Quiet quitting in the era of hybrid work: A qualitative study on work motivation among generation Z

Abstract

With the growing prevalence of hybrid work, the phenomenon of quiet quitting has emerged as a critical challenge, particularly among Generation Z employees who seek purpose, autonomy, and work-life balance. This qualitative study aims to explore the motivational experiences of Gen Z employees in hybrid work environments and how these experiences relate to quiet quitting. Self-Determination Theory serves as a conceptual lens through which patterns emerge from the data. Data were collected through in-depth interviews and focus group discussions with 33 Gen Z employees and 05 managers working in hybrid roles across various industries in Vietnam. Thematic analysis was employed to identify patterns related to intrinsic and extrinsic motivation and their connection to the quiet quitting phenomenon. This study uncovers key findings: (1) intrinsic motivation is weakened by social isolation and limited career growth, (2) extrinsic rewards alone are insufficient to sustain long-term engagement, and (3) leadership strategies play a pivotal role in mitigating disengagement. The study provides actionable recommendations for organizations, emphasizing the need for structured career development, enhanced recognition programs, and leadership approaches tailored to the expectations of Gen Z employees. These insights contribute to the evolving discourse on workplace motivation, offering a foundation for future research on employee engagement strategies in hybrid and remote work settings.