SynthesisJournal of nursing management2026
Quiet Quitting in the Healthcare Workforce: A Systematic Review of Organisational Drivers and Managerial Implications.
Synthesis in Journal of nursing management, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers, 1 of them a synthesis that pooled it.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
2 citing papers in PubMed, 1 synthesis or guideline pooled it.
- Quiet Quitting in the Healthcare Workforce: A Systematic Review of Organisational Drivers and Managerial Implications.Journal of nursing management · 2026Pooled it
- Investigation of Quiet Quitting and Professional Quality of Life Among Nursing Staff at a General Hospital: A Single-Site Cross-Sectional Study.Healthcare (Basel, Switzerland) · 2026Article
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
2 authors.
Funding
Abstract
backgroundQuiet quitting refers to employees limiting their efforts to core job responsibilities without engaging in extra-role activities. Quiet quitting is a relevant social issue, and it represents a deeper pattern of disengagement driven by perceived undervaluation, workload pressures and organisational disconnection. In healthcare, this phenomenon is particularly critical given its potential impact on workforce sustainability, job satisfaction and quality of care.
objectivesTo synthesise evidence on quiet quitting among hospital healthcare workers, with a specific focus on identifying and critically analysing its organisational and occupational drivers, as well as its prevalence and associated sociodemographic factors.
methodsA systematic search of PubMed, Scopus and EBSCO (CINAHL, PsycINFO, PsycArticles, Psychology and Behavioural) was conducted for quantitative studies published in English between January 2015 and August 2025. Eligible studies assessed quiet quitting in healthcare workers using validated instruments or single-item indicators. Methodological quality was assessed with the Joanna Briggs Institute checklist. Data were narratively synthesised. The protocol was registered in PROSPERO (CRD420251114378) in August 2025.
resultsFourteen cross-sectional studies including 8279 healthcare workers were included. Reported prevalence of quiet quitting ranged from 46.1% to 74.4%. Burnout, job dissatisfaction, work stress, leadership style, organisational support and work environment were consistently associated with higher levels of QQ. Conversely, engaging leadership, supportive environments and higher emotional intelligence were linked to lower quiet quitting. Evidence regarding demographic correlates was heterogeneous; some studies suggested higher prevalence among younger workers, including Generation Z. Most studies were rated as moderate to high quality.
conclusionsQuiet quitting is common among healthcare workers and appears to be influenced by occupational and organisational factors. Findings should be interpreted with caution due to the cross-sectional designs, heterogeneous measurement approaches and limited cross-cultural validation. Future longitudinal and interventional studies should examine whether and how quiet quitting affects workforce sustainability, care quality and patient outcomes across diverse healthcare settings. IMPLICATIONS FOR NURSE LEADERS: Nurse leaders and managers should address quiet quitting through participatory and empowering leadership, shared governance, professional recognition, organisational support, and fair staffing and workload allocation. Creating psychologically safe and supportive work environments that foster teamwork, well-being and engagement may strengthen nurses' sense of belonging, reduce disengagement and support workforce retention and sustainability.
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Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.