Compassion fatigue syndrome is increasingly recognized as a psychosocial risk factor among all healthcare professionals working in environments where emotional labor is intensely utilized. The aim of this study is to address compassion fatigue syndrome through its theoretical and organizational dimensions and to evaluate it from a healthcare management perspective. Compassion fatigue is conceptualized not only in relation to stress-related theories and factors such as burnout, but also through its organizational dimensions. In particular, organizational factors in healthcare settings such as heavy workloads, role ambiguity, emotional labor, and lack of managerial support should be addressed holistically.

From an organizational perspective, compassion fatigue is closely associated with healthcare professionals psychological well being, job satisfaction, organizational commitment, quality of care delivered, and turnover intention. Compassion fatigue syndrome negatively affects not only individual employees but also the strategic objectives of healthcare organizations. In this context, it is crucial for healthcare managers to recognize this phenomenon and to focus on preventive and corrective organizational factors. Ensuring a fair distribution of workload, improving ergonomic conditions in favor of employees, and developing resilience-enhancing training programs represent meaningful strategic interventions for healthcare institutions.

In conclusion, compassion fatigue is a multidimensional phenomenon that must be addressed at the individual, organizational, and managerial levels. Models and strategies developed by health policymakers within this framework will not only strengthen healthcare professionals but also contribute positively to organizational performance.