Aim: The present study aimed to examine the moderating role of perceived organizational support in the relationship between work–family conflict and job burnout among employees of a petrochemical company. Method: This descriptive–correlational study was conducted using a cross sectional design. Data were collected from 260 operational and non operational employees through convenience sampling. The research instruments included the Carlson Work–Family Conflict Scale, Eisenberger’s Perceived Organizational Support Questionnaire, and the Copenhagen Burnout Inventory. Data were analyzed using structural equation modeling, and the moderating effect was tested using PROCESS Macro. Results: The findings indicated that work–family conflict had a significant positive effect on job burnout (β = 0.642, p < 0.001). Perceived organizational support showed a significant negative effect on job burnout (β = -0.598, p < 0.001). In addition, work–family conflict was negatively associated with perceived organizational support (β = -0.378, p = 0.018). The interaction effect between work–family conflict and perceived organizational support was also significant (β = -0.019, p = 0.010), indicating that perceived organizational support moderates the relationship between work–family conflict and job burnout by weakening the positive association between them. Conclusion: These findings highlight the protective role of perceived organizational support in reducing the adverse effects of work–family conflict on job burnout. Strengthening supportive organizational policies, particularly in high pressure and shift based work environments such as the petrochemical industry, may help mitigate employee burnout and promote occupational well being.