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Moonlighting and quiet quitting have emerged as pivotal phenomena in modern workplaces, reflecting shifts in employee behaviour amid economic pressures and evolving priorities. Moonlighting involves employees taking secondary jobs, while quiet quitting refers to performing minimal tasks, prioritizing well-being over organizational goals. These behaviours significantly impact employee engagement, a key driver of productivity and retention, with global disengagement costing $8.8 trillion annually. Despite their importance, research gaps persist, particularly in the exploration of interplay between moonlighting and quiet quitting. This study addresses these gaps by investigating their antecedents, outcomes, and effects on engagement, aiming to provide actionable insights. A qualitative exploratory approach was conducted, using semi-structured interviews, with a purposive sample of 30 participants (15 employees, 15 HR managers) from different sectors. Thematic analysis done using MAXQDA software revealed five themes: economic and financial drivers; leadership and management quality; work-life balance and well-being; organizational culture and support systems; and career development and growth opportunities. Limitations include the small sample size, limited sectoral scope, and potential social desirability bias. Future research should expand to underrepresented regions and explore individual moderators like age and ethnicity. This study underscores the need for targeted human resource interventions to enhance engagement.

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Antecedents and Outcomes of Moonlighting and Quiet Quitting and Their Effect on Employee Engagement

  • 章节

  • 发表日期：

    2026年

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  • Bhaswati Jana,
  • Jayanta Chakraborti,
  • Indranil Bose,
  • Nilanjan Ray

摘要

Moonlighting and quiet quitting have emerged as pivotal phenomena in modern workplaces, reflecting shifts in employee behaviour amid economic pressures and evolving priorities. Moonlighting involves employees taking secondary jobs, while quiet quitting refers to performing minimal tasks, prioritizing well-being over organizational goals. These behaviours significantly impact employee engagement, a key driver of productivity and retention, with global disengagement costing $8.8 trillion annually. Despite their importance, research gaps persist, particularly in the exploration of interplay between moonlighting and quiet quitting. This study addresses these gaps by investigating their antecedents, outcomes, and effects on engagement, aiming to provide actionable insights. A qualitative exploratory approach was conducted, using semi-structured interviews, with a purposive sample of 30 participants (15 employees, 15 HR managers) from different sectors. Thematic analysis done using MAXQDA software revealed five themes: economic and financial drivers; leadership and management quality; work-life balance and well-being; organizational culture and support systems; and career development and growth opportunities. Limitations include the small sample size, limited sectoral scope, and potential social desirability bias. Future research should expand to underrepresented regions and explore individual moderators like age and ethnicity. This study underscores the need for targeted human resource interventions to enhance engagement.