This study investigates the interaction between perceived support from the supervisor, their developmental experiences, trust in the organizational, organizational identification, and employee deviance for Indian manufacturing and service firms.  According to different theoretical perspectives, the study postulates trust as a salient mediator between supportive supervision and developmental experiences and favorable employee identification and reduced deviance.  Survey data from 801 managerial staff from Indian manufacturing and service companies substantiate the model proposed, highlighting the role of developmental experiences and supervisor support in impacting trust, in turn developing identification and restraining deviance.  Positioning these constructs within the changing Indian industry context, the study not only contributes to organizational behavior research but also finds practical application for managers seeking to nurture trust, commitment, and ethical conduct to ensure competitiveness and employee thriving