Combating quiet quitting: implications for future research and practices for talent management

Abstract

PurposeThis paper aims to offer viewpoints on the emergence of Quiet Quitting. Particularly, this paper reviews the reasons behind the phenomenon and analyzes its potential influences on the hospitality workforce. This study also proposes theory-driven solutions addressing this issue.Design/methodology/approachThis paper is based on the relevant literature, industry reports and a critical reflection of the authors’ experiences, research and insights.FindingsThis paper reveals that Quiet Quitting can be a major obstacle for the hospitality business to reach service excellence. This paper also finds that Quiet Quitting is driven by several antecedents and correlates and affects employees, customers and various businesses in the hospitality and tourism industries.Practical implicationsThis paper proposes several suggestions to properly address this issue, including enhancing the person–organization fit, work flexibility and employee well-being.Originality/valueQuiet Quitting emerged as a new trend among the young workforce shortly after the pandemic. Despite the popularity of such odd terminology, academic discussions surrounding this issue have been limited. As one of the early attempts, this paper offers a critical analysis of the phenomenon and actional insights to respond to this ongoing challenge.