Quiet Quitting vs. Active Disengagement: Understanding the Modern Employee Mindset

Gauri Srivastava; Sanjoli Kedia

doi:10.55524/ijirem.2026.13.2.26

Abstract

Technology, remote work, globalization and changing expectations of employees have had a huge impact on the modern-day workplace. Quiet quitting and active disengagement are among the growing trends in the workplace and have become a major concern for organizations across the world. Quiet quitting is when employees do only what they are supposed to do, and they do not do any discretionary work above and beyond the call of the duty. Active disengagement occurs when employees emotionally detach, lose motivation, and engage in negative behavior in the workplace. The study examined the distinction between quiet quitting and active disengagement, and the drivers, organizational impact and implications for employee engagement. This research design is qualitative and conceptual based on secondary data from academic journals, organizational reports, employee surveys and workplace studies. The results suggest that burnout, poor leadership, lack of recognition, poor work-life balance and limited growth opportunities at work are the key drivers of employee disengagement. The study also finds that quiet quitting is usually associated with boundary-setting and work-life balance, while active disengagement is an indicator of deeper dissatisfaction and emotional disconnection from the organization’s goals. This paper says both behaviors are bad for organizational productivity, employee morale, workplace culture and long-term sustainability. However, active disengagement is more serious problem for an organisation as it has adverse effects on teamwork and relationships at workplace. The research points to the importance of supportive leadership, recognition of employees, flexible work policies, mental health support and the opportunities for career development to improve employee engagement. The research finds that organizations should implement employee-centered management practices to build a positive and sustainable workplace environment to reduce disengagement.

Keywords

Quiet Quitting, Active Disengagement, Employee Engagement, Burnout, Workplace Culture, Organizational Behavior, Employee Mindset

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Cites this article as

G. Srivastava, S. Kedia, "Quiet Quitting vs. Active Disengagement: Understanding the Modern Employee Mindset", International Journal of Innovative Research in Engineering and Management (IJIREM), Vol-13, Issue-2, Page No-207-212, 2026. Available from: https://doi.org/10.55524/ijirem.2026.13.2.26

Corresponding Author

Gauri Srivastava

MBA Scholar, Department of Management, Motilal Nehru Institute of Research and Business Administration, Allahabad University, Prayagraj, Uttar Pradesh, India

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