The Impact of Perceived Superior Trust on Work Performance: The Role of Burnout and Work Engagement at Indonesia’s Ministry of Religious Affairs

The Impact of Perceived Superior Trust on Work Performance: The Role of Burnout and Work Engagement at Indonesia’s Ministry of Religious Affairs

Alfi Syahrin, Muhammad Adam, Syafruddin Chan

Master of Management Study Program, Faculty of Economics and Business, Syiah Kuala University, Indonesia

DOI: https://dx.doi.org/10.47772/IJRISS.2025.90300092

Received: 15 February 2025; Accepted: 01 March 2025; Published: 01 April 2025

ABSTRACT

This study aims to analyze the effect of Burnout, Perceived Superior Trust, and Work Engagement on Work Performance among State Civil Apparatus (ASN) of the Ministry of Religious Affairs Office of Pidie Regency, Indonesia. Specifically, this study explores how Burnout can reduce performance, as well as how Perceived Superior Trust and Work Engagement play a role in improving Work Performance. This study seeks to enhance understanding of how psychological and organizational factors shape employee performance in government institutions. This study employs a quantitative research approach using survey methods for data collection. The research instrument is a questionnaire based on a 5-point Likert scale. The population of this study was all ASN at the Ministry of Religion Office of Pidie Regency with a total of 1,850 people. Sampling using the Raosoft method with an error rate of 6%, resulted in 231 respondents. The data analysis technique used Structural Equation Modeling (SEM) with IBM SPSS-AMOS software version 28. The results of the study showed that Burnout had a negative effect on Work Performance, while Perceived Superior Trust played a significant role in reducing Burnout. Work Engagement has a significant effect on increasing Work Performance, and its interaction with Burnout and Perceived Superior Trust also has an impact on performance. This study is useful for policymakers and organizational managers, especially in increasing ASN productivity through Burnout management strategies, increasing trust in the work environment, and strengthening work involvement to improve Work Performance sustainably.

Keywords: Burnout, Perceived Superior Trust, Work Engagement, Work Performance, ASN, SEM-AMOS.

INTRODUCTION

The Ministry of Religious Affairs (Kemenag) Office of Pidie Regency is a government institution tasked with carrying out the functions of the Ministry of Religious Affairs of the Republic of Indonesia at the district level. The main role of this office is to ensure the availability of quality religious services and religious education and to promote harmony and welfare of religious communities in its area. However, the effectiveness of the services provided is highly dependent on employee performance (work performance). Optimal employee work performance can be likened to a well-maintained machine—efficient, productive, and reliable. Conversely, if work performance is low, the organization will experience various obstacles that hinder the achievement of targets.

From the literature study, it is known that there are several variables that cause low work performance, including burnout  (Lin, M., Liu, Q., & Li, Z. 2024.), Perceived Superior Trust (Aw et al., 2019), and Work Engagement (Muduli et al., 2016). Employee performance at the Pidie Regency Ministry of Religious Affairs Office directly contributes to the effectiveness of public services provided, both within the internal scope of the organization and to the community. High work performance enables the creation of a productive work environment and quality public services. However, the achievement of the 2023 work target shows several significant obstacles. Based on the results of interviews and internal office data, several performance indicators have not reached the targets that have been set, such as religious life guidance which only reached 67.3% of the target, zakat and waqf services which were only realized 19.3%, and zakat and waqf guidance which only reached 21%. In addition, religious education guidance and interfaith harmony also experienced obstacles in achieving targets due to limited resources and budget.

A preliminary survey of 42 employees at the Pidie Regency Ministry of Religious Affairs Office found an average work performance score of 2.83, highlighting subpar self-perceived performance, with the lowest score on the initiative in taking on challenging tasks.

One factor that can improve work performance is perceived superior trust, namely the level of trust that employees feel from their superiors.(Aw et al., 2019). This trust involves various aspects, such as the belief that superiors act with integrity, fairness, and concern for employee welfare. Previous research has shown that perceived superior trust has a significant influence on work performance.(Salman et al., 2020)). However, research results in various contexts still show inconsistencies. Some studies found a significant positive relationship, while other studies showed insignificant results depending on certain conditions.(Chandrruangphen et al., 2022).

