The pandemic has forced organizations to find new ways of working. In fact, we are seeing an increase in remote working and this has inevitably impacted onboarding processes. In this respect, the aim of this study was to understand how young graduates under 30 experienced digital onboarding (in terms of emotions and cognitions) when joining organizations with structured Human Resources processes. An exploratory qualitative study was conducted in which participants were asked to fill in ethnographic sheets in order to understand the barriers and facilitators that organizations can implement to improve the digital onboarding experience. We used thematic analysis. What emerged from our study is that newcomers struggled, in digital contexts, to find the right information, to be proactive and to receive immediate feedback in order to understand the context and to understand their fit with the company: it is important not to lose sight of the importance of socialization, but rather to find effective and structured practices that facilitate it and make it last over time. In our study, we argue that a structured digital onboarding program could be a relevant step in order to implement an effective transition towards remote working cultures and an attention to socialization processes.

Quite Quitting (QQ), defined as employees' limited engagement with work and reluctance to take on extra or non-essential tasks, gained attention in the post-pandemic era. However, recent studies suggest that QQ might not represent an entirely novel phenomenon, indicating a need for further exploration to ensure coherent theoretical development. Through a scoping review, this paper aims to synthesize the literature on QQ, mapping its antecedents and consequences. Following the PRISMA guidelines, 22 articles sourced from Scopus, Web of Science, PsycINFO, and Econlit were analyzed using the Theory, Context, Characteristic, Method and the Nomological Network frameworks. The analysis of the articles, published between 2022 and 2024, revealed a growing interest in this topic. Although a universal definition did not emerge, common themes were identified across the several definitions provided: minimal effort, absence of formal resignation, prioritization of work-life balance, disengagement and coping with stress. Additionally, the nomological network showed occupational health factors, personal and job resources, work attitudes, behaviors, and risk factors as predictors of QQ. Well-being, burnout, and job satisfaction emerged as critical mediators in understanding QQ behaviors. Notably, the review identifies turnover intention as a primary outcome linked to QQ. However, most studies employed cross-sectional designs, underscoring the need for longitudinal research to confirm causal relationships. This scoping review is the first to thoroughly examine QQ, highlighting its complexities and emphasizing the need for further research to recognize QQ not merely as “an old trend in new clothing” but as a distinct phenomenon with unique challenges and potential benefits.

In the context of the New Normal and the VUCA (volatile, uncertain, complex, ambiguous) era, organisations face adjustments to the changes brought by the COVID-19 pandemic, especially the shifting to new work modes and configurations with their consequences on employees’ wellbeing, in terms of exhaustion, resignation, and quitting tendencies. This study, rooted in the psychology of sustainability and sustainable development, employs a primary prevention perspective to examine a relational factor, the leader–member exchange (LMX), which might shield employees from exhaustion and turnover intention. Specifically, we propose a double-chained mediation model to investigate how high-quality LMX fosters a positive adjustment to employees’ specific work modes, in-person or hybrid work, subsequently reducing employees’ feelings of exhaustion and their intentions to leave the organisation. A convenience sample of 257 Italian employees participated in this study by completing an online self-report survey. Hypotheses were tested using the PROCESS macro in SPSS 25.0 (Model 6). The results indicate that positive LMX and adjustment to the work mode reduce exhaustion and turnover intention; furthermore, they highlight the existence of a more complex dynamic linking LMX to turnover intention through a double-chained mediation of adjustment to the work mode and exhaustion. Indeed, higher LMX quality favours adjustment to the work mode, decreasing employees’ feelings of exhaustion and, in turn, their turnover intention. Specifically, the findings of this study add a novel contribution to the literature on the psychology of sustainability and sustainable development by emphasising the significance of positive LMX in becoming a factor of wellbeing and sustainability in the workplace through the promotion of the adjustment to both in-person and hybrid work modes. Organisations may benefit of this approach to LMX that, through the consideration of employees’ needs, may favour their adjustment to different work modes, thus becoming a sustainable LMX, and a promoter of employees’ wellbeing and retention.

Background: Since previous studies have shown that the request of off-work technology-assisted supplemental work (off-TASW) can contribute to blurring the boundaries between the work and family domain by increasing work- family conflict (WFC), the purpose of this study is to go further, investigating how this relationship impacts stress perceptions. Method: A cross-sectional study that involved a sample of 221 French workers was carried out using a self-reported questionnaire. The data collected were analyzed by IBM SPSS 25.0 software, and a mediation model was tested. Results: The results showed that off-TASW was associated with higher levels of WFC (b=.32; p=.000), which was in turn associated with stress perceptions (b=.42; p=.000). Conclusions: This study contributes to un- derstanding how the intrusion of technologies during off-work times impacts workers’ perceptions of psychological wellbeing through work-family conflict. These findings should encourage the debate on the risks of staying connected to work through technologies during off-work and leisure time and stimulate the promotion of campaigns to make workers aware of their right to disconnection, to the benefits of detachment from work and recovery experiences.

Purpose: Grounded in the transactional model of stress and coping and conservation of resources theory, this study aims to examine quiet quitting (QQ) as a potential mechanism mediating the relationships between person–job (P–J) fit and both work engagement (WE) and work withdrawal (WW). Design/methodology/approach: A total of 246 workers completed an online questionnaire assessing P–J fit, the tendency to engage in QQ behaviours, WE and WW. Mediation analyses were performed to test the hypothesised relationships. Findings: The findings supported the hypothesised model: P–J fit was positively associated with WE and negatively associated with QQ and WW, while QQ partially mediated both relationships, suggesting that it may temporarily conserve resources but, if sustained, be associated with lower WE and greater WW. Practical implications: Organisations should invest in P–J fit interventions (e.g. job redesign and role clarification) and train managers to recognise early QQ signals as opportunities for timely intervention. Promoting job crafting and resource-rich work environments can help shift employees from defensive WW towards WE. Social implications: The findings highlight the social value of sustainable work environments and may inform labour policies aimed at regulating workloads and promoting workers’ well-being. Originality/value: This study advances the emerging literature on QQ by positioning it within a resource-regulation framework. By focusing on the psychological mechanisms connecting perceived job misalignment with motivational and withdrawal-related outcomes, this study offers empirical evidence that QQ may reflect deeper processes of incongruence between employees and their jobs.

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