THE ROLE OF ORGANIZATIONAL TRUST, BURNOUT AND INTERPERSONAL DEVIANCE FOR ACHIEVING ORGANIZATIONAL PERFORMANCE

Abstract

In this study, the variables organizational trust and burnout which are considered to be affecting organizational performance are discussed for small-scaled business (food) enteprises. Although the effects of organizational trust and burnout on organizational performance are particularly examined, interpersonal deviance as another variable is also considered. We find that there is no significant relationship between employees’ burnout and organizational performance. However, there is a positive and significant relationship between organizational trust and organizational performance. We also find that, while interpersonal deviance has not any mediating effect on burnout and organizational performance, it has a negative and partial mediator role on organizational trust and organizational performance. Through designating a structural equation model, recommendations that are geared towards improving the organizational performance are made to the employers and executive officers

Keywords

• Organizational performance, interpersonal deviance, burnout, organizational trust, structural equation model

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