decision-making processes, clarify how individual roles contribute to overarching organizational objectives, and grant ownership over meaningful projects can reinvigorate employees’ sense of agency and value.
This nuanced approach challenges the simplistic assumption that offering additional perks or increasing workload automatically promotes engagement. Instead, the focus pivots to cultivating environments where employees perceive their work as impactful and their presence as indispensable—a strategic pathway to mitigating quiet quitting tendencies.
The interdisciplinary nature of this research, blending labor economics and consumer psychology, exemplifies the potential of collaborative efforts to address complex social phenomena. Stevens Institute of Technology’s unique multidisciplinary ethos enabled Herve and Oh to bridge distinct academic perspectives towards generating a comprehensive understanding of quiet quitting.
This research arrives at a critical juncture when organizations worldwide grapple with workforce transformations catalyzed not only by the pandemic but by ongoing political, economic, and environmental uncertainties. The insights offered have profound implications for human resource policies, leadership development, and organizational design strategies aiming to sustain workforce motivation in an era defined by unpredictability.
Ultimately, understanding quiet quitting through the lens of perceived control and psychological commitment reframes it from a purely negative workplace issue to a complex adaptive response to systemic uncertainty. It underscores the importance of empathetic management and organizational structures that acknowledge the human need for autonomy, recognition, and meaningful contribution amid turbulent times.
As the labor market continues to evolve, this research path sets the stage for future studies to dissect the interplay between individual psychological states and workplace behaviors more granularly. The goal remains clear: devising evidence-based approaches to foster resilient, engaged, and empowered workforces equipped to navigate the uncertainties of the modern world.
Subject of Research: The relationship between perceived control, psychological factors, and quiet quitting behavior in post-pandemic work environments.
Article Title: Quiet Quitting in Times of Uncertainty: Definition and Relationship with Perceived Control
News Publication Date: August 22, 2025
Web References: https://onlinelibrary.wiley.com/doi/10.1002/hrm.22317
References:
Herve, J., & Oh, H. (2025). Quiet Quitting in Times of Uncertainty: Definition and Relationship with Perceived Control. Human Resource Management, June 1, 2025.
Keywords: Quiet Quitting, Perceived Control, Workplace Behavior, Psychological Commitment, Labor Economics, Consumer Psychology, Employee Engagement, Post-Pandemic Work Trends, Organizational Behavior, Employee Autonomy, Workforce Motivation, Human Resource Management
