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Mentoring as a critical strategy, is a way to alter and improve individuals’ perception and values toward their position, organization and managers for better understanding of organizational behavior in workplace context. In some Iranian organizations, subordinates are more likely to be distrust to their supervisor's abilities and competencies. This puts employees not getting engaged to their tasks. To tackle this problem, mentoring is suggested as the effective solution. To this, we can suggest two solution. First, if mentees trust to their mentors, the trust of supervisor as an antecedent can be examined while mentoring effects on outcomes such as Affective commitment, Intention to quit, Job involvement, and self-efficacy. Second, it is required that supervisor or management trust to mentee. In this circumstance, we can refer to first solution rather than mentoring and trust in supervisor. Further, our study is based on Social exchange theory (SET) which explains the relationship between subordinates and supervisor. Our results show that second solution is more desirable. In other words, once supervisor use mentoring as effective way, staff would show high level of trust to supervisor and thus, they show high level of Affective commitment, Job involvement, and low level of Intention to quit.

Keywords: Mentoring, Organizational distrust, Social exchange Theory, Job Involvement

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