Beyond Quiet Quitting: Community Pressure and Adaptive Work Behaviors Explaining Family Hope Facilitators’ Task Performance
DOI:
https://doi.org/10.38043/jimb.v11i1.7641Keywords:
Quiet Quitting, Community Preseure, Task Performance, Digital Fatuge, Job Hopping, Job HuggingAbstract
This study examines the effects of quiet quitting and community pressure on the task performance of Family Hope Program facilitators’, incorporating the mediating roles of job hopping and job hugging, as well as the moderating role of digital fatigue. A quantitative, explanatory, and cross-sectional research design was employed. Data were collected from 203 PKH facilitators in Tulungagung, Indonesia selected through purposive sampling, with criteria including a minimum of five years of work experience and active involvement in program implementation. Data collection was conducted a survey method using a structured online questionnaire, and analyzed using Partial Least Squares Structural Equation Modeling. The findings reveal that quiet quitting significantly influences both job hopping and job hugging, while also negatively affecting task performance. Community pressure significantly affects job hopping and job hugging, but does not directly impact task performance. Further results indicate that job hopping reduces task performance, whereas job hugging enhances it. Mediation analysis shows that job hopping partially mediates the relationship between quiet quitting and task performance, and fully mediates the relationship between community pressure and task performance. Similarly, job hugging serves as a partial mediator in the relationship between quiet quitting and task performance, and as a full mediator in its relationship with community pressure. Additionally, digital fatigue does not significantly affect task performance nor moderate the relationships examined, indicating moderate its a rejected. The findings contribute to the literature by extending the understanding of task performance beyond digital fatigue and suggest that organizations should pay greater attention to employees’ behavioral work responses when designing strategies to support performance and adaptation to workplace demands.
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