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This study seeks to examine trust indicators as a foundation for employee extra role behavior. A face-to-face interview of employees was administered at Saderat Banks in Shiraz for a period of two weeks. A total of 296 usable questionnaires were collected. In addition, seven-point Likert scales, ranging from 1 (strongly disagree) to 7 (strongly agree) were adopted.  Research findings indicated that trust in management, psychological supports, management values and reward expectation as a perception of trust in organization indicators had positive correlation with employee extra – role behavior. Participation in decision making by employee and contribution of autonomous employee were strong indicators and intrinsic job motivation besides sharing knowledge were found to be weaker indicators of employee extra – role behavior. The need to go face to face and the lack of realizing the scientific concept of research by older people were the limitation of this research which leaded to delay in collecting the questionnaires. We can also take advantage of research findings to guide organization to build trust in workplace which in turn leads to employee extra – role behavior. Findings of this study emphasized major factors that lead to employee perceptions about trust which can lead to discretionary employee efforts.       Key words: Trust, extra – role behavior, employee participation in decision making, psychological support, management values, contribution from autonomous employee, reward expectation, sharing knowledge, intrinsic job motivation.

Reviewing the relationship between perception of trust in organization with employee extra-role behavior