Silent Quitting in the Teaching Profession: Cracking the Disengagement Codes for Teachers’ Silent Quitting

Silent quitting is a term that emerged during the pandemic. Silent quitting refers to employees who have become dissatisfied with their organizations, gradually reducing their productivity and becoming increasingly unmotivated and disengaged in their roles. This chapter explores the evolution of silent quitting and the attributes that may lead to this phenomenon. Using qualitative and quantitative information from peer-reviewed scholarly articles, the author aims to focus on the silent quitting of teachers. By combining the five factors of Maslow’s Hierarchy of Needs theory and the five factors of Mayer’s wheel of conflict theory, the author explores the attributes of silent quitting through his theoretical framework titled “Cracking the Code to Silent Quitting.” By using a combination lock analogy, the author anticipates that this chapter will not only make the phenomenon of silent quitting more transparent to organizational leaders but also serve as a tool to identify the factors contributing to it.