<![CDATA[High turnover intention in distributor companies poses a challenge to human resource stability and the continuity of company operations. Burnout is assumed to increase employees’ tendency to leave the organization, while psychological well-being may serve as a psychological mechanism that mitigates this effect. This study aimed to analyze the effect of burnout on turnover intention and the role of psychological well-being as a mediating variable among employees of a distributor company. The study employed a quantitative approach with a cross-sectional design involving 216 employees selected through purposive sampling. Data were collected using questionnaires and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4. The findings indicate that burnout has a positive effect on turnover intention (β = 0.718; p < 0.001) and a negative effect on psychological well-being (β = –0.745; p < 0.001). Psychological well-being has a negative effect on turnover intention (β = –0.140; p = 0.023) and partially mediates the relationship between burnout and turnover intention (β = 0.104; p = 0.025). These findings indicate that burnout is a stronger factor in driving turnover intention, while psychological well-being functions as a protective factor that reduces part of this effect. This study extends the application of the Job Demands–Resources Theory and Conservation of Resources Theory in the context of distributor companies and enriches the literature on the psychological mechanisms linking burnout to turnover intention. Practically, the findings support the importance of managing burnout and strengthening psychological well-being as employee retention strategies.]]>
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