What influences managers' procedural fairness towards their subordinates? The role of subordinates' trustworthiness

• Four cross-national studies examined when and why the trustworthiness of subordinates influenced managers' procedural fairness.
• Subordinates seen as having more benevolence trustworthiness elicited greater procedural fairness from their managers.
• Subordinates seen as having less integrity trustworthiness elicited greater procedural fairness.
• The positive (negative) relationship in the two above bullet-points was stronger when subordinates were higher in ability trustworthiness.
• The relationship was also mediated and moderated by managers' desire to keep good working relationship with and control over their subordinates.

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.