The interplay of psychological safety, quiet quitting, and employee resilience: a framework for sustainable workplace engagement

Anos Chitamba
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Anos Chitamba: Durban University of Technology

International Journal of Research in Business and Social Science (2147-4478), 2025, vol. 14, issue 5, 110-117

Abstract: Workplace dynamics have significantly evolved, leading to increased discussions around psychological safety, quiet quitting, and employee resilience. Psychological safety fosters an environment where employees feel comfortable expressing ideas, taking risks, and seeking support without fear of negative consequences. However, the emergence of quiet quitting, where employees disengage emotionally while meeting only minimal job requirements, raises concerns about workplace motivation and commitment. This conceptual paper explores the interplay between psychological safety, quiet quitting, and employee resilience, proposing a framework for sustainable workplace engagement. Drawing on existing theories in organizational behavior and psychology, this paper examines how fostering psychological safety can mitigate quiet quitting and enhance resilience among employees. The study further highlights strategies for organizations to build adaptive work cultures that promote employee well-being, engagement, and long-term productivity. Key Words:Psychological Safety, Quiet Quitting, Employee Resilience and Sustainable Workplace Engagement

Date: 2025
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