Organizations can create a productive environment through overall fairness, pay for performance, and organizational control systems from which they can earn and enhance employee’s in-role and extra-role performance more efficiently in a manner that additionally brings out maximum output and minimum wasted effort or expense, with mediation factor of supervisory and managerial trust. We propose a theoretical frame explaining the link between fairness, trustworthiness, and performance. We contend that Organizational fairness, measured by Control Systems (OCS), Overall Fairness (OF), and Pay for Performance (PFP), increases the level of Supervisor Trustworthiness (ST) among its employees, this would, in turn, increase their both in-role and extra-role performance. We also contend that Managerial Trustworthiness moderates the effect of OCS, OF, and PEP on ST, in a way that a higher level of Managerial Trustworthiness makes the effect of these variables on ST more pronounced. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 300 respondents and analyzed using confirmatory factor analysis and structured equation modeling. The collected data was tested with different testing models using the Smart PLS software. The data collected was based on responses from our questionnaires. The results suggested that Organizational Control Systems (output, process & normative), and Fairness seem to have a significant positive effect on Supervisor Trustworthiness. ST, in turn, seems to increase in-role Performance. OCS and PFP also seem to directly increase both Extra role and In-role Performance. The results also show that Managerial Trustworthiness has a positive impact on Supervisor Trustworthiness, however, the effect of PEP on ST is diminished in the presence of Managerial Trustworthiness. Other complementary effects remained inconclusive. Our findings advance fairness research by being the first to identify perceived managerial trustworthiness as a moderator for the fairness heuristic process. The current research also provides practical implications for managing perceived leader trustworthiness
