The mediating role of hope in linking perceived organization support to lower job burnout among child welfare professionals

Abstract

Job burnout occurs when employees feel exhausted or overwhelmed by workplace demands (Maslach, 2003). Burnout has a negative impact on employees and organizations, contributing to higher turnover and lower service quality (Salvagioni et al., 2017). In child welfare, burnout consistently predicts workforce turnover (Chernesky & Israel, 2008; Kim & Kao, 2014; Leake et al., 2017). Emotional exhaustion is a stable predictor of turnover in this field (Boyas & Wind, 2010; Boyas et al., 2013; Travis et al., 2016). This study examines a three-variable model in which hope mediates burnout, shaped by perceptions of organizational support among child welfare workers.