| Trust is a subjective assessment of another's influence in terms of the extent of one's perceptions about the quality and significance of another's impact over one's outcomes in a given situation. Trust is highly valuable to the realization of the organization function. If lack of trust, no one can prevent risks and every one will loss the benefit from the cooperation and share. However, the reality is not optimistic. Some surveys about the intra-organizational trust show that employee trust in immediate supervisor (abbr. ETS in the paper) and employee trust in organization (abbr. ETO in the paper) are both low level. And low ETS and ETO will directly affect the supervisor leadership realization and employee loyalty and dependence in organization. Therefore, ETS and ETO are the focuses of the research in this paper.Overseas researchers have done a great deal of study on the trust, which expands our understanding in some extends. But the author considers that there lacks one systemic study about ETS and ETO, especially for study on the reason variables, the trust variables. Furthermore, under the intensive competition, the employee silences gain more and more attention, which already disturb organization decision-making and innovation. Then, will the enhancement of ETS and ETO effectively reduce employee silence? Finally, the former studies on the trust, trustworthy and silence are under the western culture background. Under the China's culture background, will the study have same results regarding the China's culture emphasis on confucianist thought such as power distance, collectivism and"face"culture?Regarding the above problems, the author uses the empirical research of the questionnaires. With the survey on the 928 middle and low level employees, the paper discusses the present situation of ETS and ETO and the relationship between ETS, ETO and trustworthy and employee silence. The conclusion includes the following points,1,From the results of descriptive analysis on the ETS and ETO, almost 50 percent employees comparatively and extremely trust their direct supervisors and organizations, whereas, the other 50 percent ones have low level and indefinite ETS and ETO. ETS and ETO have remarkable differences considering different marital status, enterprise character, employee level and enterprise developing stage. The empirical research on the ETS and ETO impact on the employee attitude shows that ETS and ETO are positively related to job satisfaction and organizational commitment, whereas negatively related to turnover intention. Furthermore, the ETS impact on the job satisfaction and organizational commitment is partially mediated by ETS and the ETO impact on the turnover intention is fully mediated by ETS.2,Though there is great deal of overseas research on the intra-organization trust, the relation between trustworthy and trust are always confused and the trustworthy are conducts for the research rather than the trust. Therefore, based on the interview and overseas literature, this chapter induces the trustworthy of supervisor and organization and develops the dimensions and specific survey tools. The results show that six-dimensional structure is more suitable to the trustworthy of immediate supervisor, i.e. fairness, responsibility assumption, guide and support, promise fulfillment, competence and openness. And the eight-dimensional structure is more suitable to the trustworthy of the organization, i.e., systemic management, organizational development, occupational security, promise fulfillment, harmonious climate, fairness, personal development, openness.3,With the research on relationship between the supervisor and organization trustworthy and ETS and ETO, the results show that six trustworthy of immediate supervisor have positive impact coefficient to ETS and the adjusted R2 is 72.9%, which means that the six factors will positively influence the ETS. The openness and promise fulfillment have higher R2 change. The eight trustworthy of the organization have positive impact coefficient to ETO and the adjusted R2 is 71.6%, which means that the six factors will positively influence the ETO and fairness have the highest R2 change It also shows that the trust propensity has no significant adjustment function on the trustworthy influence upon the trust level.4,The overseas discussion on the employee silence is mostly on the conceptions and the correspondent questionnaires are rare. Therefore, based on the interview and overseas literature, the author induces the reasons of the employee silence and develops the dimensions and specific survey tools. The three-dimensional structure includes the acquiescent silence, disregard silence and defensive silence. The acquiescent silence is the passive and negative retention opinion when the employees anticipate they have no capability to change the present situation, which means that passive obedience. The defensive silence is the interpersonal barrier when the employees avoid expressing the opinion, which may between the colleagues or more between supervisors and subordinates. The disregard silence is the passive retention opinion when the employees have low commitment and involvement to the present job or organization, which means ignoring the organization benefit.5,From the results of descriptive analysis on the employee silence, which shows that the employee silence is universal in the China's enterprises. Relative to the acquiescent silence, the disregard silence and defensive silence are more popular. The three-dimensional employee silence has remarkable differences considering different ages, education level, accumulated job seniority, enterprise character, employee level and enterprise developing stage. The results show that ETS and ETO have negative impact on the employee silence, that it the higher of ETS and ETO, it has more advantage to reduce the employee acquiescent silence, disregard silence, and defensive silence. Furthermore, the ETO impact on the acquiescent silence, disregard silence, is partially mediated by ETS and the ETO impact on the defensive silence is fully mediated by ETS. The author also investigates the adjustment function of self-efficacy over the ETS and ETO influence over the employee silence. Among the interactive effects, the self-efficacy has adjustment functions upon the ETS impact on the defensive silence. Furthermore, the more of employee self-efficacy, the lower ETS negative impact on the employee silence and other interactive effects are not significant.The research has the following two innovation points.The author works out the intra-organizational trustworthy questionnaire. The research shows that the trustworthy of the immediate supervisor have six-dimensional structures, i.e. fairness, responsibility assumption, guide and support, promise fulfillment, competence and openness. And the trustworthy of the organization have eight-dimensional structure, i.e., systemic management, organizational development, occupational security, promise fulfillment, harmonious climate, fairness, personal development, openness. Among the above trustworthy dimensions, the supervisor openness is most advantageous to the ETS explanation and others in turn are promise fulfillment, responsibility assumption, fairness, competence and guide and support. The organization fairness is most advantageous to the ETO explanation and others in turn are organizational development, promise fulfillment, openness, systemic management, personal development, harmonious climate and occupational security.(2) The author put forward that employee silence contains three dimensions, i.e. acquiescent silence, defensive silence, and disregard silence. The research proves the ETS and ETO effect on the employee silence, which the former will significantly reduce the employee silenceThe research has two enlightenments on the management practices. First, organization should adopt more pointed management practices to enhance ETS and ETO. Second, organization should build trust climate to reduce the employee silence.
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