A Csendes kilépés és a szervezeti elkötelezettség kapcsolata Egy szakirodalomkutatás eredményei

Absztrakt

„Quiet quitting” (QQ) has become a salient challenge for organizations in the post- COVID-19 labor market, while its theoretical framing and links to organizational commitment are discussed in a rapidly growing but heterogeneous literature. This study synthesizes secondary evidence on the relationship between QQ and organizational commitment as conceptualized by the Meyer–Allen model. Following PRISMA guidelines, we searched Web of Science and Scopus using „quiet quitting” AND commitment (September, 2025). After duplicate and format screening, 55 records entered prescreening; applying content and access criteria, 14 studies were included for in-depth analysis. Findings consistently indicate that affective (and, in many cases, normative) commitment is negatively associated with QQ, whereas continuance commitment typically does not reduce the likelihood of withdrawal behavior. Mechanisms amplifying QQ include low perceived control, work overload/burnout, and psychological contract breach; psychological safety emerges as a protective factor. The results align with Social Exchange Theory (SET) and the Conservation of Resources (COR) framework, suggesting that reduced engagement functions as a resource-protection strategy under dissatisfaction.