How Broken Workplace Promises Are Fueling the Rise of Quiet Quitting
Quiet quitting has been one of the most talked-about workplace trends over the last few years, and for good reason. With at least 50% of the U.S. workforce estimated to be quiet quitting in 2023 according to Gallup, the idea of employees doing only what their job requires—no more, no less—has become a mainstream topic in business discussions. A new study from Bowling Green State University (BGSU) adds important clarity to why employees disengage in this way, and the findings point to something deeper than laziness, lack of loyalty, or generational stereotypes.
This new research suggests that broken workplace promises—specifically those related to job characteristics and fairness—play a major role in whether employees choose to quietly step back from putting extra effort into their jobs. And when those promises are kept, quiet quitting becomes far less likely. The study also highlights how quiet quitting affects broader behaviors in the workplace, including how willing employees are to help coworkers or how likely they are to engage in actions that hurt organizational performance.
Below is a clear, detailed breakdown of what the research uncovered, why it matters, and what it means for the future of workplace culture. Additional sections explore what quiet quitting is, why it became such a big trend, and what other research says about it. Everything is written in a straightforward, friendly tone so readers can understand both the study and the bigger picture around the topic.
What the New Study Found About Quiet Quitting
The research was conducted by Truit Gray, an assistant professor in the Schmidthorst College of Business at BGSU. The paper, published in the journal Human Resource Management, focuses on the concept of psychological contracts—the unspoken agreements and expectations employees believe their employers have made with them.
Across the study, the key idea is simple: workers decide how much effort to invest in their jobs based on whether their organization lives up to its promises. These promises relate to things like:
- Skill variety (having opportunities to use different skills rather than doing repetitive tasks)
- Autonomy (having meaningful control over how work gets done)
- Fairness in workplace treatment, decision-making, and policies
When employees feel these promises have been kept, they are:
- Less likely to quiet quit
- More likely to engage in organizational citizenship behaviors such as mentoring new employees, helping coworkers, volunteering for tasks, or contributing to positive workplace culture
- Less likely to engage in counterproductive work behaviors—actions that harm productivity, team dynamics, or organizational performance
On the other hand, when an organization fails to meet these expectations—what the study calls psychological contract breach—employees are more likely to choose quiet quitting as a response. And from there, the consequences ripple outward.
Quiet quitters, according to the study’s findings, are:
- More likely to engage in behaviors that hurt the organization
- Less likely to go beyond minimum requirements
- Less likely to help colleagues or offer extra support
The researchers emphasize that this becomes a cycle: broken promises lead to withdrawal, which then leads to outcomes that negatively affect teams, performance, and organizational health.
One important detail from the study is that the reduction in quiet quitting was directly tied to promise fulfillment, meaning organizations can do something about it. If employees believe their workplace is fair and that promised job characteristics are reflected in their daily experience, quiet quitting becomes less of a threat.
Why This Research Matters for HR Departments
A major takeaway from the study is the changing role of HR. The researchers argue that HR professionals need to be more active and involved in the organizational structure. Instead of being a department that only handles hiring, benefits, or compliance, HR must play a role in:
- Ensuring fairness
- Designing jobs that offer skill variety and autonomy
- Clearly communicating expectations
- Preventing psychological contract breaches
- Monitoring employee perceptions of organizational promises
The study highlights that many quiet-quitting behaviors originate not from employees wanting to do less, but from organizations unintentionally breaking promises or failing to maintain fairness.
For HR leaders, managers, and executives, the message is straightforward:
To reduce quiet quitting, keep your promises.
This includes both explicit promises (such as workload, job role, or development opportunities) and unspoken ones (such as respect, transparency, and support).
What Quiet Quitting Really Means
Quiet quitting is often misunderstood. Many viral social media discussions have suggested it means slacking off or doing a bad job, but academic research—including this new study—makes a key distinction.
Quiet quitting is intentional, and it involves employees choosing to do exactly what their formal job description requires. They are not underperforming; they are doing the agreed amount of work without taking on “extra” tasks that go beyond the contract.
It’s not the same as:
- Laziness
- Low skill
- Poor performance
- Misconduct
Instead, it is a form of self-protection or boundary-setting in response to unmet expectations, burnout, or organizational inconsistency.
Why Quiet Quitting Became So Common
Although this specific study focuses on promises and fairness, quiet quitting became widespread for several reasons, including:
- Burnout after the COVID-19 pandemic
- Wage stagnation despite rising corporate profits
- Increased workloads due to layoffs or understaffing
- Work-life balance shifts, especially among younger workers
- A decline in trust between employees and employers
- A reevaluation of priorities, where employees focus on mental health and personal life
The BGSU research adds a new dimension to this discussion by showing that fairness and promise-keeping play a major role in how employees decide to engage.
What Other Studies Say About Quiet Quitting
Other researchers have explored similar ideas. For example:
- Some studies show employees quiet quit when they feel they lack control in uncertain environments.
- Literature reviews from recent years argue quiet quitting occurs when workplace stressors trigger psychological withdrawal.
- Many researchers note that quiet quitting is heavily influenced by organizational culture, not just individual attitudes.
Together with the BGSU findings, it creates a more complete picture: quiet quitting isn’t a random trend—it’s a response to structural factors in the workplace.
Final Thoughts
This new research adds important clarity to the conversation about quiet quitting. Rather than blaming employees for disengaging, the findings point to organization-driven factors, especially fairness and promise-keeping. When companies follow through on their commitments and maintain a fair work environment, employees are more likely to stay engaged, contribute positively, and avoid withdrawing into minimum-effort behaviors.
Quiet quitting isn’t just an individual behavior—it’s a reflection of how well an organization maintains trust with its people. And based on this study, that trust is built through consistent fulfillment of workplace promises.
Research Paper:
That’s Not What I Was Promised! Psychological Contracts and Quiet Quitting (Human Resource Management, 2025)
