Background
The phenomenon of “quiet quitting” gained widespread attention in mainstream media following a viral TikTok video in July 2022 [
1]. Quiet quitting describes a shift in employee engagement, where workers only fulfill the minimum requirements of their roles and avoid taking on tasks beyond their job description [
2]. Although employees do not formally resign, they mentally disengage from additional responsibilities. Post-pandemic, as many individuals reassess their quality of life and place in an uncertain world, quiet quitting continues to persist in various workplaces [
3]. In the healthcare sector, 67.4% of nurses have exhibited quiet quitting behaviors, such as completing only essential tasks, avoiding the introduction of new ideas or practices, not working overtime, and not arriving early [
4,
5]. These behaviors stem from systemic challenges like excessive workloads and lack of institutional support. As occupational burnout and dissatisfaction continue to rise among healthcare workers, the proportion of nurses mentally disengaging may increase, posing significant risks to patient care quality and workforce sustainability [
6].
“Quiet quitting” is a new term but not a novel phenomenon [
7]. Similar to concepts like “loud quitting,” “naked quitting,” and “rage applying,” it describes various forms of employee disengagement [
3]. Quiet quitting reflects a strategy to balance personal well-being and work, resist excessive demands, and challenge overtime culture [
2]. Its expression and extent vary across cultures, influenced by social norms, organizational structures, and views on professional boundaries. These behaviors can range from subtle disengagement, such as a reduction in initiative, to more overt actions, like strictly adhering to job responsibilities and refusing additional tasks.
In healthcare organizations, where high workloads and insufficient support are prevalent, quiet quitting may serve as a coping strategy to manage the long-term effects of unsustainable work conditions [
3]. By disengaging from non-essential tasks, nurses can manage their workload more effectively, maintain a healthier work-life balance, and improve retention rates [
8]. However, it can significantly impact the operational efficiency of healthcare institutions and the quality of patient care. Scheyett argues that mental disengagement in hospitals violates professional ethics [
1]. Healthcare is a distinct work environment, where workers are bound by regulations and must possess both technical skills and emotional commitment. When a particular occupational group experiences quiet quitting, it can disrupt cross-functional collaboration, lead to imbalances in workload, reduce morale, and foster a repressive work environment [
3]. Furthermore, inefficient work practices hinder career development for nurses and limit the ability of nursing services to adapt to the growing complexity of healthcare demands and technological advancements [
9]. A decline in nurse performance can result in unmet patient needs, prolonged hospital stays, higher healthcare costs, and increased patient safety risks [
5].
Nurses’ adherence to professional standards, ethical obligations, and commitment to delivering essential patient care are fundamental to medical practice. However, factors such as infection risks, challenging working conditions, workload disparities, limited social engagement, and work-life balance disruption significantly contribute to the psychological burden on nurses [
10]. Mental disengagement in nurses often manifests as a reluctance to take on extra shifts, work night overtime, mentor students, assist with advanced tasks, or assume additional responsibilities [
3]. Research by Petros et al. suggests that high levels of workplace bullying and negative coping mechanisms are strong predictors of mental disengagement in nurses [
11]. Conversely, positive coping strategies and the cultivation of moral resilience are crucial to addressing the quiet quitting phenomenon [
11,
12].
The concepts of turnover, quiet quitting, and presenteeism are interrelated, each representing different levels of work disengagement. Turnover refers to the explicit departure from an organization, while quiet quitting involves meeting only the minimum job requirements and experiencing a psychological disconnection from work [
3]. In contrast, presenteeism occurs when employees are physically present but perform ineffectively due to low engagement or inefficiency [
13]. In nursing, these phenomena significantly impact organizational functioning and public health, with quiet quitting specifically contributing to increased turnover intentions among nurses [
5]. Several tools have been developed to assess these issues, including the Nurse Turnover Intention Scale (NTIS) and the Stanford Presenteeism Scale (SPS-6), both adapted for Chinese populations [
14,
15]. However, these scales primarily focus on turnover intentions and presenteeism, without specifically capturing the nuances of quiet quitting. The Quiet Quitting Scale (QQS), developed by Petros et al., is a brief, reliable, and valid instrument for assessing quiet quitting behaviors [
9]. It evaluates three key factors: detachment, lack of initiative, and lack of motivation, and has been translated into multiple languages, including Latvian [
16], to support cross-cultural applicability.
The high burnout and turnover rates among nurses pose significant challenges in healthcare workforce management, yet research on nurses’ quiet quitting remains limited, particularly in non-Western contexts like China [
6,
17,
18]. Quiet quitting in China may differ from that in Western settings due to unique stressors in the healthcare system and work environment. To better understand quiet quitting among Chinese nurses and guide effective interventions to enhance nurse well-being and retention, scientifically validated tools are needed to assess the associated risks. With the authorization of Professor Petros Galanis, this study aims to standardize the translation and cultural adaptation of the QQS and assess its psychometric properties among Chinese nurses, providing valuable insights for human resource management in culturally diverse healthcare settings.
