The Mediating Role of Quiet Quitting in the Effect of Workplace Incivility on Organizational Cynicism and Burnout

Abstract

Purpose - This study is designed to examine the adverse effects of workplace incivility on employees. Specifically, it investigates the impact of workplace incivility on organizational cynicism and burnout levels, while also exploring the mediating role of quiet quitting in these relationships. By identifying the critical dynamics that influence employee behavior within organizations, the study aims to contribute both theoretically and practically to the relevant body of literature.
Design/ methodology/approach - The study was conducted with 409 employees working in SMEs operating in the province of Kırşehir. Data were collected using the Workplace Incivility Scale, the Organizational Cynicism Scale, the Burnout Scale, and the Quiet Quitting Scale. The analyses were carried out through structural equation modeling using the Smart-PLS software. Mediation effects were tested using the bootstrap method.
Findings - The findings indicate that workplace incivility has a positive and significant effect on both organizational cynicism and burnout. Furthermore, quiet quitting was found to play a partial mediating role in both relationships (VAF: 67% for burnout; 52% for organizational cynicism).
Discussion - The results suggest that fostering a culture of civility alone is insufficient within organizations. Structural and managerial interventions that promote employee engagement and voluntary contribution, while reducing tendencies toward quiet quitting, are also necessary. The study contributes to the organizational behavior literature by highlighting the importance of civility in workplace relationships and by clarifying the association between quiet quitting and negative organizational attitudes.