No open-access location is known for this record yet.
No open-access location is known for this record yet.
The majority of interpretations of quiet quitting typically portray it negatively, emphasizing its potential harm to morale, productivity, and engagement within organizations and society. Interestingly, when examining this phenomenon at the individual level, arguments supporting its positive aspects emerge. Organizational sciences often frame quiet quitting in a negative light, prioritizing organizational interests over individual needs, perpetuating a tension within Human Resource Development (HRD) between employee and organizational priorities. This paper advocates for a nuanced, multilevel approach to quiet quitting, challenging the conventional negative perspective. Drawing on Garavan et al.’s (2004) multilevel HRD framework, we explore how quiet quitting can benefit both individuals and organizations across individual, organizational, and societal levels. By reconceptualizing quiet quitting in this way, we aim to stimulate further HRD research while reaffirming the discipline’s humanistic roots.
Loading…
Stored only when both papers are in the corpus — 20 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
Imported from OpenAlex (CC0) — nothing here is generated.