A Model Proposal for the Relationship Between Organizational Alienation-Quiet Quitting
DOI:
https://doi.org/10.63556/ankad.v10i1.313Keywords:
Organizational alienation, quiet quitting, organizational behavior, covıd-19 pandemic, intra-organizational factorsAbstract
Organizational alienation and quiet quitting are critical concepts on the agenda in the organizational behavior literature. Organizational alienation, which describes the psychological detachment of employees from their organizations, stemming from feeling meaningless, worthless and unbelonging in their organizations, is a form of organizational behavior that reduces employees' productivity and efficiency. The restrictions implemented during the Covid-19 pandemic and the conditions established by organizations have been a significant factor in employees' alienation from their jobs. The concept of quiet quitting, which has become a global phenomenon after the pandemic, describes the reactive behaviors of employees such as performing only according to the definition and minimum requirements of the job, and affects many employees from different generations and cultures. The research data set analyzing the relationship between these two topics consists of 114 publications, published between 1980-2025 in Google Scholar, the YÖK Thesis Center, ProQuest, and Web of Science databases, identified through the keywords "Organizational Alienation" and "Quiet Quitting". The research concluded that organizational alienation is positively related to quiet quitting, quiet quitting is a result of organizational alienation, and other intra-organizational factors primarily affect quiet quitting by causing organizational alienation, and a model proposal was presented based on these results. The model is anticipated to form the basis for research and longitudinal studies that specifically target the empirical analysis of these concepts. On the other hand, the model also has the potential to guide organizational policies targeting quiet quitting behaviors. The research findings indicate that regulations designed to avert the quiet quitting process can only be possible on the basis of programs aimed at mitigating organizational alienation, which is the underlying source of this process.
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