BASED ON THEIR RESPONSES TO TWO QUESTIONNAIRES, PERSONNEL WERE CLASSIFIED AS EITHER SATISFIED WITH THEIR JOBS AND NOT BURNED OUT (29 PERCENT), SATISFIED BUT BURNED OUT (25 PERCENT), NEITHER SATISFIED NOR BURNED OUT (21 PERCENT), OR UNSATISFIED AND BURNED OUT (25 PERCENT). SATISFIED, NONBURNED-OUT WORKERS WERE LIKELY TO BE NONCOLLEGE GRADUATES, WORKING AT GROUP HOMES WHERE STAFF COMMUNICATION IS GOOD AND RECEIVING EXTENSIVE FEEDBACK REGARDING THEIR IMPACT ON RESIDENTS. SUCH FINDINGS SUGGEST THAT ACADEMIC PROGRAMS MAY NOT BE PREPARING CHILD CARE WORKERS FOR THE REALITIES OF THEIR JOBS, AND THAT STAFF COMMUNICATION AND FEEDBACK MAY SERVE AS BUFFERS AGAINST THE THREAT OF WORKING IN A NONSATISFYING, EMOTIONALLY DRAINING JOB. THERE IS EVIDENCE THAT UNSATISFIED, BURNED-OUT WORKERS WHO STAY ON THE JOB MAY BECOME UNSATISFIED, NONBURNED-OUT WORKERS. IF THIS IS THE CASE, THEN EMPLOYEES WHO ARE UNSATISFIED WITH THEIR JOBS BUT WHO ARE NOT BURNED OUT MAY BE VIEWED AS PEOPLE WHO HAVE PERSONALLY COPED WITH EMOTIONAL STRAIN BY COMPROMISING THE PRIMARY GOAL OF THE ORGANIZATION, HELPING PEOPLE. SUCH STAFF MEMBERS MAY HAVE MINIMIZED THEIR PERSONAL COMMITMENT TO CLIENTS. A MORE INDEPTH STUDY OF RELATIONSHIPS AMONG JOB SATISFACTION, BURN OUT, INDIVIDUAL AND ORGANIZATIONAL CHARACTERISTICS, JOB PERFORMANCE, AND OTHER VARIABLES IS RECOMMENDED. SUPPORTING DATA ARE INCLUDED.