Study Links Employer‑Led 'Quiet Firing' to Rise in Employee 'Quiet Quitting' in Energy Sector

A new study focusing on the oil, gas and petroleum industry has uncovered a direct connection between the practice of "quiet firing" by employers and an increase in "quiet quitting" among workers, according to research published in the International Journal of Business and Management Studies.

Quiet firing, a term that describes subtle or indirect ways an employer may encourage an employee to leave without a formal termination, has become more prevalent as companies seek to reduce legal risk and preserve reputation. The research team examined how these low‑profile dismissals affect employee engagement and intent to disengage.

The investigators surveyed a cross‑section of employees across multiple energy firms, gathering responses about perceived employer behavior, workplace relationships, and personal decisions to limit effort at work. While exact sample sizes were not disclosed, the study emphasized a broad representation of roles within the sector.

Analysis revealed that workers who felt they were being quietly pushed out were significantly more likely to adopt quiet quitting practices—reducing discretionary effort, limiting overtime, and refraining from taking on additional responsibilities. The correlation persisted even after accounting for factors such as tenure, job level, and regional differences.

Importantly, the study also identified a moderating factor: strong interpersonal connections at work. Employees who reported solid relationships with colleagues and supervisors were less prone to translate quiet firing cues into quiet quitting behavior, suggesting that social support can buffer the negative impact of ambiguous termination tactics.

The findings arrive amid a broader conversation about workforce disengagement that accelerated during the pandemic, when remote work and shifting expectations gave rise to the quiet quitting phenomenon. Employers across sectors have grappled with how to retain talent while maintaining productivity, and the new evidence points to the unintended consequences of covert termination strategies.

Industry leaders are urged to adopt clearer communication policies, provide regular performance feedback, and foster a culture of trust. By doing so, companies may not only reduce the likelihood of quiet firing but also mitigate the downstream effect of employees pulling back their effort.

Researchers recommend further longitudinal studies to track how changes in management practices influence both quiet firing and quiet quitting over time. Such work could help shape guidelines that balance organizational needs with employee well‑being in the evolving energy market.