Methods
Study design
This study was conducted in two phases to ensure the Chinese version of the QQS was conceptually, semantically, and operationally equivalent to the original version. Phase one focused on translation and cultural adaptation, while phase two assessed the reliability and validity of the adapted scale through a cross-sectional study.
Setting and participants
The study employed convenience sampling to recruit participants from hospitals in Central China, primarily from Hubei, with some from Henan, Hunan, and other nearby regions, between October and November 2024. Eligible nurses were required to meet the following criteria: (1) current employment, (2) possession of a valid nursing license, and (3) voluntary participation with informed consent. Exclusion criteria included nurses who: (1) were not on duty during the survey period (including those on sick leave, leave of absence, or enrolled in educational programs), or (2) had been absent from their position for over six months. The electronic version of the questionnaire was distributed using the WenJuanXing online platform (
https://www.wjx.cn/).
Sample size
The QQS consisted of 9 items, and the sample size was determined based on classical measurement theory [
19]. For Exploratory Factor Analysis (EFA), the recommended minimum sample size was 5 to 10 times the number of items, requiring at least 56 valid responses, assuming a 20% invalid response rate [
19,
20]. For Confirmatory Factor Analysis (CFA) using Structural Equation Modeling (SEM), a minimum sample size of 200 was recommended [
20]. To assess test-retest reliability, at least 30 participants were needed, with the retest occurring 2 to 4 weeks after the initial survey [
21]. A total of 453 questionnaires were distributed, yielding 420 valid responses, which corresponded to a response rate of 92.720%. The final sample size of 420 participants satisfied the specific requirements for each psychometric assessment, including EFA, CFA, and test-retest reliability, ensuring adequate support for the scale’s psychometric properties. The valid responses were randomly split into two groups using IBM SPSS Statistics version 29.0 (IBM Corp., Armonk, NY, USA). A Random Number Generator was used to randomly allocate 210 responses to the EFA group and the remaining 210 responses to the CFA group [
22].
Translation
With authorization from Professor Petros Galanis, we translated the QQS into Chinese using the Brislin translation model [
23], which involved a forward-backward translation process. In the forward translation phase, two nursing master’s students independently translated the scale from English to Chinese. This version was then reviewed by an experienced bilingual translator, who identified issues with wording and phrasing. Based on their feedback, we refined the Chinese version for clarity and accuracy. In the back-translation phase, the Chinese version was independently translated back into English by a nursing instructor and a medical English instructor. The research team compared the forward and back translations, resolved discrepancies, and made necessary revisions to ensure the final Chinese version’s accuracy and clarity.
Cultural adaptation
To ensure cultural relevance and equivalence for the Chinese context, we conducted a cross-cultural adaptation. An expert panel was formed, comprising three nursing educators and four nursing professionals, all holding master’s degrees. Each panel member independently evaluated the linguistic accuracy of the translation, ensured the use of neutral phrasing, and assessed whether the items effectively measured the intended constructs. Additionally, they considered whether any additional subscales or items were needed to address the specific sociocultural context of China.
Instruments
Questionnaire for general information
Based on a literature review and group discussions [
24], a survey questionnaire was designed to collect general demographic information, including variables such as gender, age, and education level.
The Quiet Quitting Scale (QQS)
The QQS consists of 9 items across 3 domains: detachment (4 items), lack of initiative (3 items), and lack of motivation (2 items) [
9]. This concise, reliable, and valid tool effectively measures quiet quitting among employees. It uses a five-point Likert scale, ranging from 1 to 5, with items 7 to 9 being reverse-scored. To calculate the total score for the QQS, the responses to all items are summed and divided by the total number of answers. Similarly, the score for each factor can be calculated separately. The scale demonstrates strong internal consistency, with a Cronbach’s alpha of 0.803. Following translation and cultural adaptation, the Chinese version of the QQS is used to assess its applicability in the Chinese context.
Ethical considerations
The study was approved by the Ethics Committee of Tongji Hospital, Tongji Medical College, Huazhong University of Science and Technology (reference number TJ-IRB202406051). All participants voluntarily consented to participate and were free to withdraw at any time. Prior to participation, they signed an electronic informed consent form, demonstrating a full understanding of the study’s objectives, procedures, and potential risks. Anonymity measures were enforced during data collection to protect participants’ privacy and confidentiality.
Clinical trial number
Not applicable.
Statistical analysis
Statistical analyses were conducted using IBM SPSS Statistics version 29.0 (IBM Corp., Armonk, NY, USA) and Mplus 8.0 (Muthén & Muthén, Los Angeles, CA, USA), with significance set at P < 0.05. Normality was assessed using histograms and Q-Q plots. Descriptive statistics, including means, standard deviations, frequencies, and percentages, were used to analyze demographic data and QQS responses.
