Abstract
ABSTRACT The prevalence and harmful impact of employee quiet quitting behaviours in organizational settings call for more research, yet the lack of understanding, conceptualization, and tailored measures hinder progress in addressing this issue effectively. To fill this gap, this study utilized a multiphase process to conceptualize and develop a measure of employee quiet quitting behaviours that is applicable in organizational settings. Using three samples from service organizations, we developed a reliable scale called the Quiet Quitting Scale (QQS), with a unidimensional factor structure replicated across three separate samples. The scale exhibits both convergent and discriminant validity, and criterion-related validity is demonstrated through the scale’s relation with employee disengagement, dissatisfaction, job stress and work alienation. Overall, the QQS is found to be a reliable and valid measure, while the quiet quitting construct offers important theoretical and practical implications.
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