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HR practitioners can use a range of initiatives to prevent "quiet quitting" and minimise its impact on their organisation, according to new research.

In a paper published in Human Resource Management, researchers from two Canadian universities say quiet quitting is "more than just a fad" and, given the widespread media reporting of the phenomenon, there is emerging evidence indicating "that a sizable portion of the global workforce is quiet quitting".

The researchers focus on the drivers of quiet quitting and how the work climate and interpersonal relationships with colleagues can either improve their behaviour, or exacerbate it and destroy team morale.

They note that an employee's decision to quiet quit might be driven by a perception their efforts have been ignored , being overlooked for a promotion, or having a request denied...