The relationship between psychological capital, job burnout, perceived career development and quiet quitting intention: A case in Vietnamese banking sector
Date Published:
07/08/2026
Online Published:
08/08/2026
Section:
Economics and Economic Management
Main Article Content
Abstract
Purpose – This study aims to examine the psychological mechanisms behind the phenomenon of “quiet quitting” in the high-pressure context of the Vietnamese banking sector. The study advocates that psychological capital serves as a critical internal resource affecting quiet quitting intention via the mediating roles of job burnout and perceived career development.
Design/methodology/approach – The authors used a mixed-methods approach, starting with a qualitative phase of in-depth interviews to improve the measurement scales. The quantitative phase involved an online survey with 302 valid bank employees. To minimize CMB, the authors used a time-lag design by collecting data in two phases, ten days apart. Data was analyzed by PLS-SEM technique.
Findings – The results show that psychological capital has a significant negative total effect on the quiet quitting intention. The direct effect of psychological capital on quiet quitting intention was not statistically significant at 5% level, indicating full mediation by job burnout and perceived career development. Specifically, psychological capital significantly reduces job burnout and improves perceived career development.
Originality/value – This study is one of the first in Vietnam to integrate psychological capital, job burnout, and perceived career development into a comprehensive dual-resource framework to explain quiet quitting. The study contributes to the literature of organizational behavior by integrating the Conservation of Resources and Social Exchange theories to explain the disengagement of the modern workforce.
Practical implications – Banks need to move from reactive management of job burnout to proactive building of psychological capital through the use of assessment tools in recruitment and regular training for cognitive reframing. Career development should be rethought as a strategic retention tool with clear promotion criteria and diverse career paths. Managers should align career expectations with individual psychological strengths during performance reviews in order to successfully align organizational goals with employee development.
Keywords
Job burnout; Perceived career development; Psychological capital; Quiet quitting; Vietnam
Article Details
Field of Economic (JEL Codes)
M10 - General - M12 - Personnel Management • Executives; Executive Compensation - Business Administration, M54 - Labor Management - Personnel Economics
References
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Baluku, M. M., Mugabi, E. N., Nansamba, J., Matagi, L., Onderi, P., & Otto, K. (2020). Psychological capital and career outcomes among final year university students: the mediating role of career engagement and perceived employability. International Journal of Applied Positive Psychology, 6(1), 55-80. https://doi.org/10.1007/s41042-020-00040-w
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Basha, W. K., & Pathania, B. (2025). Quiet quitting as a response to burnout: investigating the psychological drivers behind the trend. International Journal of Innovative Science and Research Technology, 10(7), 157-169. https://doi.org/10.38124/ijisrt/25jul273
Becker, J.-M., Cheah, J.-H., Gholamzade, R., Ringle, C. M., & Sarstedt, M. (2023). PLS-SEM’s most wanted guidance. International Journal of Contemporary Hospitality Management, 35(1), 321-346. https://doi.org/10.1108/IJCHM-04-2022-0474
Beheshtifar, M., & Omidvar, A. R. (2013). Causes to create job burnout in organizations. International Journal of Academic Research in Business and Social Sciences, 3(6), 107-113.
Bitmis, M. G., & Ergeneli, A. (2022). Does the grandiose organizational support matter for the relationship between psychological capital and burnout a cross-sectional study. Journal of Global Strategic Management, 16(2), 29-37. https://doi.org/10.20460/JGSM.2023.315
Brunetto, Y., Saheli, N., Dick, T., & Nelson, S. (2022). Psychosocial safety climate, psychological capital, healthcare SLBs’ wellbeing and innovative behaviour during the COVID 19 pandemic. Public Performance & Management Review, 45(4), 751-772. https://doi.org/10.1080/15309576.2021.1918189
Chen, G., Wang, J., Huang, Q., Sang, L., Yan, J., Chen, R., Cheng, J., Wang, L., Zhang, D., & Ding, H. (2024). Social support, psychological capital, multidimensional job burnout, and turnover intention of primary medical staff: A path analysis drawing on conservation of resources theory. Human Resources for Health, 22. https://doi.org/10.1186/s12960-024-00915-y
Cheng, B., Yu, X., Dong, Y., & Zhong, C. (2024). Promoting employee career growth: the benefits of sustainable human resource management. Asia Pacific Journal of Human Resources, 62(1). https://doi.org/10.1111/1744-7941.12371
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Conger, S. (2002). Fostering a career development culture: reflections on the roles of managers, employees and supervisors. International Journal of Career Management, 7(6), 371-375. https://doi.org/10.1108/13620430210444394
Decker, G., Butler, W. P., & Meriac, J. P. (2025). Best of both worlds: The benefits of hybrid work compared with remote and in‐person roles. Human Resource Management, 64(6), 1803-1814. https://doi.org/10.1002/hrm.70013
Delle, E., & Searle, B. (2022). Career adaptability: The role of developmental leadership and career optimism. Journal of Career Development, 49(2), 269-281. https://doi.org/10.1177/0894845320930286
Demerouti, E., Bakker, A. B., Vardakou, I., & Kantas, A. (2003). The convergent validity of two burnout instruments: A multitrait-multimethod analysis. European Journal of Psychological Assessment, 19(1), 12-23. https://doi.org/10.1027//1015-5759.19.1.12
Flinkman, M., Rudman, A., Pasanen, M., & Leino‐Kilpi, H. (2023). Psychological capital, grit and organizational justice as positive strengths and resources among registered nurses: A path analysis. Nursing open, 10(8), 5314-5327. https://doi.org/10.1002/nop2.1769
Formica, S., & Sfodera, F. (2022). The great resignation and quiet quitting paradigm shifts: An overview of current situation and future research directions. Journal of Hospitality Marketing & Management, 31(8), 899-907. https://doi.org/10.1080/19368623.2022.2136601
Francesco, P., C., Guedes, M. J., Bachrach, D. G., & Cho, Y. (2025). A multidimensional quiet quitting scale: Development and test of a measure of quiet quitting. Plos One, 20(4). https://doi.org/10.1371/journal.pone.0317624
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How to Cite
Ngo, T. T., & Nguyen, T. A. (2026). The relationship between psychological capital, job burnout, perceived career development and quiet quitting intention: A case in Vietnamese banking sector. Journal of Finance - Marketing Research, 17(1enes), 19-35. https://doi.org/10.52932/jfmr.v17i1enes.1236