The relationships among workplace bullying, organizational commitment, and quiet quitting among physical education professionals
DOI:
https://doi.org/10.55040/3nz27n62Keywords:
workplace bullying, organizational commitment, quiet quitting, sports education, workplace behaviorsAbstract
Workplace bullying is a significant organizational risk for sports education institutions. It can deplete employees’ psychological resources and weaken their organizational commitment, which may lead to an increase in quiet quitting. This study examined the levels of workplace bullying, organizational commitment, and quiet quitting among sports education employees. Additionally, the measurement properties of these three constructs and the relationships among them were evaluated. A total of 550 participants took part in this cross-sectional and correlational study. Data were collected using a 39-item, five-point Likert-type scale. There were 13 items in each dimension. Internal consistency was examined using Cronbach’s alpha and McDonald’s omega coefficients. Confirmatory factor analysis based on weighted least squares estimation was conducted to assess construct validity. The mean scores were 2.92 ± 0.71 for workplace bullying, 3.17 ± 0.60 for organizational commitment, and 2.26 ± 0.67 for quiet quitting. The alpha coefficients ranged from 0.913 to 0.932. The three-factor model showed an excellent fit (χ²/df = 1.037; CFI = 0.998; TLI = 0.997; RMSEA = 0.008; SRMR = 0.029). There is a positive relationship between workplace bullying and quiet quitting (r = 0.602; p < 0.001). The relationship between workplace bullying and organizational commitment is negative (r = −0.481; p < 0.001). A negative relationship was also found between organizational commitment and quiet quitting (r = −0.461; p < 0.001). All three scores varied by type of organization. Workers at sports clubs or educational centers experience higher levels of workplace bullying and quiet quitting. Organizational commitment, however, is lower among them. Only the quiet quitting score differed based on length of service. The findings indicate that quiet quitting is not merely an individual choice. Organizational conditions also play a role in this behavior.
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