AJAArab J. Admin.1110-54532663-4473The Arab Journal of AdministrationLeague of Arab States, Arab Administrative Development OrganizationCairo, Egypt10.21608/aja.2025.340792.1762637Research ArticleThe Relationship between Work Family Conflict and Quiet Quitting in Egypt AcademiaAzzamHabibaHabiba.Azzam@bue.edu.egShaabanSafaaSafaa.Shaaban@bue.edu.egBadawySaharSahar.Badawy@bue.edu.egFaculty of Business, Economics and Political Science, The British University in Egypt (BUE)CairoEgypt062025280120260220262312202424062025461355372This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0).
Lately, the “quiet quitting” phenomenon has drawn much attention worldwide. Employees who put in the bare minimum in their work responsibilities are generally referred to as quiet quitters. Quiet quitting, a term describing the act of disengaging from work without formally resigning or quitting, has gained attention as a response to several workplace stressors, including the challenges of balancing personal and professional responsibilities. This study aims to understand the relationship between work-life conflict and the recently emerged quiet quitting phenomenon among faculty members and administrative staff in private universities in Egypt. Through adopting a deductive approach using a quantitative study with a survey, this study examines how work-family conflict contributes to increased quiet quitting behaviors. The findings of this study reveal significant correlations between high levels of work-family conflict and increased instances of quiet quitting. The theoretical and practical implications along with the recommendations for future research are discussed.
Work-Family conflictWork Interfere with FamilyFamily Interfere with WorkQuiet QuittingEgyptIntroduction
In today’s fast-paced environment, individuals sometimes find themselves finishing their educational path while pursuing work and starting families, finding themselves having multiple responsibilities and obligations, both at work and at home. The rising demands of present-day lives can provide major challenges in juggling conflicting objectives, giving rise to work-family conflict.
Work-family conflict significantly affects educators and teachers, as they often struggle to balance professional responsibilities with personal needs. In Egypt’s educational sector, heavy workloads and resource constraints further exacerbate this tension, contributing to work-family conflict and potentially to quiet quitting behaviors.
Study Problem
Quiet quitting negatively impacts organizations, especially in education, through lowered commitment, productivity, motivation, and higher turnover. Quality declines make it harder to compete. This study fills a gap by examining the link between work-family conflict and quiet quitting in Egyptian academia.
Study ObjectivesTo understand the relationship between work-family conflict and its dimensions (work-to-family conflict and family-to-work conflict) on quiet quitting.To understand the impact of work-family conflict on quiet quitting.Study HypothesesH1: Work-Family Conflict has a positive impact on Quiet Quitting.H1a: There is a positive relationship between work-to-family conflict and quiet quitting.H1b: There is a positive relationship between family-to-work conflict and quiet quitting.Literature ReviewWork-family Conflict
Work-family conflict is inter-role conflict where job demands clash with family demands (Greenhaus & Beutell, 1985), bidirectional as work-to-family and family-to-work. Role theory and boundary theory explain inter-role strain, with antecedents in workload, schedules, and resource constraints, and outcomes including stress, exhaustion, and withdrawal.
Quiet Quitting
Quiet quitting refers to limiting effort to core job duties without resignation. It surged post-2021, linked to disengagement, burnout, inequity, and unmet reciprocity in social exchange. Employees avoid extra-role behaviors, reduce effort, and create psychological distance.
Relationship between Work-family Conflict and Quiet Quitting
Heightened work-family conflict elevates stress and lowers satisfaction, leading to withdrawal and quiet quitting. Empirical findings show positive associations of WFC with withdrawal and reduced engagement; WFC is a significant predictor of quiet quitting behaviors.
Study Design, Population, and Instruments
This quantitative, deductive, cross-sectional study surveyed 388 academic and administrative staff in Egyptian private universities (2024), using non-probability convenience sampling (target size 384 per Sekaran & Bougie, 2003).
