Quiet Quitting

I Like Keith Novak's Response. As Dale Carnegie would say we need to be "hearty in our approbation & lavish in our praise". Praise sincerely, listen attentively, show interest, and avoid criticisms, chastisement and complaints.
As project team members often don't report directly to a PM really performance is a matter of escalation with their department manager. Escalation often is a point of no return for the team member when this happens however. I wonder is it better to help and lean into the difficult conversations, and use the skills we have learned as PM's to defend the team and help communicate the broader organizational issues and help negotiate a maybe small but positive change (kaiZen) on a case by case basis.

The more important question is, why the team members are behaving in this way?

There may even be an opportunity for a PM to get approval on a change initiative within the organization if the issues are considered process bottlenecks to solve within the team/group/division/ organization rather than personal issues.
Retrospectives / lessons learned exercises frequently throughout a project are very useful in this way.
just a thought.

Luis,

yes quiet quitting is a phenomenon often/always seen in organizations.

It is a precursor for really quitting the job and is measured by attrition rates. I always ask companies about attrition rates, as they give a hint about how many 'quiet quitters' they might have (ROT: 2-3 time the attrition rate). And many other hints:
- how good are onboarding and retention programs (IBM managed to half attrition rates in India by retentio programs)
- how supportive is your company culture, in terms of psychological safety, trust, collaboration
- how ethical is the company, is bullying present
- how political is the company, does it really follow policies or are old boys networks in power, is there too much gossip, blaming
- how competitive is your environment (is the company next door looking for your capabilities?)

I found that great project managers can re-motivate people who are frustrated by the organization, leaders influence and create a nurturing environment, if needed in a bubble

It is not only do to lack of recognition, rather it is an understanding of personal motivation. I work very hard for some volunteer groups. They provide a personal satisfaction as to what I am supporting. I've taken or stayed in jobs with less advancement potential, because I really enjoyed the work or the people.

If the work doesn't excite you, what motivation do you have to put out more than the minimum effort unless there is some other benefit like it provides more money or time to pursue your personal interests, other than you're worried about losing your job? If fear of unemployment is the motivating factor, it's time to seek other employment anyways.

Quiet quitting shouldn't be considered work-life balance. When our job is also our passion, we know when it's needed to perform extra effort, and when to take a relaxed work day. It's about experience and compromise, not about a rigid decision to work always on a fixed schedule frame.

Dear Thomas
Thank you for reading and answering this question.

I am convinced that it is possible, in organizations, for project managers to create the effect you mentioned

Will it be enough?