This study employed critical rate (CR), correlation coefficient, and internal consistency methods to evaluate the scale design [
25]. The Chinese QQS total scores were ranked, with the top 27% classified as high-scoring and the bottom 27% as low-scoring. An independent sample t-test was performed to compare these two groups. Items were considered for removal if differences were non-significant or the CR < 3.00. Additionally, each item’s correlation with the total scale score was calculated, and items with
r < 0.30 or
P ≥ 0.05 were flagged for potential exclusion [
14]. The scale’s Cronbach’s α did not increase after removing any item, supporting the retention of all items.
The validity of the scale was evaluated through content validity and construct validity: (1) Content Validity: Content validity was assessed using both the Content Validity Index (CVI) and the Content Validity Ratio (CVR). Ten experts rated item relevance to the QQS on a 4-point Likert scale. The CVI evaluation included the Scale-level Content Validity Index (S-CVI) and Item-level Content Validity Index (I-CVI), with standards set at I-CVI ≥ 0.78, S-CVI/UA ≥ 0.80, and S-CVI/Ave ≥ 0.90 [
26]. S-CVI/UA represents the percentage of items rated “relevant” (scores of 3 or 4) by all experts, while S-CVI/Ave reflects the average I-CVI across all items. Item necessity was rated based on a three-part spectrum from the point of view of necessity (the item is necessary, “the item is useful but not necessary, or “the item is not necessary), and then the CVR was calculated [
27]. According to the Lawshe table, CVR ≥ 0.62 was considered acceptable [
28]. (2) Construct Validity: Construct validity was evaluated through EFA and CFA. Suitability for CFA was determined with KMO > 0.70 and a significant Bartlett’s test (
P < 0.05). Principal Component Analysis (PCA) with Maximum Variance Orthogonal Rotation evaluated the scale’s internal structure. Structural validity was considered acceptable if the extracted factors accounted for more than 50% of the total variance [
27]. Model fit criteria required χ2/df ≤ 3, TLI and CFI > 0.90, RMSEA < 0.08, and SRMR ≤ 0.05 [
14].
Reliability was evaluated using internal consistency, split-half reliability, and test-retest reliability [
27,
29]. (1) Internal Consistency: Reliability within the scale was evaluated using Cronbach’s α and McDonald’s Omega. A Cronbach’s α coefficient and an Omega value greater than 0.70 were considered acceptable [
30]. (2) Split-Half Reliability: The Spearman-Brown coefficient was used to assess split-half reliability, with values above 0.70 demonstrating strong reliability. (3) Test-Retest Reliability: The intraclass correlation coefficient (ICC) was a statistical measure used to evaluate the stability and consistency of responses over time, with values ≥ 0.70 considered indicative of satisfactory reliability [
27].
Discussion
Nurses exhibiting quiet quitting may appear to fulfill their responsibilities on the surface, but this often conceals underlying issues such as reduced performance, lack of creativity, and innovation. According to the job demands-resources model [
31], employees who are emotionally invested in their work tend to exhibit higher performance and initiative. In contrast, burnout can lead to emotional exhaustion and disengagement, which may present as quiet quitting. Understanding quiet quitting, its key characteristics, and influencing factors is crucial for ensuring workforce stability in healthcare settings [
5]. This study is the first to introduce the QQS to China through cross-cultural adaptation, assessing nurses’ quiet quitting across three dimensions: detachment, lack of initiative, and lack of motivation. The results show that the Chinese version of the QQS demonstrates satisfactory psychometric properties.
The translation of the scale should adhere to principles of scientific rigor, equivalence, and cultural adaptation [
23]. In this study, the translation process was rigorously conducted following Brislin’s translation model. Experts with extensive research experience and clinical backgrounds were invited to provide feedback on the translation content. Based on their input, several adjustments were made. For example, the term “additional tasks” was refined to clearly emphasize the avoidance of duties beyond existing responsibilities. Similarly, the phrase “try to secure as much rest time as possible” was revised to reflect the more conservative emotional tone common in Chinese culture. These modifications ensured the language was accessible to the target population and improved the scale’s cultural applicability within the Chinese context.
This study assessed the Chinese version of the QQS using critical rate, correlation coefficient, and internal consistency methods. The critical ratio for all items ranged from 9.942 to 23.665, all exceeding 3.000, indicating the scale’s ability to effectively differentiate between items and accurately assess nurses’ quiet quitting behaviors. Correlation coefficients between each item and the total QQS score ranged from 0.561 to 0.792 (P < 0.001), reflecting strong correlations. After removing individual items, the Cronbach’s α values for each item ranged from 0.826 to 0.852, all lower than the overall Cronbach’s α of 0.856. The contribution of each item to the scale was balanced, and no single item deletion significantly improved the overall internal consistency. These results support the retention of all items to maintain the integrity and comprehensiveness of the scale’s measurement.
