Abstract: In order to reduce miners’ unsafe behaviors, effectively prevent coal mine accidents, and ensure production safety, a theoretical hypothesis model was constructed to examine the relationships among organizational management pressure, salary satisfaction, and various dimensions of job burnout (emotional exhaustion, depersonalization, and reduced personal accomplishment). Based on questionnaire data from 319 coal miners, structural equation modeling and other methods were employed to analyze the relevant research hypotheses and pathways. The results indicate that miners’ organizational management pressure has a significant positive impact on all dimensions of job burnout (emotional exhaustion: correlation coefficient β=0.53, significance test value P<0.001; depersonalization: β=0.542, P<0.001; reduced personal accomplishment: β=0.469, P<0.001). Salary satisfaction has a significant negative impact on all dimensions of job burnout (emotional exhaustion: β=−0.412, P<0.001; depersonalization: β=−0.495, P<0.001; reduced personal accomplishment: β=−0.32, P<0.001). Additionally, salary satisfaction plays a significant negative moderating role in the relationship between organizational management pressure and job burnout (emotional exhaustion: β=−0.164, P<0.01, ΔR²=0.049>0.02; depersonalization: β=−0.188, P<0.01, ΔR²=0.062>0.02; reduced personal accomplishment: β=−0.181, P<0.01, ΔR²=0.060>0.02). The findings provide theoretical insights and practical guidance for preventing job burnout among coal miners and strengthening safety management practices.