HANA CITRA PUTRI NAWANGSARI, MUHAMMAD AZHARI, ARDI ARDI, RICHARD A. SUNARJO, SYLVIA SAMUEL
DOI: https://doi.org/This study investigates how quiet quitting mediates the relationships between key organizational factors workload, perceived organizational support, and leadership style and turnover intention among Generation Z banking employees in Indonesia, with psychological contract violation serving as a moderator. Using data collected from 217 respondents through an online Likert-scale survey, the analysis employed Structural Equation Modeling (SEM). Results reveal that heavy workload significantly increases quiet quitting (β = 0.421, p < .01), whereas strong organizational support and effective leadership significantly reduce it (β = –0.404, p < .01; β = –0.405, p < .001). Quiet quitting, in turn, significantly raises turnover intention (β = 0.277, p < .01). Moreover, workload directly increases turnover intention, while organizational support and leadership exert direct negative effects. The moderating analysis indicates that psychological contract violation amplifies the relationship between quiet quitting and turnover (β = 0.420, p < .001). These findings suggest that disengagement arises as an adaptive response to high demands and low support, but when employees perceive broken promises, this disengagement more readily leads to resignation intention. The study contributes to the literature on employee withdrawal by identifying quiet quitting as a key mediating mechanism and psychological contract violation as a crucial boundary condition shaping turnover behavior.
