Aged care facilities aim to provide person-centred care in recognition of residents’ autonomy. However, role demands impacting aged care workers can produce job strain and burnout, which can in turn increase rates of turnover and reduce residential care quality. In the current study, the Job Demands-Resources and Demand-Induced Strain Compensation models were used to explore the influence of personal resources and recovery, job resources and demands, and organizational context on work engagement, burnout and person-centred care. Following recruitment via social media, organizational outreach and snowball methods, 122 Australian aged care staff who worked at least 2 care shifts per week in an Australian residential care facility completed an anonymous online survey. The survey comprised measures of self-efficacy, work meaningfulness, job demands and resources, and recovery, leadership and organisational support, as predictors of burnout, work engagement, and person-centred care. Regression models explained highly significant variance, with very large effects for the ability to personalise care (as part of person-centred care, Adj R2=.63***, f2=1.70) and work engagement (Adj R2=.51***, f2=1.04), large effects for aspects of burnout (Adj R2=.26 to .33, f2=.42), and medium effect for organisational support (part of PCC, Adj R2=.16, f2=0.19). Work engagement was improved by meaningfulness, organizational support and appreciative leadership; burnout was reduced by fewer demands and more resources. Person-centred care was improved by more meaningful work, more resources and fewer demands, with similar outcomes across work settings. Staff wellbeing and consequently person-centred care can be improved via sufficient resources and meaningfulness of work to offset work demands.