Quiet Quitting Management and Its Consequences on Deviant Workplace Behaviors: The Mediating Role of Job Identity
Keywords:
Silent resignation, organizational deviant behaviors, job identity, human resource management, structural equation modeling.Abstract
This study aims to examine the effect of quiet quitting management on employees’ deviant behaviors considering the mediating role of job identity. This applied, descriptive-correlational study was conducted on 385 employees of the Social Security Organization of Tehran in 2025, selected through convenience sampling. Data were collected using the Quiet Quitting Scale (Galanis et al., 2023), Deviant Workplace Behavior Questionnaire (Bennett & Robinson), and Job Identity Questionnaire (Ashforth & Mael). Instrument reliability and validity were confirmed. Data analysis was performed through Structural Equation Modeling using SPSS and SmartPLS software. Results revealed that quiet quitting management significantly and negatively affected deviant workplace behaviors (β = −0.449). Quiet quitting management also had a significant negative effect on job identity (β = −0.445), while job identity exerted a strong negative influence on deviant behaviors (β = −0.652). Job identity partially mediated the relationship between quiet quitting management and deviant behaviors (indirect effect = −0.290). The model explained 62.7% of the variance in deviant behaviors and 60.3% of the variance in job identity. Effective management of quiet quitting combined with strengthening employees’ job identity plays a crucial role in reducing deviant workplace behaviors and enhancing organizational health.
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