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Based on the Job Demands-Resources and Broaden and Build theories, this study examines the role of thriving at work and psychological capital on burnout and, ultimately, job satisfaction and performance one year later. We used structural equation modeling to test the model on a sample of 317 Romanian correctional officers in a two-wave study at T1 and one year later (T2). The results indicate that thriving at work at Time 1 is positively linked to psychological capital at Time 1, and negatively related to burnout at Time 2. Meanwhile, burnout at Time 2 is negatively related to job satisfaction and performance at Time 2. The mediating chain effect of psychological capital at Time 1 and burnout at Time 2 is significant. Thriving at work and psychological capital are essential factors contributing to a decrease in subsequent burnout and increased job satisfaction and performance. In a thriving environment, correctional officers are more resilient, confident, optimistic, and hopeful at work, generating lower burnout over time and increasing job satisfaction and performance. Supervisors need to be encouraged to create a thriving work environment to increase psychological capital, reduce burnout, and improve correctional officers' satisfaction and performance.

How to Increase Job Satisfaction and Performance? Start with Thriving: The Serial Mediation Effect of Psychological Capital and Burnout