Abstract:

Quiet quitting has become an increasingly salient phenomenon in contemporary organizations. This study examines whether employees’ quiet quitting can be influenced by coworkers’ job crafting. Grounded in social information processing theory and impression management theory, we propose a moderated mediation model in which supplication functions as a mediator and organizational zero-sum mindset moderates this indirect effect. Using two-wave time-lagged data from full-time Chinese employees (N = 344), results show that coworkers’ job crafting generally reduces quiet quitting. However, under a high zero-sum mindset, coworkers’ proactive behaviors are construed as competitive threats, thereby activating supplication and ultimately prompting quiet quitting. These findings reveal the double-edged effect of coworkers’ job crafting and advance understanding of the social and cognitive mechanisms underlying quiet quitting.

Please choose your submission type: Full Paper

Primary Track: Organisational Psychology

Keywords: Employee Health, Safety and Well Being at Work    ;Employee Attitudes and Motivations   ;Organizational Misbehaviour    ;Individual differences in organisations    ;Cognition in organisations   

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Mr. Juemin Fu