Identification and Ranking of the Factors Affecting Quiet Quitting Among Employees in Iranian Public Organizations Using a Hybrid Approach of Thematic Analysis, Fuzzy Delphi, and Fuzzy DEMATEL

Document Type : Research Paper

Authors

1 Assistant Professor, Department of Management, Payame Noor University, Tehran, Iran.

2 Assistant Professor, Department of Accounting, Payam Noor University, Tehran, Iran.

10.22111/jmr.2026.52398.6402

Abstract

Abstract
The present research aims to identify and rank the factors influencing the phenomenon of silent resignation among employees in Iranian governmental organizations. Silent resignation, as an emerging concept in human resource management, refers to a situation where employees, despite their physical presence at work, psychologically, emotionally, and functionally distance themselves from their work environment and only perform minimal job duties. This phenomenon often arises due to decreased commitment, feelings of discrimination, disregard for human dignity, lack of growth opportunities, and weak motivational policies, eventually leading to organizational human capital erosion. Employing a mixed exploratory approach, the study combined qualitative and quantitative methods, utilizing a systematic review, semi-structured interviews, thematic analysis, fuzzy Delphi, and fuzzy DEMATEL techniques to develop a multidimensional framework for understanding silent resignation and its root causes in public sector organizations.
Introduction
Silent resignation is an increasingly critical issue within public organizations, especially in the context of human resource management in Iran. It refers to a psychological and emotional disengagement of employees who, despite their physical attendance, withdraw their effort and motivation, leading to minimal compliance with job responsibilities. This disengagement is often triggered by factors such as reduced organizational commitment, perceived injustice, neglect of employee dignity, lack of career development, and insufficient motivational strategies. Given the vital role human capital plays in organizational performance, understanding and addressing silent resignation is essential for sustainable organizational development. Previous studies have highlighted similar issues, but there remains a gap in comprehensive frameworks that integrate both qualitative and quantitative analyses to identify and prioritize the influential factors specifically in Iranian governmental settings.
Case Study
This research focuses on governmental organizations in Iran, where bureaucratic inefficiencies, managerial gaps, weak human resource policies, and limited advancement opportunities provide a fertile ground for silent resignation. The case study involves 15 experts from academic and executive backgrounds within human resources and organizational behavior fields. Data collection spanned systematic literature review from 2015 to 2025, interviews, and questionnaire surveys. These processes enabled the extraction and categorization of 78 initial codes into 12 key factors distributed across four dimensions: organizational, managerial, occupational, and individual. The study contextualizes these findings within the realities of Iranian public institutions, aligning them with recent international literature (Nunes & Pimenta, 2024; Darabi & Moradi, 2024; Toran et al., 2025).
Materials and Methods                                                                                      
The study employed a mixed-methods approach combining qualitative and quantitative data analyses in a descriptive-analytical framework. Step 1 involved a systematic literature review of 37 national and international scientific articles from 2015 to 2025 to identify initial influential factors and develop a conceptual framework. Step 2 collected qualitative data through semi-structured interviews and Likert-scale questionnaires with 15 human resource and organizational behavior experts. Qualitative data were analyzed using MAXQDA 2022 software and thematic analysis. Step 3 applied the fuzzy DEMATEL method to examine causal relationships between criteria and their influence levels. The fuzzy Delphi technique was utilized to achieve expert consensus on factor prioritization, followed by fuzzy DEMATEL to map causal relationships. Based on the indices D+R and D−R, factors were classified into causal (influential), effect (influenced), and less effective groups.
Discussion and Result
The findings reveal three categories of factors influencing silent resignation. Causal factors with high D+R and positive D−R values act as antecedents or accelerators of silent resignation, including decreased organizational commitment, employee indifference, and disregard for human dignity. Effect factors, with high D+R but negative D−R, are more influenced by others, such as unclear career paths, weak procedural justice, and lack of support for experienced staff. Less effective factors, with low D+R and negative D−R, have minor influence, including inadequate salaries and unhealthy organizational culture. A visual causal-effect network map generated via fuzzy DEMATEL highlighted dominant factors and their interrelations, offering clear insight into the internal dynamics of silent resignation. The results emphasize that bureaucratic inefficiencies, managerial shortcomings, poor human resource policies, and lack of advancement opportunities constitute the organizational context fostering silent resignation in the Iranian public sector. These findings align well with contemporary research in the field.
Conclusion
This study presents a multidimensional analytical framework integrating qualitative and quantitative methods to identify and prioritize the factors leading to silent resignation in Iranian governmental organizations. The findings provide valuable guidance for human resource managers and policymakers to develop effective strategies aimed at enhancing organizational commitment, job satisfaction, and preventing human capital erosion. Recommended organizational interventions include establishing 360-degree evaluation systems, transparent career pathways, and organizational health monitoring, as well as educational programs focused on commitment and dignity. At the policy level, developing national guidelines, creating centralized databases for organizational health monitoring, and training senior managers are suggested. Future research should consider comparative studies across public and private sectors, longitudinal designs, and multi-level analyses to further unravel silent resignation dynamics. Limitations include sample specificity, lack of longitudinal data, and cultural factors, which should be addressed in subsequent studies. Continuous research can deepen understanding and facilitate impactful interventions to combat silent resignation and promote organizational productivity.

Keywords

References

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