Silent strategies: navigating the complex web of quiet firing and quiet quitting with social capital mediation

The workplace is expected to foster a shared sense of common objectives and direction among employees in order to encourage emotional bonding and promote high levels of engagement, rather than engaging in covert tit-for-tat strategies between employers and employees.This study aims to examine the effects of quiet firing on quiet quitting as covert workplace tactics.The results indicate that quiet firing exerts a significant positive influence on quiet quitting, and that social capital functions as a negative mediator in the relationship between quiet firing and quiet quitting.This study extends the emerging literature by providing an empirical examination of the relationship between quiet firing and quiet quitting, while identifying the mediating role of social capital.Thereby, it advances understanding of the mechanisms through which organisational practices influence employee withdrawal behaviours and offers evidence from the underexplored context of the Iranian oil, gas, and petroleum industry.

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