Journal of Human Resource Management

Journal of Human Resource Management

Designing a Model to Deal with "Quiet Quitting" in Government Organizations (Case study: Chaharmahal and Bakhtiari Governorate)

Document Type : Original Article

Authors
Marzieh Darvishzadeh Borujeni 1
Najmuddin Mousavi 2
Reza Sepahvand 2
Amirhoushang Nazarpouri 3
1 . Ph.D. Candidate, Department Management, Faculty of Economics and Management Sciences, University of Lorestan, Khorramabad, Iran.
2 Prof., Department of Management, Faculty of Economics and Management Sciences, University of Lorestan, Khorramabad, Iran.
3 Associate Prof., Department of Management, Faculty of Economics and Management Sciences, University of Lorestan, Khorramabad, Iran.
10.22034/jhrs.2025.516978.2396
Abstract
Background & Purpose: This study explores the phenomenon of quiet quitting in Iranian public sector organizations. It aims to identify the key contributing factors and consequences of this issue while offering practical strategies for its management and mitigation. The research seeks to raise awareness among managers, policymakers, and human resource scholars.
Methodology: The research is fundamental-applied in nature, with an interpretive approach and an exploratory mixed-method strategy. In the qualitative phase, data were collected through semi-structured interviews with 15 human resource experts and a literature review, and analyzed using thematic analysis. In the quantitative phase, a questionnaire based on Fuzzy Interpretive Structural Modeling (FISM) was used for analysis. The validity and reliability of the qualitative findings were confirmed using Cohen’s Kappa coefficient, which yielded a value of 0.86.
Findings: The study identified key factors influencing quiet quitting, its organizational consequences, and prioritized strategies to address the issue. The ISM analysis mapped the relationships among factors across four organizational levels. The MICMAC analysis revealed that "improving organizational culture,effective communication,employee professional development,clarifying job descriptions, reforming organizational policies, and enhancing leadership competencies" act as key drivers in reducing quiet quitting. This comprehensive model confirms the necessity of simultaneous action at strategic, structural, and individual levels to address quiet quitting.
Conclusion: By presenting a comprehensive and practical model for managing quiet quitting in Iran’s public organizations, this research offers strategies to mitigate its negative impacts. It also emphasizes the necessity of fundamental reforms in organizational structure and culture and management practices—reforms that can create a positive ripple effect throughout the administrative system and lay the groundwork for more effective human resource policymaking
Keywords
Quiet quitting
Silent resignation
Public sector organizations
Human resource management
Fuzzy interpretive structural modeling (FISM)
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Journal of Human Resource Management
Volume 15, Issue 2
Spring 2025
Pages 35-58

  • Receive Date 01 April 2025
  • Revise Date 05 May 2025
  • Accept Date 26 May 2025