Abstarct: The purpose of this research was to investigate the impact of person-organization fit on the turnover intention of physical education teachers with the mediating role of job well-being. The present study was descxriptive-correlational in nature and cross-sectional intime. The statistical population of the research consisted of all physical education teachers in Wasit Province, from which a sample of 201 individuals was selected using the convenience sampling method. The research instruments included Cable and DeRue's (2002) 3-item Person-Organization Fit questionnaire, Cooley et al.'s (2015) 16-item Well-Being questionnaire, and Vidyarthi et al.'s (2016) 7-item Turnover Intention questionnaire. To assess the face and content validity of the instruments, the opinions of ten experts and professors in sports management were utilized, and the reliability of the instruments was confirmed using Cronbach's alpha test. To examine the research hypotheses, variance-baxsed structural equation modeling was employed, and data analysis was performed using SPSS23 and Smart-PLS 4 software. The results indicated that person-organization fit has a direct and significant effect on both turnover intention and job well-being of physical education teachers. Furthermore, job well-being had a direct and significant effect on their turnover intention. The findings also confirmed the mediating role of job well-being in the relationship between person-organization fit and turnover intention. These results suggest that person-organization fit can reduce physical education teachers' turnover intention both directly and indirectly by enhancing their level of job well-being. In other words, when teachers' values and goals are aligned with the culture and objectives of the educational organization, they experience greater satisfaction, vitality, and efficacy, which in turn reduces their intention to leave. These findings emphasize the necessity for educational administrators and school sports officials to focus on selecting and appointing teachers whose values align with the school environment, as well as implementing programs that enhance job well-being (such as improving the work environment, providing psychological support, and involving teachers in decision-making) as an effective strategy for retaining this valuable human capital.