Feeling trusted by the superior is absolutely a recognition and encouragement for the subordinate，and it is an important antecedent of stimulating employees’ work attitudes and behaviors. However, previous trust researches neglected a very important point that, the subordinate is likely to experience the variable trust from the superior during a period of time. That is, trust is variable over time, and individuals also have differences in perceived trust stability. Based on Uncertainty Management Theory, this paper introduces the concept of Feeling Trusted Variability, and examines the impact of feeling trusted variability on state gratitude, work stress and work engagement, and the moderator role of workload and empathy. With the daily-dairy questionnaire survey and data analysis in seven consecutive working days, this paper verifies the moderating effects of empathy, and the results suggest that: empathy relieves the negative impact of perceived information disclosure variability on work stress; empathy strengthens the negative impact of perceived reliance variability on state gratitude; and empathy strengthens the negative impact of perceived reliance variability on work engagement. Results of this study further provide an explanation for the result of subordinate perception of supervisor’s trust variability based on time variability, and how organizational context and personal traits affect these outcomes. It also keeps managers conscious of the probability of further uncertainty management issues when trust is variable as a strategy to manage employees.