The Influence of Employee Engagement, Transformational Leadership, and Workload on Quiet Quitting Among Gen Z Employees

Evita Novilia; Gleydis Harwida; Samlatul Izzah; Cepy Nurmalia Wahyuningtias; Nur Hasan

doi:10.55927/ijis.v5i1.824

Authors

Evita Novilia Nahdlatul Ulama University Blitar
Gleydis Harwida Nahdlatul Ulama University Blitar
Samlatul Izzah Nahdlatul Ulama University Blitar
Cepy Nurmalia Wahyuningtias UIN Sayyid Ali Rahmatullah Tulungagung
Nur Hasan Nahdlatul Ulama University Blitar

DOI:

https://doi.org/10.55927/ijis.v5i1.824

Keywords:

Employee Engagement, Transformational Leadership, Workload, Quiet Quitting, Generation Z

Abstract

The phenomenon of quiet quitting is increasingly found among Generation Z employees, especially in high-demand service sectors such as coffee shops. The purpose of this study is to examine how workload, transformational leadership, and employee engagement affect Generation Z workers' quiet resignation at local coffee shops in Blitar City. This study employs an explanatory research design and a quantitative methodology. 130 respondents completed questionnaires to gather data, which were then analyzed using multiple linear regression. The results show that employee engagement, transformational leadership, and workload simultaneously have a significant effect on quiet quitting. Partially, employee engagement and transformational leadership have a negative effect on quiet quitting, while workload has a positive effect on quiet quitting. These findings confirm that quiet quitting is a multidimensional phenomenon influenced by individual, leadership, and job characteristics. This study recommends managing employee engagement, implementing transformational leadership, and regulating proportional workloads as key strategies in reducing quiet quitting among Generation Z employees

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