¹Dr. Sunday Owhorji, ²Uzor Jane Inyang

^1,2Department of Business Administration, Faculty of Administration and Management, Rivers State University.Nkpolu-Oroworukwo Port Harcourt

DOI : https://doi.org/10.58806/ijsshmr.2026.v5i5n35

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ABSTRACT

This study investigates the relationship between quiet quitting and work attitude among employees of construction firms in Port Harcourt. Quiet quitting, conceptualized through minimal role performance and psychological disengagement, represents a behavioral and psychological withdrawal from work beyond formal duties. Work attitude, measured through job satisfaction and organizational commitment, reflects employees’ emotional, cognitive, and behavioral disposition toward their roles and the organization. The study adopted a quantitative research design, employing structured questionnaires administered to a purposive sample of 150 employees across ten construction firms. Data were analyzed using Pearson Product-Moment Correlation Coefficient (PPMCC) to test four hypotheses. Findings reveal that both minimal role performance and psychological disengagement are significantly negatively correlated with job satisfaction and organizational commitment. Specifically, employees exhibiting quiet quitting behaviors report lower satisfaction and weaker attachment to their organizations. The study concludes that quiet quitting adversely affects work attitude, which may reduce productivity, teamwork, and project outcomes in construction firms. Recommendations include enhancing recognition systems, fostering psychological engagement, improving work resources, strengthening communication, promoting work–life balance, and monitoring employee attitudes to mitigate disengagement.

KEYWORDS:

Quiet quitting, minimal role performance, psychological disengagement, job satisfaction, organizational commitment, work attitude, construction firms.

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Cite this Article:Owhorji, D. S., & Inyang, U. J. (2026). Quiet Quitting and Work Attitude of Construction Firms in Port Harcourt. INTERNATIONAL JOURNAL OF SOCIAL SCIENCE HUMANITY & MANAGEMENT RESEARCHS, 5(5), 1235-1242. https://doi.org/10.58806/ijsshmr.2026.v5i5n35

VOlUME 05 ISSUE 05 May 2026