Although many studies have examined the relationship between perceived superior trust and work performance (Abdin, et al. 2019), there is still a gap in understanding how this relationship works in the context of government organizations, especially in the Pidie Regency Ministry of Religious Affairs Office. In addition, there has not been much research examining the role of burnout as a mediating variable in the relationship between perceived superior trust and work performance. Employees who feel trusted by their superiors tend to be more emotionally supported, which can reduce stress and burnout. Trust from superiors is also usually accompanied by the granting of greater autonomy to employees, which in turn can increase feelings of control and reduce work fatigue.

Previous research results (Abdin, Z., Khan, M.A., & Rashid, M. 2019), showed that perceived superior trust can have a positive impact on work performance by reducing burnout levels. Employees who feel trusted by their superiors tend to have better psychological well-being, which ultimately increases their work effectiveness. However, research on this relationship in the context of government organizations in Indonesia, especially in the Pidie Regency Ministry of Religious Affairs Office, is still very limited.

This study offers academic contributions by exploring the relationship between perceived superior trust, burnout, and work performance (Gonustg, et al 2019

From a practical perspective, the results of this study are expected to provide recommendations to the Pidie Regency Ministry of Religious Affairs Office in designing more effective policies to improve employee performance. By understanding the role of perceived superior trust and burnout in work performance, this office can take strategic steps to increase employee trust in their superiors and create a more supportive and productive work environment. Thus, this study is expected to fill the gap in academic literature and provide real contributions to efforts to improve the effectiveness of employee work in the Pidie Regency Ministry of Religion Office.

LITERATURE REVIEW

The Influence of Perceived Superior Trust on Burnout

Perceived superior trust, or the trust that employees feel towards their superiors, also has a significant influence on the level of burnout in the workplace. Burnout, which is a condition of physical, emotional, and mental exhaustion due to prolonged stress, can be reduced by having trust in superiors. Trust in superiors can reduce work stress experienced by employees. When employees feel that their superiors are trustworthy and supportive, they feel safer and more able to cope with work demands. This reduces the likelihood of burnout. The results of research from Lin et al. (2024) stated that perceived superior trust has an effect on burnout. When employees feel that their superiors trust them, they feel safer and more supported in their work.

Trusted supervisors tend to be more sensitive to employees’ needs for work-life balance. Employees may be more flexible in providing time off or supporting healthier work practices, all of which contribute to reduced burnout. Trusted supervisors provide constructive feedback and support employees’ professional development. This can increase employees’ sense of competence and accomplishment, which are important factors in preventing burnout. This psychological safety can reduce stress levels, which are often a major cause of burnout (Li & Zheng, 2024).

H1. The Effect of Perceived Superior Trust on Burnout

The Effect of Burnout on Work Performance

Burnout has a significant impact on work performance. When employees experience burnout, employee performance tends to decline drastically. Burnout often causes decreased productivity because employees feel physically and mentally exhausted. Employees may have difficulty focusing on employee tasks, resulting in reduced work efficiency and effectiveness. Fatigue caused by burnout can affect an employee’s ability to performwork well. Employees may make more mistakes, have less attention to detail, and produce work of lower quality. Burnout can negatively affect employee work performance (Lin et al., 2024). Burnout can reduce employee motivation and commitment to their work and organization. Employees may feel less enthusiastic and less interested in contributing to their full potential, which affects overall employee performance. Employees who experience burnout often experience changes in employee interpersonal behavior. Employees may become more irritable, less patient, and have poorer relationships with coworkers and superiors, which can affect collaboration and teamwork. Burnout has a detrimental impact on work performance. Therefore, it is important for organizations to identify early signs of burnout and take proactive steps to address it, such as providing psychological support, managing workload effectively, and creating a healthy and supportive work environment. The results of research from Gong et al. (2019) stated that burnout on work performance.

H2: Burnout has a significant negative effect on work performance.

