This study examines the relationships between anti-work orientation which questions and critiques the role of work in our lives, organizational dehumanization where the employee feels objectified by their employer and feels like just a tool, counterproductive work behavior which includes employee behavior which harms the work organization or other employees, and quiet quitting where employees do the bare minimum required by their employer. Due to the lack of previous research, we examined the effect of the level of conscientiousness as a control variable in our regression models. Data was gathered from adult respondents with work experience in a non-management position (n= 257). Results indicate that anti-work orientation and organizational dehumanization significantly predict quiet quitting, suggesting their potential to cause employee disengagement. In contrast, their effects on counterproductive work behavior were not significant, possibly due to a floor effect. Conscientiousness was a robust predictor of counterproductive work behavior and quiet quitting, indicating that conscientious employees engage in less deviant or disengagement behaviors. Exploratory analysis revealed a weak negative correlation between age and quiet quitting, and that Millennials show higher anti-work orientation than Generation X. These findings underscore the need for organizational strategies that promote more humanistic approaches, such as promoting supportive leadership and increasing employee autonomy in order to enhance employee engagement.

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