From Observation to Withdrawal: How Abusive Supervision Drives Quiet Quitting among China’s Generation MZ

Abstract Quiet quitting has emerged as a critical challenge affecting organizational performance, team collaboration, and talent management. This study focuses on Generation MZ (Gen MZ) employees’ psychological and behavioral responses in the Chinese cultural context when observed abusive supervision, and it further explores the mediating role of psychological safety and the moderating role of promotion focus. Grounded in the Conservation of Resources (COR) Theory, this study develops a moderated mediation model and adopts a three-wave time-lagged design. Data were collected via online surveys from 358 Gen MZ employees across various industries, job categories, and organizational backgrounds in China. The results indicate that abusive supervision significantly undermines employees’ psychological safety, which, in turn, increases their tendency to engage in quiet quitting. Meanwhile, promotion focus, as a positive internal motivational resource, serves as a buffer. Employees with higher levels of promotion focus are better able to mobilize internal resources and maintain psychological stability, thereby mitigating the loss of psychological safety and reducing their inclination toward quiet quitting. In summary, this study reveals the spillover effects of abusive supervision on third-party observers and extends the application of the COR Theory and Regulatory Focus Theory in the context of managing Gen MZ. From a managerial perspective, organizations should pay close attention to the psychological impact of abusive behavior on bystanders, prioritize the psychological safety and motivational traits of young employees, and foster a supportive and positive management culture to effectively prevent quiet quitting, enhance employee engagement, and strengthen organizational resilience.