Quiet Quitting as a Symptom: Testing the Role of HRM System Gaps Versus Motivational Decline

Quiet quitting — where employees meet basic job requirements but withdraw discretionary effort — is an increasingly observed workplace phenomenon. This study examined whether quiet quitting is primarily a symptom of declining employee motivation or of gaps in the human resource management (HRM) system. A cross-sectional survey of 600 employees across multiple sectors in Lebanon was analyzed using structural equation modeling (SEM). The integrated dual-path model achieved a good fit to the data (χ²/df = 2.48, CFI = 0.943, RMSEA = 0.059), indicating that the SEM results are within acceptable thresholds for model fit, and SEM results revealed partial support for H1(HRM system factors had a weaker direct effect), full support for H2 (intrinsic motivation was the strongest negative predictor of quiet quitting), and support for H3(Burnout significantly mediated the HRM gaps–quiet quitting link). Overall, quiet quitting was better explained by waning employee motivation than by HRM system deficiencies, though a lack of organizational support (e.g., low employee voice) still contributed. These findings underscore that quiet quitting represents both an individual coping response and a reaction to organizational shortcomings, highlighting the need for organizations to bolster employee engagement and well-being while addressing key HRM gaps to mitigate quiet quitting.