세대 간 접촉과 조용한 사직의 관계: 직무스트레스의 매개효과와 권력거리성향의 조절된 매개효과

Abstract

The purpose of this study is to identify the antecedents of quiet quitting by examining the effects of intergenerational contact on job stress and quiet quitting, and by testing the moderating and moderated mediating roles of power distance orientation. Data were collected from 300 employees working in domestic organizations, and the analyses were conducted using SPSS 29 and PROCESS Macro 4.2. The results show that intergenerational contact negatively influences quiet quitting, and this relationship is partially mediated by job stress. Furthermore, power distance orientation moderates the relationship between intergenerational contact and job stress, as well as the mediating effect of job stress on the relationship between intergenerational contact and quiet quitting. Specifically, these effects were significant only among employees with average or low levels of power distance orientation. This indicates that lower power distance orientation strengthens the role of intergenerational contact in reducing job stress, thereby decreasing quiet quitting behaviors. The study contributes to the literature by addressing the lack of empirical research on quiet quitting, highlighting the role of intergenerational contact as a social factor and power distance orientation as an individual trait. Practically, the findings suggest that intergenerational contact does not exert uniform effects across all employees, and organizations should adopt tailored coaching and job stress management strategies that account for individual differences in power distance orientation.