The inclusion of employees in preventing quiet quitting among Generation X: the mediating role of organizational trust

Purpose The purpose of this paper is to explore the influence of the inclusion practices of companies on quiet quitting (QQ) of employees from Generation X, as well as the direct and mediating roles of organizational trust. Design/methodology/approach The quantitative research was used in this study. The CAWI method was applied to randomly selected questionnaire responses of 410 employed Generation X respondents aged 42–49 years from Poland (Xennials). Hypotheses were examined using structural equation modeling (CB-SEM) as the data analysis method. Findings The study found an existing relationship between organizational inclusion practices and the willingness to quit a job quietly; higher inclusion reduces QQ, explaining 46% of the variance in quiet-quitting behaviors. Organizational trust plays both a direct and a mediating role in impacting QQ. It directly reduces QQ, accounting for 21% of its variance, as well as mediates the impact of inclusion on QQ by explaining an additional 15% of variance through the indirect pathway. Research limitations/implications This study offers practical implications for effectively understanding and preventing QQ within organizations by implementing inclusion policies and strengthening organizational trust. Practical implications The results also support the social exchange theory, according to which trust, developed in relationships, affects people’s commitment. The authors confirmed that organizational trust prevents QQ, as an opposite attitude to commitment and engagement. Through inclusion practices, as part of ethical and charismatic leadership, employees feel accepted, contributing and belonging, which builds their trust in the organization. Social implications The research contribute to the discussion on the benefits of implementing inclusion policies. Inclusion should not only be viewed as an investment and a source of financial risk but also from the perspective of benefits. To add to all previously recognized benefits of inclusion, their role in preventing QQ has been proven and evaluated. Originality/value This paper broadens the literature on inclusion, shedding new light on the importance of such policies within an organization and their relationship to organizational trust and QQ. Along with the significance of QQ, recognizing the impact of inclusion and organizational trust on QQ gives new insights into sustainable human resource management policies and practices.