The Influence of Perceived Superior Trust on Work Performance

When employees feel that their superiors are trustworthy, they tend to feel more motivated and committed to their work. This is due to the sense of security and support that employees feel, so that employees are more likely to work with dedication and extra effort. Trust in superiors improves the quality of communication between employees and superiors. Open and honest communication facilitates more efficient problem solving and increases collaboration within the team. Trust in superiors can reduce employee stress levels. Perceived superior trust is an employee’s perception of the level of trust given by an employee’s superior in the context of a work relationship (Birkenmeier & Sanséau, 2016). The results of research from Birkenmeier and Sanséau (2016); Liu & Ren (2022) state that perceived superior trust affects work performance. With high trust, employees feel calmer and believe that they will get support and understanding when facing challenges or difficulties at work. This reduction in stress contributes to increased work performance. Trusted superiors tend to provide constructive feedback and opportunities for professional development. Employees who feel they receive guidance and support from their superiors are more likely to develop employee skills and improve employee performance.

H3:Perceived Superior Trust has a significant effect on Work Performance

The Influence of Perceived Superior Trust on Work Performance Mediated by Burnout

In this study, burnout acts as a mediating variable that connects the perception of trust from superiors (perceived superior trust) which influences work performance (Lin et al., 2024). Perceived superior trust, or the trust that employees feel towards their superiors, can have a significant influence on work performance mediated by burnout. Trust in superiors helps reduce work stress because employees feel supported and safe. A trustworthy superior provides an environment where employees feel comfortableto share problems and receive help. Trusted superiors provide emotional support and practical assistance that help employees manage job demands, reducing the likelihood of emotional and physical exhaustion. Burnout causes physical and emotional exhaustion that reduces employees’ energy and enthusiasm to engage in work. Trust in superiors reduces the risk of burnout through emotional and instrumental support, reduced stress, and increased job satisfaction. With lower burnout, employees tend to be more engaged in their work. Employees have more energy, higher motivation, and greater commitment to employee tasks. Perceived superior trust plays an important role in increasing employee work engagement by reducing burnout levels. Therefore, organizations should focus on building trust between employees and superiors through leadership training, effective communication, and creating a supportive work environment. This not only helps reduce burnout but also improves employee engagement and work performance. The results of research from Lin et al. (2024); Gong et al. (2019) stated that perceived superior trust has an effect on work performance which is mediated by burnout.

H4: Perceived superior trust positively influences work performance, with burnout acting as a mediating variable.

The Influence of Perceived Superior Trust on Work Performance Moderated by Work Engagement

Perceived superior trust has a positive effect on work performance, and this effect can be moderated by the level of work engagement (Imran et al., 2020). Perceived superior trust or trust felt by employees towards their superiors can affect work performance. However, this effect can be strengthened or weakened by the level of employee work engagement. Highly engaged employees have high energy and enthusiasm in their work. When employees also trust their superiors, this energy and enthusiasm are more likely to translate into better work performance. High work engagement reflects a strong commitment and dedication to the job. Trust in superiors strengthens these feelings, encouraging employees to try harder and achieve better results. Engaged employees tend to have better interactions and more effective collaboration with coworkers and superiors. When employees trust their superiors, the quality of these interactions increases, contributing to improved work performance. The relationship between perceived superior trust and work performance is strengthened by the level of work engagement. In other words, the positive effect of perceived superior trust on work performance is stronger when employees have a high level of work engagement. The results of research from Imran et al. (2020) perceived superior trust has an effect on work performance which is moderated by work engagement. Then research from Sulin & Yanuar (2017) perceived superior trust has an effect on work performance which is moderated by work engagement.

H5: Work engagement moderates the relationship between perceived superior trust and work performance.

Figure 1. Research Framework

RESEARCH METHODOLOGY

All measurement items were adapted from previous studies to ensure validity, with slight modifications for contextual relevance. Work Performance was measured using four items from Uddin et al. (2023), while Perceived Superior Trust used five items from the same source. Burnout was assessed with five items from Almakhi (2023), and Work Engagement was measured with five items from Septiadi et al. (2017). A 5-point Likert scale questionnaire was used, complemented by in-depth interviews for additional insights.

