Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/338829 
Year of Publication: 
2025
Citation: 
[Journal:] Businesses [ISSN:] 2673-7116 [Volume:] 5 [Issue:] 4 [Article No.:] 57 [Year:] 2025 [Pages:] 1-21
Publisher: 
MDPI, Basel
Abstract: 
Quiet quitting-a subtle form of disengagement where employees withdraw discretionary effort-poses a growing challenge for healthcare organizations. It undermines workforce resilience and compromises care quality. This study explores how organizational culture and Green Lean Six Sigma (GLSS) practices interact to address this issue, fostering employee commitment and job satisfaction. We analyzed data from 312 healthcare professionals using SEM to examine five hypothesized relationships concerning the independent and combined influence of culture and GLSS. The findings reveal that a supportive workplace environment is strongly associated with lower levels of quiet quitting and higher levels of commitment, while structured improvement practices independently contribute to reduced disengagement and greater job satisfaction. This study identifies a synergy between culture and GLSS: a supportive culture enables improvement practices, and successful initiatives reinforce cultural trust. This virtuous cycle promotes motivation, alleviates burnout, and enhances long-term organizational resilience. The results emphasize the importance of leadership investment in both cultural development and participatory improvement practices. Aligning process optimization with ethical and human-centered principles can strengthen engagement and ensure sustainable, high-quality healthcare delivery.
Subjects: 
burnout
continuous improvement
employee commitment
employee engagement
Green Lean Six Sigma (GLSS)
healthcare and business management
job satisfaction
organizational culture
quiet quitting
workforce sustainability
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Creative Commons License: 
cc-by Logo
Document Type: 
Article
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