<p>Construction safety managers (CSMs) frequently encounter substantial job stress stemming from the elevated responsibility and inherent uncertainty of their roles. Despite the potential for stress to profoundly impact their safety management performance, scholarly attention to this issue remains limited. Consequently, this research endeavors to delve into the mechanisms through which job stress influences safety management performance, while also examining the roles of job burnout and organizational support. Employing a comprehensive questionnaire survey, this study gathered data from 718 CSMs spanning diverse construction projects, enterprises, and geographical locations across China. Structural equation modeling was utilized to dissect the intricate relationships among job stress, burnout, organizational support, and safety management performance. The results reveal that job stress positively correlates with burnout and subjective safety management performance. Conversely, organizational support demonstrates a negative association with job stress, burnout, and subjective performance. Notably, job burnout serves as a partial mediator in the relationship between job stress and organizational support on subjective performance. Furthermore, subjective performance emerges as a full mediator in the impact of job stress, job burnout, and organizational support on objective performance metrics. study contributes significantly to the existing knowledge base by offering insights into the multifaceted impacts of job stress on both subjective and objective dimensions of construction safety management performance. It establishes a robust theoretical framework that can inform strategies for enhancing construction safety management practices.</p>