This study holds significant importance as it sheds light on the emerging phenomenon of Quiet Quitting, which has become increasingly prevalent in organizations amidst evolving dynamics in the employer-employee relationship. By investigating the relevance of the Theory of Reasoned Action, the research aims to deepen our understanding of the underlying beliefs, attitudes, intentions, and behaviors driving Quiet Quitting behaviors. Through an analysis of scholarly literature, the study elucidates the four critical elements of the Theory of Reasoned Action and their potential implications for Quiet Quitting, providing valuable insights into this impactful workplace phenomenon. The article elucidates the Theory of Reasoned Action's relevance in understanding Quiet Quitting, revealing behavioral factors impacting employees' workplace commitment. Additionally, it offers a wealth of documented resources to scholars and practitioners, addressing the scarcity of research in this domain. Moreover, advocating a proactive approach prompts leaders to address Quiet Quitting, emphasizing the importance of trust and commitment in enhancing organizational competitiveness and employee engagement.