Burnout is often linked to absenteeism and turnover in healthcare settings, but this view risks oversimplifying the issue. Such a perspective can obscure systemic factors, shifting focus from structural solutions to individual resilience. A broader perspective is needed to address these global challenges effectively. Drawing on the Job Demands-Resources (JDR) model and Conservation of Resources (COR) theory, this qualitative study examines the experiences of 75 Australian eldercare workers and managers to explore the complexities of working in emotionally demanding environments. Through interviews, we uncover the dual roles of managers in simultaneously amplifying job demands and providing critical resources to mitigate burnout, and the cyclical spillover effect of burnout experiences between healthcare workers and their vulnerable care recipient residents. Key findings reveal that burnout is pervasive, driven by high responsibility, accountability, and the relentless nature of care work. Burnout manifests in diminished coworker and resident well-being, impaired care quality, and an absence of adequate support. Notably, interactions with managers regarding burnout are perceived as paradoxical, serving both as a source of support and additional stress. This study highlights the urgent need for strategies that balance resource provision with demand management in eldercare settings.
