Frontiers in psychology · 2026
The association between intrinsic motivation and quiet quitting among healthcare workers in Türkiye: a cross-sectional study of the mediating roles of organizational identification and work engagement.
СтатьяНазвание и аннотация: Перевод в очереди
Обработка статьи · этапы, ошибки и управление
Загрузка состояния…
Ошибки и ограничения
История · было → стало
Состояние обновляется каждые 5 секунд, пока блок открыт. Процент показывается только там, где известен объём работы. Пауза останавливает продолжение этапа; текущий запрос к источнику может завершиться.
Hoşgör Haydar Kerem, Gündüz Hoşgör Derya, Gün İbrahim, Yilmaz Salim
Аннотация
INTRODUCTION: This study examined the association between intrinsic motivation and quiet quitting among healthcare workers and whether this association was statistically mediated by organizational identification and work engagement.
METHODS: Data were collected from 313 hospital employees in Türkiye using an online questionnaire. Intrinsic motivation, organizational identification, work engagement, and quiet quitting were measured using previously validated scales. Mediation analyses were performed using PROCESS Model 4 with 5,000 bootstrap samples. Additional sensitivity analyses were conducted after controlling for profession, weekly working hours, shift type, age, and professional experience.
RESULTS: Intrinsic motivation was positively associated with organizational identification (β = 0.384, p < 0.001) and work engagement (β = 0.508, p < 0.001), and negatively associated with quiet quitting [total association: β = -0.319, 95% CI (-0.400, -0.235)]. Organizational identification (β = -0.154, p = 0.008) and work engagement (β = -0.204, p = 0.001) were both negatively associated with quiet quitting. After including the mediators, the direct association between intrinsic motivation and quiet quitting remained statistically significant [β = -0.157, 95% CI (-0.262, -0.032)], indicating statistical partial mediation. Significant indirect associations were observed through organizational identification [β = -0.059, 95% CI (-0.102, -0.012)] and work engagement [β = -0.103, 95% CI (-0.177, -0.022)].
DISCUSSION: Intrinsic motivation was negatively associated with quiet quitting among hospital employees, and this association was statistically partially mediated by organizational identification and work engagement. These findings suggest that employees' psychological attachment to their organization and their engagement with work may represent important mechanisms underlying the observed association.
METHODS: Data were collected from 313 hospital employees in Türkiye using an online questionnaire. Intrinsic motivation, organizational identification, work engagement, and quiet quitting were measured using previously validated scales. Mediation analyses were performed using PROCESS Model 4 with 5,000 bootstrap samples. Additional sensitivity analyses were conducted after controlling for profession, weekly working hours, shift type, age, and professional experience.
RESULTS: Intrinsic motivation was positively associated with organizational identification (β = 0.384, p < 0.001) and work engagement (β = 0.508, p < 0.001), and negatively associated with quiet quitting [total association: β = -0.319, 95% CI (-0.400, -0.235)]. Organizational identification (β = -0.154, p = 0.008) and work engagement (β = -0.204, p = 0.001) were both negatively associated with quiet quitting. After including the mediators, the direct association between intrinsic motivation and quiet quitting remained statistically significant [β = -0.157, 95% CI (-0.262, -0.032)], indicating statistical partial mediation. Significant indirect associations were observed through organizational identification [β = -0.059, 95% CI (-0.102, -0.012)] and work engagement [β = -0.103, 95% CI (-0.177, -0.022)].
DISCUSSION: Intrinsic motivation was negatively associated with quiet quitting among hospital employees, and this association was statistically partially mediated by organizational identification and work engagement. These findings suggest that employees' psychological attachment to their organization and their engagement with work may represent important mechanisms underlying the observed association.