High-performance work systems have been touted as a potent strategy for reducing employee burnout. However, given competing empirical evidence and theoretical accounts, this chapter critically discusses the relationship between high-performance work systems and employee burnout. First, the competing theoretical perspectives and empirical evidence to date pertaining to this relationship is presented. Second, by critically reviewing the presented studies, the chapter attempts to reconcile these conflicting findings by illuminating the central role context as well as the importance of considering how HRM systems are measured (and by whom) and analyzed. Third, from the critical review of the presented studies, the chapter highlights areas for future research that are likely to advance insights on this relationship. These areas include the importance of investigating the burnout construct in its entirety, testing for the role of contextual factors (especially personal resources and leadership) and curvilinearity, and adopting more non-randomized quasi-experiments. Finally, the chapter concludes with practical recommendations about managing burnout including appropriate measurement tools (and the importance of regular assessment), and the necessity of equipping line managers with the skills to implement high-performance work systems effectively and ensure that the organization has structural mechanisms in place to avoid burnout more generally.