https://jhrms.com/index.php/HRMS <table> <tbody> <tr style="vertical-align: top;"> <td style="text-align: justify;"> <p><strong><em>Human Resources Management and Services</em></strong> (HRMS) is an international open access journal on theoretical and practical research in the field of human resource management. HRMS adopts a double-blind peer review model and publishes high-quality articles. It is committed to disseminating unique and insightful insights and promoting the development, innovation and understanding of human resource management. Potential readers of HRMS include scholars, practice managers, and policy makers in the field.</p> </td> <td><img src="/public/site/images/admin/HRMS_cover_12.png"><br> <div id="issn_section"><br><span class="issn_num"><span class="issn_num">ISSN: 2661-4308 (O</span></span><span class="issn_num">)</span><br><br><img src="/public/site/Open_Access.png" alt=""></div> </td> </tr> </tbody> </table> PiscoMed Publishing Pte Ltd en-US Human Resources Management and Services 2661-4308 https://jhrms.com/index.php/HRMS/article/view/5667 <p>The study aims to investigate the impact of the Return-to-Office Mandate policy and job satisfaction on quiet quitting intentions among Information Technology (IT) sector employees. With the end of COVID-19, there is a sudden shift from work-from-home to work from offices. The return-to-office mandates were utilised by the organisations to facilitate these changes. As the employees return to office settings, organisations have found it difficult to maintain engagement. A standardized questionnaire was used to measure return-to-office mandates, job satisfaction, and quiet quitting intentions. The relationship between these factors was examined using regression analysis. The results show that return to office mandates have no significant impact on quiet quitting, whereas job satisfaction considerably raises the intentions of quiet quitting. The study reveals that even highly satisfied employees may exhibit quiet-quitting behaviours, which contrasts with the existing literature. The study’s insights indicate that organisations should shift their focus to intrinsic motivation and actual engagement by looking beyond job satisfaction.</p> Niharika Gupta Dr. Akriti Jaiswal Copyright (c) 2026 Author(s) https://creativecommons.org/licenses/by/4.0/ 2026-04-17 2026-04-17 8 2 14 14 10.18282/hrms5667