The Impact of Quiet Quitting on Work Productivity and Organizational Culture Among Gen Z Employees in the Private Sector in Banjarmasin

Marezza Putri  Anggreani; Neti Rosiana Fadilah; Julia Anggraeni

doi:10.59890/ijgsr.v4i8.318

Authors

Marezza Putri Anggreani Asmi Citra Nusantara
Neti Rosiana Fadilah Asmi Citra Nusantara
Julia Anggraeni Asmi Citra Nusantara

DOI:

https://doi.org/10.59890/ijgsr.v4i8.318

Keywords:

Quiet Quitting, Work Productivity, Organizational Culture, Generation Z, Private Sector, Banjarmasin

Abstract

The entry of Generation Z into the workforce has triggered a shift in value orientation that emphasizes work-life balance and mental health. When these values clash with hustle culture and local socio-cultural norms like ewuh pakewuh in the private sector of Banjarmasin City, the phenomenon of quiet quitting emerges as a form of passive protest. This causal associative quantitative study aims to analyze the influence of quiet quitting on Work Productivity and Organizational Culture, both partially and simultaneously, among Generation Z employees in the private sector of Banjarmasin City. The study collected a sample of 120 respondents selected through purposive sampling with the criteria of Gen Z employees who have worked for at least one year. Data was collected through a 5-point Likert scale questionnaire that was tested for validity and reliability, then analyzed using simple linear regression and Multivariate Analysis of Variance (MANOVA). The partial hypothesis test results showed that quiet quitting has a negative and significant effect on Work Productivity (t=-6.842; p=0.000) and Organizational Culture (t=-5.915; p=0.000). Simultaneously, the MANOVA analysis confirmed that quiet quitting has a significant effect on Work Productivity and Organizational Culture (Wilks' Lambda=0.688; F=26.524; p=0.000). Withdrawal of discretionary effort and refusal to take on extra tasks has been proven to undermine daily operational efficiency and harm the collaborative-based Organizational Citizenship Behavior (OCB) climate. This study concludes that quiet quitting is a systemic threat that undermines corporate resilience. Managerial implications suggest HR practitioners should redesign workload distribution, put an end to hustle culture, and transform leadership to be more empathetic and responsive to the psychological well-being of young workers

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