Four studies examined when and why the trustworthiness of subordinates influenced their managers' procedural fairness towards them. Subordinates seen as having more benevolence trustworthiness elicited greater procedural fairness from their managers, whereas subordinates seen as having less integrity trustworthiness elicited greater procedural fairness. Moreover, the positive (negative) relationship between subordinates' benevolence (integrity) trustworthiness and managers' procedural fairness was more pronounced when subordinates were perceived as higher in ability trustworthiness. Additional moderating and mediating findings suggest that managers' tendencies to show high procedural fairness towards their subordinates reflect two different underlying motivations: (1) to help managers maintain or cultivate good working relationships with their subordinates, and (2) to maintain control over their subordinates, that is, to make it less likely for subordinates to behave in ways that disrupt managers from attaining their goals. Implications for the organizational justice and trust literatures are discussed.
Zhao, Guangzhi, Y. Chen, and Joel Brockner. "What influences managers' enactment of procedural fairness towards their subordinates? The role of subordinates' trustworthiness." Journal of Experimental Social Psychology 59 (2015): 96-112.
Each author name for a Columbia Business School faculty member is linked to a faculty research page, which lists additional publications by that faculty member.
Each topic is linked to an index of publications on that topic.