Job burnout is a severe consequence of chronically experiencing stress in the workplace. Burnout affects approximately 10% of the American workforce. Extent research has typically explained the onset of burnout as the result of an imbalance between Job Demands and Job Resources at the individual level, but has failed to consider concepts of job design such as task interdependence in their explanations. In this study, we integrate the psychological Job Demands and Resources model with organizational design concepts to conceptualize task interdependence relations in the organization as demands placed on the employee. As such, we theorize that an employee’s social position in the network of task interdependence relations is related to her experience of burnout. We use a whole network design examining burnout and social networks among 182 employees in a health care organization. Results show that employees occupying positions where they must interact with coworkers who do not depend on each other, have a higher risk of experiencing burnout. Contributions of this study include a new perspective on the social dimension of work and its role explaining burnout. Keywords: Burnout, Stress, Social Networks, Job Design, Task Interdependence.