Doing just enough: the role of quiet quitting in the relationships between person–job fit and work outcomes

Purpose Grounded in the transactional model of stress and coping and conservation of resources theory, this study aims to examine quiet quitting (QQ) as a potential mechanism mediating the relationships between person–job (P–J) fit and both work engagement (WE) and work withdrawal (WW). Design/methodology/approach A total of 246 workers completed an online questionnaire assessing P–J fit, the tendency to engage in QQ behaviours, WE and WW. Mediation analyses were performed to test the hypothesised relationships. Findings The findings supported the hypothesised model: P–J fit was positively associated with WE and negatively associated with QQ and WW, while QQ partially mediated both relationships, suggesting that it may temporarily conserve resources but, if sustained, be associated with lower WE and greater WW. Practical implications Organisations should invest in P–J fit interventions (e.g. job redesign and role clarification) and train managers to recognise early QQ signals as opportunities for timely intervention. Promoting job crafting and resource-rich work environments can help shift employees from defensive WW towards WE. Social implications The findings highlight the social value of sustainable work environments and may inform labour policies aimed at regulating workloads and promoting workers’ well-being. Originality/value This study advances the emerging literature on QQ by positioning it within a resource-regulation framework. By focusing on the psychological mechanisms connecting perceived job misalignment with motivational and withdrawal-related outcomes, this study offers empirical evidence that QQ may reflect deeper processes of incongruence between employees and their jobs.