{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,10,10]],"date-time":"2026-10-10T07:49:10Z","timestamp":1791618550643,"version":"4.3.4"},"reference-count":50,"publisher":"Wiley","license":[{"start":{"date-parts":[[2026,10,10]],"date-time":"2026-10-10T00:00:00Z","timestamp":1791590400000},"content-version":"vor","delay-in-days":0,"URL":"http:\/\/onlinelibrary.wiley.com\/termsAndConditions#vor"},{"start":{"date-parts":[[2026,10,10]],"date-time":"2026-10-10T00:00:00Z","timestamp":1791590400000},"content-version":"tdm","delay-in-days":0,"URL":"http:\/\/doi.wiley.com\/10.1002\/tdm_license_1.1"}],"content-domain":{"domain":["onlinelibrary.wiley.com"],"crossmark-restriction":true},"short-container-title":["Research in Nursing &amp;amp; Health"],"abstract":"<jats:title>ABSTRACT<\/jats:title>\n                  <jats:sec>\n                    <jats:label\/>\n                    <jats:p>\n                      Perceived organizational support is an important organizational resource that may shape nurses' psychological well\u2010being, workplace engagement, and performance\u2010related outcomes. This study examined the relationship between perceived organizational support and nurses' job performance and explored whether burnout and quiet quitting showed indirect associations consistent with mediation. A cross\u2010sectional correlational study was conducted in a tertiary university hospital in the Black Sea Region of T\u00fcrkiye. Of 980 eligible nurses, 439 responded (response rate: 44.8%); after excluding 14 questionnaires, 425 nurses were included in the final analysis, representing 43.4% of the eligible population. Data were collected using standardized instruments measuring perceived organizational support, burnout, quiet quitting, and individual work performance. Descriptive statistics, Pearson correlation analysis, and multiple mediation analysis using Hayes' PROCESS macro were performed. Perceived organizational support was positively correlated with job performance (\n                      <jats:italic>r<\/jats:italic>\n                      \u2009=\u20090.27,\n                      <jats:italic>p<\/jats:italic>\n                      \u2009&lt;\u20090.001) and negatively correlated with burnout (\n                      <jats:italic>r<\/jats:italic>\n                      \u2009=\u2009\u22120.47,\n                      <jats:italic>p<\/jats:italic>\n                      \u2009&lt;\u20090.001) and quiet quitting (\n                      <jats:italic>r<\/jats:italic>\n                      \u2009=\u2009\u22120.37,\n                      <jats:italic>p<\/jats:italic>\n                      \u2009&lt;\u20090.001). Burnout (\n                      <jats:italic>r<\/jats:italic>\n                      \u2009=\u2009\u22120.31,\n                      <jats:italic>p<\/jats:italic>\n                      \u2009&lt;\u20090.001) and quiet quitting (\n                      <jats:italic>r<\/jats:italic>\n                      \u2009=\u2009\u22120.31,\n                      <jats:italic>p<\/jats:italic>\n                      \u2009&lt;\u20090.001) were negatively correlated with job performance. The total effect of perceived organizational support on job performance was significant (\n                      <jats:italic>b<\/jats:italic>\n                      \u2009=\u20090.23,\n                      <jats:italic>\u03b2<\/jats:italic>\n                      \u2009=\u20090.27,\n                      <jats:italic>p<\/jats:italic>\n                      \u2009&lt;\u20090.001). The direct association between perceived organizational support and job performance remained significant even after accounting for burnout and quiet quitting (\n                      <jats:italic>b<\/jats:italic>\n                      \u2009=\u20090.10,\n                      <jats:italic>\u03b2<\/jats:italic>\n                      \u2009=\u20090.12,\n                      <jats:italic>p<\/jats:italic>\n                      \u2009=\u20090.025). Significant indirect associations were observed through burnout (\n                      <jats:italic>b<\/jats:italic>\n                      \u2009=\u20090.07,\n                      <jats:italic>\u03b2<\/jats:italic>\n                      \u2009=\u20090.08, 95% CI\u2009=\u20090.03\u20130.12) and quiet quitting (\n                      <jats:italic>b<\/jats:italic>\n                      \u2009=\u20090.06,\n                      <jats:italic>\u03b2<\/jats:italic>\n                      \u2009=\u20090.07, 95% CI\u2009=\u20090.03\u20130.09). These findings suggest that supportive organizational environments may be associated with higher job performance among nurses by reducing burnout and quiet quitting. Given the cross\u2010sectional design, these findings should be interpreted as associations consistent with mediation rather than causal evidence. The study was conducted in a single tertiary university hospital in the Black Sea Region of T\u00fcrkiye, which may limit generalizability to other settings.\n                    <\/jats:p>\n                  <\/jats:sec>","DOI":"10.1002\/nur.70133","type":"journal-article","created":{"date-parts":[[2026,10,10]],"date-time":"2026-10-10T07:24:39Z","timestamp":1791617079000},"update-policy":"https:\/\/doi.org\/10.1002\/crossmark_policy","source":"Crossref","is-referenced-by-count":0,"title":["Perceived Organizational Support and Nurses' Job Performance: The Indirect Roles of Burnout and Quiet Quitting"],"prefix":"10.1002","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-1355-4315","authenticated-orcid":false,"given":"Nagihan","family":"Koroglu Kaba","sequence":"first","affiliation":[{"name":"Bayburt University School of Health Services Management and Organization Department Bayburt T\u00fcrkiye"}],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0001-8331-4897","authenticated-orcid":false,"given":"G\u00fclcan","family":"Taskiran Eskici","sequence":"additional","affiliation":[{"name":"Department of Nursing Administration Faculty of Health Sciences, Ondokuz Mayis University Samsun T\u00fcrkiye"}],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0003-3350-1701","authenticated-orcid":false,"given":"Hanife","family":"Tiryaki Sen","sequence":"additional","affiliation":[{"name":"Department of Nursing Administration Hamidiye Faculty of Nursing, University of Health Sciences Istanbul T\u00fcrkiye"}],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"311","published-online":{"date-parts":[[2026,10,10]]},"reference":[{"key":"e_1_2_12_2_1","doi-asserted-by":"publisher","DOI":"10.3390\/nursrep15060208"},{"key":"e_1_2_12_3_1","doi-asserted-by":"publisher","DOI":"10.1108\/IJOA-01-2023-3600"},{"key":"e_1_2_12_4_1","doi-asserted-by":"publisher","DOI":"10.1371\/journal.pone.0332908"},{"key":"e_1_2_12_5_1","doi-asserted-by":"publisher","DOI":"10.1177\/10784535261437075"},{"key":"e_1_2_12_6_1","doi-asserted-by":"publisher","DOI":"10.1016\/j.outlook.2026.102702"},{"key":"e_1_2_12_7_1","doi-asserted-by":"publisher","DOI":"10.1177\/00469580241297974"},{"issue":"3","key":"e_1_2_12_8_1","doi-asserted-by":"crossref","first-page":"273","DOI":"10.1037\/ocp0000056","article-title":"Job Demands\u2013Resources Theory: Taking Stock and Looking Forward","volume":"22","author":"Bakker A. 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