The study examines the relationship between job characteristics, burnout, and performance using the job demands-resources (JD-R) model. It investigates how job demands (e.g., work pressure, emotional demands) and job resources (e.g., autonomy, social support) influence burnout and performance. The study hypothesized that job demands would most strongly predict exhaustion, which in turn would affect in-role performance, while job resources would most strongly predict extra-role performance through their relationship with disengagement. It also hypothesized that job resources would buffer the relationship between job demands and exhaustion, and that exhaustion would be positively related to disengagement. The results of structural equation modeling supported hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD-R model's claim that job demands and job resources initiate two psychological processes that affect organizational outcomes. The study also found that job demands are the most important antecedents of in-role performance through exhaustion, while job resources are the most important predictors of extra-role performance through disengagement. Additionally, exhaustion was positively related to disengagement. The study used the Oldenburg Burnout Inventory (OLBI) to measure burnout, which includes exhaustion and disengagement. In-role performance refers to officially required outcomes and behaviors, while extra-role performance refers to discretionary behaviors that promote organizational effectiveness. The study found that job demands and resources have differential effects on in-role and extra-role performance. The findings support the JD-R model and highlight the importance of job demands and resources in predicting burnout and performance.The study examines the relationship between job characteristics, burnout, and performance using the job demands-resources (JD-R) model. It investigates how job demands (e.g., work pressure, emotional demands) and job resources (e.g., autonomy, social support) influence burnout and performance. The study hypothesized that job demands would most strongly predict exhaustion, which in turn would affect in-role performance, while job resources would most strongly predict extra-role performance through their relationship with disengagement. It also hypothesized that job resources would buffer the relationship between job demands and exhaustion, and that exhaustion would be positively related to disengagement. The results of structural equation modeling supported hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD-R model's claim that job demands and job resources initiate two psychological processes that affect organizational outcomes. The study also found that job demands are the most important antecedents of in-role performance through exhaustion, while job resources are the most important predictors of extra-role performance through disengagement. Additionally, exhaustion was positively related to disengagement. The study used the Oldenburg Burnout Inventory (OLBI) to measure burnout, which includes exhaustion and disengagement. In-role performance refers to officially required outcomes and behaviors, while extra-role performance refers to discretionary behaviors that promote organizational effectiveness. The study found that job demands and resources have differential effects on in-role and extra-role performance. The findings support the JD-R model and highlight the importance of job demands and resources in predicting burnout and performance.