Turning the Tide: Cultivating Conditions for the Shift from Quiet Quitting to Quiet Thriving - A Research Framework

Abstract

The phenomenon of "quiet quitting" – employees disengaging psychologically and reducing effort to the bare minimum – has emerged as a significant challenge to organizational health and productivity. Conversely, "quiet thriving" represents a state of positive, sustainable engagement where employees find intrinsic motivation, fulfillment, and well-being within their roles without necessarily seeking external validation or dramatic career moves. This paper proposes a research framework to investigate the organizational and individual conditions that facilitate the shift from quiet quitting to quiet thriving. Drawing on theories of work engagement, psychological safety, self-determination, and job crafting, we outline key research questions, potential methodologies, and hypothesized antecedents. We argue that cultivating environments fostering autonomy, competence, relatedness, psychological safety, meaningful work, and sustainable work practices is crucial for this positive transition, ultimately benefiting both employee well-being and organizational performance.