AI Insight
This qualitative study of 12 South African Gen Z and Millennial employees examined the phenomenon of "quiet quitting," where workers limit effort to minimum job requirements. The research identified three main themes: behaviors characteristic of quiet quitting (withdrawal, minimal effort, career transition preparation), workplace value misalignment (inadequate compensation, limited growth, toxic environments), and potential organizational mitigation strategies (improved culture, development opportunities, recognition systems). The findings suggest quiet quitting in this sample is primarily driven by perceived misalignment between employee values and organizational practices, though the small sample size limits generalizability.
Why it matters
The research provides HR professionals and organizational leaders with actionable insights for addressing employee disengagement among younger workers through targeted interventions such as fostering inclusive cultures, enhancing development opportunities, and improving recognition systems. Understanding the motivations behind quiet quitting could help organizations reduce turnover and improve retention of Gen Z and Millennial employees.
Understand the Science
IntroductionQuiet quitting, whereby employees limit their effort to the minimum requirements of their job descriptions, represents an emerging form of voluntary disengagement that is particularly prevalent amongst Gen Z and Millennial employees. Despite growing global attention to this phenomenon, limited research addresses its contributing factors within the South African workplace context.MethodThis study employed an interpretivist qualitative approach using purposive and snowball sampling to conduct semi-structured interviews with 12 South African Gen Z and Millennial employees across various professional sectors. Data were analysed using Braun and Clarke’s reflexive thematic analysis framework.ResultsThree key themes emerged: (1) quiet-quitting behaviours and attitudes, encompassing withdrawal, minimal effort performance, career transition preparation, generational work attitudes, and digital distraction; (2) workplace value misalignment, encompassing inadequate compensation and recognition, limited growth opportunities, changing generational priorities, and toxic work environments; and (3) organisational strategies to mitigate quiet quitting, encompassing workplace culture and voice, detection and intervention, growth and development opportunities, well-being and work-life balance, and recognition and reward systems.DiscussionThe study contributes to theory by proposing a generational refinement of job embeddedness theory and introducing a motivational typology distinguishing protective and assertive orientations to quiet quitting. The findings suggest that, within this sample, quiet quitting amongst younger employees appears to be driven primarily by a perceived misalignment between employee values and organisational culture and practices, though the transferability of these patterns to other contexts requires further investigation. To address this, organisations could consider implementing strategies that foster inclusive cultures, provide development opportunities, and improve recognition systems. HR professionals and leaders may use these findings to implement targeted interventions to reduce disengagement and turnover risk amongst Gen Z and Millennial employees in South African workplaces.