Quiet quitting in the Dominican Republic: the employers’ perspective

Abstract

Purpose This study aims to explore the phenomenon of “Quiet Quitting” from the perspective of employers in the Dominican Republic, particularly in the context of changes brought about by the COVID-19 pandemic. Design/methodology/approach From a qualitative approach, based on methods of Grounded Theory, in-depth interviews were conducted with managers from various sectors. The data were analysed using open, axial and selective coding techniques to identify emerging themes. Findings The study identifies four main scenarios contributing to quiet quitting: Social Disconnection, Stress and Anxiety, Re-evaluation of Priorities and Changes in Job Expectations. These factors indicate a significant shift in the employee–employer relationship post-pandemic. Research limitations/implications The exploratory nature of this study limits its generalizability. Practical implications Organizations can mitigate quiet quitting by implementing flexible work policies, promoting work-life balance and enhancing communication between supervisors and employees. Social implications Addressing quiet quitting can lead to improved employee well-being, higher productivity and a more positive work environment. Originality/value To the best of the authors’ knowledge, this research is the first to examine quiet quitting in the Dominican Republic from the employers’ perspective, providing unique insights into this understudied phenomenon in the region.