Keep Up the Good Work... or Else! Exploring Supervisor Responses to Quiet Quitting
这篇概念论文运用归因理论，分析主管如何应对员工只做最低限度工作（安静辞职）并停止额外付出（组织公民行为），解释主管的负面反应及归因过程，对人力资源管理者有参考价值。
ABSTRACT A Google search of “quiet quitting” yields over 350 million results, which is remarkable given that the term is only a few years old. Although quiet quitting is a relatively new trend, the concept it describes—an employee's conscious decision to do the bare minimum in their job rather than going above and beyond—is familiar to researchers who have investigated organizational citizenship behavior (OCB). However, for those interested in the effective management of human resources, what is important—yet unknown—is how managers respond to employees who engage in quiet quitting. Therefore, in this conceptual paper, we use attribution theory to explore supervisor responses to employees who engage in quiet quitting and subsequently withhold OCB. We propose that supervisors will generally have negative reactions to employees' withholding OCB, but we further explain how evaluations of locus, controllability, and stability and principles of discounting and augmenting influence supervisor attributions. Finally, implications for human resource theory, research, and practice are discussed.