Studies suggest that employees are more likely to leave ‘quiet’ when feeling less control

Ever noticed to minimize at work? Don’t invest in any additional effort, no additional mail? You are not alone. This is a famous workplace. It is said to be quiet.

The term quiet is used to describe the action of employees who make their job efforts minimize their job efforts at least. Although they are not formally resigning, they are “abandoning” any work and commitment that is clearly listed in the details of their job.

In general, leaving quietly, attributed to matters such as work dissatisfaction, burnout or purpose lack of purpose is not a new event. However, in the years after the post, it has seen a definite rehabilitation, indicating two stew researchers for a team for a study to identify its main reasons.

Assistant Professor Justin Herve says, “We were watching many #Quotocate hashtags and a lot of advertising about it.” “We were really surprised by this rehabilitation and were trying to understand what happened during the epidemic, which caused the trend to return.” Harwei’s partner, Assistant Professor Haven Oh, who studies the well -being of consumers, which aims to help people live a prosperous life, was also interested in this trend. “As a consumer psychologist, I am always interested in what makes people feel the sense of welfare and meaning in their daily lives. We started talking about leaving quietly and wondering. Oh, he says.

The authors of the study noted that it is not necessary to quit quietly. The hero says, “Leaving quietly means that employees are still doing what they are expecting, they are still performing their duties.” “They’re not just taking extra work, not taking extra work, not just having much time on their work more than the desired hours.” He added that it is different from neglect. “According to the contract, it is not necessary to refuse to work beyond the required tasks to unanimously express instability during the work hours.”

What was the reason for the restoration of quitting in the post -posting period? Completes speculated that this behavior was less likely to be less thought -provoking in the uncertainty, such as pandemic diseases. Testing it, they recruited about 1,400 participants through cloud research, an online platform that offers survey data collection tools. Survey participants were asked a number of questions about their impressions about overcoming their lives. Their answers confirmed the speculation of Harvee and Oh their studies that the lack of no control over the situation could prove to be a precursor to quietly. Flues published their results in the title of silent quarters during uncertainty times: definition and relationship with the understood control, which was published in the Journal Human Resource Management on June 1, 2025.

Uncertainty, such as political turmoil, economic instability, periods of health or climate crisis, can reduce the concept of controlling the environment of individuals. This can explain that the tendency to quit silent in the post -pandemic disease has re -born.

With a significant reduction in the control of employees’ conditions. “The epidemic represented the concept of control of someone’s control over the overall trauma,” says Harvee. “There was a lot of uncertainty.”

The authors also find evidence that the association between the less considered control and the high calm can be explained through two channels: one side, a high sense of change. On the other hand, reduced the affiliation with the employer.

The authors said the relationship between the understood and the quiet is complicated, the authors said. Although the low -considered control is firmly associated with quitting, the precise mechanisms and useful paths have become an important area for future research. Understanding how changes, reduced emotional commitment, or other psychological process feelings will be translated into silence will be translated into silence.

Complees also feel that the conduct that left silent can be reduced. When people feel their voice, some independence, and their contributions, they are unlikely to scale at least the least. “This doesn’t just mean that employees provide maximum work or facilities – it’s about creating situations where they feel that their work has an effect, their input is appreciated, and they are not easily changed.” “Managers can take small steps, such as adding employees to decision -making, making it clear how their job is connected to a large image, or provides their ownership on meaningful projects.” The authors say that the agency and the indications of confidence can make a long journey to avoid quietly abandoning.

Heroes and Ohs are excited about being able to have this interfaith research in Stevens, which encourages cross -disciplinary projects and cooperation. Oh says, “Justin studied economics, and my job is in the psychology and marketing of consumers, which are very different subjects.” “But because of the multilateral nature of our school, we were able to join the forces on such an exciting project.”