An analysis of quiet quitting from the perspective of psychological capital theory

Purpose This article aims to explore the phenomenon of quiet quitting in the context of small and medium-sized enterprises (SMEs) by applying the theoretical framework of psychological capital, in order to better understand the psychological mechanisms underlying employees' altered engagement. Design/methodology/approach The research method is based on an exploratory qualitative study involving 24 interviews in French SMEs that had experienced at least one case of quiet quitting. Findings Two processes of quiet quitting were identified: a temporary or cyclical decline in engagement affecting optimism and hope but preserving self-efficacy and resilience; and de facto quiet quitting resulting from deterioration in optimism and hope, followed by self-efficacy and resilience. Practical implications By leveraging insights from psychological capital theory, this study offers practical guidance for managers and employees in SMEs to recognise early signs of quiet quitting and implement proactive strategies to mitigate its potentially detrimental effects on individual and organisational performance. Originality/value By drawing on psychological capital theory and four resources – hope, self-efficacy, resilience and optimism – the authors shed light on a little explored phenomenon found in SMEs: quiet quitting. Given the specific characteristics of SMEs, the authors highlight two processes, thereby improving our understanding of this phenomenon.