Aim: The present study aimed to examine the relationships of social undermining, workplace incivility, and psychological gaslighting with employees’ turnover intention, with the mediating role of job burnout. Methods: The study employed a descriptive-correlational design based on structural equation modeling (SEM). The statistical population consisted of all employees working in government offices in Hamadan County, Iran. A total of 281 government employees were recruited through convenience sampling. Data were collected using Social Undermining Scale (Duffy et al., 2002), Workplace Incivility Scale (Cortina et al., 2001), Gaslighting Questionnaire (Bhatti et al., 2023), Maslach Burnout Inventory (Maslach & Jackson, 1981), and Turnover Intention Scale (Mobley et al., 1989). Results: Path analysis conducted using PLS-4 software showed that workplace incivility and psychological gaslighting had significant direct effects on job burnout. Moreover, psychological gaslighting and job burnout had significant direct effects on turnover intention (p<0.05). The direct effects of social undermining on job burnout and turnover intention, as well as the direct effect of workplace incivility on turnover intention, were not significant. Regarding the indirect effects, workplace incivility (β=−0.144) and psychological gaslighting (β=−0.375) had significant indirect effects on turnover intention through job burnout (p<0.05), whereas the indirect effect of social undermining on turnover intention through job burnout was not significant. Conclusion: The findings indicated that workplace incivility and psychological gaslighting were associated with increased job burnout, which in turn was related to turnover intention. Thus, job burnout may serve as an important mechanism linking interpersonal stressors in the workplace to employees’ turnover intention.