Quiet quitting identified as a rupture of the psychological contract

The phenomenon of ‘quiet quitting’ is being identified as a rupture of the psychological contract between employees and organizations. Rather than traditional absenteeism or resignation, this behavior involves workers remaining physically present and fulfilling their formal duties while withdrawing the discretionary effort, creativity, and initiative that sustain organizational growth.

This shift is often driven by perceptions of injustice within the workplace. Employees frequently compare their contributions and rewards against those of their peers, leading to resentment when they feel that merit, competence, and effort are no longer recognized or rewarded fairly.

Research suggests that quiet quitting may be a symptom rather than a primary disease. It stems from a perceived failure by organizations to meet unwritten expectations regarding justice, autonomy, and professional progression. For modern organizations, managing this trend is considered central to strategic management and maintaining competitiveness.