Quiet quitting has recently emerged as a pervasive and widely discussed phenomenon in organizational settings. Drawing on Conservation of Resources (COR) theory, this study aims to examine the resource depletion mechanism linking perceived stress to quiet quitting among grassroots employees. Specifically, the primary research objective is to construct and test a moderated mediation model that clarifies: (a) whether emotional exhaustion serves as a key mediator between perceived stress and quiet quitting, (b) whether surface acting and deep acting moderate the stress--exhaustion relationship, and (c) whether perceived organizational support buffers the exhaustion--quiet quitting link. By addressing these questions, the study seeks to extend COR theory into the domain of quiet quitting and to provide a more nuanced understanding of how individual emotion regulation strategies and organizational resources jointly shape employees' withdrawal decisions in high-pressure work settings.

Across three surveys with 259 participants, the findings supported the proposed resource depletion mechanism. Perceived stress significantly predicted emotional exhaustion, which in turn significantly increased quiet quitting. Mediation analysis indicated that emotional exhaustion served as a key psychological pathway through which stress induces withdrawal behaviors. Surface acting significantly strengthened the relationship between perceived stress and emotional exhaustion, indicating a "double resource loss" effect. In contrast, deep acting did not show a significant moderating effect, potentially due to the "motivational idling" occurring under high-stress conditions where employees lack the autonomous motivation to internalize organizational norms. Perceived organizational support showed a significant direct negative association with quiet quitting but failed to significantly moderate the stress-exhaustion-withdrawal link. This suggests a "cognitive contraction" where highly exhausted employees may defensively reduce their processing of supportive signals from the organization to preserve their remaining resources.

The findings clarify the stress-related psychological process leading to quiet quitting, portraying it as a rational, intentional, and psychologically grounded recalibration of work investment in response to unmet expectations and resource imbalances . Consistent with COR theory, sustained stress depletes psychological resources, encouraging withdrawal-oriented behavior as a self-protection strategy. The study makes three key theoretical contributions. First, it provides empirical support for viewing quiet quitting as a resource conservation tactic triggered by emotional exhaustion, thereby bridging the gap between stress research and withdrawal behavior. Second, it reveals that surface acting acts as a risk amplifier rather than merely a direct antecedent, offering a more precise understanding of when stress is most harmful. Third, it demonstrates that organizational support mainly functions as a universal protector through direct effects, rather than as a situational buffer after exhaustion has set in---a finding that refines the application of COR theory to organizational support research.

In terms of practical implications, organizations should shift from reactive remedies to proactive interventions.First, regular monitoring of perceived stress and emotional exhaustion can help detect early signs of quiet quitting, enabling timely adjustments in workload and task allocation. Second, managers should reconsider rigid emotional display rules that force employees into surface acting; instead, they should provide psychological recovery time after high-stress episodes and offer training in deep acting skills. Third, organizational support should be delivered as a continuous, embedded resource---such as enhanced job autonomy, psychological safety, and fair treatment---rather than as an emergency measure after exhaustion has already occurred. By embedding resource-preserving practices into daily management, organizations can reduce the likelihood of quiet quitting and sustain long-term employee engagement and organizational effectiveness.