Social support at work has demonstrated itself to be an important variable for predicting desirable outcomes and helping to buffer the effects of adverse events. The main objective of this research is to understand the impact of social support on job satisfaction on the one hand and emotional exhaustion on the other. Furthermore, in order to gain a deeper understanding of intricate organizational relationships, the mediating effects of work recovery experiences are taken into consideration. The sample was composed of 496 workers (41.5% men and 58.5% women). The mean age was 42 years (SD = 9.82). A cross-sectional design was used. The results, both direct (r = 0.43; R2 = 0.19; p < 0.001) and indirect (B = 0.04; SE = 0.02; 95% C.I. = 0.01, 0.09), of the model relating social support to job satisfaction were statistically significant. On the other hand, in the model that links social support to emotional exhaustion, we observed statistically significant direct (r = 0.26; R2 = 0.07; p < 0.001) and indirect effects (B = −0.05; SE = 0.02; 95% C.I. = −0.10, −0.01). Only the relaxation factor was a significant mediator of these variables. Implications, limitations, and future research recommendations are discussed.

Job satisfaction is a key component of organizational well-being and performance. This study explores the relationship between job characteristics (demands and resources), organizational and group identification, and affective job satisfaction, drawing on the Job Demands–Resources model and social identity theory. Methods: A cross-sectional design was used with a sample of 420 employed individuals (49% men and 51% women), with a mean age of 41.58 years (SD = 9.95). Participants completed an online questionnaire assessing job demands (quantity and complexity), job resources (competency development, use of competencies, and decision latitude), and identification (organizational and group). Most participants held a university degree (48.1%) and had a permanent contract (79.8%). A MIMIC model was applied to test the hypothesized relationships. Results: Job demands defined by quantity were inversely associated with job satisfaction, while competency development and use were positively associated. Organizational and group identification also showed significant positive relationships with job satisfaction. However, task complexity and decision latitude were not significant predictors. Discussion: These findings underscore the importance of integrating both job design and social identity factors to enhance job satisfaction and inform organizational strategies aimed at promoting employee well-being.