The study population consisted of 1,850 civil servants (ASN) at the Ministry of Religious Affairs Office in Pidie Regency. The sample size, determined using the Raosoft method, was 231 with a 6% margin of error (Altman & Bland, 1991). Data analysis involved descriptive and verification methods. Descriptive analysis examined respondent demographics and construct reliability, while SEM (IBM SPSS-AMOS 22) was used to verify variable relationships.

RESEARCH RESULTS AND DISCUSSION

Characteristics of Respondents

The study involved a total of 231 respondents, with 221 successfully completing the questionnaire, ensuring a high response rate. The demographic characteristics of the respondents were analyzed to provide a comprehensive understanding of the sample composition.

Research Instrument Testing

Average Variance Extracted (AVE)

Average Variance Extracted (AVE) assesses the validity of indicators in measuring their latent constructs. A higher AVE value indicates better representation of indicators within a construct. AVE values range from 0 to 1, with higher values reflecting stronger reliability. The results show AVE values for each variable: Burnout (0.540), Perceived Superior Trust (0.644), Work Engagement (0.674), and Work Performance (0.586), confirming adequate construct validity.

Reliability Testing With Cronbach Alpha (CA)

Reliability testing is an important step in research to ensure that the instruments or measurement tools used are consistent and reliable. One common approach used to measure reliability is to use the Cronbach Alpha (CA) methodThe Cronbach’s alpha values for all variables exceed the 0.7 threshold, indicating acceptable internal consistency and reliability. Burnout (0.764), Perceived Superior Trust (0.857), Work Engagement (0.879), and Work Performance (0.823) all demonstrate good to excellent reliability. Work Engagement shows the highest reliability, suggesting strong consistency among its indicators, while Burnout has the lowest but still acceptable reliability. Overall, the measurement instruments used in this study are reliable for further analysis.

Measurement Model

Convergent validity assesses the strength of the relationship between indicators and their respective latent constructs. In this study, a loading factor threshold of 0.50 was applied. Based on the measurement results, one indicator did not meet this requirement, as its loading factor was below 0.50. Consequently, this indicator had to be excluded.

Figure 1. Measurement Model

The loading factors can be seen in the table below.

Table 1. The Loading Factor

Source: Data processing results (2023)

Table 1 presents the outer loading values of indicators for the latent variables measured in the research model. Outer loading reflects how well each indicator predicts its corresponding latent variable. The key reference is the Original Sample (O) column, where a value greater than 0.50 signifies that an indicator is valid in measuring its respective construct. The results indicate that all indicators meet this criterion, except for indicator A6 on Burnout, which falls below 0.50 and is therefore deemed invalid. This confirms that the remaining indicators are both reliable and relevant for assessing the latent variables in this study..

Verifying Hypothesis Testing

This section presents direct hypothesis testing. This will be followed by indirect and moderation hypothesis testing.

Figure 2. Significance of Hypothesis Testing

Table 2. Hypothesis Testing Results

The results of the hypothesis test show that all relationships between variables are significant with P < 0.05.

Burnout → Work Performance

Burnout has a negative effect on Work Performance (O = 0.232, T = 2.808, P = 0.005). Although the effect is small, increasing Burnout can significantly reduce work performance.

Perceived Superior Trust → Burnout

Perceived Superior Trust has a strong influence in reducing Burnout (O = 0.752, T = 20.540, P = 0.000). Trust in superiors or coworkers can reduce stress and work fatigue.

Perceived Superior Trust → Work Performance

Although significant (O = 0.165, T = 2.027, P = 0.043), the effect of Perceived Superior Trust on Work Performance is relatively small. Trust in superiors contributes to increased performance, but is not the main factor.

Work Engagement → Work Performance

Work Engagement has a strong influence on Work Performance (O = 0.524, T = 7.312, P = 0.000). Employees who are emotionally and mentally engaged tend to have better performance.

Work Engagement x Perceived Superior Trust → Work Performance

The interaction between Work Engagement and Perceived Superior Trust has a positive effect (O = 0.197, T = 2.619, P = 0.009), although the effect is not too large.

