Improving job performance is essential for the success of organizations. Job burnout, as a message of workplace pressures, causes a decrease and decrease in the quality of performance, while cognitive capital with components such as self-efficacy, hope, optimism and resilience can play a supporting and reinforcing role in improving performance. Also, the phenomenon of "quiet quitting" as a hidden and growing behavior in organizations, endangers the performance of individuals by reducing initiative and job commitment. This study aimed to investigate the effect of psychological capital and job burnout on job performance with the mediating role of quiet quitting among employees of Bank Mellat in Bushehr province. The research method was applied, descriptive-survey and based on a standard questionnaire. The statistical population was 366 employees and the sample size was 188 people determined based on the Cochran formula. Data were collected using a five-point Likert scale, and the reliability of the instrument was assessed using Cronbach's alpha and its validity was assessed using AVE and Fornell and Larker indices. Data analysis was conducted at two levels: descriptive and inferential.

The findings: showed that job burnout has a negative impact on performance, and psychological capital has a significant impact on performance. Also, quiet quitting both directly has a negative impact on performance and, as a mediator, weakens the relationship between job burnout and performance.

Conclusion: Increasing psychological capital can be a solution to reduce job burnout, prevent quiet quitting, and improve performance in organizations, especially in high-pressure banking environments.