Burnout and quiet quitting are increasingly prevalent among cybersecurity professionals, where sustained high demands, resource constraints, and limited recovery opportunities create chronic strain. This paper reframes these outcomes as interconnected processes shaped by the dynamic interplay of job demands, resources, and recovery mechanisms. Drawing on the Job Demands-Resources (JD-R) model, Effort-Recovery (E-R) model, and Exit-Voice-Loyalty-Neglect (EVLN) framework, it proposes a dual-pathway conceptual model that distinguishes between suboptimal and ideal states, mediated by burnout indicators and moderated by organisational and individual factors. The model identifies critical intervention points from workload management and leadership practices to organisational culture emphasising the potential for constructive recovery rather than inevitable withdrawal. Practical considerations include the integration of AI-enabled workload monitoring, predictive analytics, and recovery support systems. As a theory-building contribution, the model synthesises psychosocial and organisational perspectives, offering a diagnostic and strategic tool for sustaining cybersecurity workforce engagement.