Reliability reflects the consistency and stability of a measurement tool, indicating the accuracy and repeatability of data collection [
27]. The Cronbach’s α value for the total scale in the Chinese version of the QQS slightly exceeded that of the original version [
9], with all dimension-specific Cronbach’s α coefficients exceeding 0.70, signifying good internal consistency. Notably, the “lack of motivation” dimension includes only two items, while many scale development studies recommend a minimum of three items per subscale to ensure robustness and reliability [
27]. Given the rigorous development of the original scale and the thorough cultural adaptation process, the inclusion of two items in this dimension is deemed appropriate and sufficient. The split-half reliability coefficient for the full scale was 0.921, with dimension-specific coefficients ranging from 0.824 to 0.860, demonstrating that the scale reliably assesses the construct of quiet quitting. The test-retest reliability coefficient for the entire scale was 0.851, with dimension-specific coefficients between 0.705 and 0.803, indicating strong stability over time. The McDonald’s Omega for the overall scale was 0.887, with dimension-specific values ranging from 0.878 to 0.926, further confirming the scale’s internal consistency and reliability.
Content validity assesses the extent to which the items on a scale accurately represent the content it is designed to measure [
27]. The results of this study indicated that the I-CVI ranged from 0.900 to 1.000, the S-CVI/UA value was 0.889, the S-CVI/Ave value was 0.989, and the CVR values ranging from 0.800 to 1.000. Structural validity assesses the extent to which a scale measures the theoretical constructs it is designed to evaluate [
27]. This study employed both EFA and CFA. EFA, using PCA and varimax rotation, extracted three factors with eigenvalues greater than 1, explaining 77.93% of the cumulative variance. The factor loadings for items within its respective factors ranged from 0.691 to 0.941, aligning with the original scale’s factor structure and confirming good structural stability. CFA further supported these findings, showing standardized factor loadings above 0.4 for all items, confirming their strong representation of the respective factors. Additionally, the model fit indices were within the ideal range, validating the scale’s structural integrity. These results confirm that the QQS is an effective tool for measuring the intended constructs associated with quiet quitting.
While the translation ensured linguistic equivalence, the concept of quiet quitting might be understood and expressed differently across cultural contexts. Hofstede’s cultural dimensions theory suggests that its expression varies between individualistic and collectivistic societies [
32], with contrasting emphases on autonomy versus social harmony. In collectivist societies like China, where values such as social harmony, loyalty, and respect for authority predominate, quiet quitting often manifests as implicit dissent-an adaptive strategy to resist excessive demands while maintaining outward harmony [
3]. In contrast, in individualistic cultures, quiet quitting is more likely to be framed as a response to work-life balance concerns or explicit violations of the psychological contract [
2].
The QQS offers critical insights for enhancing organizational effectiveness and employee well-being. By identifying early indicators of disengagement, the scale enables the implementation of targeted interventions, such as stress management programs, mental health support, and work-life balance initiatives, to mitigate quiet quitting and improve employee satisfaction [
3]. It facilitates the adaptation of leadership approaches, enhances communication strategies, and promotes an inclusive organizational culture. As a diagnostic tool, the QQS highlights potential organizational challenges, including limited career development opportunities and imbalances in workload distribution, informing the alignment of human resource policies with both employee needs and organizational objectives [
11]. Integrating QQS findings into managerial decision-making provides a data-driven approach to optimizing engagement, reducing disengagement, and improving overall organizational outcomes.
Limitations
This study has several limitations. First, the convenience sampling method from central China may introduce selection bias and limit external validity. To mitigate response bias, we ensured complete participant anonymity and employed neutral phrasing in survey administration. The gender imbalance in the sample, while reflective of the nursing profession, further restricts generalizability. Future research should aim for more representative, geographically diverse samples and address gender imbalances to enhance applicability across healthcare settings. Second, despite rigorous translation and validation processes, cultural adaptations may have influenced participants’ interpretation of some items. Future studies should refine the scale for diverse populations to ensure its accuracy and effectiveness across cultures. Third, the two-item subscale for ‘lack of motivation,’ while deviating from conventional scale development standards, offers preliminary insights into this dimension within the broader framework. Future research could expand this subscale to better capture its multifaceted nature. Lastly, as a self-reported questionnaire, participants’ responses may have been influenced by social desirability bias. We embedded validity-check items (e.g., reverse-scored questions) and randomized question order to detect and reduce response distortion. Future studies should further minimize bias by incorporating indirect questioning techniques and objective measures. Additionally, adopting mixed-method approaches, such as qualitative interviews and observational studies, could provide deeper insights into participants’ experiences and contextual influences, thereby enhancing data richness and reliability.
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