Burnout syndrome is one of the most significant psychosocial problems of contemporary working life and represents a multidimensional phenomenon affecting employees’ physical, psychological, and social well-being. Initially conceptualized as an individual stress response, burnout has gradually come to be understood as a complex process associated with organizational structures, working conditions, and the work environment. This chapter examines burnout syndrome from an organizational behavior perspective by discussing its historical development, theoretical foundations, and core dimensions. The dimensions of emotional exhaustion, depersonalization, and reduced personal accomplishment are explained in detail, while individual, environmental, and organizational determinants are evaluated. Furthermore, the relationships between burnout and psychosocial risk factors such as workload, role ambiguity, performance pressure, workplace bullying, job insecurity, and emotional labor are discussed. The effects of burnout on job satisfaction, organizational commitment, performance, absenteeism, and turnover intention are also examined. In addition, organizational interventions including leadership, organizational justice, social support, employee empowerment, and work–life balance are reviewed as potential strategies to prevent and manage burnout. In conclusion, burnout is considered not merely an individual problem but a critical organizational behavior issue that should be managed at the organizational level to ensure healthy and sustainable working environments.