성장 마인드셋, 고정 마인드셋이 조용한 사직에 미치는 영향:일의 의미의 매개효과와 직원경험의 조절효과

The recent spread of the notion of ‘Quiet Quitting’ across the world is leaving a negative impact on organizations, which highlights the need for Human Resource management. However, since the recent inception of ‘Quiet Quitting,’ the number of studies on its causes is very small, and most of the preceding studies on this topic are centered around external environment or the factors in the relationship between employees and organizations. The studies on the impact of personal traits on Quiet Quitting are scarce to be found. This study takes the premise of COR theory as its theoretical framework and verified the impact of some personal traits, such as ‘Growth Mindset,’ ‘Fixed Mindset,’ and ‘Meaning of Work’ on Quiet Quitting and empirically validated the moderating effect of Employee Experience in this relationship. With this, the researcher identified the origins of the personal traits for the decisive factors of Quiet Quitting, with a purpose of ensuring the management of Quiet Quitting phenomenon in the perspective of Human Resources Management of an organization in a practical sense. * The study’s target population was the current employees of South Korean businesses. In order for higher practical relevance of this study on Quiet Quitting, the researcher included 334 regular workers of the private businesses, excluding public officials, workers of government-funded corporations, executives, non-regular workers, and freelancers. The findings of this study indicated that growth mindset had a negative impact on Quiet Quitting, being mediated through meaning of work, while a positive Employee Experience had a moderating effect and moderated mediating effect in the relationship between them. Also, fixed mindset was mediated by meaning of work and was confirmed to have a significant and positive impact on Quiet Quitting, while Employee Experience had a moderating effect in their relationships. However, in this relationship, no moderated mediating effect was confirmed. This study identified the prerequisites of personal traits, which had not been studied sufficiently with regard to the causes of Quiet Quitting. Also, in the perspective the theory of COR, the implication of this study is that it verified Employee Experience as a contextual resource, while confirming that the loss of resource had a more significant impact compared to the acquisition thereof. At the same time, this study indicated that an organization must recognize the importance of the growth mindset and the meaning of work for its employees and manage these elements to strengthen them. In the practical sense and for the Human Resources Management, this study also suggests that Employee Experience must be designed strategically to provide positive Employee Experiences to workers to prevent Quiet Quitting.