attitudes, norms, perceived behavioral control, theory of planned behavior, time theft, unethical behavior,

PurposeThe purpose of this paper is to examine how managerial trustworthiness and social exchange with the organization integrate with perceived organizational support to relate to supervisor‐rated job performance and self‐report organizational commitment.Design/methodology/approachA sample of 119 full‐time employees from a variety of occupations at a single organization completed surveys. Their supervisor rated job performance.FindingsThis paper finds that managerial trustworthiness was positively related to job performance and organizational commitment via POS and social exchange with the organization; and that POS was related to organizational commitment through social exchange with the organization.Research limitations/implicationsLimitations include cross‐sectional data from a single organization. Strengths include non self‐report ratings of job performance. Future research should consider experimental and longitudinal designs to capture causality.Practical implicationsOrganizations may improve job performance and organizational commitment by increasing the trustworthiness of the manager, which might lead to increases in perceived support and social exchange. Trustworthiness can be increased by incorporating policies to encourage the integrity of managers, increasing managers' ability via training, and fostering a climate of benevolence.Originality/valueThis study is the first to examine the trustworthiness of the manager, a central figure to employees, at the same time as support and social exchange in the employee‐organization relationship.

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Applying social exchange theory and organisational support theory to a performance appraisal context, we hypothesised that perceived supervisory support would mediate the relationships between both interpersonal and informational justice, and trust in the supervisor. The data were collected from 526 full‐time working adults, who answered questions about the fairness of their organisation's current performance appraisal process. Using structural equation modelling, both calibration (n = 278) and cross‐validation (n = 248) field samples showed that perceived supervisory support mediated the justice–supervisor trust relationships. Our findings suggest that perceived supervisory support serves as a mechanism through which perceptions of interpersonal and informational justice foster trust in supervisors. Implications for organisational practice and areas for future research are discussed.