Pemasaran Internal dan Quiet Quitting pada Karyawan Lini Depan: Tinjauan Literatur tentang Keterkaitannya dengan Perilaku Berorientasi Pelanggan

Abstrak

Quiet quitting, the tendency of employees to limit their work effort to the minimum requirements
of their role, has become a salient human resource management (HRM) issue since 2022. In service
organizations the problem does not stay inside the firm, because frontline employees are where the
firm meets its customers. Yet quiet quitting research has grown mainly within HRM, while internal
marketing and customer-oriented behavior are studied within service marketing. This article brings
the three streams together through an integrative literature review of 37 articles published in reputable journals between 2021 and 2026. The synthesis addresses three questions: how internal
marketing may prevent quiet quitting, how quiet quitting affects customer-oriented behavior, and
which boundary conditions strengthen or weaken these links. No empirical study has yet tested the
full chain from internal marketing through quiet quitting to customer-oriented behavior. The
indirect evidence, however, is fairly consistent. Practices that fulfil psychological contracts and
supply psychological resources tend to reduce quiet quitting, whereas quiet quitting mainly erodes
discretionary (extra-role) behavior toward customers rather than core service delivery. Customer
incivility, leadership style, psychological safety, and the type of quiet quitter emerge as boundary
conditions. The article offers six propositions, an integrative conceptual model, and a TCCM-based
research agenda, including a call for studies in Indonesian service sectors.