This thesis aims to investigate the phenomenon of "quiet quitting" in the workplace through a qualitative research approach. Quiet Quitting refers to an employee's decision to disengage and withdraw from their job without openly expressing their discontent or actively seeking alternative employment. The study employs qualitative research methods to delve into the experiences, perceptions, and motivations of individuals who have engaged in Quiet Quitting behaviors or have witnessed Quiet Quitting. The research design includes in-depth interviews with a diverse sample of employees who have demonstrated signs of quiet quitting. The interviews explore their subjective experiences, emotions, and the underlying factors contributing to their decision to silently disengage from their work. Thematic analysis is employed to identify recurring patterns, themes, and categories that emerge from the qualitative data. The findings shed light on the multifaceted nature of quiet quitting and its implications for both employees and organizations. This thesis explores the following issues, including workplace dissatisfaction, burnout, lack of recognition, organizational culture, and perceived lack of growth opportunities. Additionally, the study examines coping mechanisms and strategies employed by employees to navigate the decision to quietly quit their jobs. The results of this research have practical implications for organizations aiming to improve employee engagement, retention, and well-being. By gaining a deeper understanding of the factors contributing to quiet quitting, organizations can proactively identify and address potential issues, foster a healthier work environment, and enhance employee satisfaction.

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