Study links quiet firing to higher rates of quiet quitting in oil industry
A new study published in the International Journal of Business Information Systems finds that employers in the oil and gas sector who engage in quiet firing see increased levels of quiet quitting among their staff.
Research findings on workplace dynamics
The research indicates a positive relationship between employer actions and employee withdrawal behaviors. As instances of quiet firing rise, employees are more likely to limit their work to formal duties only. This trend suggests that management practices directly contribute to workforce disengagement rather than individual motivation issues alone.
Role of social capital in teams
Strong workplace relationships can weaken the link between these two negative practices. The study defines social capital as networks and trust that help people cooperate effectively. When such connections exist, the impact of quiet firing on employee withdrawal becomes less severe.
Implications for human resources
Human resource managers should consider how organizational behavior affects turnover rates. Attention must shift from viewing disengagement as a personal problem to examining broader company actions. Withholding support or creating undesirable environments may indirectly encourage workers to leave.
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