Research from Bowling Green State University highlights a concerning trend in the workplace: the phenomenon known as “quiet quitting.” Defined as employees performing only the minimum job requirements, this trend affects at least 50% of the U.S. workforce as of 2023, according to data from Gallup. The study, led by Assistant Professor Truit Gray, investigates how broken promises within organizations contribute to this issue and suggests ways to enhance employee engagement.
Understanding the Impact of Psychological Contracts
The research underscores the importance of psychological contracts—implicit agreements between employees and employers regarding job expectations. Gray’s findings indicate that when employees perceive their organizations as fulfilling promises related to job characteristics, such as skill variety and autonomy, they are significantly less likely to engage in quiet quitting. This sense of fulfillment not only reduces the incidence of disengagement but also encourages positive behaviors, such as mentoring new hires and taking on additional responsibilities.
Conversely, when organizations fail to uphold these promises, the likelihood of quiet quitting increases. Employees may then resort to counterproductive work behaviors, which can harm overall workplace morale and productivity. This cycle highlights the crucial role of human resources in fostering a more engaged workforce.
The Role of Human Resource Departments
As the landscape of quiet quitting continues to evolve, Gray emphasizes the need for human resource professionals to adopt a proactive approach. HR departments should focus on enhancing communication and transparency to ensure that employees feel valued and supported. By addressing the factors that contribute to broken promises, organizations can minimize the risk of disengagement and cultivate a more committed workforce.
The implications of Gray’s research are significant, particularly as quiet quitting poses ongoing challenges across various industries. As workplaces adapt to these dynamics, fostering a culture of trust and accountability will be essential in preventing the detrimental effects of quiet quitting.
The findings are detailed in the academic journal Human Resource Management, reflecting the importance of continued research in understanding workplace behavior and employee engagement.
For further details, refer to the study: Truit W. Gray et al, “That’s Not What I Was Promised! Psychological Contracts and Quiet Quitting,” Human Resource Management (2025). DOI: 10.1002/hrm.70011.