Work Engagement x Burnout → Work Performance

Burnout still has a negative impact on work performance, but Work Engagement can reduce its impact (O = 0.173, T = 2.210, P = 0.027).

Overall, Perceived Superior Trust plays a major role in reducing Burnout, while Work Engagement is the main factor in increasing Work Performance. The results of this study confirm that Burnout has a negative impact on Work Performance, although with a small effect. However, Perceived Superior Trust is proven to play an important role in suppressing Burnout, indicating that trust in superiors and coworkers can reduce stress and fatigue levels, which ultimately support work performance. Although the effect of Perceived Superior Trust on Work Performance is significant, the magnitude of the effect is relatively small, indicating that this factor is not the only major determinant of performance. In contrast, Work Engagement has a greater impact on Work Performance, confirming that emotional and mental involvement in work is a major factor in improving performance. In addition, the interaction of Work Engagement with Perceived Superior Trust shows that the combination of the two can further strengthen work performance, although the effect is not dominant. On the other hand, although Work Engagement can reduce the negative impact of Burnout, work fatigue still significantly reduces performance. Thus, to improve Work Performance, organizations need to encourage employee involvement in work and build a work culture based on trust to reduce Burnout and maintain productivity.

Indirect Effect

Managerial Implications

Based on the findings of this study, management needs to focus on strategies to reduce Burnout and increase Work Engagement in order to optimize Work Performance. One of the main steps is to build a supportive work environment, where employees feel appreciated and have trust in their superiors and coworkers (Perceived Superior Trust). Companies can implement mentoring programs, constructive feedback, and open communication to strengthen this sense of trust. In addition, employee welfare policies such as work flexibility, work-life balance programs, and mental health initiatives can help reduce Burnout and maintain productivity. By suppressing Burnout, employee performance can remain optimal even in demanding work situations.

Furthermore, fostering Work Engagement is equally essential in enhancing Work Performance. Organizations can achieve this by providing meaningful work, opportunities for professional growth, and recognition for achievements. Encouraging participation in decision-making and aligning job roles with employees’ strengths can boost motivation and commitment. Regular training, career development programs, and a culture of collaboration can further enhance engagement levels. When employees are highly engaged, they are more likely to be proactive, resilient, and dedicated to their tasks, ultimately driving organizational success.

Organizations should prioritize building a culture of trust between employees and their superiors, as Perceived Superior Trust helps reduce Burnout and indirectly enhances Work Performance. Implementing mentorship programs, open communication, and constructive feedback can strengthen trust and create a supportive work environment. Additionally, while Work Engagement generally improves performance, its interaction with Burnout suggests that high stress levels can still hinder productivity. Managers should focus on employee well-being initiatives, such as work-life balance policies, mental health support, and workload management, to mitigate Burnout’s negative impact. Strengthening engagement through recognition programs, career development, and meaningful work assignments can further enhance employee performance and organizational success.

CONCLUSION

The results of this study confirm that Burnout has a negative impact on Work Performance, while Work Engagement plays a positive role in improving employee performance. Perceived Superior Trust has been shown to contribute to reducing the level of Burnout, although its effect on Work Performance is relatively small. In addition, the interaction between Work Engagement and Burnout and Perceived Superior Trust shows a significant effect on work performance, indicating that work engagement can strengthen or reduce the impact of other factors on performance. Thus, companies need to pay attention to the balance between reducing Burnout and increasing Work Engagement, as well as building trust between superiors and employees to create a more productive and sustainable work environment.

The findings reveal that while Perceived Superior Trust does not directly enhance performance, it significantly reduces Burnout, which in turn improves employee productivity. Additionally, Work Engagement plays a vital role in boosting Work Performance, but its interaction with Burnout negatively affects productivity, indicating that high engagement alone cannot fully counteract the detrimental effects of Burnout. These results emphasize the importance of fostering a supportive and trust-based work environment, implementing strategies to manage stress, and promoting engagement initiatives to optimize employee performance. Organizations should focus on reducing Burnout, strengthening trust, and enhancing engagement to create a more productive and sustainable workplace.

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