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A relação entre Quiet Quitting e Intenção de Turnover: o papel mediador do Compromisso Organizacional e moderador de Workload
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Abstract(s)
Num cenário profissional cada vez mais exigente, fenómenos como o Quiet Quitting têm suscitado crescente preocupação nas organizações, particularmente pelo seu impacto na intenção de saída dos colaboradores. Este comportamento caracteriza-se pela realização apenas das tarefas mínimas exigidas, sem rutura formal com a organização, refletindo uma quebra no envolvimento emocional e no compromisso com o trabalho. A compreensão deste fenómeno torna-se especialmente relevante em funções de contacto direto com o público, onde o desempenho e a motivação são determinantes para a qualidade do serviço e a retenção de talento.
O presente estudo teve como objetivo analisar a relação entre o Quiet Quitting e a Intenção de saída, considerando o papel mediador das três dimensões do Compromisso Organizacional (afetivo, normativo e contínuo) e o efeito moderador da Carga de Trabalho entreo Quiet Quitting e o Compromisso Organizacional, bem como entre o Quiet Quitting e a Intenção de saída. Com base neste objetivo, foi conduzido um estudo quantitativo, de natureza correlacional, junto de uma amostra de 282 trabalhadores em funções de atendimento ao cliente.
Os resultados revelaram que o Quiet Quitting está positivamente associado à intenção de saída, sendo esta relação mediada pelo Compromisso Organizacional Afetivo e Compromisso Organizacional Normativo. Ou seja, níveis mais baixos destas formas de compromisso explicam parcialmente o impacto do Quiet Quitting na predisposição para abandonar a organização. A dimensão do Compromisso Organizacional Contínuo, por sua vez, não evidenciou um efeito mediador significativo nesta relação. Relativamente à Carga de Trabalho, os dados não sustentaram o seu papel como variável moderadora, nem na relação direta entre o Quiet Quitting e as dimensões do Compromisso Organizacional, nem na relação indireta com a Intenção de saída.
Assim, destaca-se a necessidade de estratégias organizacionais que promovam o envolvimento emocional e a identificação dos colaboradores com os valores e objetivos da organização, de modo a reforçar os vínculos de permanência e reduzir comportamentos de Quiet Quitting.
In an increasingly demanding professional environment, phenomena such as Quiet Quitting have raised growing concern within organizations, particularly due to their impact on employees’ intention to leave. This behavior is characterized by performing only the minimum required tasks, without a formal break from the organization, reflecting a decline in emotional engagement and commitment to work. Understanding this phenomenon becomes especially relevant in roles involving direct contact with the public, where performance and motivation are crucial for service quality and talent retention. The present study aimed to analyze the relationship between Quiet Quitting and intention to leave, considering the mediating role of the three dimensions of Organizational Commitment (affective, normative, and continuance) and the moderating effect of Workload on the relationship between Quiet Quitting and Organizational Commitment, as well as between Quiet Quitting and intention to leave. Based on this objective, a quantitative, correlational study was conducted with a sample of 282 employees working in customer service roles. The results revealed that Quiet Quitting is positively associated with intention to leave, with this relationship being mediated by Affective Organizational Commitment and Normative Organizational Commitment. In other words, lower levels of these forms of commitment partially explain the impact of Quiet Quitting on employees’ predisposition to leave the organization. Continuance Organizational Commitment, on the other hand, did not show a significant mediating effect in this relationship. Regarding Workload, the data did not support its role as a moderating variable, either in the direct relationship between Quiet Quitting and the dimensions of Organizational Commitment or in the indirect relationship with intention to leave. Thus, the findings highlight the need for organizational strategies that foster employees’ emotional engagement and identification with the organization’s values and objectives, in order to strengthen retention and reduce Quiet Quitting behaviors.
In an increasingly demanding professional environment, phenomena such as Quiet Quitting have raised growing concern within organizations, particularly due to their impact on employees’ intention to leave. This behavior is characterized by performing only the minimum required tasks, without a formal break from the organization, reflecting a decline in emotional engagement and commitment to work. Understanding this phenomenon becomes especially relevant in roles involving direct contact with the public, where performance and motivation are crucial for service quality and talent retention. The present study aimed to analyze the relationship between Quiet Quitting and intention to leave, considering the mediating role of the three dimensions of Organizational Commitment (affective, normative, and continuance) and the moderating effect of Workload on the relationship between Quiet Quitting and Organizational Commitment, as well as between Quiet Quitting and intention to leave. Based on this objective, a quantitative, correlational study was conducted with a sample of 282 employees working in customer service roles. The results revealed that Quiet Quitting is positively associated with intention to leave, with this relationship being mediated by Affective Organizational Commitment and Normative Organizational Commitment. In other words, lower levels of these forms of commitment partially explain the impact of Quiet Quitting on employees’ predisposition to leave the organization. Continuance Organizational Commitment, on the other hand, did not show a significant mediating effect in this relationship. Regarding Workload, the data did not support its role as a moderating variable, either in the direct relationship between Quiet Quitting and the dimensions of Organizational Commitment or in the indirect relationship with intention to leave. Thus, the findings highlight the need for organizational strategies that foster employees’ emotional engagement and identification with the organization’s values and objectives, in order to strengthen retention and reduce Quiet Quitting behaviors.
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Keywords
Quiet Quitting Intenção de saída Compromisso Organizacional Carga de Trabalho