This research develops an understanding of the impact of service sector work on CSRs using structural equation modelling. The aim is to determine; (1) the mediation effects of burnout (i.e. emotional exhaustion) has on organisational justice dimensions (i.e. distributive, procedural and interactional) and job outcomes (i.e. job involvement and OCBs); (2) the moderation effects of a stress mindset on organisational justice and job outcomes. The measurement model is determined using conduct exploratory factor analysis which is executed in SPSS. This process reduces organisational justice to a 3-dimensional construct which refutes the proposition that it is 4-dimensional. The same is true for burnout which is theorised as a 3-dimensional construct but is determined here as 1-dimensional; only composed of emotional exhaustion. This process exploratory factor analysis is followed by confirmatory factor analysis in AMOS aimed at determining the measurement model. The measurement model is treated for common method bias with a common latent factor in AMOS before setting up the structural model generating CMB-adjusted variables used in mediation and interaction-moderation tests. There after the structural model was developed, allowing mediation and interaction-moderation tests to take place. The Baron and Kenny (1986) approach is applied for direct effects whilst the bootstrap approach is used for indirect effects. The Baron and Kenny approach shows weak and non-significant effects through emotional exhaustion whilst the bootstrap approach shows otherwise. Thus, emotional exhaustion mediates the relationship between organisational justice and job outcomes. The interaction-moderation effects of a stress mindset on organisational justice and job outcomes are tested using the bootstrap approach and confirms the interaction-moderation effects of a stress mindset on organisational justice and job outcomes. The results show that in the service sector organisations in the UK need to consider the impact of emotional exhaustion and CSRs’ stress mindsets to usurp these to their advantage.