Combating Quiet Quitting: Implications for Future Research and Practices for Talent Management


Gen Z; Great resignation; Nonattendance behavior; Quiet Quitting; Turnover; Work–life balance; Workforce management


Purpose: This paper aims to offer viewpoints on the emergence of Quiet Quitting. Particularly, this paper reviews the reasons behind the phenomenon and analyzes its potential influences on the hospitality workforce. This study also proposes theory-driven solutions addressing this issue. Design/methodology/approach: This paper is based on the relevant literature, industry reports and a critical reflection of the authors’ experiences, research and insights. Findings: This paper reveals that Quiet Quitting can be a major obstacle for the hospitality business to reach service excellence. This paper also finds that Quiet Quitting is driven by several antecedents and correlates and affects employees, customers and various businesses in the hospitality and tourism industries. Practical implications: This paper proposes several suggestions to properly address this issue, including enhancing the person–organization fit, work flexibility and employee well-being. Originality/value: Quiet Quitting emerged as a new trend among the young workforce shortly after the pandemic. Despite the popularity of such odd terminology, academic discussions surrounding this issue have been limited. As one of the early attempts, this paper offers a critical analysis of the phenomenon and actional insights to respond to this ongoing challenge.

Publication Date


Original Citation

Liu-Lastres, B., Karatepe, O. M., & Okumus, F. (2024). Combating quiet quitting: implications for future research and practices for talent management. International Journal of Contemporary Hospitality Management, 36(1), 13–24.

Document Type




Source Title

International Journal of Contemporary Hospitality Management






Rosen College of Hospitality Management


Rosen College of Hospitality Management

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