Instruments: 19 items, 5-point Likert. Work-Family Conflict: 10 items (5 FTWC, 5 WTFC) adapted from WAFCS (Haslam et al., 2015). Quiet Quitting: 9 items from QQS (Galanis et al., 2023).
Proposed framework links WFC (FTWC, WTFC) to Quiet Quitting (QQ).
Data Analysis, Findings, and DiscussionDemographic Statistics
The majority (48.45%) are aged 20–30; over 50 group is 6.45%. Females predominate in 31–40 and 41–50 groups.
Demographic Statistics (summary)
Age group
Share (%)
Gender note
20–30
48.45
Males slightly higher
31–40
—
Females higher (~+15pp)
41–50
—
Females higher (~+15pp)
>50
6.45
Minority
Data summarized from survey (N=388). Detailed counts available in source PDF.
Descriptive Statistics
Descriptive Statistics
Variable
Mean
S.D
CV (%)
Minimum
Maximum
Quiet Quitting (QQ)
3.04
0.37
12.26
2.11
1.78
Work-Family Conflict (WFC)
3.49
0.80
23.07
1.00
5.00
Family-to-Work Conflict (FTWC)
3.34
0.96
28.63
1.00
5.00
Work-to-Family Conflict (WTFC)
3.64
0.81
22.33
1.00
5.00
Reliability and Validity
Reliability and Validity Analysis
Variable
Items
Cronbach’s α
Average inter-item corr.
Quiet Quitting (QQ)
9
0.845
0.711
Work-to-Family Conflict (WTFC)
5
0.896
0.729
Family-to-Work Conflict (FTWC)
5
0.930
0.786
Work-Family Conflict (overall)
10
0.931
—
Correlation Analysis
Correlation Analysis
QQ
WFC
WTFC
FTWC
QQ
1
0.369* (0.000)
0.381* (0.000)
0.327* (0.000)
WFC
1
0.655* (0.000)
—
WTFC
1
—
FTWC
1
* significant at 1% (two-tailed). p-values in parentheses.
Regression and SEM
Regression Analysis (DV: Quiet Quitting)
Model
Coeff.
p-value
99% CI lower
99% CI upper
R²
F-stat p-value
WFC → QQ
0.381*
0.000
0.12
0.433
0.145
0.000
* significant at 1%.
SEM of the Proposed Model
Path
Estimate
S.E.
p-value
QQ ← FTWC
0.201
0.042
<0.001
QQ ← WTFC
0.610
0.031
<0.001
Model Fit Indices
Index
Value
Accepted value
Citation
Chi-Square/df
0.221
< 3
Bentler (1990)
IFI
0.925
>= 0.90
Bollen (1989)
GFI
0.933
>= 0.90
Hair et al. (2006)
RMSEA
0.002
<= 0.08
Diamantopoulos & Siguaw
RMR
0.022
<= 0.08
Hu & Bentler (1999)
CFI
0.952
>= 0.90
Hu & Bentler (1999)
Hypothesis Results
Hypothesis
Statement
Result
H1
Work-Family Conflict → Quiet Quitting
Supported
H1a
Work-to-Family Conflict → Quiet Quitting
Supported
H1b
Family-to-Work Conflict → Quiet Quitting
Supported
Discussion and Conclusion
Higher work-family conflict is positively associated with quiet quitting. WTFC shows a stronger effect than FTWC, indicating work demands spilling into family life more strongly drive disengagement. Role theory and social exchange theory help explain these patterns. In Egypt’s collectivist context, family salience may intensify these effects.
Managerial Implications
Organizations should deploy flexible work arrangements, supportive cultures, and Employee Assistance Programs to reduce WFC and mitigate quiet quitting. Supportive supervision and open communication can bolster engagement.
Limitations and Future Research
Cross-sectional, non-probability sampling limits causality and generalization. Future longitudinal and multi-site studies in varied regions, with cultural lenses and policy evaluations, are recommended.
Figures
Article first page (screenshot)
Article interior pages (screenshot)
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