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Background <p>Quiet quitting (QQ) is an emerging form of professional disengagement that may negatively affect healthcare workforce sustainability and organizational performance. Evidence on its prevalence and organizational determinants in hospital settings remains limited.</p> Methods <p>A single-center cross-sectional observational study was conducted in a single-specialty hospital in Italy. In June 2025, an anonymous self-administered survey was distributed to all healthcare professionals. Quiet quitting and organizational mindfulness (MO) were assessed using the Quiet Quitting Scale and the Mindfulness Organizing Scale. Socio-demographic and work-related characteristics were collected. Multivariable logistic regression analyses were performed to identify factors independently associated with quiet quitting.</p> Results <p>A total of 533 questionnaires were analyzed; 299 respondents (56.1%; 95% CI: 51.8–60.4) were classified as quiet quitters. The mean MO score was 18.2 (SD 4.3; range 9–27). Alignment between work assignment and professional request (OR = 0.55; 95% CI: 0.37–0.83), the presence of functional and/or organizational assignments (OR = 0.64; 95% CI: 0.42–0.98), and employment in outpatient services (OR = 0.57; 95% CI: 0.37–0.88) were independently associated with a lower likelihood of quiet quitting. Each one-point increase in MO score was associated with a 16% reduction in the odds of quiet quitting.</p> Conclusions <p>Quiet quitting is highly prevalent among hospital healthcare professionals. Organizational factors and higher organizational mindfulness appear to be protective, suggesting that interventions targeting organizational awareness may help reduce professional disengagement in healthcare settings.</p>

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Quiet Quitting and conscious organization among healthcare professionals in the hospital setting: a cross-sectional study

  • 期刊论文

  • 发表日期：

    2026年3月24日

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  • Monica Guberti,
  • Mattia Morri,
  • Filomena Cerbaso,
  • Simone Babbi,
  • Sara Rinaldi,
  • Cristiana Forni

摘要

Background

Quiet quitting (QQ) is an emerging form of professional disengagement that may negatively affect healthcare workforce sustainability and organizational performance. Evidence on its prevalence and organizational determinants in hospital settings remains limited.

Methods

A single-center cross-sectional observational study was conducted in a single-specialty hospital in Italy. In June 2025, an anonymous self-administered survey was distributed to all healthcare professionals. Quiet quitting and organizational mindfulness (MO) were assessed using the Quiet Quitting Scale and the Mindfulness Organizing Scale. Socio-demographic and work-related characteristics were collected. Multivariable logistic regression analyses were performed to identify factors independently associated with quiet quitting.

Results

A total of 533 questionnaires were analyzed; 299 respondents (56.1%; 95% CI: 51.8–60.4) were classified as quiet quitters. The mean MO score was 18.2 (SD 4.3; range 9–27). Alignment between work assignment and professional request (OR = 0.55; 95% CI: 0.37–0.83), the presence of functional and/or organizational assignments (OR = 0.64; 95% CI: 0.42–0.98), and employment in outpatient services (OR = 0.57; 95% CI: 0.37–0.88) were independently associated with a lower likelihood of quiet quitting. Each one-point increase in MO score was associated with a 16% reduction in the odds of quiet quitting.

Conclusions

Quiet quitting is highly prevalent among hospital healthcare professionals. Organizational factors and higher organizational mindfulness appear to be protective, suggesting that interventions targeting organizational awareness may help reduce professional disengagement in healthcare settings.