The relationship between work stress and quiet quitting among generation Z employees

Karissa  Veren; Zamralita Zamralita; Ismoro Reza Prima Putra

doi:10.55942/pssj.v6i1.1012

Authors

Karissa Veren Universitas Tarumanagara
Zamralita Zamralita Universitas Tarumanagara https://orcid.org/0009-0001-7779-502X
Ismoro Reza Prima Putra Universitas Tarumanagara

DOI:

https://doi.org/10.55942/pssj.v6i1.1012

Keywords:

Challege stress, hindrance stress, Quiet Quitting, gen z, employees

Abstract

Quiet quitting represents a phase of disengagement in which employees continue to work but limit their efforts strictly to job descriptions. When this occurs on a massive scale, it hinders innovation, increases workload for engaged employees, and contributes to stagnant organizational growth. Previous studies have shown that quiet quitting is prevalent among Gen Z and is influenced by work stress. Work stress consists of challenge and hindrance stress, which affect individual performance differently. High levels of stress can also reduce productivity and lead to organizational losses. Therefore, further research is necessary to understand the relationship between these two types of work stress and quiet quitting. This study aims to examine the relationship between challenge stress, hindrance stress, and quiet quitting among Gen Z employees in Indonesia. A quantitative correlational design was used. The sample consisted of 212 Gen Z employees in Indonesia, selected through convenience sampling. Data were collected through an online survey using the Challenge and Hindrance-related Self-Reported Stress Scale by Cavanaugh et al. (1998) and the Quiet Quitting Scale by Galanis et al. (2023). The C-HSS contained 11 items, while the QQS comprised eight items, showing acceptable internal consistency (α>0.600). The results indicate that challenge stress is negatively correlated with quiet quitting, whereas hindrance stress is positively correlated. Challenge stress tends to enhance motivation and reduce quiet quitting tendencies, whereas hindrance stress increases withdrawal behaviors. These findings provide insights for organizations to develop strategies for managing Gen Z employees’ work-related stress and maintaining their engagement levels.

Author Biographies

Karissa Veren, Universitas Tarumanagara

Karissa Veren is an undergraduate student in the Psychology Department at Tarumanagara University, Indonesia. Her academic interests focus on organizational psychology, particularly employee behavior among Indonesian employees. She has conducted research examining the overview of quiet quitting among Millennials dan Gen Z employees contributing to the growing body of literature on employee engagement.

Zamralita Zamralita, Universitas Tarumanagara

Dr. Zamralita, M.M., Psychologist is the Head of the Undergraduate Psychology Program at Tarumanagara University, Indonesia. She earned her Bachelor’s degree in Psychology and professional qualification as a Psychologist from Universitas Padjadjaran in 1993, followed by a Master’s degree in Management from the Faculty of Economics and Business at Universitas Padjadjaran in 2001, specializing in Human Resource Management. She later completed her Doctoral degree in Psychology at the same university in 2013. With extensive teaching experience since 1997, she has taught various undergraduate and graduate courses, including Fundamentals of Psychological Assessment, Psychodiagnostics, Organizational Behavior, and Career Guidance. Her research interests focus on positive work behavior, such as work engagement, organizational commitment, quality of work life, and psychological capital.

Ismoro Reza Prima Putra, Universitas Tarumanagara

Ismoro Reza Prima Putra is affiliated with Faculty of Psychology, Tarumanagara University.

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